HomeMy WebLinkAboutAgenda_GGAF_05.28.2014Notice of Meeting for the
General Government and Finance Advisory Board
of the City of Georgetown
May 28, 2014 at 3:00 PM
at Georgetown Public Library Classroom, located at 402 West 8th Street,
Georgetown, TX
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 at 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.
Legislative Regular Agenda
A Review minutes from April 23, 2014 GGAF meeting.
B Information Technology Operations Overview - Mike Peters, Information Technology Director
C Purchase of Audio/Visual and Broadcast equipment in the total amount of $136,761.05 for the
Council Chamber Technology Refresh project (multiple vendors) - Keith Hutchinson, Public
Information Officer and Mike Peters, Information Technology Director
D Purchase of Dell/Compellent Storage Area Network (SAN) upgrades from EST Group for
$122,128.02 - Mike Peters, Information Technology Director
E Purchase of annual software maintenance renewal to Infor, Inc. for the Enterprise Asset
Management (EAM) system in the amount of $69,020.37 - Mike Peters, Information Technology
Director
F Consideration and possible action to contract with Basic IDIQ Inc. for repairs to the Georgetown
Tennis Center in the amount of $118,020.35 – Laurie Brewer, Assistant City Manager; Bridget
Chapman, City Attorney; Paul Pausewang, Support Services Manager
G Consideration and possible action to authorize the Police Department to proceed with the
procurement of fitness equipment for the Public Safety Operations and Training Center from Life
Fitness in the amount not to exceed $91,00 - Wayne Nero, Chief of Police
H Consideration and possible action to authorize the Police Department to proceed with the
procurement of video interview room equipment for the Public Safety Operations and Training
Center from L3 Mobile Vision, Inc in the amount not to exceed $75,000.00 - Wayne Nero, Chief
of Police
I Overview and update on the City's Compensation and Self-Insurance Plan - Tadd Phillips, HR
Director and Micki Rundell, Chief Financial Officer
J Review and discuss certain sections of the Fiscal and Budgetary Policy changes - Micki Rundell,
Chief Financial Officer
K Discuss potential "Special GGAF" meting to review proposed 2014-15 General Capital Projects
(GCP) - Micki Rundell, Chief Financial Officer
L Discuss and recommend Independent Audit Firm for the City of Georgetown's annual financial
statements - Susan Morgan, CPA, Finance Director
CERTIFICATE OF POSTING
I, Jessica Brettle, City Secretary for the City of Georgetown, Texas, do hereby certify that this Notice
of Meeting was posted at City Hall, 113 E. 8th Street, a place readily accessible to the general public
at all times, on the ______ day of __________________, 2014, at __________, and remained so
posted for at least 72 continuous hours preceding the scheduled time of said meeting.
____________________________________
Jessica Brettle, City Secretary
City of Georgetown, Texas
SUBJECT:
Review minutes from April 23, 2014 GGAF meeting.
ITEM SUMMARY:
FINANCIAL IMPACT:
None
SUBMITTED BY:
Danella Elliott, Executive Assistant
ATTACHMENTS:
Description Type
Minutes 4.23.14 Backup Material
Minutes of the Meeting of the
GENERAL GOVERNMENT AND FINANCE ADVISORY BOARD (GGAF)
City of Georgetown, Texas
April 23, 2014
The General Government and Finance Advisory Board met at 3:30 p.m. on Wednesday, April 23, 2014 in the
Georgetown Public Library Friends of the Library Room, located at 402 West 8thth Street, Georgetown, Texas.
MEMBERS PRESENT: Steve Fought, Chair, Tommy Gonzalez, Joe Pondrom, Keith Brainard, Ralph Mason
MEMBERS ABSENT: None
STAFF PRESENT: Micki Rundell, Susan Morgan, Leticia Zavala, Paul Pausewang, Trish Long, Tadd
Phillips
A copy of these minutes, containing detailed information on the items listed below will be available in the Finance
and Administration Office, located at 113 East 8th Street, Georgetown, TX and can be found online at
http://agendas.georgetown.org/
Executive Session
In compliance with the Open Meetings Act, Chapter 551, Government Code, Vernon’s Texas Codes, Annotated, the
items listed below will be discussed in closed session and are subject to action in the regular session that follows.
Regular Session – Called to order at 3:30 p.m.
The GGAF Board may, at any time, recess the Regular Session to convene an Executive Session at the request of the
Chair of the GGAF Committee for any purpose authorized by the Open Meetings Act, Texas Government Code
Chapter 551.)
Public Wishing to Address Council
On a subject that is posted on this agenda: Please fill out a speaker registration form. Clearly print your name and
the letter of the item on which you wish to speak and present it to the Chair or Board Liaison, preferably prior to the
start of the meeting. You will be called forward to speak when the Board considers that item.
On a subject not posted on the agenda: Persons may add an item to a future Board agenda by contacting the Liaison
prior to the creation of the agenda for the following meeting, with the subject matter of the topic they would like to
address and their name. The Board Liaison can be reached at 512-930-3676 or by email at
danella.elliott@georgetown.org
Statutory Consent Agenda
The Statutory Consent Agenda includes non-controversial and routine items that Board may act on with one single
vote. A board member may pull any item from the Consent Agenda in order that the Board discuss and act upon it
individually as part of the Regular Agenda.
Legislative Regular Agenda
Steve Fought, Chair, called the meeting to order at 3:30 p.m. He noted that it was Micki Rundell’s birthday,
and the committee sang “Happy Birthday” to her☺☺☺☺
A. Review minutes from the March 7, 2014 GGAF Meeting - Danella Elliott, Executive Assistant
These minutes were unanimously approved.
B. Consideration and possible action for approval for the heating, ventilation and air conditioning (HVAC)
annual maintenance contract with HVAC Masters in the estimated annual amount of $200,000 – Paul
Pausewang, Support Services Manager and Micki Rundell, Chief Financial Officer
Paul explained that bids were solicited for HVAC maintenance services, and an award was made to the best
value contractor, HVAC Masters. He noted that this company has been the contractor for the past 5 years. The
term of the contract will be from the date of agreement for a two (2) consecutive years with the option to renew
for three (3) additional one year terms.
The bid comparison was made based on semi-annual inspections of each HVAC system using a predetermined
item checklist, monthly service charges for filter replacements and monthly inspections of the Data Center.
Additionally, an hourly rate was requested for repair calls, based a total of 1,900 hours of service (which was
the estimated repair time used for the previous twelve month period.).
This bid also requires a percentage markup quote for material costs so that the lowest price for equipment
budgeted for replacement in the internal service fund can be determined. The estimated annual amount for
HVAC maintenance for all City facilities $200,000.00.
Tommy asked if staff could contact the “no bidders” and find out why they did not bid. We need to find out if
our RFP requirements are too detailed, etc. and limiting our vendors ability to bid.
Paul said that he would contact the companies that did not bid and provide these responses to the GGAF
Committee (for insight as to why they did not submit a bid for these services). Unanimously approved.
C. Presentation and possible discussion regarding the Customer Care Initiative and the Customer
Information System (CIS) software opportunities – Leticia Zavala, Customer Care Manager and Micki
Rundell, Chief Financial Officer
Leticia provided a Customer Care update and overview presentation, including discussion of the evolution from
a “billing only environment” (Utility Office) into a “full service Customer Care Center”, providing customer
information and interaction along with enhanced billing options. Technical challenges with the current
Customer Information System (CIS) software were also presented with plans for future replacement.
Leticia also talked about ways to leverage the new system capabilities to allow for future expansion. She
explained the “stepping outside of the box” solution that could be obtained with a per customer “rental” basis
through Oracle, a Tier 1 solution. It could use creative funding opportunities, leveraging partnership with
Westin Engineering, who has developed a model that offers Oracle services on a “per customer” cost. This is a
“hosted” solution. Westin Engineering owns the Oracle license and manages servers in the “cloud”. The City
pays for implementation/conversion of the existing system and consultants are used to implement the Oracle
software with costs up to $4M to $5M.
Micki and Leticia answered questions from the committee and noted that they would be attending CS Week
Conference during the first week of May to further research the option mentioned, as well as seeing different
types of software available.
The committee’s concerns were that a decision had already been made without researching all Tier 2 solutions,
and going with “want to have” vs. “have to have”. They wondered if this is the right strategic decision and
Tommy asked that staff look into other municipalities that may have developed a proprietary system for them
specifically, and that may be the perfect solution for the City of Georgetown. Keith asked that we get a count of
the number of utility systems in the United States, contact a few and ask them what they are using/doing.
It was also suggested that when looking at different software, see how compatible they are to CIS/FS/ and
others; stop the “one-offs” and focus on integration, as that is the key. It is critical to integrate as many as
possible, i.e. Police, Finance, Parks, etc.
Steve and Micki noted that the feedback was useful and great information and noted that this would be
presented as a Council Workshop item for discussion.
D. Discussion and possible action to recommend proposed changes to the City’s Fiscal and Budgetary Policy
for 2014/15 – Micki Rundell, Chief Financial Officer
Micki gave a presentation on the Fiscal and Budgetary policy history, current and recommended changes. The
committee’s discussion and suggestions are below:
• Section VI – Retirement benefits
o Reword to state that 80% is the minimum – target should be 100%
o Consider setting goal to get to 100% over period of years
o The committee discussed a desire to link retiree cost of living adjustments with the funding level
of the City’s retirement plan overall
o Keith Brainard was asked to come up with draft policy language
• Use of Excess General Fund balance
o Establish wording to put reducing next debt issue as top priority
o Keith Brainard was asked to come up with draft policy language that offers flexibility for future
councils, but limits what we can use it for
• Add a slide to the presentation highlighting items above for discussion by Council
Mr. Brainard will draft verbiage as requested, and the changes/recommendations from GGAF will be incorporated
and discussed at the May 27th Council meeting.
E. Update on the process and schedule for selection of new independent auditors for the 2013/14 fiscal year
end audit – Susan Morgan, CPA, Finance Director
Susan informed the committee that the Audit RFP has been posted and the process is underway. She went over
the timeline. The selection committee will be composed of staff and GGAF Committee members Keith
Brainard, Tommy Gonzalez, Ralph Mason, Micki Rundell , Susan Morgan and Lisa Haines. She noted that the
City paid $46,500 to CliftonLarsonAllen, LLP for the most recent audit. Based on a survey of comparable cites
and increasing auditing standards, the new contract is expected to cost $80,000 - $100,000 per year. The
increased amount will be part of the proposed 2014-15 budget.
Follow-up items the GGAF Committee would like addressed:
• Prepare summary of bond authorizations (issued, unissued) by projects
o Add to budget workbook and Powerpoint
o Make a “contract” with citizens
On the COG website, list all authorized bonds (issued or unissued) and what is planned,
etc
• Verify vacancy factor worksheet
o Calculated on all benefits?
• Concerns on how our bidding requirements
o Are we limiting vendors ability to bid?
(Concerns from single bidder on HVAC contract.)
• In the budget presentation – highlight total social services funding amounts
o Include Art Center, and have it accessible to the public; be visible
o Show summary of all types
Madella Hilliard utilities
WCCHD, etc.
• Addition of Internal audit function
o Consider options to move toward establishing formal function and/or position that reports to
Council
Adjournment
The meeting was adjourned at 5:40 pm.
_____________________________________
Board Chair
City of Georgetown, Texas
SUBJECT:
Information Technology Operations Overview - Mike Peters, Information Technology Director
ITEM SUMMARY:
Presentation to provide background on the size and scope of the City's Information Technology
operations, in preparation for the upcoming June 10 Council workshop on FY 2015 CIP plans.
FINANCIAL IMPACT:
N/A
SUBMITTED BY:
Milke Peters, IT Director
City of Georgetown, Texas
SUBJECT:
Purchase of Audio/Visual and Broadcast equipment in the total amount of $136,761.05 for the Council
Chamber Technology Refresh project (multiple vendors) - Keith Hutchinson, Public Information
Officer and Mike Peters, Information Technology Director
ITEM SUMMARY:
Staff requests approval for the purchase of replacement A/V and broadcast equipment for the Council
chambers due to the age and increased failure rates/maintenance requirements for the existing
equipment. The new equipment will make the Council systems totally “digital”, which will also
improve broadcast quality. Portions of the existing system are as much as eight years old. The project
involves the following purchases:
1. $92,544.05 to Ford Audio/Visual for replacement equipment and installation of the existing public
address, podium and room projection systems in the Council chamber. Ford A/V is a TIPS/TAPS
vendor.
2. $35,722.00 to SwagIT Productions for replacement of the cameras, switchers and other broadcast
equipment used to provide cable and webcast of Council meetings. SwagIT is a proprietary vendor due
to a previous RFP selection process, plus the need for compatibility with the SwagIT service.
3. $8,495.00 to RushWorks, Inc., for purchase of a replacement video playback device used to manage
GTV/Channel 10 operation outside of meeting hours. The existing device now is out of support.
Rushworks is a proprietary vendor due to the same previous RFP selection process as item #2.
Note: The existing broadcast equipment replaced in item #2 will be reused, along with additional
equipment, for a Library broadcast system during FY 2015.
FINANCIAL IMPACT:
This entire project qualifies for, and will be paid by, the City's Public, Educational and Government
(PEG) fee funding, which was established following transfer to the state franchise agreement in 2013.
Costs will be recorded in the PEG fee fund, account 263-5-0655-52-200.
SUBMITTED BY:
Keith Hutchinson, Public Information Officer and Mike Peters, IT Director
ATTACHMENTS:
Description Type
Quote 1 Cover Memo
Quote 2 Cover Memo
Quote 3 Cover Memo
1
Mike Peters
From:Rush Beesley <rush@rushworks.tv>
Sent:Friday, April 25, 2014 2:01 PM
To:Natascha Ross | Swagit; Mike Peters; Keith Hutchinson
Subject:RUSHWORKS A-LIST BROADCAST Automation and Streaming System
Hi Mike and Keith … and thank you for your interest and inquiry regarding our Next Generation
automation solution, A-LIST. During this time of significant evolution in broadcast technology …
and the parallel emergence of exciting new opportunities in streaming media creation and
delivery … we know that our A-LIST BROADCAST Automation System will make running your
television operation easier and more productive, creating expanded media presence with this
“powerfully simple” low cost, high performance solution.
Our A-LIST BROADCAST Automation and
Streaming System is now the most versatile
and cost-effective platform on the
market. We’ve added dozens of new features
and functions … including multi-channel
control and an integrated MultiZone bulletin
board function … which together make A-LIST
a truly unique ‘hybrid’ system for broadcast, PEG
and Internet TV markets.
Click the link below … then watch the two A-
LIST video overview clips in the FEATURED
PLAYLISTS section. There are also about 70
short Video Help Files on our channel, so you
can learn virtually everything about the design,
interface and functionality of A-LIST.
RUSHWORKS Video Training Channel
2
Here is a link to our website which will provide a lot of additional information and ideas. Single
sheets and User Guides are available on the DOWNLOADS page:
www.RUSHWORKS.tv
We also offer our StreamSource stream hosting platform. Our ANYSCREEN package provides
multi-format hosting with a single upload that’s transcoded for distribution to virtually any media
device, including iOS, Android, Windows Phone, BlackBerry, Roku, Google’s AndroidTV, PC and
Mac. This subscription service starts at $149/month, also with 250GB of available bandwidth.
Extended bandwidth packages are also available to reduce your cost per GB: $499/month with
1.2TB; $1,399/month with 5TB.
We’ve also integrated hyper-local NOAA weather information and graphics into our MultiZone
display, so by entering your zip code you’ll be able to get continual updates – with associated
text and icons – for current conditions and a three-day forecast. Likewise you can enter the
address for an RSS feed and select it for display on our Auxiliary Crawl banner. All systems
feature a dedicated EAS crawl through serial connection with an EAS receiver.
The price for a single-channel A-LIST SD system is $8,495. A single-channel HD system is
$12,695. Both support Input and Output, and include 2 x 2TB mirrored (RAID 1) drives. You
can include up to four (4) channels, with any combination of SD and HD in a single chassis.
Let me know if you have any questions or need more information. I look forward to our
continued conversations.
______________________
Rush Beesley, President
RUSHWORKS
800 Parker Square Suite 200
Flower Mound, TX 75028
Ofc: 888-894-7874 Ext. 500
rush@RUSHWORKS.tv
www.RUSHWORKS.tv
******************
Rush Beesley, President
RUSHWORKS
888.894.7874 ext 500
3
Skype: rbeesley
rush@RUSHWORKS.tv
-----Original Message-----
From: Natascha Ross | Swagit [mailto:nross@swagit.com]
Sent: Friday, April 25, 2014 1:49 PM
To: Rush Beesley; Mike.Peters@georgetown.org; Keith.Hutchinson@georgetown.org
Subject: City of Georgetown, TX
Good afternoon Rush, Mike and Keith,
I'm including Mike and Keith on this email as they would like to receive information and pricing for the A-List. The A-List
would be replacing their existing Multi-Zone and would integrating with Swagit's Cosmos/EASE systems.
If you have any questions, please do not hesitate to reach out to me and I hope to see you guys at TAGITM in Austin.
Regards,
Natascha Ross
Swagit Productions, LLC
www.swagit.com
T: 214-274-6612
Click here to report this email as spam.
[Georgetown, TX PROPOSAL]
Location:Council Chambers
April 2014
850 Central Parkway E., Suite 100 ·Plano, TX 75074 ·214-432-5905 ·www.swagit.com 2
[PROPOSAL:Company Profiles]
850 Central Parkway E., Suite 100 ·Plano, TX 75074 ·214-432-5905 ·www.swagit.com 3
EXECUTIVE SUMMARY /COMPANY HISTORY
Swagit Productions, LLC is a privately held company headquartered in Plano, Texas. Founded in 2003,
Swagit is a progressive company that is pioneering the broadband multimedia communication service
industry by providing clients a hands-free approach to always being connected to end-users'
information needs. In combining Swagit’s EASE™ and Cosmos™ solutions, clients are offered the most
comprehensive hands-free experience possible.
Swagit specializes in providing streaming media solutions to cities, counties, states and school districts.
Furthermore, Swagit is a complete video production entity: including services such a s post-production,
studio and recording booth sessions.
Swagit began with a mission to supply clients an affordable solution to stream their own content in an
overpriced, complicated, hands-on video industry. What began as a company that specialized in
turnaround streams for cities, counties, states and school districts, Swagit has grown significantly and
provides an open API which allows for integrations with all Agenda/Document Management Solutions.
This lets our clients choose the ‘best of breed’ Agenda Management Solution for their unique needs.
With Swagit’s EASE™ streaming video solution, clients are able to stream their public content live and
on-demand through the jurisdiction’s website. HTML5 compatibility makes getting to the content even
easier and more convenient as viewers are able to access all of the video content via their computer,
smart phone or tablet. Archived meetings are indexed and broken up into clips per each agenda item for
a greater end-user experience.
Cosmos™ is Swagit’s broadcast solution comprised of two to four cameras and pro-video switching
equipment that allows either Swagit engineers to control the cameras remotely or on -site camera
control by government staff. It is the Cosmos™ solution combined with EASE™that allows for clients to
be able to outsource all of the production and video streaming/indexing to Swagit Productions, LLC for a
completely end-to-end,hands-free solution.
The Swagit network stretches across North America guaranteeing that you and your constitue nts are
always connected. Our network insures fast connect times from the closest point-of-presence (POP) to
an end-user’s location. In addition, Swagit’s network is fully redundant giving clients the peace of mind
of redundancy and keeping with the Swagit motto of “Always Connected.”
POINTS OF DIFFERENCE
Swagit’s EASE™solution is a completely hands-free and requires no staff time or resources
Larger video with Swagit’s solution (up to 70% larger) and FLASH video format, the most commonly viewed format on
the web. Swagit also utilizes HMTL5 for streaming to mobiles devices such as the iPhone and iPad.
Swagit’s open API allows integrations with any agenda management solution
Swagit is the only government streaming provider that has developed its own content delivery network, ensuring
quick and reliable connections for your constituents
Unlimited storage for Specialty content
Swagit’s unique hands-free solution typically qualifies as a sole sourced solutions allowing for quick deployments
100% Client Retention
850 Central Parkway E., Suite 100 ·Plano, TX 75074 ·214-432-5905 ·www.swagit.com 4
[PROPOSAL:Hardware -EASE™]
850 Central Parkway E., Suite 100 ·Plano, TX 75074 ·214-432-5905 ·www.swagit.com 5
PRICING –EASE™ Up-Front Costs
Swagit’s EASE™encoders offer broadcasters and other administrators the ability to stream live events
to cable television providers (i.e. AT&T U-verse®), over the Internet through a high speed connection,
or to mobile devices such as iPhones, iPads or Androids. Furthermore, the unit can record and archive
all media for on-demand viewing as well.
Item Description Type Costs (Up-Front)
Hardware/Software/Provisioning (AT&T U-verse®Compatible)1UServer $ 4,997.00
Swagit EASE 1U, Encoder Software Installation, System Burn-In, Rackmount
Kit (4 posts-universal), Includes up to 25 internal users
Remote Install (Typically 3 hours)
Viewcast Osprey Video Capture Card w/Simulstream Software 260-e $ 950.00
Item Description
Total Costs
(Up-Front)
Standard Encoder -Hardware/Software/Provisioning (AT&T U-verse®Compatible) +
Viewcast Osprey with RAID $ 5,947.00
* Price and hardware model are subject to change after 90 days without prior notice.
850 Central Parkway E., Suite 100 ·Plano, TX 75074 ·214-432-5905 ·www.swagit.com 6
[PROPOSAL:Product -Cosmos™]
850 Central Parkway E., Suite 100 ·Plano, TX 75074 ·214-432-5905 ·www.swagit.com 7
COSMOS™–Broadcast System
Built upon years of industry experience,Cosmos™is a complete package of cameras and pro video-
switching equipment that enables any client to fully outsource the production and operation of a
multiple camera broadcast system to Swagit.
During the meetings or events, Swagit personnel will operate the Cosmos™system remotely from
their facility in Plano, Texas. The Cosmos™system enables Swagit to control and switch from camera
to camera depending on events taking place. When bundled with Swagit EASE™,Cosmos™can offer a
full end-to-end “hands-free” solution that requires no client staff involvement for the operation,
broadcast and streaming of an event or meeting content.
Cosmos™enables detailed direct camera positioning (pan, tilt, zoom, focus, and
more), preset-positions, and video settings (white balance, backlight, brightness) for
the robotic cameras. Additionally,Cosmos™communicates with the switcher to
allow direct operation of the 'wipe' function from the camera control GUI. With this
powerful package you or Swagit can control all your cameras individually and switch
video sources on a video switcher locally or remotely.Cosmos™is an invaluable
integration of camera-control with switcher operations for use with live production
setups like city chambers, churches, meeting rooms, and more.
Cosmos™includes 2-4+ robotic (computer-controllable pan/tilt/zoom) cameras
and you can choose from two main types: either single-chip (Sony EVI-D70) or
3-chip (Sony BRC-300) depending on your needs and budget. These popular
Sony robotic cameras have excellent video quality and performance. The EVI-
D70 and BRC-300 has the ability for panning through wide angles of motion,
tilting through large ranges with superb optical zoom, and dual video output of
Y/C and composite. They also support both RS232 and RS422 (long distance
over 1000 meters) control signals. In addition the EVI-D70 cameras can be
mounted either 'up' or 'hanging upside down' for your convenience (they have
built-in reversal of the picture and left/right/up/down motion controls).
850 Central Parkway E., Suite 100 ·Plano, TX 75074 ·214-432-5905 ·www.swagit.com 8
COSMOS™–Diagram
850 Central Parkway E., Suite 100 ·Plano, TX 75074 ·214-432-5905 ·www.swagit.com 9
COSMOS™–Case Studies
Cosmos™Case Study 1: Addison, Texas
Addison’s unique solution for a challenging problem was Cosmos™. Addison faced three key problems;
1) the town did not have the staff resources to operate broadcasti ng and streaming equipment, 2) the
town doesn't have a PEG or any other broadcasting station, and 3) the town wanted a complete hands -
free end-to-end solution for displaying town meetings online.
Swagit's solution for the town provides complete hands-free remote operation of a multiple camera
broadcast system, including a video switcher and audio mixer. In addition to the remote broadcast
system (Cosmos™) and with the inclusion of Swagit's Extensible Automated Streaming Engine (EASE™),
Swagit is able to control, broadcast and stream town meetings without the need for any Addison staff. It
is all done from Swagit's headquarters in Plano, Texas.
Addison citizens expect the best and latest technology on their town's website. Adding the on -demand
feature will improve citizens' accessibility to videos of town council and planning commission meetings
and improve access to agenda information for these public meetings.
Cosmos™Case Study 2: Richardson, Texas
The City of Richardson began live broadcasting of City Council meetings and work sessions as part of a
wide-ranging transparency in government initiative that is included in the City Council’s 2 009-2011
Statement of Goals. The live broadcast is available to Time Warner Cable subscribers on channel 16 and
streamed on the City’s Web site,www.cor.net.
The City contracted with Swagit Productions, LLC as the video streaming service provider according to
Richardson’s Chief Information Officer Steve Graves. “We have installed two wall-mounted cameras in
the City Council Chamber and the work session room,” Graves said. “During the meetings, Swagit
personnel will operate them remotely from their facility and can zoom in and switch from camera to
camera depending on who is speaking.The broadcast signal goes through a switch that sends it to
Swagit and also to our cable television channel.”
Graves explained that the live Web cast is routed through a City computer server and is recorded as it is
being sent to Swagit.“If for some reason the live Internet connection is lost, we have a saved copy that
can be posted on our site,” he said.
Testimonial from City of Richardson, TX:(http://richardsontx.swagit.com/play/09222009-48/0/)
As a work session or Council meeting is streaming live on the Web, Swagit employees tag each agenda item. At the
conclusion of the meeting, they create an index on the City’s Web site and visitors can choose to view individual
agenda items rather than watch the entire video. Council and work session meetings will be archived on the site
for up to two years. The City’s cable channel 16 will replay taped broadcasts.
850 Central Parkway E., Suite 100 ·Plano, TX 75074 ·214-432-5905 ·www.swagit.com 10
PRICING –Cosmos™ Up-Front Costs
(8 input switcher)(50% deposit needed upfront)
QTY Item Description Costs
4 Sony-EVI-D90-high quality CCD cameras (48 degree view, 65 degree
view option with D100)*
4 Sony-WM-30B-Wall Mount for Sony EVI-D90
5 Sony-EVI DS-Cable-to daisy chain cameras
1 Dell Optiplex 7010 with Windows 7,Intel Core i3 CPU (3.30GHz 3MB
Cache), 4GB Ram
1 Video + Audio extender via CAT5
1 Compact scan converter to convert visual output from a PC to TV
1 Datavideo SE-600 NTSC Video Switcher with Monitor and SDI/Firewire
card
2 Osprey 260e Without Simulstream
1 Cosmos 5.4 Software
1 APC UPS Remote Power Switch and Management including APC Battery
Backup
1 Touch Control Monitor
1 All Cable, Connectors and Hardware necessary for installation
1 Labor required to install, hook-up and provisioning
1 SDI-CG Unit
Total Costs for 4 Camera System and Installation **$ 29,775.00
*Different camera types are available with different horizontal resolution –D80, D100 and BRC-300
**There may be additional installation costs incurred based on the bui lding/fire code for the jurisdiction, any
unknown cabling requirements or impediments to the installation such as fire walls, lack of a drop ceiling,
conduit requirements, etc., along with other accessibility issues.For final installation costs we would need to
engage in further discussions, receive a detailed site plan of rooms involved along with pictures or possibly
conduct a physical site visit.
Cameras can be controlled locally by the client or remotely by Swagit’s staff .
View how everything comes together:http://richardsontx.swagit.com/play/09222009-48
City of Georgetown, Texas
SUBJECT:
Purchase of Dell/Compellent Storage Area Network (SAN) upgrades from EST Group for
$122,128.02 - Mike Peters, Information Technology Director
ITEM SUMMARY:
Staff requests approval for the purchase of upgraded processors and additional storage capacity for
the City's main storage area network (SAN) device. SAN usage is reaching levels that are starting
to negatively impact system performance. In addition, the demands of multiple ongoing
implementation projects, plus routine data growth, will continue to place demands on the system.
These upgrades will both improve the processing speed of the platform, and also increase the
overall capacity of the system by approx. 50%. Some of these components must also be replaced
at this time since they are nearing Dell's end of support date.
EST Group is a Texas Department of Information Resources (DIR) vendor.
FINANCIAL IMPACT:
This renewal was budgeted as part of the FY 2014 budget process. Expenses will be recorded in
account 570-5-0641-52-330.
SUBMITTED BY:
Mike Peters, IT Director
ATTACHMENTS:
Description Type
EST Group Quote 1 Cover Memo
EST Quote 2 Cover Memo
EST Quote 3 Cover Memo
EST Group Quote Date:5/9/2014
1907 Ascension Blvd.Quotation #:EST01675
Suite 100 Valid Until:6/8/2014
Arlington, TX 76006 Prepared By:Kevin Underwood
Phone: 817-366-1830 SFDC Deal Id:7354884
Fax: 817-210-4211 Type:Upgrade
For System: 2110 / 2111
Bill To:
City of Georgetown, TX
510 West 9th Street
Georgetown, TX 78626
Phone: 512-930-3645
Model Number Dell SKU Quantity Subtotal
CT-SC8000-64GB 2 $4,000.00
CT-SC8000-UPG 2 $13,213.33
IO-I1X2S-E-LP-D 2 $2,504.00
IO-SAS6X4S-E2-LP-D 2 $2,173.33
PA-PC-2M-D 2 $26.67
PS-1003-C 1 $2,500.00
IO-QLE8152-CU-BR-DSP 4 $66.67
$2,250.00
Power (Watts):800
Heat (BTUs):5,782.00 $26,734.00
Rack Units:4
Weight (Lbs):87 ($2,586.00)
FC (Raw TB):0 $24,148.00
SATA (Raw TB):0
SSD (Raw TB):0
SAS (Raw TB):0
Total (Raw TB):0
EST Group shall invoice upon order with all software and hardware purchases due upon receipt of goods. Services due upon completion.
Orders can be emailed to orders@est-grp.com or faxed to (817) 210-4211 Attn: Patti Spires
Description Amount
Hardware & Drives
City of Georgetown, TX
DIR-SDD-1951
SC8000, 64GB Memory $2,000.00
Compellent SC8000 Controller Upgrade $6,606.67
IO, 1Gb iSCSI, 2Port, PCI-E, low-profile $1,252.00
***Copilot Support Term: Co-terminus 09/30/2014 (4 months)
Totals Copilot Support Total
Subtotal
Discount
*Grand Total
24x7 Support Center w/ Priority On-Site (4 hour)
Certified Business Partner Installation $2,500.00
Cold Spares
Low-profile bracket for QLogic QLE8152-CU $16.67
IO card, 6Gb SAS, 4-port, PCI-E, low-profile $1,086.67
C13-C14, PDU, 12AMP, 6.5 FT (2m), Power Cord, Qty2 $13.33
Professional Services
EST Group Quote Date:5/9/2014
1907 Ascension Blvd.Quotation #:EST01676A
Suite 100 Valid Until:6/8/2014
Arlington, TX 76006 Prepared By:Kevin Underwood
Phone: 817-366-1830 SFDC Deal Id:8117263
Fax: 817-210-4211 Type:Upgrade
For System: 2480
Bill To:
City of Georgetown, TX
510 West 9th Street
Georgetown, TX 78626
Phone: 512-930-3645
Model Number Dell SKU Quantity Subtotal
SW-CORE-EXP 4 $8,448.00
SW-RIRA-EXP 4 $5,632.00
PS-1003-C 1 $2,500.00
$1,281.02
Power (Watts):0
Heat (BTUs):0 $17,861.02
Rack Units:0 ($3,424.00)
Weight (Lbs):0
FC (Raw TB):0 $14,437.02
SATA (Raw TB):0
SSD (Raw TB):0
SAS (Raw TB):0
Total (Raw TB):0
EST Group shall invoice upon order with all software and hardware purchases due upon receipt of goods. Services due upon completion.
Orders can be emailed to orders@est-grp.com or faxed to (817) 210-4211 Attn: Patti Spires
City of Georgetown, TX
DIR-SDD-1951
***Copilot Support Term: Co-terminus 09/30/2014 (4 months)
Subtotal
Discount
*Grand Total
24x7 Support Center w/ Priority On-Site (4 hour)
Totals Discount Comments Software Support Total
SW, Remote Instant Replay (Async & Sync) Exp License $1,408.00
Professional Services
Certified Business Partner Installation $2,500.00
Storage Center SW Bundle, Expansion License $2,112.00
Description Amount
Software
EST Group Quote Date:5/9/2014
1907 Ascension Blvd.Quotation #:EST01674C
Suite 100 Valid Until:6/8/2014
Arlington, TX 76006 Prepared By:Kevin Underwood
Phone: 817-366-1830 SFDC Deal Id:7354884
Fax: 817-210-4211 Type:Upgrade
For System: 2110 / 2111
Bill To:
City of Georgetown, TX
510 West 9th Street
Georgetown, TX 78626
Phone: 512-930-3645
Model Number Dell SKU Quantity Subtotal
DS-SAS6-35-3000X7K-D 36 $44,880.00
DS-SAS6-35-600X15K7-D 36 $32,400.00
EN-SC200-1235 6 $17,440.00
PA-CBL-SAS-.6M-D 6 $612.00
PA-PC-2M-D 6 $80.00
PA-RK-RR2-D 6 $400.00
PS-1003-C 1 $2,500.00
$7,650.00
Power (Watts):2,700.00
Heat (BTUs):9,216.00 $105,962.00
Rack Units:12 ($22,419.00)
Weight (Lbs):450
FC (Raw TB):0 $83,543.00
SATA (Raw TB):0
SSD (Raw TB):0
SAS (Raw TB):129.6
Total (Raw TB):129.6
EST Group shall invoice upon order with all software and hardware purchases due upon receipt of goods. Services due upon completion.
Orders can be emailed to orders@est-grp.com or faxed to (817) 210-4211 Attn: Patti Spires
Description Amount
Hardware & Drives
3TB, SAS, 6Gb, 7K HDD $1,246.67
600GB, SAS, 6Gb, 15K7 HDD $900.00
Compellent SC200 Enclosure, 3.5" 12-Bay $2,906.67
6Gb Mini-SAS to Mini-SAS Cable, 0.6M, Qty 2 $102.00
C13-C14, PDU, 12AMP, 6.5 FT (2m), Power Cord, Qty2 $13.33
Ready Rails II Static Rails for 4-post Racks $66.67
Professional Services
Certified Business Partner Installation $2,500.00
Totals Discount Comments
***Copilot Support Term: Co-terminus 09/30/2014 (4 months)
Copilot Support Total
Subtotal
Discount
City of Georgetown, TX
DIR-SDD-1951
*Grand Total
24x7 Support Center w/ Priority On-Site (4 hour)
City of Georgetown, Texas
SUBJECT:
Purchase of annual software maintenance renewal to Infor, Inc. for the Enterprise Asset
Management (EAM) system in the amount of $69,020.37 - Mike Peters, Information Technology
Director
ITEM SUMMARY:
Staff requests approval for the annual purchase of software maintenance services for the Infor
EAM system, currently in implementation by GUS. Maintenance services include access to the
vendors 1-800 and web-based support staff, as well as any software updates released by the vendor
during the maintenance period.
FINANCIAL IMPACT:
This purchase was budgeted as part of the project budget for the EAM implementation, and will be
recorded in account 660-9-0580-91-102 CIP code 2CG
SUBMITTED BY:
Mike Peters, IT Director
ATTACHMENTS:
Description Type
Infor invoice Cover Memo
City of Georgetown, Texas
SUBJECT:
Consideration and possible action to contract with Basic IDIQ Inc. for repairs to the Georgetown
Tennis Center in the amount of $118,020.35 – Laurie Brewer, Assistant City Manager; Bridget
Chapman, City Attorney; Paul Pausewang, Support Services Manager
ITEM SUMMARY:
Staff is requesting approval to contract with Basic IDIQ Inc. to repair the City's Tennis Center.
The tennis center sustained significant water damage due to a failed water heater in November of
2013. Staff worked to remove the damaged materials from the building to prevent mold. Due to
the extent of the damage, the costs of the repairs were expected to exceed $50,000, triggering
ADA review. The Texas Municipal League (TML) adjuster's assessment states that:
[If] one item triggers the need to be updated, it does not necessarily mean the rest of the building
has to be updated. With damage to the drywall, and flooring, these elements do not fall under the
need for revision, and no upgrade would be required. Since there is no damage to the toilets, sink
and counters, there is no trigger. If these items are being removed and replaced because of
damage, then there may have been a trigger, however the adjuster found that these items were not
damaged, but would need to be removed for drywall replacement and painting, but were then
reusable and should be reinstalled.
TML believes the insurance loss to be approximately $32,000. Council policy has typically
emphasized the need for major renovations of existing city buildings to include ADA compliance
measures. City staff most recently bid the project at $118,000, which includes ADA compliance
measures and several new fixtures. Staff is currently working to see if TML will adjust the claim
to better match the proposed cost of repairs. Staff has worked with IDIQ to identify items not
covered by TML (new fixtures and ADA compliance measures). According to the most recent
breakdown of the construction estimate, the standard construction costs are $73,556.31. The cost
associated with new fixtures is $16,089.82 and the cost associated with bringing the building into
ADA compliance is $28,295.66.
Staff recently met with TML and has another meeting scheduled to work on adjusting the claim. In
the interim, staff feels it is important to begin work on restoring the tennis center restroom to
accommodate summer camps and the tennis center pool. TML has stated that any work done now
would not affect the status of any future claim adjustment. Should TML not adjust the City's
claim, several funds have been identified to cover the additional costs.
FINANCIAL IMPACT:
Insurance Deductible Account (540-5-0638-51-801) $10,000
Facilities ISF (Maintenance Contingency) $60,000
TML insurance payment (may increase) $32,000
Defer budgeted item for portable stage for downtown events
(100-5-0201-52-100 ) $25,000
Defer tennis court resurfacing $ 8,500
Total budget - $135,500
(15% Contingency)
SUBMITTED BY:
Laurie Brewer, Assistant City Manager, Bridget Chapman, City Attorney, Paul Pausewang,
Support Services Manager
ATTACHMENTS:
Description Type
Basic IDIQ Inc Cover Memo
TML Assessment Cover Memo
Tennis Center Usage data Cover Memo
Photo 1 Cover Memo
Photo 2 Cover Memo
Photo 3 Cover Memo
Photo 4 Cover Memo
CostWorks 2014 Quarter 1 - City Of Georgetown - Tennis Center Bathroom Renovation
Qty CSI Number Description Unit Bare Mat. Bare Labor Bare Equip. Total Total Incl. O&P Release Note
1.000 01311 320 0220 Field personnel,
project manager,
maximum
Week 0.00 1,581.00 0.00 1,581.00 2,601.00 2014 Qtr 1 (Adjusted by
014126500100)
5.000 01311 320 0280 Field personnel,
superintendent,
maximum
Week 0.00 7,395.00 0.00 7,395.00 11,985.00 2014 Qtr 1 (Adjusted by
014126500100)
0.000 01412 650 0100 Permits rule of thumb, most cities,
maximum
Job 2.0% 2.0% 2014 Qtr 1
1.000 01543 320 4910 Rent trencher chain
boom gas oper
riding 40 HP
Day+ 0.00 0.00 413.10 413.10 454.41 2014 Qtr 1 (Adjusted by
014126500100)
2.000 01543 340 0950 Rent air tool, drill,
hand (jackhammer)
65 lbs
Day+ 0.00 0.00 40.07 40.07 44.07 2014 Qtr 1 (Adjusted by
014126500100)
1.000 01931 315 0170 Air conditioning
system
maintenance, fan,
clean
Ea. 0.00 18.51 0.00 18.51 28.56 2014 Qtr 1 (Adjusted by
014126500100)
1.000 01931 315 0180 Air conditioning
system
maintenance, filter,
remove, clean,
replace
Ea. 0.00 24.48 0.00 24.48 38.25 2014 Qtr 1 (Adjusted by
014126500100)
5.000 02411 919 0725 Selective
demolition, rubbish
handling, dumpster,
20 C.Y., 5 ton
capacity, weekly
rental, includes one
dump per week,
cost to be added to
demolition cost
Week 2,830.50 0.00 0.00 2,830.50 3,113.55 2014 Qtr 1 (Adjusted by
014126500100)
40.000 02411 919 2005 Selective
demolition, rubbish
handling, 50' haul,
load, haul, dump
and return,
wheeled, cost to be
added to demolition
cost
C.Y. 0.00 563.04 0.00 563.04 918.00 2014 Qtr 1 (Adjusted by
014126500100)
80.000 03013 062 0150 Patching concrete,
floors, small area,
epoxy grout, 1/4"
thick
S.F. 628.32 170.54 0.00 798.86 954.72 2014 Qtr 1 (Adjusted by
014126500100)
1.000 03050 510 0060 Selective concrete
demolition,
reinforcing 1% - 2%
of cross-sectional
area, break up into
small pieces,
excludes shoring,
bracing, saw or
torch cutting,
loading, hauling,
dumping
C.Y. 0.00 56.10 13.21 69.31 107.10 2014 Qtr 1 (Adjusted by
014126500100)
1.000 03050 510 1910 Selective concrete
demolition,
minimum
labor/equipment
charge
Job 0.00 448.80 106.08 554.88 861.90 2014 Qtr 1 (Adjusted by
014126500100)
80.000 03311 325 0340 Concrete, hand mix,
for small quantities
or remote areas,
4000 psi, using
wheelbarrow,
includes bagged
pre-mixed dry
ingredients (80-Lb
bag = 0.6 C.F.) and
water, excludes,
forms, reinforcing,
placing & finishing
C.F. 505.92 328.85 0.00 834.77 1,101.60 2014 Qtr 1 (Adjusted by
014126500100)
50.000 03811 350 0500 Concrete sawing,
concrete slabs, rod
reinforced, up to 3"
deep, includes
blade cost, layout
and set up time
L.F. 9.69 25.50 30.09 65.28 83.64 2014 Qtr 1 (Adjusted by
014126500100)
100.000 03811 350 0520 Concrete sawing,
concrete, existing
slab, rod reinforced,
for each additional
inch of depth over
L.F. 6.12 17.34 20.40 43.86 56.10 2014 Qtr 1 (Adjusted by
014126500100)
3", includes blade
cost, layout and set
up time
1.000 03811 350 0590 Selective
demolition, concrete
slab cutting/sawing,
minimum
labor/equipment
charge
Job 0.00 202.98 238.68 441.66 586.50 2014 Qtr 1 (Adjusted by
014126500100)
9.000 06050 510 3260 Selective
demolition, wood
framing, door buck,
3' wide, 2 x 4 wall,
8' high, includes
studs, jacks, header
and accessories
Ea. 0.00 48.65 0.00 48.65 80.33 2014 Qtr 1 (Adjusted by
014126500100)
20.000 06050 510 6600 Selective
demolition, wood
framing, studs, 2" x
4"
L.F. 0.00 3.47 0.00 3.47 5.71 2014 Qtr 1 (Adjusted by
014126500100)
810.000 06050 510 6720 Selective
demolition, wood
framing, wall
framing, 2" x 4",
includes studs,
plates and blocking
S.F. 0.00 231.34 0.00 231.34 380.05 2014 Qtr 1 (Adjusted by
014126500100)
25.000 06050 510 9000 Selective
demolition, wood
framing, wood
framing, minimum
labor and
equipment charge
Job 0.00 1,083.75 0.00 1,083.75 1,772.25 2014 Qtr 1 for demo and
replacement of
rotten wood in
exterior
wall(Adjusted by
014126500100)
0.100 06111 002 2620 2" x 4"
miscellaneous
wood blocking, to
wood construction,
per M.B.F.
M.B.F. 54.06 127.50 0.00 181.56 270.30 2014 Qtr 1 for framing of
cultured marble
countertops(Adjuste
d by
014126500100)
28.000 06111 024 7000 Wood framing,
miscellaneous,
rough bucks,
treated, for doors or
windows, 2" x 6"
L.F. 19.99 30.27 0.00 50.27 71.97 2014 Qtr 1 (Adjusted by
014126500100)
94.000 06111 026 0400 Wood framing,
partitions, standard
& better lumber, 2"
x 4" studs, 16" O.C.,
10' high, includes
single bottom plate
and double top
plate, excludes
waste
L.F. 353.80 409.41 0.00 763.20 1,059.47 2014 Qtr 1 (Adjusted by
014126500100)
10.000 06111 026 0800 Wood framing,
partitions, standard
& better lumber, 2"
x 6" studs, 16" O.C.,
8' high, includes
single bottom plate
and double top
plate, excludes
waste
L.F. 48.14 48.35 0.00 96.49 133.11 2014 Qtr 1 for temporary
shoring(Adjusted by
014126500100)
18.000 06111 026 1600 Wood framing,
partitions, for
openings, add
L.F. 0.00 31.21 0.00 31.21 51.41 2014 Qtr 1 (Adjusted by
014126500100)
0.240 06111 038 0100 Treated lumber
framing material,
water-borne salt, 2"
x 4", C.C.A., A.C.A.,
wet, .40 P.C.F.
retention
M.B.F. 164.02 0.00 0.00 164.02 180.42 2014 Qtr 1 (Adjusted by
014126500100)
8.000 06111 040 2002 Wall framing,
headers over
openings, 2" x 6"
L.F. 4.32 9.71 0.00 14.04 20.64 2014 Qtr 1 (Adjusted by
014126500100)
48.000 06221 345 3900 Moldings, trim,
miscellaneous,
pine, 1" x 3"
L.F. 50.43 43.08 0.00 93.51 125.83 2014 Qtr 1 (Adjusted by
014126500100)
1,830.000 07211 620 0120 Blanket insulation,
for walls or ceilings,
kraft faced
fiberglass, 3-1/2"
thick, R15, 15" wide
S.F. 1,007.96 186.66 0.00 1,194.62 1,418.62 2014 Qtr 1 (Adjusted by
014126500100)
100.000 07462 310 3300 Cedar clapboard
siding, "A" grade,
1/2" x 8"
S.F. 612.00 67.32 0.00 679.32 785.40 2014 Qtr 1 (Adjusted by
014126500100)
5.000 08050 510 0202 Door demolition,
exterior door,
Ea. 0.00 68.85 0.00 68.85 112.20 2014 Qtr 1 (Adjusted by
014126500100)
single, 3' - 6" x 7'
high, 1-3/4" thick,
remove
6.000 08121 313 0100 Frames, steel,
knock down, hollow
metal, single, 16
ga., up to 5-3/4"
deep, 3'-0" x 7'-0"
Ea. 997.56 153.00 0.00 1,150.56 1,346.40 2014 Qtr 1 (Adjusted by
014126500100)
3.000 08131 313 0640 Doors, commercial,
steel, flush, full
panel, hollow core,
hollow metal, 20
ga., 3'-0" x 7'-0" x 1-
3/4" thick
Ea. 1,438.20 71.91 0.00 1,510.11 1,713.60 2014 Qtr 1 (Adjusted by
014126500100)
3.000 08141 609 0210 Door, wood,
architectural, flush,
interior, hollow core,
7 ply, birch face, 3'-
0" x 7'-0" x 1-3/4"
thick
Ea. 361.08 76.50 0.00 437.58 523.26 2014 Qtr 1 (Adjusted by
014126500100)
6.000 08712 030 0020 Door hardware,
door closer, rack
and pinion,
adjustable
backcheck, 3 way
mount, all sizes,
regular arm
Ea. 1,217.88 205.02 0.00 1,422.90 1,676.88 2014 Qtr 1 (Adjusted by
014126500100)
6.000 08712 041 0100 Door hardware,
deadlocks, mortise,
medium duty,
outside key
Ea. 709.92 122.40 0.00 832.32 991.44 2014 Qtr 1 (Adjusted by
014126500100)
4.000 08712 050 1600 Door hardware,
doorstops, holder
and bumper, for
floor, aluminum
Ea. 34.88 25.70 0.00 60.59 80.78 2014 Qtr 1 (Adjusted by
014126500100)
3.000 08712 050 2540 Door hardware,
doorstops, holder,
plunger type,
aluminum
Ea. 90.27 19.28 0.00 109.55 130.05 2014 Qtr 1 (Adjusted by
014126500100)
6.000 08712 055 0010 Door hardware, push-
pull plate
0.00 0.00 0.00 0.00 0.00 2014 Qtr 1 (Adjusted by
014126500100)
6.000 08712 095 0070 Door hardware, kick
plate, stainless
steel, .05", 16 ga,
10" x 34"
Ea. 593.64 82.62 0.00 676.26 789.48 2014 Qtr 1 (Adjusted by
014126500100)
30.000 08831 310 0200 Mirrors, wall type,
polished edge, 1/4"
plate glass, over 5
SF, excl. frames
S.F. 289.17 74.36 0.00 363.53 439.11 2014 Qtr 1 (Adjusted by
014126500100)
800.000 09291 030 2290 Gypsum wallboard,
on walls, water
resistant,
w/compound skim
coat (level 5 finish),
5/8" thick
S.F. 391.68 440.64 0.00 832.32 1,158.72 2014 Qtr 1 (Adjusted by
014126500100)
2,160.000 09291 030 2530 Gypsum wallboard,
on walls, mold
resistant,
w/compound skim
coat (level 5 finish),
5/8" thick
S.F. 1,057.54 1,189.73 0.00 2,247.26 3,128.54 2014 Qtr 1 (Adjusted by
014126500100)
784.000 09291 030 3320 Gypsum wallboard,
on ceilings, mold
resistant,
w/compound skim
coat (level 5 finish),
5/8" thick
S.F. 383.85 543.78 0.00 927.63 1,319.47 2014 Qtr 1 (Adjusted by
014126500100)
3,744.000 09291 030 5270 Gypsum wallboard,
for textured spray,
add
S.F. 114.57 878.34 0.00 992.91 1,527.55 2014 Qtr 1 (Adjusted by
014126500100)
256.000 09291 030 5350 Gypsum wallboard,
for finishing
corners, inside, add
L.F. 23.50 114.89 0.00 138.39 216.73 2014 Qtr 1 (Adjusted by
014126500100)
88.000 09291 030 5355 Gypsum wallboard,
for finishing outer
corners, add
L.F. 17.95 30.52 0.00 48.47 69.12 2014 Qtr 1 (Adjusted by
014126500100)
3.000 09291 510 0400 Accessories,
gypsum board,
corner bead,
galvanized steel, 1-
1/4" x 1-1/4"
C.L.F. 42.23 183.60 0.00 225.83 348.84 2014 Qtr 1 (Adjusted by
014126500100)
54.000 09301 310 1500 Ceramic tile,
sanitary cove base,
mud set, 6" x 6" h
L.F. 275.40 191.68 0.00 467.08 605.88 2014 Qtr 1 (Adjusted by
014126500100)
82.000 09301 310 2400 Ceramic tile, L.F. 313.65 299.43 0.00 613.08 811.31 2014 Qtr 1 (Adjusted by
bullnose trim, mud
set, 4-1/4" x 4-1/4"
014126500100)
300.000 09301 310 5400 Ceramic tile, walls,
interior, thin set, 4-
1/4" x 4-1/4"
S.F. 679.32 471.24 0.00 1,150.56 1,490.22 2014 Qtr 1 (Adjusted by
014126500100)
180.000 09651 313 0700 Wall base, vinyl,
straight or cove,
standard colors, 4"
high, 1/8" thick
L.F. 247.86 78.95 0.00 326.81 398.41 2014 Qtr 1 (Adjusted by
014126500100)
100.000 09911 360 1800 Paints & coatings,
siding, exterior,
Texture 1-111 or
clapboard, oil base,
primer coat,
brushwork
S.F. 13.26 20.40 0.00 33.66 47.94 2014 Qtr 1 (Adjusted by
014126500100)
6.000 09912 335 0140 Paints & coatings,
interior latex, doors,
flush, both sides,
roll & brush, primer
+ 2 coats, incl.
frame & trim
Ea. 89.05 159.12 0.00 248.17 351.90 2014 Qtr 1 (Adjusted by
014126500100)
3,344.000 09912 372 1670 Painting walls,
complete, on
drywall or plaster,
primer and 2 finish
coats, with roller,
including surface
preparation
S.F. 682.18 1,364.35 0.00 2,046.53 2,899.25 2014 Qtr 1 (Adjusted by
014126500100)
760.000 09965 620 0400 Wall coating, epoxy
coatings, maximum
S.F. 937.99 589.15 0.00 1,527.14 1,976.76 2014 Qtr 1 (Adjusted by
014126500100)
3.000 10211 319 1050 Toilet cubicles, floor
& ceiling anchored,
phenolic
Ea. 2,539.80 370.26 0.00 2,910.06 3,442.50 2014 Qtr 1 (Adjusted by
014126500100)
2.000 10211 319 1400 Partitions, toilet,
plastic, cubicles,
floor and ceiling
anchored, for
handicap units, incl.
52" grab bars, add
Ea. 605.88 0.00 0.00 605.88 666.47 2014 Qtr 1 (Adjusted by
014126500100)
4.000 10211 610 0480 Shower
compartment, floor
mounted, cabinet,
no door, acrylic, 36"
x 36", includes
bases, excludes
plumbing
Ea. 4,080.00 493.68 0.00 4,573.68 5,304.00 2014 Qtr 1 (Adjusted by
014126500100)
2.000 10281 313 0400 Toilet accessories,
diaper changing
station, plastic, wall
mounted, horizontal
Ea. 456.96 61.20 0.00 518.16 603.84 2014 Qtr 1 (Adjusted by
014126500100)
2.000 10281 313 1300 Toilet accessories,
grab bars, straight,
satin finish, 2-1/2"
diameter x 36" long
Ea. 68.34 30.70 0.00 99.04 125.46 2014 Qtr 1 (Adjusted by
014126500100)
2.000 10281 313 1310 Toilet accessories,
grab bars, straight,
satin finish, 2-1/2"
diameter x 42" long
Ea. 87.72 34.27 0.00 121.99 153.00 2014 Qtr 1 (Adjusted by
014126500100)
2.000 10281 313 5000 Toilet accessories,
soap dispenser,
stainless steel,
recessed, liquid
Ea. 281.52 61.20 0.00 342.72 412.08 2014 Qtr 1 for automatic
dispenser(Adjusted
by 014126500100)
4.000 10281 313 6200 Toilet accessories,
toilet tissue
dispenser, stainless
steel, surface
mounted, double
roll
Ea. 95.88 51.20 0.00 147.08 189.72 2014 Qtr 1 (Adjusted by
014126500100)
2.000 10281 313 6900 Toilet accessories,
towel dispenser,
plastic, touchless,
battery operated
Ea. 165.24 38.45 0.00 203.69 244.80 2014 Qtr 1 (Adjusted by
014126500100)
4.000 10281 313 8200 Toilet
accessories,
shower seat
w/adjustable
back
Ea. 1,264.80 41.00 0.00 1,305.80 1,448.40 2014 Qtr 1 (Adjusted by
014126500100)
2.000 12366 117 0230 Vanity top,
double bowl,
22" x 73"
Ea. 1,907.40 76.50 0.00 1,983.90 2,193.00 2014 Qtr 1 (Adjusted by
014126500100)
2.000 12934 313 0540 Site seating,
park benches,
steel barstock
pedestals,
backless, 4 x 4
Ea. 1,887.00 97.92 0.00 1,984.92 2,244.00 2014 Qtr 1 (Adjusted by
014126500100)
wood plank, 4'
square
5.000 22050 510 0710 Fountains, sinks
or lavatories,
selective
demolition
Ea. 0.00 102.00 0.00 102.00 160.65 2014 Qtr 1 (Adjusted by
014126500100)
4.000 22050 510 1200 Fixture,
lavatory, wall
hung, selective
demolition,
includes 10'
piping
Ea. 0.00 114.24 0.00 114.24 179.52 2014 Qtr 1 (Adjusted by
014126500100)
9.000 22050 510 1340 Shower, stall
and receptor,
selective
demolition
Ea. 0.00 771.12 0.00 771.12 1,211.76 2014 Qtr 1 (Adjusted by
014126500100)
5.000 22050 510 1400 Fixture, water
closet, floor
mounted,
selective
demolition,
includes 10'
piping
Ea. 0.00 178.50 0.00 178.50 280.50 2014 Qtr 1 (Adjusted by
014126500100)
1.000 22050 510 1520 Fixture, urinal,
wall mounted,
selective
demolition,
includes 10'
piping
Ea. 0.00 40.80 0.00 40.80 63.75 2014 Qtr 1 (Adjusted by
014126500100)
100.000 22050 510 2000 Pipe, metal
pipe, to 1-1/2"
diam., selective
demolition
L.F. 0.00 142.80 0.00 142.80 223.38 2014 Qtr 1 (Adjusted by
014126500100)
40.000 22050 510 2162 Pipe, plastic,
with fittings, 2"
thru 3"
diameter,
selective
demolition
L.F. 0.00 57.12 0.00 57.12 89.35 2014 Qtr 1 (Adjusted by
014126500100)
4.000 22052 320 1850 Valves, bronze,
check, swing,
regrinding disc,
threaded, class
150, 1/2"
Ea. 299.88 47.74 0.00 347.62 405.96 2014 Qtr 1 (Adjusted by
014126500100)
3.000 22052 320 1880 Valves, bronze,
check, swing,
regrinding disc,
threaded, class
150, 1-1/4"
Ea. 621.18 56.76 0.00 677.94 771.12 2014 Qtr 1 (Adjusted by
014126500100)
4.000 22071 910 0245 Insulation,
insulated
protectors
(ADA), for
exposed piping
under sinks or
lavatories, vinyl
coated foam,
velcro tabs, p
trap, 1-1/4" or 1-
1/2"
Ea. 185.64 35.70 0.00 221.34 259.08 2014 Qtr 1 (Adjusted by
014126500100)
4.000 22071 910 0265 Insulation,
insulated
protectors
(ADA), for
exposed piping
under sinks or
lavatories, vinyl
coated foam,
velcro tabs,
valve and
supply cover,
1/2", 3/8", and
7/16" pipe size
Ea. 91.80 35.70 0.00 127.50 155.04 2014 Qtr 1 (Adjusted by
014126500100)
150.000 22111 323 1220 Pipe, copper,
tubing, solder,
1-1/4" diameter,
type K, includes
coupling &
clevis hanger
assembly 10'
O.C.
L.F. 2,073.15 758.88 0.00 2,832.03 3,442.50 2014 Qtr 1 (Adjusted by
014126500100)
1,100.000 22111 323 2140 Pipe, copper,
tubing, solder,
1/2" diameter,
type L, includes
L.F. 3,870.90 3,870.90 0.00 7,741.80 10,266.30 2014 Qtr 1 (Adjusted by
014126500100)
coupling &
clevis hanger
assembly 10'
O.C.
400.000 22111 323 2180 Pipe, copper,
tubing, solder,
3/4" diameter,
type L, includes
coupling &
clevis hanger
assembly 10'
O.C.
L.F. 2,142.00 1,493.28 0.00 3,635.28 4,692.00 2014 Qtr 1 (Adjusted by
014126500100)
4.000 22131 660 6950 Traps, PVC, P
trap with
cleanout, 1-1/2"
pipe size, type
DWV, schedule
40
Ea. 83.64 63.04 0.00 146.68 189.72 2014 Qtr 1 (Adjusted by
014126500100)
1.000 22131 660 7000 Traps, trap
primer, flow
through type,
1/2" diameter
Ea. 47.43 11.83 0.00 59.26 70.38 2014 Qtr 1 (Adjusted by
014126500100)
3.000 22131 913 2040 Drain, floor,
medium duty,
cast iron, deep
flange, 7"
diameter top, 2"
and 3" pipe size
Ea. 581.40 126.99 0.00 708.39 844.56 2014 Qtr 1 (Adjusted by
014126500100)
1.000 22333 013 1140 Water heater,
residential,
electric, glass
lined tank,
double element,
5 year, 80
gallon
Ea. 1,402.50 177.48 0.00 1,579.98 1,810.50 2014 Qtr 1 (Adjusted by
014126500100)
4.000 22411 610 3580 Lavatory, vanity
top, rough-in,
supply, waste
and vent
Ea. 1,734.00 889.44 0.00 2,623.44 3,284.40 2014 Qtr 1 (Adjusted by
014126500100)
4.000 22413 910 4250 Faucets/fittings,
shower
pressure
balancing
mixing valve,
satin nickel, with
shower head,
arm, flange and
diverter tub
spout
Ea. 1,978.80 185.64 0.00 2,164.44 2,448.00 2014 Qtr 1 (Adjusted by
014126500100)
4.000 22413 910 6420 Faucets/fittings,
stop and waste
valves, bronze,
straightway,
threaded, 3/4"
Ea. 76.30 56.71 0.00 133.01 173.40 2014 Qtr 1 (Adjusted by
014126500100)
4.000 22413 910 7800 Faucets/fittings,
water closet,
wax gasket
Ea. 5.75 11.83 0.00 17.58 24.89 2014 Qtr 1 (Adjusted by
014126500100)
4.000 22413 910 8300 Faucets/fittings,
water supply
stops, polished
chrome plate,
angle, 1/2"
Ea. 53.86 51.82 0.00 105.67 138.72 2014 Qtr 1 (Adjusted by
014126500100)
1.000 22421 330 5000 Urinal, stall
type, vitreous
china, with self-
closing valve
Ea. 744.60 204.00 0.00 948.60 1,147.50 2014 Qtr 1 (Adjusted by
014126500100)
1.000 22421 330 6980 Urinal, stall
type, rough-in,
supply, waste
and vent
Ea. 612.00 256.02 0.00 868.02 1,071.00 2014 Qtr 1 (Adjusted by
014126500100)
2.000 22421 340 3360 Water closet,
bowl only, floor
mounted,
tankless, with
floor outlet, 1.28
gpf, includes
flush valve and
seat
Ea. 1,224.00 176.46 0.00 1,400.46 1,621.80 2014 Qtr 1 (Adjusted by
014126500100)
2.000 22421 340 3362 Water closet,
bowl only, floor
mounted,
tankless, with
floor outlet,
ADA, 1.28 gpf,
includes flush
Ea. 1,295.40 176.46 0.00 1,471.86 1,703.40 2014 Qtr 1 (Adjusted by
014126500100)
valve and seat
4.000 22421 340 3370 Water closet,
bowl only, floor
mounted,
tankless, rough-
in, supply,
waste and vent
Ea. 1,713.60 722.16 0.00 2,435.76 3,019.20 2014 Qtr 1 (Adjusted by
014126500100)
1.000 22421 640 6650 Sink, service,
floor, porcelain
enamel on cast
iron, corner, 28"
x 28", includes
faucet and drain
Ea. 1,045.50 116.28 0.00 1,161.78 1,326.00 2014 Qtr 1 (Adjusted by
014126500100)
1.000 22421 640 8980 Sink, service,
wall, rough-in,
supply, waste
and vent
Ea. 1,887.00 392.70 0.00 2,279.70 2,703.00 2014 Qtr 1 (Adjusted by
014126500100)
4.000 22423 910 2810 Faucets/fittings,
lavatory faucet,
automatic
sensor and
operator, with
faucet head,
commercial
Ea. 1,876.80 185.64 0.00 2,062.44 2,346.00 2014 Qtr 1 (Adjusted by
014126500100)
32.000 23071 310 3470 Duct thermal
insulation,
blanket type,
fiberglass,
flexible, FSK
facing, 1.5 lb.
density, 1-1/2"
thick
S.F. 12.73 48.63 0.00 61.36 92.37 2014 Qtr 1 (Adjusted by
014126500100)
95.000 23311 313 0500 Metal ductwork,
fabricated
rectangular,
galvanized
steel, under 200
lb., includes
fittings, joints,
supports and
allow for a
flexible
connections
field sketches,
excludes as-
built drawings
and insulation
Lb. 65.89 293.61 0.00 359.50 537.80 2014 Qtr 1 (Adjusted by
014126500100)
50.000 23334 610 1940 Ductwork,
flexible coated
fiberglass fabric
on corrosion
resistant metal
helix, insulated,
P.E. jacket, 1"
thick, 6"
diameter,
pressure to
12"(WG) UL-
181
L.F. 155.55 90.27 0.00 245.82 313.65 2014 Qtr 1 (Adjusted by
014126500100)
20.000 23334 610 1960 Ductwork,
flexible coated
fiberglass fabric
on corrosion
resistant metal
helix, insulated,
P.E. jacket, 1"
thick, 7"
diameter,
pressure to
12"(WG) UL-
181
L.F. 67.73 42.64 0.00 110.36 141.78 2014 Qtr 1 (Adjusted by
014126500100)
3.000 23342 310 6670 Fans,
residential, bath
exhaust, grille,
back draft
damper, 110
CFM
Ea. 299.88 81.09 0.00 380.97 459.00 2014 Qtr 1 (Adjusted by
014126500100)
7.000 23371 310 1020 Diffuser,
aluminum,
ceiling,
rectangular, 1 to
4 way blow, 12"
x 6", includes
opposed blade
damper
Ea. 528.36 120.67 0.00 649.03 778.26 2014 Qtr 1 (Adjusted by
014126500100)
3.000 26051 920 9040 Metal clad
cable, copper,
steel clad, 600
volt, 2 wire, #12
C.L.F. 159.12 354.96 0.00 514.08 719.10 2014 Qtr 1 (Adjusted by
014126500100)
2.000 26051 920 9050 Metal clad
cable, copper,
steel clad, 600
volt, 3 wire, #12
C.L.F. 179.52 269.28 0.00 448.80 612.00 2014 Qtr 1 (Adjusted by
014126500100)
1.000 26051 920 9070 Metal clad
cable, copper,
steel clad, 600
volt, 2 wire, #10
C.L.F. 111.18 134.64 0.00 245.82 331.50 2014 Qtr 1 (Adjusted by
014126500100)
100.000 26051 925 0300 Cable
connectors,
nonmetallic, 600
volt, #12-3 wire
to #10-2 wire
Ea. 134.64 236.64 0.00 371.28 515.10 2014 Qtr 1 (Adjusted by
014126500100)
2.000 26051 990 1350 Wire, copper,
stranded, 600
volt, #6, type
THWN-THHN,
in raceway
C.L.F. 124.44 82.62 0.00 207.06 267.24 2014 Qtr 1 (Adjusted by
014126500100)
40.000 26053 313 5020 Electric metallic
tubing (EMT),
3/4" diameter, to
15' high, incl 2
terminations, 2
field bend
elbows, 11
beam clamps,
and 11
couplings per
100 LF
L.F. 33.05 83.23 0.00 116.28 165.24 2014 Qtr 1 (Adjusted by
014126500100)
32.000 26053 316 0170 Outlet boxes,
pressed steel,
for Romex or
BX, with
bracket, 4"
square
Ea. 274.18 435.74 0.00 709.92 979.20 2014 Qtr 1 (Adjusted by
014126500100)
13.000 26053 316 0500 Outlet boxes,
pressed steel,
plaster rings, 4-
11/16" square
Ea. 95.47 66.30 0.00 161.77 208.18 2014 Qtr 1 (Adjusted by
014126500100)
32.000 26053 316 0940 Outlet boxes,
pressed steel,
bar hanger, for
wood and
masonry boxes,
incl 3/8" stud
Ea. 200.74 163.20 0.00 363.94 474.91 2014 Qtr 1 (Adjusted by
014126500100)
50.000 26053 335 0200 Flexible metallic
conduit, steel,
3/4" diameter
L.F. 37.23 84.66 0.00 121.89 171.87 2014 Qtr 1 (Adjusted by
014126500100)
8.000 26053 335 0440 Flexible metallic
conduit, steel,
connectors,
plain, 3/4"
diameter
Ea. 23.42 30.93 0.00 54.35 73.44 2014 Qtr 1 (Adjusted by
014126500100)
5.000 26092 310 0120 Lighting
devices,
occupancy
sensors, dual
technology,
ceiling mounted
Ea. 729.30 206.55 0.00 935.85 1,132.20 2014 Qtr 1 (Adjusted by
014126500100)
1.000 26272 620 0500 Toggle switch,
quiet type,
single pole, 20
amp
Ea. 8.42 10.00 0.00 18.41 24.99 2014 Qtr 1 (Adjusted by
014126500100)
6.000 26272 620 0800 3 way switch,
20 amp
Ea. 47.74 89.35 0.00 137.09 189.72 2014 Qtr 1 (Adjusted by
014126500100)
6.000 26272 620 2482 Duplex
receptacle,
ground fault
interrupting, 20
amp
Ea. 226.44 59.98 0.00 286.42 342.72 2014 Qtr 1 (Adjusted by
014126500100)
12.000 26511 355 0100 Interior LED
fixtures,
downlight,
recess
mounted, 25
watt, 7.5"
diameter, incl
lamps,
mounting
hardware and
connections
Ea. 8,812.80 403.92 0.00 9,216.72 10,342.80 2014 Qtr 1 (Adjusted by
014126500100)
4.000 26511 355 0180 Interior LED
fixtures,
downlight,
cylinder, 13.3
watts, incl
lamps,
mounting
hardware and
connections
Ea. 2,244.00 134.64 0.00 2,378.64 2,672.40 2014 Qtr 1 (Adjusted by
014126500100)
5.000 26511 355 2000 Interior LED
fixtures, strip,
surface
mounted, 40
watt, one light
bar 4' long, incl
lamps,
mounting
hardware and
connections
Ea. 3,442.50 158.10 0.00 3,600.60 4,029.00 2014 Qtr 1 (Adjusted by
014126500100)
3.000 26531 310 0240 Exit lighting,
LED w/ battery
unit, single face,
ceiling or wall
mount
Ea. 400.86 183.60 0.00 584.46 725.22 2014 Qtr 1 (Adjusted by
014126500100)
200.000 31231 614 1450 Excavating,
chain trencher,
utility trench,
common earth,
6" wide, 36"
deep, backfill by
hand, includes
compaction,
add
L.F. 0.00 291.72 57.12 348.84 540.60 2014 Qtr 1 (Adjusted by
014126500100)
100.000 31231 614 2850 Excavating,
chain trencher,
utility trench,
common earth,
40 H.P., 12"
wide, 36" deep,
operator riding,
includes backfill
L.F. 0.00 46.92 42.84 89.76 119.34 2014 Qtr 1 (Adjusted by
014126500100)
100.000 31231 614 5200 Excavating,
chain trencher,
utility trench,
common earth,
8" pipe, hand
excavate and
trim for pipe
bells after
trench
excavation,
includes
excavation and
backfill
L.F. 0.00 169.32 0.00 169.32 277.44 2014 Qtr 1 (Adjusted by
014126500100)
Totals $74,800.73 $37,847.97 $961.58 $113,610.28 $143,831.47
Construction cost $89,702.82 (less TCPN discount of $16,146.51) Total $73,556.31
Upgrade water line & plumbing changes for ADA $34,506.91 (less TCPN discount of $6,211.25) Total $28,295.66
Fixtures $19,621.74 (less TCPN discount of $3,531.92) Total $16,089.82
Grand Total $117,941.79
Tennis Center -
Program and Revenue Numbers for last three budge years.
Oct. 1-Sept. 30 Adult Programs Adult Youth Programs Youth Private Lesson Private Camp Program Camp
Registrations Rev.Registrations Rev.Registrations Rev.Registrations Rev.
*2013-2014 716 $10,900 1,147 $17,454 1,496 $47,715 165 $19,339
2012-2013 2,120 $32,702 1,702 $22,949 2,442 $79,375 443 $50,187
2011-2012 1,759 $25,966 1,814 $20,453 1,943 $63,612 558 $62,521
2010-2011 1,494 $20,270 2,712 $26,890 1,671 $55,289 577 $67,480
Oct. 1-Sept. 30 Court Usage Court Fee Racquets Pro Shop Memberships Membership
Hours Rev.Strung Rev.TC + REC/TC Combo Rev.
*2013-2014 11,846 $5,890 153 $4,483 509 $11,504
2012-2013 17,006 $8,356 267 $7,844 915 $14,236
2011-2012 15,281 $8,949 237 $8,028 936 $13,478
2010-2011 15,049 $7,671 230 $8,250 885 $13,688
*2013-2014 numbers are year to date.
Leagues:
Youth Teams
GTC hosts 35-40 league teams each year which not only account for much of our court fee revenue, but feed into
additional revenue sources such as adult drills, pro shop sales, and racquet stringing. Each league team has
approximately 8 - 15 players per roster and has and average of 4 - 6 homes per season. This equates to 140 - 200 home
matches per year at GTC. Each match brings in other teams from the Austin area, often filling our courts each weekday
and Saturday morning.
GTC is also host to other youth tennis teams such as Meridian and Grace Academy. Meridian's team had 24 players that
practiced twice a week for twelve weeks and played four home matches at GTC this spring. This program generated
over $6,000 in revenue and helped fill our non-prime time with tennis play. Next year Meridian will expand thier tennis
program to include both fall and spring tennis with GTC. We hope to add other private or charter schools to our list in
the near future.
Tennis Center
Annual Program Totals Registrations Revenue Registrations Revenue Registrations Revenue Registrations Revenue
Adult programs 716 10,900 2,120 $32,702 1,759 $25,966 1,494 $20,270
Youth programs 1,147 17,454 1,702 $22,949 1,814 $20,453 2,712 $26,890
Private lessons 1,496 47,715 2,442 $79,375 1,943 $63,612 1,671 $55,289
Camp programs 165 19,339 443 $50,187 558 $62,521 577 $67,480
League Teams 38 teams 37 teams 41 Teams
Court usage / Court fees 11,846 hours 5,890 17,006 hours $8,356 15,281 hours $8,949 15,049 hours $7,671
Racquets strung 153 racquets 267 racquets 237 racquets 230 racquets
Pro shop sales $4,483 $7,844 $8,028 $8,250
Memberships
Tennis + Rec/Tennis Combo 915 $14,236 936 $13,478 885 $13,688
2013 2012 20112014
City of Georgetown, Texas
SUBJECT:
Consideration and possible action to authorize the Police Department to proceed with the
procurement of fitness equipment for the Public Safety Operations and Training Center from Life
Fitness in the amount not to exceed $91,00 - Wayne Nero, Chief of Police
ITEM SUMMARY:
This equipment is for the fitness area inside the Public Safety Operations and Training Center. The
request includes treadmills, recumbent bike, upright bike, cross trainers, weights, racks and
benches, and various isometric machines. This equipment will be essential to developing a robust
wellness and fitness plan within the police department.
FINANCIAL IMPACT:
The bid amount is $90,565.96. The vendor is Life Fitness and all equipment is on the Texas
Multiple Award Schedules Index (TXMAS). The funding is budgeted within the Public Safety
Operations and Training Centers Total Project Cost.
SUBMITTED BY:
Wayne Nero, Chief of Police
ATTACHMENTS:
Description Type
Life Fitness Quote Cover Memo
This is a draft quote and not a contract - Subject to management approval
Quote#1302466 - 4R
Page 1/5
Date 05/12/2014 Expires 07/31/2014
Ship To
GEORGETOWN POLICE DEPT
809 MARTIN LUTHER KING ST
GEORGETOWN, WILLIAMSON
TX 78626-9822
United States
Contact :
O:
M:
F:
Email:
Bill To
GEORGETOWN POLICE DEPT
809 MARTIN LUTHER KING ST
GEORGETOWN,WILLIAMSON
TX 78626-9822
US
Contact :
O:
M:
F:
Email:
Sales Representative
GUS RODRIGUEZ
O:210-862-8919
M:210-862-8919
F:210-568-6100
Email:Gus.Rodriguez@lifefitness.com
Life Fitness
Phone:Main (847) 288-3300
Toll Free (800) 735-3867
Life Fitness
9525 Bryn Mawr Avenue
Rosemont, IL 60018
USA
Line Item Qty Unit Price Unit
Discount
Unit Price
Selling
Total Price
Selling
1 LFTV
Total 2,378.00
1 0.00 0.00 0.00 0.00
LF 15" ATTACHABLE TV-NTSC/ATSC 3 693.00 0.00 693.00 2,079.00
DISCOVER SI TV BRACKET 3 96.00 0.00 96.00 288.00
NON-LIFE FITNESS TV REMOTE CONTROL 1 11.00 0.00 11.00 11.00
2 AK94
COURSES SD : BIKE
1 0.00 0.00 0.00 0.00
3 AK94
COURSES SD : BIKE
1 0.00 0.00 0.00 0.00
4 95XI
CROSS-TRAINER DISCOVER SI DOMESTIC - Silver CrossTrainer
Base/10in LCD Console with Wireless/
Total 7,902.00
2 3,848.00 0.00 3,848.00 7,696.00
10in LCD Console with Wireless 2 103.00 0.00 103.00 206.00
5 AK94
COURSES SD: CT
2 0.00 0.00 0.00 0.00
6 95RI
RECUMBENT BIKE DISCOVER SI DOMESTIC - Silver Bike
Base/10in LCD Console with Wireless//Handlebars with
Contact HR
Total 2,935.00
1 2,832.00 0.00 2,832.00 2,832.00
10in LCD Console with Wireless 1 103.00 0.00 103.00 103.00
Quote#1302466 - 4R
Date 05/12/2014 Expires 07/31/2014
Page 2/5
This is a draft quote and not a contract - Subject to management approval
Line Item Qty Unit Price Unit
Discount
Unit Price
Selling
Total Price
Selling
7 95TI
TREADMILL DISCOVER SI DOMESTIC - Silver Tread Base/10in
LCD Console with Wireless/
Total 15,990.00
3 5,227.00 0.00 5,227.00 15,681.00
10in LCD Console with Wireless 3 103.00 0.00 103.00 309.00
8 95CI
UPRIGHT BIKE DISCOVER SI DOMESTIC - Silver Bike Base/10in
LCD Console with Wireless/
Total 2,704.00
1 2,601.00 0.00 2,601.00 2,601.00
10in LCD Console with Wireless 1 103.00 0.00 103.00 103.00
9 BWBE
Hammer 45 Degree Back - 45 DEGREE BACK FRM.PLT/
1 543.00 0.00 543.00 543.00
10 FW-DR2
HAMMER STRENGTH TWO TIER DUMBBELL RACK -
FRM.PLT/Dumbbell Storage/Dumbbell Storage
2 505.00 0.00 505.00 1,010.00
11 FWBAR
Hammer Barbell Rack - BARBELL RACK FRM.PLT
1 466.00 0.00 466.00 466.00
12 FWDWT
- DELUXE WEIGHT TREE FRM.PLT
1 256.00 0.00 256.00 256.00
13 FWMAB
HMR ADJUSTABLE BENCH (PRO STYLE) - ADJUSTABLE BENCH
(PRO STYLE) FRM.PLT/UPH.BLK
3 621.00 0.00 621.00 1,863.00
14 FWUB75
- UTILITY BENCH 75 FRM.PLT/UPH.BLK
1 271.00 0.00 271.00 271.00
15 HDLADJXL
HD ELITE ADJUSTABLE BENCH XL - Platinum Frame/UPH.BLK
1 663.00 0.00 663.00 663.00
16 HDLDIP
HD ELITE DIP HANDLES - HALF RACK
1 198.00 0.00 198.00 198.00
17 HDLHRL
HD ELITE HALF RACK LONG BASE - Platinum
Frame/LANG.ENG/8FT/PULLUP ROTATING/DOCK N LOCK
Total 1,268.00
1 938.00 0.00 938.00 938.00
DOCK N LOCK 1 65.00 0.00 65.00 65.00
PULLUP ROTATING 1 265.00 0.00 265.00 265.00
18 HDLSTOR
HD ELITE STAND ALONE STORAGE - Platinum
Frame/LANG.ENG/STANDARD
1 438.00 0.00 438.00 438.00
19 HDE
Total 1,651.00
1 0.00 0.00 0.00 0.00
HD ELITE 4X8 PLATFORM, 1-2 COLORS 1 1,157.00 0.00 1,157.00 1,157.00
HD ELITE HALF RACK INSERT - LONG BASE 1 430.00 0.00 430.00 430.00
Quote#1302466 - 4R
Date 05/12/2014 Expires 07/31/2014
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This is a draft quote and not a contract - Subject to management approval
Line Item Qty Unit Price Unit
Discount
Unit Price
Selling
Total Price
Selling
HD ELITE PLATFORM RAMP FEATURE 1 64.00 0.00 64.00 64.00
20 HSSM
HAMMER STRENGTH SMITH - SMITH FRM.PLT/LANG.ENG
1 2,492.00 0.00 2,492.00 2,492.00
21 ILBPH
ISO-LATERAL BENCH PRESS HORIZONTAL - ISO LATERAL
BENCH PRESS HORIZONTAL FRM.PLT/UPH.BLK/WKARM.PLT
1 1,399.00 0.00 1,399.00 1,399.00
22 ILDCP
ISO-LATERAL DECLINE PRESS - WKARM.PLT/ISO LATERAL
DECLINE PRESS FRM.PLT
1 1,399.00 0.00 1,399.00 1,399.00
23 ILHR
ISO-LATERAL HIGH ROW - ISO LATERAL HIGH ROW
FRM.PLT/UPH.BLK/WKARM.PLT
1 1,399.00 0.00 1,399.00 1,399.00
24 ILIPH
ISO-LATERAL INCLINE PRESS HORIZONTAL - ISO LATERAL
INCLINE PRESS HORIZONTAL FRM.PLT/UPH.BLK/WKARM.PLT
1 1,399.00 0.00 1,399.00 1,399.00
25 ILLC
ISO-LATERAL LEG CURL - ISO LATERAL LEG CURL
FRM.PLT//WKARM.PLT
1 1,244.00 0.00 1,244.00 1,244.00
26 ILLR
ISO-LATERAL LOW ROW - ISO LATERAL LOW ROW
FRM.PLT//WKARM.PLT
1 1,399.00 0.00 1,399.00 1,399.00
27 ILROW
- ISO LATERAL ROWING FRM.PLT/UPH.BLK/WKARM.PLT
1 1,244.00 0.00 1,244.00 1,244.00
28 PLVSQ
V-SQUAT - V-SQUAT FRM.PLT//WKARM.PLT
1 2,098.00 0.00 2,098.00 2,098.00
29 CONC-D
CONCEPT D ROWER - BLACK
2 999.00 0.00 999.00 1,998.00
30 MJ-CORE
MJ CORE TOWER - FRAME.PLT/LANG.ENG
1 735.00 0.00 735.00 735.00
31 MJAP
MJ ADJUSTABLE PULLEY - FRAME.PLT/GLB/LANG.ENG
1 1,278.00 0.00 1,278.00 1,278.00
32 MJHAR
MJ ACCESSORY RACK - FRM.PLT
1 256.00 0.00 256.00 256.00
33 MJLPD
MJLPD STATION - FRAME.PLT/UPH.BLK/GRAY-LB/LANG.ENG
1 1,534.00 0.00 1,534.00 1,534.00
34 MJRWD
MJ DUAL ROW - GRAY-LB/LANG.ENG/FRAME.PLT/UPH.BLK
1 1,534.00 0.00 1,534.00 1,534.00
35 MJTP
MJ TRICEP PUSHDOWN - FRAME.PLT/GRAY-LB/LANG.ENG
1 957.00 0.00 957.00 957.00
36 INTEK
11 LB GRAY OLYMPIC TRAINING BUMPER
8 107.00 -38.00 69.00 552.00
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Line Item Qty Unit Price Unit
Discount
Unit Price
Selling
Total Price
Selling
37 INTEK
26 LB GREEN OLYMPIC TRAINING BUMPER
8 164.00 -59.00 105.00 840.00
38 INTEK
36 LB YELLOW OLYMPIC TRAINING BUMPER
8 212.00 -76.00 136.00 1,088.00
39 INTEK
46 LB BLUE OLYMPIC TRAINING BUMPER
8 272.00 -97.00 175.00 1,400.00
40 IRNG
IRON GRIP 7FT OLY COMPETITION BAR
4 599.00 -59.90 539.10 2,156.40
41 IRNG
IGX RUBBER DB-STRAIGHT SET 5-50 lb
1 1,340.00 -134.00 1,206.00 1,206.00
42 IRNG
IGX RUBBER DB-STRAIGHT SET 55-100 lb
1 3,038.00 -303.80 2,734.20 2,734.20
43 IRNG
IGX 5 LBS RUBBER PLATE
20 8.00 -0.80 7.20 144.00
44 IRNG
IGX 10 LBS RUBBER PLATE
40 16.00 -1.60 14.40 576.00
45 IRNG
IGX 25 LBS RUBBER PLATE
20 41.00 -4.10 36.90 738.00
46 IRNG
IGX 35 LBS RUBBER PLATE
20 56.00 -5.60 50.40 1,008.00
47 IRNG
IGX 45 LBS RUBBER PLATE
40 78.00 -7.80 70.20 2,808.00
48 IRNG
IRON GRIP MUSCLE CLAMP COLLARS (PAIR)
8 31.00 -3.10 27.90 223.20
49 TROY
TROY TRICEP ROPE
1 40.00 -4.00 36.00 36.00
50 TROY
TROY 28I N ECONOMY MULTI PURPOSE BAR W/SWIVEL
1 41.00 -4.10 36.90 36.90
51 TROY
TROY MULTI EXERCISE BAR
1 50.00 -5.00 45.00 45.00
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PO Number Subtotal
Payment Type List Price 81,954.00
Payment Terms NET 30 Total Adjustment -3,461.30
Freight Terms Selling Price 78,492.70
FOB
Freight/Fuel/Installation 12,073.26
Tax TAXES AS APPLICABLE
Total(USD)90,565.96
Notes:
Txmas-5-78040
ADDITIONAL TERMS OF SALE:
Manufacturer REQUIRES that the following products be secured to the floor to stabilize and eliminate rocking or tipping
over:Any HD Elite Half Rack Short Base;any Synrgy unit (except the 360X)and any of the following units if they will be
used with any Cable Motion unit (CMDAP,OSDAP,CMACO,CMFCO),any Jungle (MJ),any Smith machine (SSM,HSSM,
OSSM),any HD Elite Rack (HDE)and Athletic Series Racks (ASPR,HDHR).Some units will require a dynamic bolt to
properly secure the unit to the floor,and the dynamic bolt requires a minimum of 2.5 inches of a concrete subfloor.FOB
Life Fitness'dock.Invoice will issue on shipment.Life Fitness may ship partial orders.Terms and Conditions of Sale which
appear on purchaser's document (including Purchase orders)and which are inconsistent with these terms shall be voided.
Orders canceled after shipment (or after product starts for Built-To-Order products)are subject to a 20%restocking fee.
Delays in delivery at customer request may result in storage fees.Prices are good for 30 days.All invoices will be in U.S.
dollars and will reflect Exchange Rate at time of shipment.Payment terms and credit lines are subject to Life Fitness credit
approval.
Further,until any Products are paid for in full,Customer hereby grants to,and Life Fitness shall retain,a security interest in
and lien on all Products sold to Customer and all proceeds arising out of the sale of the Products by Customer and all
discounts,rebates and other funds on Customer's account payable by Life Fitness.Upon Life Fitness'request,a Customer
shall execute such documents that may be necessary or reasonable to perfect Life Fitness'security interest.
City of Georgetown, Texas
SUBJECT:
Consideration and possible action to authorize the Police Department to proceed with the
procurement of video interview room equipment for the Public Safety Operations and Training
Center from L3 Mobile Vision, Inc in the amount not to exceed $75,000.00 - Wayne Nero, Chief
of Police
ITEM SUMMARY:
This request is for video equipment supporting the secured interview suite, secured interview
reception area, Internal Affairs interview room, and victim services soft and child interview
rooms. This equipment ties into the department's current L3 video evidence management system
(car and body cameras).
FINANCIAL IMPACT:
The bid amount is $73,774.49. The vendor is L3 Mobile Vision and is a sole source. The funding
is budgeted within the Public Safety Operations and Training Center's Total Project Cost.
SUBMITTED BY:
Wayne Nero, Chief of Police
ATTACHMENTS:
Description Type
L3 Mobile Vision Cover Memo
April 24, 2014
90 Fanny Rd, Boonton, NJ 07005
T. 800-336-8475 F. 973-257-3024
Number
Date
48939531
QUOTE
Sold To Ship To
Georgetown Police Department Georgetown Police Department
Patrick Hurley Patrick Hurley
809 Martin Luther King Street
Georgetown, TX 78626-9822
809 Martin Luther King Street
Georgetown, TX 78626-9822
Phone
Fax
Phone
Fax
512-930-2517
512-930-3524 512-930-3524
512-930-2517
Salesperson TermsShip Via
None
P.O. Number
Christa Collis
Line Qty SKU Description Unit Price Ext.Price Comments
1 9 MVD-FB3DVS-INTR $41,355.00$4,595.00Flashback 3 Digital Video System
Interview Room
2 2 LSSWRINTMOD $2,000.00$1,000.00Software, Interview Room Module
Software, unlimited DVR's Digital
Evidence Software includes: Interview
Room Module
3 1 MVD-FB3-V-VSW $0.00$275.00Vehicle Viewer Software (on CD) for
use with Flashback 3 equippied with
firmware version 3.1.1 or greater. No
diamond encoder required CD also
includes the Vehichle Viewer Manual.
4 18 W-FB-VLP-RCA-C2 $522.00$29.00Cable, DVR/VLP RCA Audio Adapter
5 9 /EMA STD YR 1 $2,250.00$250.00Extended Maintenance on Interview
Room System, Year 1
6 18 W-FB-CAM-BNC-C2 $675.00$37.50Interview Room BNC Connector: For
customer provided camera with
Interview Room system
7 1 /INSTALLATION $19,267.49$19,267.49Equipment and Installation of (9)
Interview Rooms by QCTV, Richardson,
TX
8 9 MVD-8675-A-ASSY $7,155.00$795.00Wireless Access Point w/External
Mounted Antenna
802.11(a) Wireless Access point
Antenna and Cabling
(Note: Pricing does not include
installation)
BUDGETARY QUOTE
Please specify required mic and cable lengths when placing order.
Quotation is valid for 60 days from date issued. These commodities, technology or software were exported from the United
States in accordance with the Export Administration regulations. Diversion contrary to US law is prohibited.
State/Local Fees and Taxes are not included.
Page 1 of 204/24/2014 3:27 pm
April 24, 2014
90 Fanny Rd, Boonton, NJ 07005
T. 800-336-8475 F. 973-257-3024
Number
Date
48939531
QUOTE
Signing below is in lieu of a formal Purchase Order.
Your signature will authorize acceptance of both pricing and product:
Signed:Dated:
L-3 Shipping Terms are FOB Boonton, NJ. By signing below you agree to
waive your shipping terms and ship this order FOB Boonton, NJ.
Signed:Dated:
SubTotal
Tax
S&H
Total
TBD
73,224.49
73,774.49
550.00
Quotation is valid for 60 days from date issued. These commodities, technology or software were exported from the United
States in accordance with the Export Administration regulations. Diversion contrary to US law is prohibited.
State/Local Fees and Taxes are not included.
Page 2 of 204/24/2014 3:27 pm
City of Georgetown, Texas
SUBJECT:
Overview and update on the City's Compensation and Self-Insurance Plan - Tadd Phillips, HR
Director and Micki Rundell, Chief Financial Officer
ITEM SUMMARY:
Each year, as part of the budget process, the General Government & Finance (GGAF) Board
reviews the City's proposed compensation and benefit package to be included in the Annual
Budget. This review includes any salary and benefit adjustments, as well as, updates regarding the
City's overall compensation and benefit plans.
This year, the City's new Human Resource Director will provide an overview of the City's
compensation status and his plan for the upcoming year, as well as, the recommendations for
inclusion in the upcoming budget, The City's Fiscal and Budgetary Policy was amended last year
to include elements of the compensation plan.
Also, an update on the City's recently implemented Self-Insurance program will also be discussed.
Jeff Kolc, with Benetex, who is the City's benefit's consultant, will provide an update on the City's
program that began in January 2014 and provide an overall outlook for the upcoming year.
FINANCIAL IMPACT:
Currently, a 12% expense increase is included in the annual budget for employee health insurance.
Also included are funds for the City's pay for performance plan included within the City's Fiscal
Policy. Other compensation adjustments (such as a COLA) may also be needed.
SUBMITTED BY:
Tadd Phillips, HR Director and Micki Rundell, CFO
City of Georgetown, Texas
SUBJECT:
Review and discuss certain sections of the Fiscal and Budgetary Policy changes - Micki Rundell,
Chief Financial Officer
ITEM SUMMARY:
After the detailed review of the Fiscal and Budgetary Policy and proposed updates at the April 23,
2014 GGAF meeting, several items continued to be reviewed with comments provided by
members. This item is to review just those four items and make a recommendation to the City
Council for its consideration and review on June 10, 2014. The four areas to be discussed are as
follows. · Use of unexpected and unappropriated General Fund balances – page 7 of redline copy ·
Retirement plan funding targets and retire COLA provisions – pages 13 & 14 of redline copy ·
Surplus property – page 19 · Internal audit program – n/a A full review of these items for
discussion is attached.
FINANCIAL IMPACT:
None
SUBMITTED BY:
Micki Rundell, CFO
ATTACHMENTS:
Description Type
Summary of Policy items for consideration Cover Memo
Redline Fiscal & Budgetary Policy with changes Cover Memo
C:\Program Files (x86)\neevia.com\docConverterPro\temp\NVDC\382D4E8D-862F-4AAB-B2B0-
601534C4C5A4\PDFConvert.11334.1.5.28.14_FB_Policy_Changes_Summary_Memo.docx
FISCAL AND BUDGETARY POLICY UPDATE 2014
SUMMARY AND ANALYSIS
GGAF COMMITTEE DISCUSSIONS & MEMBER SUGGESTED WORDING
For GGAF Review on May 28, 2014
GENERAL FUND BALANCE
Committee Discussions
The committee discussed a desire to ensure that excess fund balances are not spent without careful
consideration and with a strong preference at reducing new debt and other steps that will provide long-
term tax rate mitigation and financial security.
Specific Wording Suggested by Council Member Brainard after the meeting:
“Economic Uncertainty Reserve Fund
a.) In addition to the fund balance reserve in the general fund, the city shall maintain a fund
known as the economic uncertainty reserve fund. The primary purpose of the economic
uncertainty reserve fund is to avoid service level reductions or tax increases in the event of
revenues that are less than budgeted amounts.
b.) Revenues in excess of general fund budgeted amounts, including sales tax receipts in
excess of budgeted amounts and other non-recurring revenues as deemed by the city council,
shall be deposited into the economic uncertainty reserve fund.
c.) Notwithstanding other provisions of this policy, including Section V.B.2., the economic
uncertainty reserve fund may be used to avert budget reductions or tax increases that
otherwise may be required as a result of a revenue shortfall.
d.) The amount in the economic uncertainty reserve fund may not exceed 10 percent of
annual budgeted General Fund operating expenditures.
e.) Amounts in the economic uncertainty reserve fund in excess of three percent of annual
budgeted General Fund operating expenditures, may be used for any of the following purposes,
as approved by the city council:
a. to fund capital projects;
b. to fund equipment purchases in lieu of issuing debt;
c. to reduce outstanding city debt, including bonded indebtedness and unfunded
pension liabilities;
d. to fund contingent liabilities such as the benefit payout reserve, cemetery trust
fund, and similar obligations of the city; and
e. to reduce property tax rates.”
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Specific Wording Directly from the Current Fiscal & Budgetary Policy:
“XIV. FINANCIAL CONDITIONS, RESERVES, AND STABILITY RATIOS
1. General Fund – The fund balance reserve in the General Fund should equal ninety (90) days
or 25% of annual budgeted General Fund operating expenditures. 2014/15 reserves are
____million and are allocated as follows:
a. Base Level Reserve – will equal sixty (60) days of current year budgeted
operating expenditures which will be designated for emergency use only.
b. Budget Stabilization Reserve – will equal thirty (30) days of current year
budgeted operating expenditures and will be designated to protect the City
against short term operating deficits. The funds will be available for the
following purposes:
i. Defer short term tax increases
ii. Cover revenue shortfalls
iii. Fund unanticipated expenditures
If the Budget Stabilization Reserve is depleted during the fiscal year, the balance must return to
the 30 day requirement within the following year’s adopted budget.”
Analysis & Recommendations
Staff believes that Council’s desire is to carefully identify and form a policy approach to using
unbudgeted funds realized after year end, similar to the practice that occurred after year end in
November 2013. To accomplish this, staff recommends the following wording. It is substantially
excerpted from Mr. Brainard’s original suggestion.
“IV. OPERATING BUDGET
L. Use of Unanticipated and Unappropriated General Fund Balances - Within 90 days after fiscal
year end, staff will report the projected ending general fund balance to Council. In the event
that unexpected, unbudgeted amounts are determined to be available in the General Fund after
year end, these funds may be used for any of the following purposes, as approved by the City
Council:
1. to fund capital projects;
2. to fund equipment purchases in lieu of issuing debt;
3. to reduce outstanding city debt, including bonded indebtedness and unfunded pension
liabilities;
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4. to fund contingent liabilities such as the benefit payout reserve, cemetery trust fund, and
similar obligations of the city;
5. to take other steps to reduce property tax rates or mitigate any future increases; and/or
6. to hold those funds in reserve for future commitments or contingencies that may be
pending.”
RETIREE COLA & TMRS FUNDING LEVEL
Committee Discussions & Member Suggested Wording
The committee discussed a desire to link retiree cost of living adjustments with the funding level of the
City’s retirement plan overall. The committee also discussed revising the target funding wording to
notate that the minimum level of funding is 80% with a goal of funding the retirement plan at 100%.
The committee discussed getting to the 100% target over time.
Specific Wording on Retiree COLA Suggested by Council Member Brainard after the meeting with
proposed edits:
“VI. H. 7. Retirement Cost-of-Living Adjustment
a.) Within 60 days of when the TMRS annual funding update becomes available each year, staff
will review and prepare a summary of costs and options for potential cost-of-living
adjustment (COLA) for City of Georgetown retirees.
b.) Consistent with state statutes governing the Texas Municipal Retirement System, the city
may provide an automatic COLA for members of the TMRS who are retired from the City of
Georgetown and receiving a monthly retirement benefit from the TMRS.
c.) The city council shall may adjust the COLA provided to city retirees based upon the funding
level of the city’s pension plan, as calculated by the TMRS, as follows:
When the funding level of the
city’s pension plan is The COLA should be
Less than 70.0% Zero
70.0% to 79.9% 0.3% of CPI
80.0% to 89.9% 0.5% of CPI
90.0% and greater 0.7% of CPI
d.) Adjustments made pursuant to subsection b. should reflect the effect of the prospective
change in the COLA on the funding level of the city’s pension plan.”
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Analysis & Recommendations
Staff have reviewed the proposal and had preliminary discussions with TMRS executive staff on how to
implement these targets and the potential financial impacts to the City. The Governmental Accounting
Standards Board has also issued Statement No. 68 that will go into effect for the City’s fiscal year ended
September 30, 2015. TMRS has been proactive in aggressively adjusting its own accounting standards
and audit services to best meet the funding and reporting needs of its participant cities. As of the
current date, new funding levels and reporting adjustments are not yet available from TMRS.
When the updated information becomes available from TMRS, usually in the January/February
timeframe, the options will be fully reviewed and financial impacts assessed. Staff will bring the
proposal to Council at that time for review and possible action.
SURPLUS PROPERTY
Committee Discussions
One of the recommended updates by staff was to further modernize the purchasing policies was to
eliminate the ordinance requirement for all surplus property items, regardless of amount, require
Council approval. Staff recommended establishing a $10,000 threshold before these items require
Council approval. Subsequent to the GGAF meeting, additional wording was suggested that was not
discussed at the committee level.
Specific Wording Suggested by Council Member Brainard after the meeting:
“Section IX. E.2:
City staff will provide a report to the General Government and Finance Committee listing
individual surplus property items liquidated by the City with a value of $1,000.00 and greater.
The report will specify the item, the sales price, the date of sale and the buyer.”
Analysis & Recommendations
The wording suggested is a more detailed item than is typically presented as part of the policy. Staff
recommends that the policy be amended to include a statement as follows:
“Section IX. E.2:
City staff will maintain reports and records of all surplus property dispositions in accordance
with good internal controls.
As a procedural matter, staff recommends meeting this request by adding a page to the quarterly
financial report that lists all surplus items over $1,000 that have been disposed of during the quarter.
The report page will include the item, sales price, date of sale and buyer.
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INTERNAL AUDIT
Committee Discussions
Council Member Brainard also brought forward a proposal to create an Internal Auditor or Internal Audit
function for the City. There was positive discussion among the committee about pursuing this option.
This would be an independent audit function that would report to Council similar to the external
financial auditors. The general consensus was that it needed to be discussed at the dais among Council
members and considered as part of the budget process.
Analysis & Recommendations
An internal auditor or audit function is a GFOA Recommended Best Practice and important tool for
providing good program oversight and a higher level of accountability to citizens. On a practical level,
Georgetown is still a relatively small city to have a full time internal audit position. However, there are
other options to accomplish this goal, such as contracting with an independent firm to perform some of
these services as the City grows into the need for full time staff position may be an option.
Staff recommends that after the new external auditors are hired, Council direct staff to work with the
new auditors and Council to outline the needs and expectations of that function. That direction will be
used to develop a plan and estimated costs to implement that function effectively for Georgetown over
the next two to three years.
City of Georgetown, Texas
Fiscal and Budgetary Policy
As amended for GGAF
May 28, 2014
1
Table of Contents
I. Purpose 2
II. Fund Structure and Basis of Budgeting 2-3
III. Fund Balance Policies 4
IV. Operating Budget 4-7
V. Revenue Management 7-9
VI. Expenditure Policies 10-13
VII. Budget Contingency Plan 13-14
VIII. Capital Improvement Program (CIP) Budget 14-15
IX. Capital Maintenance and Replacement 16-17
X. Accounting, Auditing and Financial Reporting 18
XI. Asset Management 18-19
XII. Debt Management 20-23
XIII. Other Funding Alternatives 24-25
XIV. Financial Conditions & Reserves & Stability Ratios 25-27
XV. Internal Controls 28
XVI. Staffing 28-29
2
City of Georgetown
Fiscal and Budgetary Policy
Approved June 11, 2013
GGAF Committee April 23, 2014 As presented to
I. PURPOSE
The City of Georgetown is committed to financial management through integrity, prudent
stewardship, planning, accountability, full disclosure and communication. The broad
purpose of the Fiscal and Budgetary Policies is to enable the City and its related
component units, including the Georgetown Transportation Enhancement Corporation
(GTEC) and the Georgetown Economic Development Corporation (GEDCO) to achieve
and maintain a long-term stable and positive financial condition, and provide guidelines
for the day-to-day planning and operations of the City’s financial affairs.
Policy scope generally spans areas of accounting and financial reporting, internal
controls, both operating and capital budgeting, revenue management, investment and
asset management, debt management and forecasting. This is done in order to:
A. Demonstrate to the citizens of Georgetown, the investment community, and the bond
rating agencies that the City is committed to a strong fiscal operation;
B. Provide precedents for future policy-makers and financial managers on common
financial goals and strategies;
C. Fairly present and fully disclose the financial position of the City in conformity to
generally accepted accounting principles (GAAP); and
D. Demonstrate compliance with finance-related legal and contractual issues in
accordance with the Texas Local Government Code and other legal mandates.
These policies will be reviewed and updated annually as part of the budget preparation
process.
II. FUND STRUCTURE AND BASIS OF BUDGETING
The budgeted funds for the City of Georgetown include:
Governmental Funds: General Fund which accounts for all financial resources
except those required to be accounted for in another fund, and
include basic governmental services, such as Street
Maintenance, Planning and Development, Police, Fire and
Parks, as well as, solid waste management.
Special Revenue Funds (SRF) account for specific revenues
that are legally restricted for specified purposes. The City
currently budgets 17 -____ SRF Funds and includes Tourism,
3
Parkland Dedication, Library Donations, Animal Services
Donations, and Street Maintenance Sales Tax.
Debt Service Fund is used to account for the payment of
general long-term debt principal and interest.
Capital Project Funds are used to account for the acquisition
or construction of major capital facilities other than those
financed by enterprise activities.
Proprietary Funds: Internal Service Funds account for good or services provided
by one internal department to another. The City uses this
system to recognize cost for fleet replacement and
maintenance, facility maintenance and computer replacement
and maintenance.
Enterprise Funds include the City’s “business like” activities
including all the utility funds and the airport.
Basis of Accounting and Basis of Budgeting
The City’s accounts and budgets for all Governmental Funds using the modified
accrual basis of accounting. This basis means that revenue is recognized in the
accounting period in which it becomes available and measurable, while expenditures are
recognized in the accounting period in which they are incurred. Because the
appropriated budget is used as the basis for control and comparison of budgeted and
actual amounts, the basis for preparing the budget is the same as the basis of
accounting. Exceptions to the modified accrual basis of accounting include:
Encumbrances, which are treated as expenditures in the year they are encumbered,
not when expended.
Grants, which are considered revenue when awarded, not received.
Principal and interest on long-term debt, which are recognized when paid.
General government funds include the general fund, special revenue funds, debt service
fund and general capital project funds.
Proprietary Funds, which include the enterprise and internal service funds are
accounted and budgeted using the full-accrual basis of accounting. Under this method,
revenues are recognized when they are earned and measurable, while expenses are
recognized when they are incurred regardless of timing or related cash flows. The basis
for preparing the budget is the same as the basis of accounting except for principal
payments on long-term debt and capital outlay which are treated as budgeted expenses.
Exceptions include:
Depreciation which is not budgeted
Non-budgeted accruals such as compensated absences
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III. FUND BALANCE POLICIES
The City’s Fund Balance is the accumulated difference between assets and liabilities
within governmental funds, and it allows the City to meet its contractual obligations, fund
disaster or emergency costs, provide cash flow for timing purposes and fund non-recurring
expenses appropriated by City Council. This policy establishes limitations on the
purposes for which Fund Balances can be used in accordance with Governmental
Accounting Standards Board (GASB) Statement Number 54.
The City’s Fund Balance will report up to five components:
A. Non-spendable Fund Balance – includes inherently non-spendable assets that will
never convert to cash, as well as, assets that will not convert to cash soon enough to
affect the current financial period. Assets included in this category are prepaid items,
inventory and non-financial assets held for resale.
B. Restricted Fund Balance – represents the portion of fund balance that is subject to
legal restrictions, such as grants or hotel/motel tax and bond proceeds.
C. Committed Fund Balance – describes the portion of fund balance that is constrained
by limitations that the City Council has imposed upon itself, and remains binding
unless the City Council removes the limitation.
D. Assigned Fund Balance – is that portion of fund balance that reflects the City’s
intended use of the resource and is established in a less formal method by the City
for that designated purpose.
E. Unassigned Fund Balance – represents funds that cannot be property classified in
one of the other four categories.
IV. OPERATING BUDGET
Budgeting is an essential element of the financial planning, control and evaluation
process of municipal government. The “operating budget” is the City’s annual financial
operating plan. The annual budget includes all of the operating departments of the
general fund, proprietary funds, debt service funds, special revenue funds, and capital
improvement funds of the City.
A. Comprehensive Plan – The 2030 Plan is written from a perspective of some twenty
years into the future. It expresses what we envision and desire our community to be
in the year 2030, and it reflects on all that we have accomplished since we launched
the revision of our Comprehensive Plan in 2006. The Plan utilizes a Vision
Statement to guide the desired outcomes for the community.
B. Council Vision – The Council has further defined the City’s Comprehensive Plan by
defining its vision to become the City of Excellence. This vision is to be
accomplished through five (5) focus areas. These focus areas become the City’s
strategic goals through development and implementation of defined Business Plans
for each focus area.
1. Economic Development
2. Signature Destination
3. Public Safety
4. Transportation
5. Utility Services
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C. Five-Year City of Excellence Business Plan – A “dashboard” plan will be
developed that links the 2030 Plan with the City Council’s City of Excellence vision
and five focus areas (strategic goals) that further the implementation of the Vision.
From those strategic goals an implementation plan for each of the 5 focus areas will
be created.
1. A Five-Year Financial Forecast will be created and updated annually that will
identify potential tax impacts, rate adjustments and other factors that will impede
the implementation of the City of Excellence Business Plan.
2. Year-One of this Business Plan is the basis for the Annual Budget.
D. Preparation – The Charter (Section 6.02) requires “a proposed budget prepared by
the City Manager and submitted to the City Council at least thirty days prior to the
end of the fiscal year. The budget shall be adopted not later than the twenty-seventh
day of the last month of the fiscal year. No budget will be adopted or appropriations
made unless the total estimated revenues, income and funds available shall be equal
to or in excess of such budget or appropriations, except otherwise provided”.
Therefore, the budget will be presented to the City Council no later than the 1st day of
August to provide the City Council time to adopt the budget in the required time
frame.
1. Proposed Budget – A proposed budget shall be prepared by the City Manager
with participation of all of the City’s Division Directors within the provision of the
Charter and the 2030 Plan and the City of Excellence Vision.
a. The budget shall include four basic segments for review and evaluation:
Revenues
Personnel Costs
Operations and Maintenance
Capital and other non-project costs
b. The budget review process will include City Council participation in the
development of each segment and allow for citizen participation in the
process, and will allow for sufficient time to address policy and fiscal issues
by the City Council.
c. A copy of the proposed budget will be filed with the City Secretary when it is
submitted to the City Council. A copy will also be available at the
Georgetown Public Library for citizen review.
2. Adoption – Upon finalization of the budget appropriations, the City Council will
hold a public hearing, and subsequently adopt by Ordinance the final budget as
amended. The budget will be effective for the fiscal year beginning October 1st.
The Annual Budget document will be submitted annually to the Government
Finance Officers Association (GFOA) for evaluation and consideration for the
Distinguished Budget Presentation Award.
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E. Balanced Budget – The goal of the City is to adopt and maintain a balanced
operating budget using sustainable funding sources that are expected to continue to
be available in subsequent fiscal years. Excess balances in operating funds from
previous fiscal years shall remain in the fund in which they were appropriated until
either such excess balances are proposed and adopted pursuant to Section B IV. D.
of the this policy; until they are used to reduce outstanding debt obligations of the
City; or both.
The Charter (Section 6.04) requires that an operating deficit created in any fiscal
year shall be paid off and discharged during the following year. In practice, deficit
has been interpreted to mean City funds as a whole. The City Council may choose
from time to time to allow individual funds to have a negative balance as long as
Operating Reserve requirements for the City as a whole are maintained.
F. Planning – The budget process will be coordinated so that major policy issues are
identified prior to the budget approval date. This will allow City Council adequate
time for consideration of appropriate decisions and analysis of financial impacts.
G. Reporting – Summary financial reports will be presented to the City Council
quarterly. These reports will be in a format appropriate to enable the City Council to
understand the overall budget and financial status. The City Manager will also
present a mid-year update to the City Council within 60 days following the end of the
second fiscal quarter that updates the status of projects and related financial goals
set forth in the budget.
H. 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.IB and Section VI.B.4.
I. Budget Amendments – The Charter (Section 6.04) provides a method to amend for
budget amendments and emergency appropriations. The City Council may authorize
with a majority plus one vote, an emergency expenditure as an amendment to the
original budget. This may be done in cases of grave public necessity to meet an
unusual and unforeseen condition that was not known at the time the budget was
adopted. In practice, this has been interpreted to include revenue-related expenses
within the enterprise funds and timing differences on capital improvement projects.
The following criteria will be used in evaluation of budget amendments:
Is the request necessary?
Why was the item not budgeted in the normal budget process?
Why can't a transfer be done within the Division to remedy the condition?
The Chief Financial Officer must certify availability of revenues or funding sources
prior to adoption.
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The City will amend the budget at year end, if needed, for revenue based
expenditures that exceeded budgeted amounts due to increased revenue and
recognize any grant funded expenditures for grants received after the budget was
adopted or last amended. The City will also amend the budget if necessary as part
of the Mid-Year Review process for any capital project timing adjustments from prior
year, as well as, any other known adjustments needed and approved at that time.
J. Contingency Appropriations – The budget may include contingency appropriations
within designated operating department budgets. These funds are used to offset
expenditures for unexpected maintenance or other unanticipated expenses that
might occur during the year. Currently, the City maintains contingency appropriations
for insurance deductibles, unexpected legal expenses and equipment repairs.
K. Council Discretionary Account – The budget may contain appropriated funds to be
used at the discretion of the City Council. Actual expenditure of these funds is
specifically approved by the City Council on an item by item basis. The Council
Discretionary Account for 2013/14 2014/15 is $10,000 included in the General Fund.
L. Use of Unanticipated and Unappropriated General Fund Balances - Within 90
days after fiscal year end, staff will report the projected ending general fund balance
to Council. In the event that unexpected, unbudgeted amounts are determined to be
available in the General Fund after year end, these funds may be used for any of the
following purposes, as approved by the City Council:
1. to fund capital projects;
2. to fund equipment purchases in lieu of issuing debt;
3. to reduce outstanding city debt, including bonded indebtedness and unfunded
pension liabilities;
4. to fund contingent liabilities such as the benefit payout reserve, cemetery trust
fund, and similar obligations of the city;
5. to take other steps to reduce property tax rates or mitigate any future increases;
and/or
6. to hold those funds in reserve for future commitments or contingencies that may
be pending.”
V. REVENUE MANAGEMENT
A. Characteristics – The City will strive for the following optimum characteristics in its
revenue system:
1. Simplicity – The City, where possible and without sacrificing accuracy, will strive
to keep the revenue system simple in order to reduce compliance costs for the
taxpayer or service recipient.
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2. Certainty – A knowledge and understanding of revenue sources increases the
reliability of the revenue system. The City will understand its revenue sources
and enact consistent collection policies to provide assurances that the revenue
base will materialize according to budget.
3. Equity – The City shall make every effort to maintain equity in its revenue
system; i.e., the City should seek to minimize or eliminate all forms of
subsidization between entities, funds, services, utilities, and customer classes,
and ensure an on-going return on investment for the City.
a. The City will make every effort to recognize the benefit that City tax payers
contribute to City programs and services.
b. The annual Parks and Recreation residential membership rates are
established at 75% of non-residential rates plus or minus 10% at the
discretion of the Parks and Recreation Director in keeping with the targeted
market cost recovery.
4. Revenue Adequacy – The City should require there be a balance in the revenue
system; i.e., the revenue base will have the characteristics of fairness and
neutrality as it applies to cost of service, willingness to pay, and ability to pay.
Overall Operational Cost Recovery for Parks and Recreation for the Recreation
and Tennis Centers is targeted to be between 50 – 60%, with some variance in
individual programs.
5. Realistic and Conservative Estimates - Revenues will be estimated realistically,
and conservatively, taking into account the volatile nature of various revenue
streams.
6. Administration – The benefits of a revenue source should exceed the cost of
levying and collecting that revenue.
7. Diversification and Stability – A diversified revenue system with a stable source
of income shall be maintained. This will help avoid instabilities in two particular
revenue sources due to factors such as fluctuations in the economy and
variations in the weather.
B. Other Considerations – The following considerations and issues will guide the City
in its revenue policies concerning specific sources of funds:
1. Cost/Benefit of Incentives for Economic Development – The City will use due
caution in the analysis of any incentives that are used to encourage
development. A cost/benefit (fiscal impact) analysis will be performed as part of
the evaluation.
2. Non-Recurring Revenues – One-time or non-recurring revenues should not be
used to finance current ongoing operations.
3. Sustainable Revenues – “Sustainable" means revenue that is consistently
available year after year.
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4. Property Tax Revenues – All real and business personal property located within
the City will be valued at 100% of the fair market value for any given year based
on the current appraisal supplied by the Williamson Central Appraisal District.
Conservative budgeted revenue estimates result in a projected ninety-eight
percent (98%) budgeted collection rate for current ad valorem taxes. Two
percent (2%) of the current ad valorem taxes will be projected as the budget for
delinquent ad valorem tax collection. For budgeting purposes, the City will
forecast the proposed property tax rate using the effective maintenance &
operations (M&O) rate plus the interest & sinking (I&S) rate needed to fund tax
supported debt service. Increases to the M&O rate will be deliberated and
determined by the City Council. Proposed tax revenue will be budgeted at a 98%
collection rate.
5. Interest Income – Interest earned from investments will be distributed to the
funds in accordance with the equity balance of the fund from which the monies
were provided to be invested.
6. User-Based Fees and Service Charges – For services associated with a user fee
or charge, the direct or indirect costs of that service will be offset by a fee where
possible. The City will review fees and charges no less than once every two
years to ensure that fees provide adequate coverage for the cost of services.
The City Council will determine how much of the cost of a service should be
recovered by fees and charges.
7. Enterprise Fund Rates – The City will review and adopt utility rates as needed to
generate revenues required to fully cover operating expenses, meet the legal
requirements of all applicable bond covenants, and provide for an adequate level
of working capital. Utility rates will be reviewed annually as part of the budget
process. A rate study will be conducted every 3 years to review rate
methodology and ensure revenues will meet future needs.
A restricted Power Contract Credit Reserve has been established to provide
financial assurances to the City’s wholesale power contract providers as fiscal
surety against any potential risk on the City’s behalf and will be maintained as
“restricted” fund balance on the City’s financial statements.
A Rate Stabilization Reserve (RSR) Account has been established in the
Electric Fund to offset and mitigate potential impacts to customer rates due to
increased fuel costs or other external factors that may negatively impact Electric
Rates. The Rate Stabilization Reserve (RSR) may provide funding for:
Deferring or minimizing the rate impact of future cost increases
Costs associated with providing additional power supply
Filling contractual obligations
Balancing of annual power costs
RSR funds will be monitored monthly to ensure the electric rate is being
managed per the Policy. Increases to RSR are made through the Power Cost
Adjustment rate as determined by the fund, at the recommendation of the
Assistant City Manager General Manger for Utilities.
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Additionally, enterprise activity rates will include transfers to and receive credits
from other funds as follows:
a. General and Administrative Charges – Administrative costs should be
charged to all funds for services of general overhead, such as administration,
finance, customer billing, legal and other costs as appropriate. These
charges will be determined through an indirect cost allocation following
accepted practices and procedures and reviewed annually by the City’s
external auditors.
b. Payment for Return on Investment – The intent of this transfer is to provide a
benefit to the citizens for the ownership of the various utility operations they
own. For all utilities except for Electric:
In-Lieu-of-Franchise-Fee. This transfer, currently 3% of operating
revenues generated inside the City, is consistent with the franchise rates
charged to investor owned utilities franchised to operate within the City.
Return on Investment. The return on investment (ROI) transfer for In-
City utility customers is currently calculated at 7% of operating revenues
for all utilities. except sanitation. ROI for water and sewer customers
outside the City is 10% of operating revenues. both inside and outside
the City. There is no ROI calculated on solid waste revenues.
The Franchise and Return on Investment for the Electric Utility is based
on kWh sold. For customers inside the City, a $0.0102 charge per kWh,
equivalent to the 3% and 7% paid by other utility customers, will be
included in the cost per kWh. For customers outside the City, a
$0.007253 charge per kWh, equivalent to the 7% ROI paid by utilities, will
be included in the cost.
8. Intergovernmental Revenues – All potential grants will be examined for matching
requirements and must be approved by the City Council prior to making
application of the grant. It must be clearly understood that operational
requirements (on-going costs) set up as a result of a grant program could be
discontinued once the term and conditions of the program have been completed.
9. Revenue Monitoring – Revenues as they are received will be regularly compared
to budgeted revenues and variances will be investigated, and any abnormalities
will be included in the quarterly report to the City Council.
VI. EXPENDITURE POLICIES
A. Appropriations – The point of budget control is at the department level budget for
all funds. The Charter (Section 6.03) provides that any transfer of appropriation
between funds must be approved by the City Council and that the City Manager,
without City Council approval, is authorized to transfer appropriations among
departments, within the same operational division and fund. The City Manager may
also authorize transfer of salary adjustment monies between funds that are budgeted
in a citywide account.
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B. Personnel Costs – Costs related to salaries and benefits are budgeted at 100%
total costs, assuming open positions are filled throughout the fiscal year. New
positions that are added during the budget process may have staggered hire dates
with appropriate costs reflected in the budget.
1. Vacancy Factor – General Fund appropriations will include a vacancy factor
equal to 1% of total General Fund salaries and related benefits to offset salary
savings within the budget. The vacancy factor will be budgeted as a negative
expense within the General Government Department of the General Fund. For
2013/14 2014/15 the Vacancy Factor equals $214,270 ______. This factor will
be reduced throughout the year as vacant positions are recognized within the
department budget.
2. Benefit Payout Reserve - The City will establish a benefit payout reserve equal to
15% of the accrued benefit liability for employees who are currently meet eligible
to retirement. Only terminating employee benefit expenses may be paid from this
reserve. This reserve shall be funded as an offset to the vacancy factor. For
2013/14, 2014/15 $30,000______ is budgeted for this reserve.
3. Position Control – The annual budget includes a set number of positions within
departments when approved and adopted by City Council. Additional positions
cannot be added without approval of the City Council. The City Manager may
approve the transfer of authorized positions between departments if funds are
available within the department.
4. Use of Excess Salary Savings – Departmental savings generated due to open
positions or other salary line item savings cannot be spent by the department
unless previously approved by the City Manager and validated by Finance as
“excess funds”.
C. Special Purpose Funding – In order to support community assistance programs,
the City designates specific funding for special purposes, including Social Services,
Children’s Programs, and Public Art. The City reserves the ability to cap this special
purpose funding when necessitated by budget contingency or compliance issues,
such as revenue shortfalls, or other reasons as determined by City Council.
1. Strategic Partnerships for Community Services. Social Service Funding and
Children’s and Youth Program Funding – The City of Georgetown values
partnerships with organizations that are committed to addressing our
communities greatest public challenges and has identified key priorities in the
following areas:
Public Safety
Transportation
Housing
Parks & Recreation
Veteran Services, and
Safety Net
The City has targeted funding for these programs to be $5.00 per capita, which
may be adjusted to offset the effects of general inflation based upon CPI. If
previous funding levels are higher than the targeted amount, and to avoid
significant reductions in levels of funding, the City Council shall seek to attain this
target chiefly through population growth. Funding for these programs will be split
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83% for social services and 17% for youth funding. These funds will be allocated
and paid according to the City Council’s guidelines for such programs. Social
Service and Children’s and Youth Program Funding.
The funding level for 2013/14 2014/15 is $307,500 $400,049 for these type of
initiatives and is Social Service Funding and $92,549 for Children’s and Youth
Program Funding, both of which are the same as in the previous year.
Any given year, unallocated funds in either the social Services Fund or the
Children’s and Youth Program Funds can be allocated to the other fund, in an
amount not to exceed the estimated increase for the following year in the fund
receiving the transfer.
2. Public Art Funding - The City will annually allocate funding for Public Art on a
year to year basis depending on the availability of funds in an amount to be
determined at the discretion of the City Manager. Funding priority will be given to
projects that include a matching donation, including contributions from local
organizations and sponsors. Any unspent funds will accumulate and be
reallocated in the following budget year. Disbursement of these funds will be
determined by the City Council at the recommendation of the City’s Arts &
Culture Advisory Board.
Every effort will be made to include public art funding in future City facilities
whose primary purpose is for public use. These projects will include a
reasonable allowance for public art that fits the scope and purpose of the building
so long that it does not negatively impact the project cost beyond the original
budget. In the event there is cost savings in the construction of City Facilities,
the City Council may consider utilizing that savings on the purchase of public art
for the facility.
D. Purchasing – The City will maintain and regularly review a written Purchasing
Policy. All City purchases of goods or services will be made in accordance with
the City’s current Purchasing Policy and with State law.
The following shows a summary of approval requirements for purchases.
Dollar Limits: Procurements: Requirements:
Under
$3,000
Under the small purchase
limit
No competitive bids and City credit
cards may be used.
$3,000
up to
$50,000
Within informal bid limit A minimum of three informal
competitive bids required unless
exempted: HUB requirements apply in
accordance with state law.
$10,000$25,000
and above
Within City Manager’s
approval
In addition to the requirements above,
the City Manager must approve the
purchase.
$50,000
and above
In excess of the informal bid
limit
Formal solicitations, which includes
public notices, required unless
exempted. Advisory board review and
recommendation may be required.
Council approval required.
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In addition to the above, all purchases must be approved accordingly to preapproved
limits within each department.
E. Contracts and Change Orders - Contracts and related change orders must follow
the City Purchasing Policies and State Law. In accordance with State Law, change
orders are limited to 25% of the total contract amount. Change orders greater than
$50,000 require the same advisory board review and Council approvals as the
original contracts.
F. Prompt Payment – All invoices approved for payment by the proper City authorities
shall be paid within thirty (30) calendar days of receipt of goods or services or invoice
date, whichever is later in accordance with State law. The City will take advantage of
all purchase discounts, when possible.
G. Risk Management – The City will pursue every opportunity to provide for the
Public’s and City employees’ safety and to manage its risks. The goal shall be to
minimize the risk of loss of resources through liability claims with an emphasis on
safety programs.
H. Retirement Benefits – Proposals to revise benefits administered and provided by
the Texas Municipal Retirement System shall include a written description, and,
detailed and summary numerical assessments of the changes that would result from
the proposed benefit revision.
1. The numerical assessments shall include the following:
a. The estimated change to the TMRS contribution rate that would result from
the proposed change in benefits, expressed as a percentage of employee
pay and as an annual dollar amount to the General Fund and to each City
fund.
b. The estimated change to the City’s unfunded pension liability, expressed as
a dollar amount.
c. The estimated change to the City’s actuarial funding ratio.
2. The description and numerical assessments must be provided to the City Council
at least 72 hours prior to consideration and approval, and must be read aloud to
the Council prior to Council consideration.
3. The estimated changes to the City’s contribution rate and the unfunded pension
liability presented pursuant to the section must be based on information provided
by the TMRS actuary or by professional actuary authorized by the TMRS to
provide such information.
4. Proposals to revise TMRS benefits must be voted on individually as part of the
City Council’s legislative agenda.
5. The City has established 80% as the targeted minimum funding goal for the
City’s unfunded pension liability. The City’s funded pension liability is 86.7%
_____as of December 31, 2012_2013, as disclosed by TMRS. The City’s
ultimate goal is 100%, but will be achieved reasonably over time.
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6. The City may elect to make an annual 1-time payment prior to further fund the
City’s unfunded pension liability. Such payment will be approved and authorized
by the City Council prior to December 31 in order to be recognized in the
following year’s TMRS employer contribution rate calculation.
7. Retirement Cost-of-Living Adjustment
a) Within 60 days of when the TMRS annual funding update becomes available
each year, staff will review and prepare a summary of costs and options for
potential cost-of-living adjustment (COLA) for City of Georgetown retirees.
b) Consistent with state statutes governing the Texas Municipal Retirement System,
the city may provide an automatic COLA for members of the TMRS who are
retired from the City of Georgetown and receiving a monthly retirement benefit
from the TMRS.
c) The city council may adjust the COLA provided to city retirees based upon the
funding level of the city’s pension plan, as calculated by the TMRS, as follows:
When the funding level of the
city’s pension plan is
The COLA
should be
Less than 70.0%
Zero
70.0% to 79.9%
0.3% of CPI
80.0% to 89.9%
0.5% of CPI
90.0% and greater
0.7% of CPI
d) Adjustments made pursuant to subsection b. should reflect the effect of the
prospective change in the COLA on the funding level of the city’s pension plan.
VII. BUDGET CONTINGENCY PLAN
This policy is designed to establish general guidelines for managing revenue shortfalls
resulting from local and national economic downturns that adversely affect the City's
revenue streams.
A. Immediate Action - Once a budgetary shortfall is projected, the City Manager will
take the necessary actions to offset any revenue shortfall with a reduction in current
expenses. The City Manager may:
Freeze all new hire and vacant positions except those deemed to be a necessity.
Review all planned capital expenditures.
Delay all "non-essential" spending or equipment replacement purchases.
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The City Manager shall report in a timely manner to the City Council the projected
shortfall and the actions taken to resolve it.
B. Further Action -. If the actions identified in subsection A are insufficient to offset the
projected revenue deficit for the current fiscal year, the City Council may approve the
following actions, in the order listed:
1. Apply unspent, unobligated surplus funds from prior fiscal years to fund one-time
costs in the current fiscal year budget.
2. Notwithstanding Section XII B.1XIV.A.2.b. of this policy, authorize a reduction in
the unobligated fund balance in the General Fund, pursuant to Section XIV.A.2.b.
XII B.1 of this policy, from 90 to 75 days.
3. Direct other reductions in services, including workforce reductions.
C. Replenish Fund Balance - As soon as practicable, without placing undue strain on
city services, the City Council shall increase the unobligated fund balance in the
General Fund, up to the 90-day amount required in Section XIV.A.2.b. XII B.1 of this
policy.
VIII. CAPITAL IMPROVEMENT PROGRAM (CIP) BUDGET
The City’s goal is to maintain City facilities and infrastructure in order to provide excellent
services to the customers within the community, meet growth related needs, and comply
with all state and federal regulations.
A. Preparation – The City annually updates and adopts a five-year Capital
Improvement Program (CIP) schedule as part of the operating budget adoption
process. The plan is reviewed and adjusted annually as needed, and year one is
adopted as the current year capital budget. The capital budget will include all capital
projects, capital resources, and estimated operational impacts.
Needed capital improvements are identified through system models, repair and
maintenance records and growth demands.
Economic development projects that have capital infrastructure needs must be
reviewed and approved for funding by the City no later than March 1 to be
included in the annual CIP process. Any economic development project
approved for funding after March 1 will be included in the following year CIP
process unless otherwise authorized by City Council.
A team approach will be used to prioritize CIP projects, whereby City staff from
all operational areas provide input and ideas relating to each project and its effect
on operations.
Citizen involvement and participation will be solicited in formulating the capital
budget through neighborhood meetings, public hearings and other forums.
Capital infrastructure necessary to meet the requirements of the City’s
Annexation Plan will be identified separately within the CIP plan, so that funding
alternatives can be developed if needed.
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Prior to Council adoption, the following Advisory Boards will review the
Capital Projects budget:
Georgetown
Utility Systems
Advisory Board
(GUS)
Georgetown
Transportation
Advisory Board
(GTAB)
General
Government and
Finance Advisory
Subcommittee
(GGAF)
Parks Advisory
Board
Electric
Water
Wastewater
Streets
Stormwater Drainage
Airport
Facilities
Other General
Government
Capital
Parks and
Recreation
B. Control – All capital project expenditures must be appropriated in the capital budget.
Availability of resources must be identified and then reviewed by the Finance
Division before any CIP contract is presented to the City Council for approval.
Prior to presentation to Council, the following Advisory Boards will review:
Georgetown Utility
Systems
Advisory Board
(GUS)
Georgetown
Transportation Advisory
Board (GTAB)
General Government
and Finance Advisory
Subcommittee
(GGAF)
All utility contracts and
other utility expenses
greater than $50,000
All Transportation,
Stormwater Drainage and
Airport expenditures and
contracts greater than
$50,000
All General Government
non-routine contracts and
expenditures greater than
$50,000
C. Financing Programs – Where applicable, assessments, impact fees, pro rata
charges, or other fees should be used to fund capital projects which have a primary
benefit to specific identifiable property owners.
Recognizing that long-term debt is usually a more expensive financing method,
alternative-financing sources will be explored before debt is issued. When debt is
issued, it will be used to acquire major assets with expected lives equal or exceeding
the average life of the debt issue.
Short-term financing including Capital Leasing and other tax-supported obligations
can be used to fund vehicles, computers and other operating equipment provided the
impact to the tax rate is minimal.
Caution should be used in replacing assets with short-term, tax-supported
obligations due to the repetitive nature of the replacements. The total amount of I &
S (interest and sinking) portion of the tax rate dedicated to fund short-term debt for
equipment replacement will not exceed $0.04.
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CAPITAL MAINTENANCE AND REPLACEMENT
The City recognizes that deferred maintenance increases future capital costs.
Therefore, a portion of all individual funds with infrastructure should be budgeted each
year to maintain the quality within each system.
A. Infrastructure Maintenance - On-going maintenance and major repair costs are
included as capital expense within the departmental operating budgets. These costs
are generally considered system repairs and are not capitalized for accounting
purposes. They include such items as park and recreation facility repairs, street seal
coat, water line repairs and other general system maintenance.
B. Modified Approach - Pavement Condition Index (PCI) - Governmental Accounting
Standards Board Statement # 34 provides for an alternative approach to depreciation
for measuring the value of infrastructure assets and the related costs incurred to
maintain their service life at a locally established minimum standard. The City has
elected to implement this modified approach in maintaining their non-enterprise fund
infrastructure assets. In order to adopt this alternative method, the City has
implemented an asset management system that determines if the minimum
standards are being maintained. This measurement system will be updated at least
every 3 years. The City has elected to use this alternative method for reporting its
street infrastructure assets.
The City uses the CarteGraph PavementView Pavement Management
Information System to track the condition levels of each of the street sections.
The condition of the pavement is based on the following factors:
Type of Distress
Amount of Distress
Severity of Distress
Deduct Values (function of first three)
The Pavement Condition Index (PCI) is a measurement scale is based upon a
condition index ranging from zero for a failed pavement to 100 for pavement with
perfect condition. The condition index is used to classify pavement in the following
conditions:
The City’s administrative policy is to achieve an average PCI level of 85. An 85 PCI
is considered maintaining the streets in a “good” condition. Staff will prepare a street
maintenance budget that meets this target for Council’s consideration during the
budget process.
PCI Rating
100 – 85 Good
85 – 45 Fair
45 – 0 Poor
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C. Internal Service Funds and (Capital Maintenance & Replacement)funds – The
City currently utilizes internal service funds to maintain and replace existing assets.
Assessments are made to the using funds for the use of equipment currently in use
and to be purchased during the year. In this way, suitable funds are available for the
purchase of operational assets without the issuance of debt.
1. Fleet Maintenance and Replacement - The City has a major investment in its
fleet of cars, trucks, tractors, and other equipment. The City will anticipate
replacing existing equipment, as necessary and will establish charges that are
assigned to the using departments to account for the cost of that replacement.
Vehicle maintenance is also allocated in this manner.
2. Technology – It is the policy of the City to plan and fund the maintenance and
replacement of its computer network and other technology systems. The City
currently uses a four-year replacement cycle for all desktop computers. A
reserve will be established within the ISF for replacement of major systems and
will be funded over time through excess revenues within the Fund. Funding for
major systems assumes that 50% of the replacement cost will be debt funded.
3. Facilities Maintenance – The City has established an on-going maintenance
program, which includes major repairs, equipment, as well as contracts for
maintaining City facilities, including Parks and Recreation. The City has
anticipated a useful life of such equipment and established a means of charging
those costs to the various departments in order to recognize the City’s continuing
costs of maintaining its facilities. Determination for facility repairs is based on
useful life of the various elements of each facility. . A proportional cost for each
element is expensed within the budget for capital replacement. An additional
unscheduled repair reserve equal to 10% value of annual internal service funding
is also budgeted. The estimate reserve for 2013/142014/15 equals $30,000
_____.
D. Departmental Capital Maintenance & Replacement – The City also utilizes
department capital maintenance and replacement schedules for specialized assets
and equipment necessary to provide services.
1. Parks and Recreation - As part of the City’s on-going maintenance program, the
City also recognizes the need to regularly maintain and replace grounds,
equipment and facilities that are part of the City’s Parks and Recreation system.
Separate replacement and maintenance schedules will be maintained for these
items including, but not limited to, playground equipment, buildings, sport courts,
trees and grounds, and restroom facilities. The City’s goal is to provide level on-
going funding to ensure safe, well-maintained facilities for its citizens.
2. Public Safety Equipment – As part of the City’s on-going maintenance program,
the City also recognizes the need to regularly maintain and replace specialized
equipment in Police and Fire. Separate replacement and maintenance
schedules will be maintained for these items including but not limited to for Fire:
SCBA’s and other firefighting equipment and protective gear; and for Police:
bullet proof vests, armaments and other tactical equipment. The City’s goal is to
provide level on-going funding to ensure proper protection for employees and
citizens.
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E. Surplus Property
1. From time to time it is necessary to dispose of certain vehicles or equipment that
have been procured with City funds and used in City services. Individual surplus
property items with expected sales value in excess of $10,000 must be approved
by the City Council prior to disposition.
2. City staff will maintain reports and records of all surplus property dispositions in
accordance with good internal controls.
IX. ACCOUNTING, AUDITING AND FINANCIAL REPORTING
A. Accounting – The City is solely responsible for the recording and reporting of its
financial affairs, both internally and externally. The Chief Financial Officer (CFO) is
responsible for establishing the structure for the City’s Chart of Accounts and for
assuring that procedures are in place to properly record financial transactions and
report the City’s financial position.
B. General Government and Finance Subcommittee (GGAF) – The City may
establish a subcommittee consisting of (3) City Council members and (2) citizens
that may meet monthly to provide additional oversight to the City’s Finance
operations. This subcommittee will also review general government items that are
not reviewed by another City advisory board before being presented to City Council.
The City’s CFO will be the liaison for this subcommittee.
C. Audit of Accounts – In accordance with the Charter, an independent audit of the
City accounts will be performed every year. The auditor is retained by and is
accountable directly to the City Council. The auditing firm will serve for up to 5
years, at which time, the City will re-bid these services and, thereby changing firms
at least every 5 years if deemed necessary by GGAF and City Council.
D. External Reporting – Upon completion and acceptance of the annual audit by the
City’s auditors, the City shall prepare a written Comprehensive Annual Financial
Report (CAFR) which shall be presented to the City Council within 180 calendar days
of the City’s fiscal year end. The CAFR shall be prepared in accordance with
Generally Accepted Accounting Principles (GAAP) and shall be presented annually
to the Government Finance Officer Association (GFOA) for evaluation and
consideration for the Certificate of Achievement in Financial Reporting.
E. Internal Reporting – The Finance Department will prepare internal financial reports,
sufficient to plan, monitor and control the City’s financial affairs.
XI. ASSET MANAGEMENT
A. Cash Management and Investments – The City Council has formally approved a
separate Investment Policy for the City of Georgetown that meets the requirements
of the Public Funds Investment Act (PFIA), Section 2256 of the Texas Local
Government Code. This policy is reviewed annually by the City Council and applies
to all financial assets held by the City and applies to all entities (component units)
included in the City’s Comprehensive Annual Financial Report (CAFR) and/or
managed by the City
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1. Statement of Cash Management Philosophy - The City shall maintain a
comprehensive cash management program to include the effective collection of
all accounts receivable, the prompt deposit of receipts to the City’s depository,
the payment of obligations, and the prudent investment of idle funds in
accordance with this policy.
2. Objectives – The City’s investment program will be conducted as to accomplish
the following listed in priority order:
Safety of the principal invested
Liquidity and availability of cash to pay obligations when due
Ensure public trust through responsible actions as custodians of public funds.
Maximize earnings (yield) to the greatest extent possible consistent with the
City’s investment policy.
3. Safekeeping and Custody – Investments may only be purchased through
brokers/dealers who meet the criteria detailed in the investment policy, which
also addresses internal controls related to investments.
4. Standard of Care and Reporting – Investment will be made with judgment and
care, always considering the safety of principal to be invested and the probable
income to be derived. The Chief Financial Officer is responsible for the overall
management of the City’s investment program and ensures all investments are
made in compliance with the investment policy. An investment report, providing
both summary and detailed information, will be presented to the City Council
quarterly.
5. Authorized Investments – The City can currently invest in the following:
Certificates of Deposit
U.S. Treasury and Agency securities
Investment Pools that meet the requirements of the PFIA
No-load Money Market Mutual Funds
Fully collateralized Repurchase Agreements
Obligations of Municipal Issuers in Texas rated not less than A or its
equivalent.
Other investments as approved by City Council and not prohibited by law
B. Fixed Assets – These assets will be reasonably safeguarded and properly
accounted for, and prudently insured.
1. Capitalization Criteria - For purposes of budgeting and accounting classification,
the following criteria must be capitalized:
The asset owned by the City.
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The expected useful life of the asset must be longer than one year, or extend
the life of an identifiable existing asset by more than one year.
The original cost of the asset must be at least $5,000.
The asset must be tangible.
On-going repairs and general maintenance are not capitalized.
2. New Purchases – All costs associated with bringing the asset into working order
will be capitalized as part of the asset cost. This will include startup costs,
engineering or consultant type fees as part of the asset cost once the decision or
commitment to purchase the asset is made. The cost of land acquired should
include all related costs associated with its purchase.
3. Improvements and Replacement – Improvements will be capitalized when they
extend the original life of an asset or when they make the asset more valuable
than it was originally. The replacement of assets components will normally be
expensed unless they are a significant nature and meet all the capitalization
criteria.
4. Contributed Capital - Infrastructure assets received from developers or as a
result of annexation will be recorded as equity contributions when they are
received.
5. Distributions Systems - All costs associated with public domain assets, such as
streets and utility distribution lines will be capitalized in accordance with the
capitalization policy. Costs should include engineering, construction and other
related costs including right of way acquisition.
6. Reporting and Inventory – The Finance Division will maintain the permanent
records of the City’s fixed assets, including description, cost, department of
responsibility, date of acquisition, depreciation and expected useful life.
Periodically, random sampling at the department level will be performed to
inventory fixed assets assigned to that department. Responsibility for
safeguarding the City’s fixed assets lies with the department supervisor or
manager whose department has been assigned the asset.
XII. DEBT MANAGEMENT
The City of Georgetown recognizes the primary purpose of capital facilities is to provide
services to the community. Using debt financing to meet the capital needs of the
community must be evaluated according to efficiency and equity. Efficiency must be
evaluated to determine the highest rate of return for a given investment of resources.
Equity is resolved by determining who should pay for the cost of capital improvements.
In meeting demand for additional services, the City will strive to balance the needs
between debt financing and “pay as you go” methods. The City realizes that failure to
meet the demands of growth may inhibit its continued economic viability, but also
realizes that too much debt may have detrimental effects on the City’s long-range
financial condition.
The City will issue debt only for the purpose of acquiring or constructing capital assets
for the general benefit of its citizens and to allow it to fulfill its various purposes as a city.
A Debt Condition Update report will be provided annually.
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A. Usage of Debt - Long-term debt financing will be considered for non-continuous
capital improvements of which future citizens will be benefited. Alternatives for
financing will be explored prior to debt issuance and include, but not limited to:
Grants
Use of Reserve Funds
Use of Current Revenues
Contributions from developers and others
Leases
Impact Fees
When the City utilizes long-term financing, it will ensure that the debt is soundly
financed by conservatively projecting revenue sources that will be used to pay the
debt. It will not finance the improvement over a period greater than the useful life of
the improvement and it will determine that the cost benefit of the improvement,
including interest costs, is positive to the community.
The City may utilize the benefits of short-term debt financing to purchasing operating
equipment provided the debt doesn’t extend past the useful life of the asset and the
potential impact to the tax rate is within policy guidelines. The I & S (interest and
sinking) portion of the tax rate cannot exceed $0.04 for short-term debt (3-10 years).
B. Types of Debt –
1. General Obligation Bonds (GO’s) – General obligation bonds must be authorized
by a vote of the citizens of Georgetown. They are used only to fund capital
assets of the general government and are not to be used to fund operating needs
of the City. The full faith and credit of the City as well as the City’s ad valorem
taxing authority back general obligation bonds. Conditions for issuance of
general obligation debt include:
When the project will have a significant impact on the tax rate;
When the project may be controversial even through it is routine in nature; or
When the project falls outside the normal bounds of projects the City has
typically done.
For debt programs that include multiple projects that will be issued over multiple
years at the discretion of the City Council, the City will approve a Contract with
the Voters to manage future property tax rate impacts. The Contract with the
Voters will be included in educational information for all applicable GO Bond
elections, and will include a maximum annual tax rate increase and a cumulative
total per bond authorization maximum tax rate increase. The City will include
these impacts in its annual Debt Condition report.
The City Council will carefully manage the unissued GO Bond authorization
through annual review of related projects to ensure full disclosure on future
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timing of projects included in the bond package. Timing of authorized projects
and related bond issuance will be included in the Annual Budget and published
on the City’s website. Any changes to this schedule require specific Council
authorization.
2. Revenue Bonds – Revenue bonds will be issued to provide for the capital needs
of any activities where the capital requirements are necessary for the
continuation or expansion of a service. The improved activity shall produce a
revenue stream to fund the debt service requirements of the necessary
improvement to provide service expansion. The average life of the obligation
should not exceed the useful life of the asset(s) to be funded by the bond issue,
and will generally be limited to no more than twenty (20) years, An exception can
be made for plant expansions or related system expansions whose useful life is
in excess of 30 years. A cost benefit analysis will be done to fully disclose the
impacts of extending debt beyond 20 years.
3. Certificates of Obligation, Contract Obligations (CO’s) – Certificates of obligation
or contract obligations may be used to fund capital requirements that are not
otherwise funded by general obligation or revenue bonds. Debt service for CO’s
may be either from general revenues (tax-supported) or supported by a specific
revenue stream(s) or a combination of both. Typically, the City may issue CO’s
when the following conditions are met:
When the proposed debt will have minimal impact on future effective property
tax rates;
When the projects to be funded are within the normal bounds of city capital
requirements, such as for roads, parks, various infrastructure and City
facilities and equipment; and
When the average life of the obligation does not exceed the useful life of the
asset(s) to be funded by the issue.
Certificates of obligation will be the least preferred method of financing and will
be used with prudent care and judgment by the City Council. Every effort will be
made to ensure public participation in decisions relating to debt financing.
4. Self-supporting General Obligation Debt – Refers to certificates of obligation
issued for a specific purpose and repaid through dedicated revenues other than
ad valorem taxes. The annual debt requirements are not included in the property
tax calculation. Both the Airport and Stormwater Drainage funds will issue this
type of debt, In addition, the Electric and Water Services Funds can utilize this
method of funding non-system capital assets. The City also issues debt on behalf
of the Georgetown Transportation Enhancement Corporation (GTEC) whom then
pledges 4B sales tax revenue for the repayment of that debt.
5. Internal borrowing between City funds – The City can authorize use of existing
long-term reserves as “loans” between funds. The borrowing fund will repay the
loan at a rate consistent with current market conditions. The loan will be repaid
within ten (10) years. The loan will be considered an investment of working
capital reserves by the lending fund.
6. Other Short-term borrowing - The City may authorize the issuance of Public
Property Finance Contractual Obligations (PPFCO) which is short-term
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obligations for the acquisition of personal public property, such as equipment.
PPFCOs are payable from either ad valorem taxes or another dedicated revenue
stream. Each issuance will be assessed to ensure cost effectiveness and the
repayment schedule will not exceed the useful life of the asset. Multiple
equipment acquisitions can be grouped in a single PPFCO issue in order to
develop economies of scale.
C. Method of Sale – The City will use a competitive bidding process in the sale of
bonds unless conditions in the bond market or the nature of the issue warrant a
negotiated bid. In such situations, the City will publicly present the reasons for the
negotiated sale. The City will rely on the recommendation of the financial advisor in
the selection of the underwriter or direct purchaser. The financial advisor must meet
all licensing requirements and comply with all MSRB regulations. The City’s financial
advisor will not act as the underwriter on any City bond issue.
D. Disclosure – Full disclosure of operating costs along with capital costs will be made
to the bond rating agencies and other users of financial information. The City staff,
with assistance of the financial advisor and bond counsel, will prepare the necessary
materials for presentation to the rating agencies and will aid in the production of the
Preliminary Official Statements. The City will take responsibility for the accuracy of
all financial information released.
E. Federal Requirements – The City will maintain written procedures to follow post
issuance compliance rules, arbitrage rebate and other Federal requirements.
Post issuance tax compliance rules will include records retention,
arbitrage rebate, use of proceeds, and
Continuing disclosure requirements under SEC Rule 15c2-12, MSRB
standards, or as may be required by bond covenants or related
agreements.
F. Debt Structuring – The City will issue bonds with an average life of twenty (20)
years or less, not to exceed the useful life of the asset acquired. The structure
should approximate level debt service unless operational matters dictate otherwise.
Market factors, such as the effects of tax-exempt designations, the cost of early
redemption options and the like, will be given consideration during the structuring of
long term debt instruments. Exceptions to the 20 year average life include debt
issues for major system expansions, such as water, sewer or electric plants, in which
case the City may issue debt greater than 20 years since the average life of the
asset exceeds 30 years. A cost benefit analysis indicating the impacts of extending
debt beyond 20 years will be completed.
G. Debt Coverage Ratio – Refers to the number of times the current combined debt
service requirements or payments would be covered by the current operating
revenues net of on-going operating expenses of the City’s combined utilities
(Electric, Water, and Wastewater). The City will maintain a minimum debt service
coverage ratio of 1.5 times for these utilities as a whole. The bond ordinances allow
the City to forego a debt reserve fund for its utility debt if the coverage is maintained
at 1.35 times or better. Debt coverage for 2013/14 2014/15 is budgeted at 2.45
___times coverage. A coverage ratio of 1.5 times will also be required for all funds
issuing self-supporting debt.
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H. Bond Reimbursement Resolutions – The City may utilize bond reimbursements as
a tool to manage its debt issues, due to arbitrage requirements and project timing.
In so doing, the City uses its capital reserve "cash" to delay bond issues until such
time when issuance is favorable and beneficial to the City.
The City Council may authorize a bond reimbursement resolution for General Capital
projects that have a direct impact on the City's ad valorem tax rate when the bonds
will be issued within the term of the existing City Council. In the event of unexpected
circumstances that delay the timing of projects, or market conditions that prohibit
financially sound debt issuance, the approved project can be postponed and
considered by a future council until circumstantial issues can be resolved.
The City Council may also authorize revenue bond reimbursements for approved
utility and other self-supporting capital projects within legislative limits. Currently
revenue bonds must be issued within 18 months after an eligible bond funded project
is begun.
The total outstanding bond reimbursements may not exceed the total amount of the
City’s reserve funds.
XIII. OTHER FUNDING ALTERNATIVES:
When at all possible, the City will research alternative funding opportunities prior to
issuing debt or increasing user-related fees.
A. Grants - All potential grants will be examined for any matching requirements and the
source of those requirements identified. A grant funding worksheet, reviewed by
Finance, that clearly identifies funding sources, outcomes and other relevant
information will be presented and approved by the City Council prior to any grant
application being submitted. It must be clearly understood that any resulting
operation requirements of the grant could be discontinued once the term and
conditions of the project have been terminated. The City Council must authorize
acceptance of any grant funding.
B. Use of Reserve Funds - The City may authorize the use of reserve funds to
potentially delay or eliminate a proposed bond issue. This may occur due to higher
than anticipated fund balances in prior years, thus eliminating or reducing the need
for debt proceeds, or postpone a bond issue until market conditions are more
beneficial or timing of the related capital improvements does not correspond with the
planned bond issue. Reserve funds used in this manner are replenished upon
issuance of the proposed debt.
C. Developer Contributions - The City will require developers who negatively impact
the City's utility capital plans offset those impacts. These policies are further defined
within the City's utility line extension policy and other development regulations.
D. Leases - The City may authorize the use of lease financing for certain operating
equipment when it is determined that the cost benefit of such an arrangement is
advantageous to the City.
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E. Impact Fees - The City will impose impact fees as allowable under state law for both
water and wastewater services. These fees will be calculated in accordance with
statute and reviewed at least every three years. All fees collected will fund projects
identified within the Fee study and as required by state laws.
XIV. FINANCIAL CONDITIONS, RESERVES, AND STABILITY RATIOS
The City of Georgetown will maintain budgeted minimum reserves in the ending working
capital/fund balances to provide a secure, healthy financial base for the City in the event
of a natural disaster or other emergency, allow stability of City operations should
revenues fall short of budgeted projections and provide available resources to implement
budgeted expenditures without regard to actual timing of cash flows into the City.
A. Operational Coverage – The City’s goal is to maintain operations coverage of
$1.001.0 (one), such that operating revenues will at least equal or exceed current
operating expenditures. Deferrals, short-term loans, or one-time sources will be
avoided as budget balancing techniques. Reserves will be used only for
emergencies or non-recurring expenditures, except when balances can be reduced
because their levels exceed guideline minimums as stated below.
1. Operating Reserves – The City will maintain reserves at a minimum of seventy-
five (75) days (20.83%) of net budgeted operating expenditures. Net budgeted
operating expenditure is defined as total budgeted expenditures less interfund
transfers and charges, general debt service (tax supported), direct cost for
purchased power and payments from third party grant monies. Total reserves for
2013/14 2014/15 are $17.85 ____million. The amount of these funds are
allocated within the following operating funds and using the following guidelines
to maintain the fund balance, working capital and retained earnings (reserves) of
the various operating funds at levels sufficient to protect the City’s
creditworthiness, as well as, its financial position from unforeseeable
emergencies.
2. General Fund – The fund balance reserve in the General Fund should equal
ninety (90) days or 25% of annual budgeted General Fund operating
expenditures. 2013/14 2014/15 reserves are $7.5 ____million and are allocated
as follows:
a. Base Level Reserve – will equal sixty (60) days of current year budgeted
operating expenditures which will be designated for emergency use only.
b. Budget Stabilization Reserve – will equal thirty (30) days of current year
budgeted operating expenditures and will be designated to protect the City
against short term operating deficits. The funds will be available for the
following purposes:
i. Defer short term tax increases
ii. Cover revenue shortfalls
iii. Fund unanticipated expenditures
If the Budget Stabilization Reserve is depleted during the fiscal year, the
balance must return to the 30 day requirement within the following year’s
adopted budget.
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3. Tourism Fund – A minimum sixty days (60) or 16.67% of operating expenditures
will be reserved within the fund balance. These funds are designated to be used
to offset any potential revenue shortfall that occurs during the fiscal year and
should be replenished in the following fiscal year’s budget.
4. Water Services Fund – Working capital reserves in should be 25% or ninety (90)
days of operating expenses, net debt service and long-term water contract costs.
These reserves are designated to be used to offset potential revenue shortfalls or
fund unexpected or emergency expenses that occur during the fiscal year.
These reserves should be replenished in the following budget cycle.
5. Other Funds –
Stormwater Drainage Fund - $ 250,000 for unforeseen emergencies or
potential revenue shortfalls
Airport Fund – As funds are available, up to ninety (9045) days or
250.125% of operating expenses (less fuel costs) for unforeseen
emergencies or potential revenue shortfalls
6. Electric Fund – The remaining balance to meet the citywide requirement of
seventy-five (75) days of reserve funds will be maintained within this fund. It can
be used for unforeseen emergencies and expenditures. The Rate Stabilization
Account and the Power Contract Credit Reserve are not included in this
Contingency Reserve.
For all other non-enterprise funds, the fund balance is an indication of the balance of
each particular fund at a specific time. The ultimate goal of each such fund is to
have expended the fund balance at the conclusion of the activity for which the fund
was established.
Reserve requirements will be calculated as part of the annual budget process and
any additional required funds to be added to the reserve balances will be
appropriated within the budget.
Funds in excess of the minimum reserves within each fund may be expended for City
purposes at the will of the City Council once it has been determined that use of the
excess will not endanger reserve requirements in future years. This action requires
an amendment to the City’s Annual Budget.
B. Liabilities and Receivables - Procedures will be followed to maximize discounts
and reduce penalties offered by creditors. Current liabilities will be paid within 30
days of receiving the invoice. Accounts Receivable procedures will target collection
for a maximum of 30 days of service. Receivables aging past 90 days will be sent to
a collection agency. The Chief Financial Officer is authorized to write-off non-
collectible, non-utility accounts that are delinquent for more than 180 days, and utility
accounts delinquent more than 180 days, provided proper delinquency procedures
have been followed, and include this information in the annual report to the City
Council.
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C. Capital Project Funds – Every effort will be made for all monies within the Capital
Project Funds to be expended in a timely manner preferably within thirty-six (36)
months of receipt. The fund balance will be invested and income generated will
offset increases in construction costs or other costs associated with the project.
Capital project funds are intended to be expended totally, with any unexpected
excess to be transferred to the Debt Service fund to service project-related debt
service.
D. General Debt Service Funds – Revenues within this fund are stable, based on
property tax revenues. Balances are maintained to meet contingencies and to make
certain that the next year’s debt service payments may be met in a timely manner.
Fund balance should not fall below 45 days annual debt service requirements, in
accordance with IRS guidelines.
E. Investment of Reserve Funds – The reserve funds will be invested in accordance
with the City’s investment policy. Existing non-cash investment would be exempt
through retirement of the investment.
F. Ratios/Trend Analysis - Ratios and significant balances will be incorporated into
both the mid-year and annual reports to the City Council. This information will
provide users with meaningful data to identify major trends of the City's financial
condition through analytical procedures. The following ratios/balances will be used
as key financial indicators:
Fund Balance/Equity: Assets - liabilities
FB/E AL (Acceptable level) minimum reserve
requirement
Working Capital: Current assets less current liabilities
CA - CL AL minimum reserve requirement
Current Ratio: Current assets divided by current liabilities
CA/CL AL > 1.00
Quick Ratio: "Liquid" current assets divided by current
liabilities
Liquid CA/CL AL > 1.00
Debt/Assessed AV Taxes Debt divided by assessed Ad Valorem value
D/AV AL < 5
Debt Ratio: Current liabilities plus long-term liabilities
divided by total assets
CL +LTL/TA AL < 1
Enterprise Oper Coverage: Operating rev divided by operating expense
OR/OE AL > 1.25
Times Coverage Ratio: Operating revenue less operating expense
divided by annual debt service
(OR-OE)/DSV AL > 1.5
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The City will be to develop minimum/maximum levels for the above ratios/balances
through analyzing of City historical trends and future projections. These ratios will
also be compared to other similar or regional municipalities for further analysis.
XV. INTERNAL CONTROLS
A. Written Procedures – Wherever possible, written procedures will be established
and maintained by the Chief Financial Officer for all functions involving cash handling
and/or accounting throughout the City. These procedures will embrace the general
concepts of fiscal responsibility set forth in this policy statement.
B. Internal Audit Program - An internal audit program will be maintained by the Chief
Financial Officer to ensure compliance with City policies and procedures and to
prevent the potential for fraud.
1. Departmental Audits – departmental processes will be reviewed to ensure dual
control of City assets and identify the opportunity for fraud potential, as well as, to
ensure that departmental internal procedures are documented and updated as
needed.
2. Employees or Transaction Review. - Programs to be audited include Petty Cash,
City Credit Card accounts, time entry, and travel. All discrepancies will be
identified, and the employee’s Division Director will be notified. The City
Manager will also be notified depending on the seriousness of the infraction.
3. Results of all internal audits will be provided to City Council on a quarterly basis.
C. Division Directors Responsibility – Each division Director is responsible for
ensuring that good internal controls are followed throughout their department, that all
Finance Division directives are implemented and that all independent auditor internal
control recommendations are addressed. Departments will develop and periodically
update written internal control procedures.
XVI. STAFFING AND COMPENSATION
Realizing the importance and contribution of employee’s in achieving and maintaining
the City of Excellence, the City’s goal as an employer is to attract and retain quality
employees who provide excellent, friendly services to our community in an effective and
efficient manner.
A. Adequate Staffing – Staffing levels will be adequate for the fiscal functions of the
City to operate effectively. Workload allocation alternatives will be explored before
adding additional staff.
B. Competitive Compensation – In order to maintain a competitive pay scale, the City
is implementing a Competitive Employee Compensation Maintenance Policy to
address competitive market factors and other issues impacting compensation. The
program consists of:
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1. Cost of Living Adjustment - (COLA) – To protect City employees from the
effects of general inflation, every odd numbered year, the City may fund a COLA
adjustment for all regular employees not included in a defined pay plan. The
COLA will be based on a three-year rolling average of the Consumer Price
Index (CPI) reported by the U.S. Bureau of Labor Statistics for Southern cities
pertinent to Georgetown’s population.
2. Pay Scale Review – To ensure the City’s pay system is accurate and
competitive within the market, every even numbered year, the City will review its
pay plan for any potential market adjustments necessary to maintain the City’s
pay scale.
3. Pay for Performance – Each year the City will fund pay adjustments to aid in
retaining quality employees while recognizing increased job experience and
rewarding quality performance.
Adjustments are based on the previous year’s annual performance evaluation.
The percentage adjustments are determined by the employee’s position within
their pay grade, including merit adjustments for productivity and quality
performance during the previous fiscal year.
In addition, the City may also choose to fund a one-time on performance that
exceeds expectations during the review period.
C. Self-Insurance Program – The City is committed to providing quality healthcare
insurance that offers the most flexibility in health benefits and options to its
employees. In order to provide the most cost effective solution, the City has
determined that establishing a self-funded health insurance plan offers the greatest
opportunity to mitigate future cost increases while offering quality health care
services to its employees. The City has established a mechanism to manage the
accounts and payments associated with this program. Per GASB Statement No. 66,
such funding should be accounted for as a Special Revenue Fund (SRF).
1. Employee Health Insurance SRF - includes premium contributions from
employees and budgeted health insurance contributions included in the City’s
annual budget process.
2. Self-Insurance Reserves – Over time, all excess premiums or other savings
within the Employee Health Insurance SRF will accumulate and be used for
employee premium rate stabilization. Until such balances occur, the City has
established an internal line of credit up to $1,000,000 to be used for liquidity and
operations if needed to be paid from the City’s Contingency Reserve funds.
3. Employee Premiums – Annual premiums will be recommended to City Council
through a collaborative process between the City’s Employee Benefit Committee
and external consultants using historical data and other analytic analysis.
City of Georgetown, Texas
SUBJECT:
Discuss potential "Special GGAF" meting to review proposed 2014-15 General Capital Projects
(GCP) - Micki Rundell, Chief Financial Officer
ITEM SUMMARY:
Per the City's Fiscal and Budgetary Policy, the General Government and Finance (GGAF) Board
is to review the annual proposed General Capital Project (GCP) programs as part of the Annual
Budget Process. The GCP includes non-utility and transportation related capital projects, such as
parks, facilities and various equipment related purchases. In most cases, the projects included in
the GCP are funded with cash on hand from various sources or bond proceeds (either previously
issued or planned for issuance in the upcoming fiscal year). The timing for this year's GCP budget
program has been delayed due the proposed “Downtown Civic Center” concept being planned and
related analysis that is currently underway. This concept was outlined in the recently completed
Downtown Master Plan Update and includes repurposing existing City facilities for other
municipal uses.
The timing of this Plan is triggered by the Police Department relocation to their new facility on
DB Wood Road scheduled for January 2015. The properties include the old library building, the
old police facility and the soon to be vacated lower level of the GCAT building.
In order to develop an implementation plan for this project, staff is working with Ron Hobbs &
Associates to develop a phasing and funding plan which will outline the timing and other specifics
needed for the upcoming budget. An update to this project is slated for Council review on the May
27 Council Workshop agenda. Mr. Hobbs analysis is expected to be completed by mid-June, and
the Council review of the GCP program to be included in the 2014/15 Annual Budget is planned
for June 24.
Therefore, staff is requesting that the June GGAF meeting, currently scheduled for June 25, and in
order to only have 1 meeting in June, be reschedule either June 19 or June 23, prior to the
Council's meeting on June 24.
FINANCIAL IMPACT:
N/A
SUBMITTED BY:
Micki Rundell, CFO
City of Georgetown, Texas
SUBJECT:
Discuss and recommend Independent Audit Firm for the City of Georgetown's annual financial
statements - Susan Morgan, CPA, Finance Director
ITEM SUMMARY:
The selection committee is composed of staff and committee members as follows: Keith Brainard,
Tommy Gonzalez, Ralph Mason, Micki Rundell, Susan Morgan and Lisa Haines.
On May 13, 2014, the committee selected two firms for in person interviews: Padgett Stratemann
and Weaver. Those interviews will have been completed just prior to the GGAF meeting. If the
committee members are ready, a recommendation for selection will be discussed and made at the
meeting.
FINANCIAL IMPACT:
The City paid $46,500 to CliftonLarsonAllen, LLP for the most recent audit. Based on a survey of
comparable cities and increasing auditing standards, the new contract is not expected to exceed
$65,000 per year. The increased amount will be part of the proposed 2014/15 budget.
SUBMITTED BY:
Susan Morgan, CPA, Finance Director