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Home My WebLink AboutAgenda CC 06.11.2019 WorkshopN otice of M eeting of the Governing B ody of the C ity of Georgetown, Texas J une 11 , 20 19 The Georgetown City Council will meet on J une 11, 2019 at 3:00 P M at City Council Chambers, 510 W 9th Street Georgetown, TX 78626 The City of Georgetown is committed to compliance with the Americans with Disabilities Act (AD A). If you require assistance in participating at a public meeting due to a disability, as defined under the AD A, reasonable assistance, adaptations, or accommodations will be provided upon request. P lease contact the City Secretary's Office, at least three (3) days prior to the scheduled meeting date, at (512) 930-3652 or City Hall at 808 Martin Luther King J r. Street, Georgetown, TX 78626 for additional information; TTY users route through Relay Texas at 711. Policy De ve lopme nt/Re vie w Workshop - A P resentation and discussion regarding Williamson County Transportation Bond and city participation -- Ray Miller, Transportation P lanning Coordinator B Update, presentation and discussion on current budget status and budget pressures -- Laurie Brewer, Assistant City Manager C P resentation and discussion regarding Electric Resource Management and Next Steps -- David Morgan, City Manager D P resentation and discussion of the Workday P roject and discussion of payroll process changes -- Leigh Wallace, Finance Director E P resentation and discussion of the Georgetown P ublic Library's community outreach services and partnership with the Friends of Georgetown P ublic Library -- Eric P. Lashley, Library Services Director Exe cutive Se ssion 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. F Sec. 551.071: Consul tati on w i th Attorney Advice from attorney abo ut pending or contemplated litigation and o ther matters on which the attorney has a duty to advise the City Council, including agenda items Sec. 551.086: Certai n P ubl i c P ow er Uti l i ti es: Competi ti ve M atters - P urchased P ower Update Sec. 551.072: Del i berati ons about Real P roperty - Sale of P roperty - 103 West 7th Street -- Travis Baird, Real Estate Services Manger Sec. 551.087: Del i berati on Regardi ng Economi c Devel opment Negoti ati ons - P roject Cat Sec. 551:074: P ersonnel Matters City Manager, City Attorney, City Secretary and Municipal J udge: Consideration of the appointment, employment, evaluation, reassignment, duties, discipline, or dismissal Page 1 of 117 Adjournme nt Ce rtificate of Posting I, R obyn Densmore, C ity S ecretary for the C ity of G eorgetown, Texas, do hereby c ertify that this Notice of Meeting was pos ted at C ity Hall, 808 Martin Luther King Jr. S treet, G eorgetown, T X 78626, a plac e readily ac cessible to the general public as required by law, on the _____ day of _________________, 2019, at __________, and remained so pos ted for at leas t 72 c ontinuous hours prec eding the s cheduled time of said meeting. __________________________________ R obyn Dens more, C ity S ec retary Page 2 of 117 City of Georgetown, Texas City Council Workshop June 11, 2019 S UBJEC T: P resentation and discussion regarding Williamson County Transportation Bond and city participation -- Ray Miller, Transportation P lanning Coordinator I T EM S UMMARY: The purpose of this agenda item is to go over the proje c ts that the City o f Georgetown as submitted to Williamson County for co nside ratio n in the proposed 2 01 9 Bond P rogram, to go over the project selectio n criteria and receive direction on possible local match participation. At the April 9, 2019 City Council Workshop staff pre sente d a list of 7 po ssible roadway projects and one regional trail project. The projects that were moved forward were: S W Bypass extension from Wolf Ranch P kwy to SH-29 Westinghouse Road from F M 1460 to S H-130 S E Inner Loop / SW Bypass extension from Sam Houston east to S H-29 South San Gabriel Trail from SH 29 to just west of IH-35 F I NANC I AL I MPAC T: P ossible local match from existing funding sources and potential future bond proceeds S UBMI T T ED BY: Raymond Miller, Transportation P lanning Coordinator AT TAC HMENT S : Description 2019 Williams on C ounty Bond P rogram - Update Page 3 of 117 Williamson County 2019 Proposed Bond Program City of Georgetown Project Submittals City Council Workshop June 11, 2019 Page 4 of 117 Today’s Presentation Purpose •Recap of Council’s Direction from the April 9,2019 Workshop •Wilco Bond Program Criteria •Estimated Costs for Selected Projects and City of Georgetown Potential Funding •Council Direction on Potential Funding per Project Page 5 of 117 Wilco 2019 Bond Program Proposed Road Projects •Southwest By-Pass Extension to SH 29 •Westinghouse from FM 1460 to SH 130 •SE Inner Loop Extension from Sam Houston east to SH 29 Proposed Trail Project •South San Gabriel River Trail Page 6 of 117 Wilco 2019 Bond Program Projects will be evaluated by: ‒Percentage of local participation ‒Status of the project ‒Anticipated completion schedule ‒How the proposed projects complements the implementation of the County’s Long Range Transportation Plan and Comprehensive Parks Master Plan Page 7 of 117 Wilco 2019 Bond Program PROJECTS Page 8 of 117 Wilco 2019 Bond Program Southwest By-Pass to SH-29 = $5,473,000 ‒Extension of the Southwest By-Pass north from Wolf Ranch Pkwy to SH-29 ‒Construct 2-lanes ‒Provide full at-grade intersection at SH-29 ‒Project is approximately .60 miles Page 9 of 117 Southwest By-Pass Extension Page 10 of 117 Wilco 2019 Bond Program Southwest By-Pass to SH-29 ‒Completes Southwest By -Pass to SH-29 and provides a connection to SE Inner Loop. ‒Provides drivers an alternate route to IH-35 from SH-29 ‒A critical link in creating a true SH-29 By-Pass for east to west and west to east traffic movements that are currently using SH-29 through town ‒Will help to reduce current and future traffic issues at SH-29 and IH-35 intersection. Page 11 of 117 Wilco 2019 Bond Program Southwest By -Pass to SH-29 Estimated Cost and Potential Georgetown Participation City Funds the Design = $1,000,000 City Towards Construction = $1,500,000 Request to Wilco = $2,973,000 Total Project Cost = $5,473,000 -City Share 46%-County Share 64% Page 12 of 117 Wilco 2019 Bond Program Westinghouse Road = $20,196,000 ‒From FM 1460 to SH-130 o FM 1460 to Rock Ride o Rock Ride to SH-130 ‒Construct 3-lanes of a potential 6-lane facility ‒Project is approximately 3.3 miles Page 13 of 117 Westinghouse from FM 1460 to SH 130 Page 14 of 117 Wilco 2019 Bond Program Westinghouse from FM 1460 to SH 130 ‒According to City of Georgetown’s development and permit data this is one of the fastest growing areas within the City ‒Improvements are needed for current and future growth ‒2015 traffic counts showed 5,600 vehicles per day,a 2019 traffic study showed 9,200 vehicles per day ‒Two GISD school campuses are planned for this area ‒Provides for a much needed east -west corridor Page 15 of 117 Wilco 2019 Bond Program Westinghouse Road from FM 1460 to SH-130 Estimated Cost and Potential Georgetown Participation City Funds ROW and Utilities = $2,400,000 * City Towards construction = $5,800,000 * Request to Wilco = $11,996,000 Total Project Cost = $20,196,000 -City Share 40%-County Share 60% *Potential funding from future bond proceeds Page 16 of 117 Wilco 2019 Bond Program SE Inner Loop Extension (SW By-Pass) = $22,537,000 ‒From Sam Houston east to SH-29 ‒Construct 2-lanes of potential freeway section ‒Project is approximately 3.1 miles Page 17 of 117 Southeast Inner Loop Extension Page 18 of 117 Wilco 2019 Bond Program SE Inner Loop Extension (SW By-Pass) ‒Needed extension of SE Inner Loop ‒Would create a full by-pass for SH-29 ‒Provides an alternate east-west route ‒Would help with current truck traffic on SH-29 ‒Area of high growth ‒Regional Arterial Page 19 of 117 Wilco 2019 Bond Program SE Inner Loop Extension (SW By -Pass ) Estimated Cost and Potential Georgetown Participation City funds ROW and utilities = $2,200,000 ** City towards construction = $6,800,000 * Request to Wilco = $13,737,000 Total Project Cost = $22,537,000 -City Share 40%-County Share 60% *Potential funding from future bond proceeds **Potential funding from future bond proceeds and donated land that the City of Georgetown owns Page 20 of 117 Wilco 2019 Bond Program Regional Trail Project Page 21 of 117 Wilco 2019 Bond Program South San Gabriel River Trail ‒From W. University Avenue just west of IH-35 ‒10’ wide concrete multi-use trail ‒Approximately 4,000 linear feet ‒Total cost $1,275,000 Page 22 of 117 South San Gabriel River Trail Page 23 of 117 Today’s Presentation Purpose South San Gabriel River Trail ‒Provides a vital connection to County’s Regional Trail System ‒Connects City’s hike / Bike trail to Wolf Ranch Regional Trail ‒Trail will eventually connect with the City of Leander Trail systems on to River Ranch Page 24 of 117 Wilco 2019 Bond Program South San Gabriel River Trail Estimated Cost and Potential Georgetown Participation City Funds Design = $150,000 City towards Construction = $360,000 Request to Wilco = $765,000 Total Project Cost = $1,275,000 -City Share 40%-County Share 60% Page 25 of 117 1.SE Inner Loop Extension (SW By-Pass) 2.Southwest By -Pass Extension 3.Westinghouse from FM 1460 to SH-130 4.South San Gabriel River Trail Summary of Projects Page 26 of 117 Next Steps •June 6, 2019 –Bond Committee Meeting (possible project recommendations) •June 13, 2019 –Bond Committee Meeting (possible project recommendations) •June 18 thru August -Action by Commissioner’s Court •November 2019 –Possible Bond Election Page 27 of 117 City of Georgetown, Texas City Council Workshop June 11, 2019 S UBJEC T: Update, presentation and discussion on current budget status and budget pressures -- Laurie Brewer, Assistant City Manager I T EM S UMMARY: The FY2020 budget process is underway, and we are providing a summary of the budget process to date and next steps. Budget wo rk sessions for Street Maintenance, Road Bonds, Go Go /Rideshare, Transfer Station, Communications Audit and Long-term Water Supply have been presented to Council. During the process to date, staff has identified growth pressures, and organizatio nal initiatives, which are listed below. These will be highlighted in more detail during the workshop. Identi fi ed G row th P ressures: P ubl i c Safety Organi zati on Wi de Organi zati onal Staffi ng Staffing/Equipment: · Body camera replacement · P olice P atrol/Communications · P olice Support – Investigations & community-oriented policing · K9 Communications Audit · Staffing · Contract Support · P arks · Library · Open Records · Animal Services · Code Enforcement · P urchasing · Facilities Fire Stations 6 & 7 opening Risk Management · Follow-up on Assessment Action P lans Fire Support Staffing · Inspections · Training Contract Management Meet and Confer for P olice and Fire O ther identified pressures and initiatives include: Addi ti onal P ressures: Electric Fund/Long Term Contracts · G U S organizational restructuring · Financial planning to meet long term needs Organi zati onal Ini ti ati ves · C IS – U-M AX implementation · Normalizing processes Workday E R P · City-wide process changes and system implementation for H R and Finance · P erformance Management and B IP Legislative Changes Water planning Solid waste contract/rates/transfer station Staff re que sts directio n fo r the decision-making framework. Next steps include a Town Hall for Budget, as well as additional workshops and budget work sessions. The City Manager ’s P roposed Budget will be presented on August 6th. F I NANC I AL I MPAC T: N/A S UBMI T T ED BY: LAU R IE BRE W E R, ASSISTAN T CITY M AN AG ER AT TAC HMENT S : Description Page 28 of 117 Budget P res s ures P res entation Page 29 of 117 FY2020 Annual Budget FY2020 Budget Preparation Status and Budget Pressures June 11, 2019 Council Work Session Page 30 of 117 FY2020 Annual Budget Purpose/Agenda •Review work sessions to date •Provide City Management feedback on budget status •Discuss growth pressures •Provide framework for decision making •Discuss process and next steps Page 31 of 117 FY2020 Annual Budget Budget Related Work Sessions Completed with Council •Transportation Issues –Street Maintenance –Road Bond Update –Go Geo/Rideshare •Transfer station planning •Communications Audit •Electric Resource Management/Fund Status •Long term water supply Page 32 of 117 FY2020 Annual Budget Staff Work Sessions with Directors •Detailed review of current year projections and FY20 base budgets with each department •Discussion of department initiatives, pressures and performance measures •New requests for $10.8 million –Mostly growth pressures –This figure does not include meet and confer additional funding Page 33 of 117 FY2020 Annual Budget Growth Pressures 25,803 30,307 16,962 0 5,000 10,000 15,000 20,000 25,000 30,000 35,000 FY2018 Police Calls for Service FY2018 FY2019 YTDFY2017 Page 34 of 117 FY2020 Annual Budget Growth Pressures –Public Safety •Police Patrol Staffing –2017 Study –Recommended 8-12 officers added over 5 years •Added 2 in FY18 –Call increase 15% since 2017 •4500 additional residents •2000 acres annexed –2 requested officers increases minimum staffing •5:1 officer to supervisor ratio increases to •6:1 officer to supervisor ratio •Increases beats from 5 to 6 Page 35 of 117 FY2020 Annual Budget Growth Pressures –Public Safety •Police Staffing –Communications –15% increase in call volume over 3 years –2 positions requested to allow each shift to have 5 total team members 40000 45000 50000 55000 2016 2017 2018 Citizen Calls Citizen Calls Page 36 of 117 FY2020 Annual Budget Growth Pressures –Public Safety •Police Staffing –Other –K9 Officers –requested to address narcotics without reliance upon surrounding agencies –Computer forensic crimes detective •Caseload of current 5 detectives –1588 annual average cases •Caseload not allow for complexity of cyber crime –Community engagement officer •Meet and Confer –recruitment & retention Page 37 of 117 FY2020 Annual Budget Growth Pressures –Public Safety •Police equipment –Camera System Replacement –Inventory of 100 cameras –No service or replacement opportunity with current vendor –Transition to new vendor for 5 year contract to improve function and long term reliability •$814K replaces all car, body and interview cameras •Own hardware with 3 year warranty Page 38 of 117 FY2020 Annual Budget Growth Pressures –Public Safety •Open Fire Stations 6 and 7 –Operational costs –Staffing through SAFER grant –Partially funded through partnership with Emergency Services District #8 •Equipment requested replacement/hold back –Reserve another TRV –brings reserve to 2 –Reserve Quint –Life support monitors –Replacement of swift water and dive boats Page 39 of 117 FY2020 Annual Budget Growth Pressures –Public Safety •Fire and Life Safety engineer –Currently can only maintain 30-35% on annual building inspections –Potential impacts to ISO –Insurance Service Office rating •Permit tech support •Training Officer –60% or 82 employees are entry level •3.8 years average experience –New position would insure compliance with required training and focus on fire suppression and driver/op training Page 40 of 117 FY2020 Annual Budget Growth Pressures –Organizational Staffing •Parks Maintenance Sup –12% increase in maintenance •Library circulation sup –Asst. Dir. Supervising 12 FT and 18 temp for coverage 7 days a week •Open Records tech –19 % YTD increase in requests •Animal Services-shelter tech –Vaccinations up 11%; unable to keep up with demand –Average stay increased from 11 to 13 days for shelter pets •Code Enforcement •Purchasing •Facilities –4%increase in buildings maintained •Utility inspections •Project manager/Utility CIP •Human Resources/Training •Supervisory Control and Data Aqu. (SCADA) tech Page 41 of 117 FY2020 Annual Budget Growth Pressures –Organization Wide •Communications audit –Staffing –Contract support –Goal of increasing satisfaction (currently at 42%) •Contract management –12 MUDs –Additional PID and MUD requests •Healthcare –Prediction of 8%, 8% and 9% increase over 3 years •Labor market Page 42 of 117 FY2020 Annual Budget Additional Pressures •Electric Fund/Long Term Contracts –Georgetown Utility Systems organizational restructuring –Financial planning to meet long term needs •Legislative Changes •Water planning •Solid Waste contract rates/transfer station Page 43 of 117 FY2020 Annual Budget Risk Management Initiatives •Continued analysis and increase of city reserves from fiscal policy update in 2018 –Review ways to reestablish General Fund economic stability reserve •Backup data center implementation; on-going improvements •Electric Fund/Long term contracts –develop risk management policy and protocols Page 44 of 117 FY2020 Annual Budget Organizational Initiatives •Customer Information Systems –UMAX implementation –Normalizing processes •Workday Enterprise Resource Planning –City-wide process changes and system implementation for human resources and finance •Performance Management and Business Improvement Process •Employee development/job market pressures –Training and Development –Market, compensation, organizational culture Page 45 of 117 FY2020 Annual Budget Budget Process/Next Steps •Town Hall for Budget •Additional workshops –Capital Improvements Program –Facilities Plan –Debt sizing/tax rate planning July 9 •City-wide budget work session –July 16 & 17 •August 6 –City Manager Proposed Budget Page 46 of 117 FY2020 Annual Budget FY2020 Proposed Budget Calendar •Sep 3rd: *SPECIAL MEETING*1st public hearing on tax rate •Sep 10th: Normal Meeting: 2nd public hearing on tax rate , 1st reading of the budget, 1st reading of the tax rate •Sep. 24th: Normal Meeting: 2nd reading of the budget, 2nd reading of the tax rate Page 47 of 117 City of Georgetown, Texas City Council Workshop June 11, 2019 S UBJEC T: P resentation and discussion regarding Electric Resource Management and Next Steps -- David Morgan, City Manager I T EM S UMMARY: The City Manager will provide an overview of the steps that are currently being taken to address purchase power costs in the electric fund. These action are based on a management assessment conducted by Schneider Engineering which outlined recommendations related to: 1) secure new third-party energy management services; 2) develop improved measures to evaluate portfolio performance, and 3) develop and implement a comprehensive risk management policy. F I NANC I AL I MPAC T: This is a Workshop Item. S UBMI T T ED BY: Shirley Rinn on behalf of David Morgan, City Manager AT TAC HMENT S : Description P owerP oint P resentation Page 48 of 117 Electric Resource Management – Update and Next Steps City Council Workshop June 11, 2019 Page 49 of 117 Purpose The purpose of today’s discussion is to provide an update on current actions to address energy resource (purchased power) management and the financial obligations of the Electric Fund Page 50 of 117 Agenda •Status Update –2019 electric fund actions –3rd Party Energy Portfolio Manager –General Manager for Electric Utility recruitment –Review of electric utility structure •Review request for Internal Energy Management Services •Next Steps Page 51 of 117 2019/20 electric fund actions •Took advantage of Nov. natural gas price spike to sell 2019 MEA gas and energy into the forward market •Initiated discussions with SS3 and Buckthorn on contract structure •Solicited proposals from other utilities and brokers on selling remaining long position •Completed 3rd party resource management assessment by Schneider Engineering •Solicited proposals for 3rd party portfolio management for long term •Adjust PCA in Feb. and June Page 52 of 117 3rd Party Energy Portfolio Manager •With our current long position (excess) on contracted energy, the City needs to utilize a number of sophisticated tools to optimize the excess energy •A 3rd party portfolio manager will bring more resources and expertise than an internal strategy could provide •The City is currently working through an RFP for these services and recommendations will be brought to the City Council at your July meetings Page 53 of 117 Electric Resource Management Assessment -Restructure •GM and Deputy GM of Utilities retiring •Opportunity to separate executive leadership for electric from water services –Each utility requires a focus on growth and planning •Recruit General Manager for Electric Utility –Executive recruitment firm selected –experience with utilities –Selection process during summer –Goal of hiring by September/October Page 54 of 117 Review of Electric Utility Structure •June 25 work session to discuss process to review the electric utility structure –Current –Opt In (deregulation) –Sale of the electric utility •Discuss GUS Board and roles/responsibilities Page 55 of 117 Internal Energy Management Services •While a 3rd party energy portfolio manager is critical, the City needs to acquire internal energy management services to serve several functions: –Oversight and accountability for portfolio management –Development and implementation of a comprehensive risk policy –Provide risk oversight and related protocols/controls –Monitor and forecast purchased power costs Page 56 of 117 Internal Energy Management Services GM -Electric Operations Energy Management Portfolio Management Forecasting/ Budgeting Risk Management Page 57 of 117 Internal Energy Management Services •City staff recommends contracting for internal energy management services at this time •The City would complete a RFP process in June and bring recommendations to the City Council in July/August Page 58 of 117 Next Steps for Council •Review of electric utility structure (June 25th workshop) •3rd party portfolio management services selection brought to Council for review and approval (July) •Internal energy management services selection brought to Council for review and approval (July/August) •Continued review of power contracts and power cost adjustment during executive sessions Page 59 of 117 QUESTIONS/FEEDBACK Page 60 of 117 City of Georgetown, Texas City Council Workshop June 11, 2019 S UBJEC T: P resentation and discussion of the Workday P roject and discussion of payroll process changes -- Leigh Wallace, Finance Director I T EM S UMMARY: The Workday P roject is the City’s Enterprise Resource P lanning software system replacement. The presentation includes a status update on the overall project. Human Resources and Finance are committed to reviewing and updating all business practices during the conversion to the Workday ERP software system. One of the most important and impactful changes will be to the payroll process. The project team is changing the business process so that the City can move away from the P ay Current process and use the P ay Arrears process. P ay Arrears is a common best practice for payroll in both the private and public sector and Workday is already pre-configured to assume a P ay Arrears process. This change is complex and impacts all City employees. Therefore, the project team has already and will continue to conduct extensive information and feedback cycles with employees on this topic. This presentation will cover the mechanics of the change and options for handling the financial impact to the City. F I NANC I AL I MPAC T: N/A S UBMI T T ED BY: Leigh Wallace, Finance Director AT TAC HMENT S : Description P resentation Page 61 of 117 Workday Project Update Enterprise Resource Planning (ERP) System Council 6-11-19 1Page 62 of 117 Project Purpose Address concerns and issues documented in Needs Assessment: •Current system lacks modern ERP functionality •No ‘true’ HR system/module implemented •Current limitations force use of side systems •Lack of integration between City systems &ERP modules •Chart of Accounts does not meet City needs •Limited access to real-time data •Lack of training & system access •Lack of user-friendly / flexible reporting 2Page 63 of 117 Why Workday Business Value •“Business value comes from changes in business performance and improved business outcomes.” –Gartner, Inc. 2016 •Yet, 70% of ERP projects fail to derive value: 3 •Must effectively compete with “Best of Breed” movement •The system does not meet business expectations and is not fully leveraged •Organizations do not achieve consensus on the system ✓Highly ranked and competitive product in the ERP industry ✓High user approval ✓Consensus from diverse stakeholders Page 64 of 117 Project Timeline 4Page 65 of 117 High Level Status Report Workday Phase Status Phase 1: Human and Resources & Payroll BPA Complete Complete Plan Complete Complete Architect Complete Complete Configure & Prototype In Progress Configuration Complete. Role Based security complete. Reporting and Integration development in progress; prioritized and targeted for End to End testing 6/19. Test On Target Successfully completed Unit Testing of Workday configuration and associated data validation. Team preparing to begin End to End testing 6/5/2019. Deploy On target 5 Workday Phase Status Phase 2: Financials & Purchasing BPA Complete Complete Plan In Progress Program Planning and Scheduling are in progress. Resources allocated to project tasks. Design sessions are in progress Architect Configure & Prototype Test Deploy Page 66 of 117 Staff’s Project Principles 6Page 67 of 117 Project Governance 7 Human Resources Finance Information Technology Tadd Phillips Leigh Wallace Chris Bryce HCM Team Financials Team Information Technology Laura Maloy, HR Lead HR SMEs Tracey Bousquet Celina Morales Holly Moyer Melanie Anderson – Data, Training and BA Payroll SME Cresta Lyons, Payroll Lead Kirklin Bowie, Finance PM Mike Peters: Business Lead Elaine Wilson, Finance Lead Financials SMEs Christi Rawls Paul Diaz Rosemary Ledesma Cheryl Turney Nate Parras Cheryl Wright Greg Berglund, Information Technology, Lead Technical SMEs Rick Barnes, Integration Lead Jeff Johnson, Data Lead Patty Martin, BA Daniel Sumrall Tracey Anders Change Management Core Team: Eric Lashley, Keith Hutchinson, Seth Gipson, Mike Stasny, Octavio Garza, Jen Kelly, Melanie Andrerson, Amy Mertink , Stacey Fail, Christine Francis -Hymes Executive Sponsor, Laurie Brewer Workday Project Manger: Christine Francis-Hymes Test Manager HR/PY and Finance Michelle Smith SME: Subject Matter Expert City of Georgetown Workday Project Page 68 of 117 Sneak Peak Features Page 69 of 117 Dashboard and Home Page Page 70 of 117 Time Entry, Submission and Approvals Computer, tablet, and mobile option available for time entry •Autofill from schedule •Autofill from prior week •Enter Time (Daily) •Enter Time (Weekly) •Enter Time from Calendar Page 71 of 117 Time Entry, Submission and Approvals…continued Automated workflow and notifications: After submission, time is routed to manager for approval Page 72 of 117 Employee Self Service •Tax elections and documents can be accessed by the employee Page 73 of 117 Employee Self Service •Benefits: employee access year-round; changes during open enrollment Page 74 of 117 Manager Self Service Reports •Run your own reports instead of contacting HR or Payroll Page 75 of 117 Payroll Best Practices 15Page 76 of 117 Why Change? •Human Resources and Finance are reviewing business processes to align with industry best practices –Commitment to City core values of trust and professionalism –Transparency to employees and public –Consistent with HR and Finance mission statements •New software implementation is providing us a tool to change our manual and outdated processes •One of the major changes that needs to take place is a change to payroll →Seeking Council feedback today on the financial and administrative impact Page 77 of 117 What happens today? •Under today’s process called Pay Current: every employee receives an estimate of pay →then enters time worked →and then it reconciles in the next pay cycle along with overtime and leave accruals •When the employee terminates, he or she pays the most recent estimate back to the City •This is confusing to employees and a lot of work for payroll •The City is moving from Pay Current to a process called Pay Arrears: employees work →enter time → and then are paid Page 78 of 117 Page 79 of 117 Page 80 of 117 What is Changing? •Starting Feb 1, 2019, all new employees are paid in arrears •The first payroll occurring in October 2019 (Fiscal Year 2020) will move all other existing employees into arrears •To avoid interruption of paychecks, there is a week of overlap in time entered and paid in Sept of 2019 (the last week in Incode and the first week in Workday) •This overlap week will be treated as an advance in pay to all employees who started prior to Feb 1, 2019 Page 81 of 117 What is Not Changing? •All employees continue to be paid on bi-weekly pay cycle (26 pay periods per year) –no interruption to paychecks for employees •All employees who started prior to Feb 1, 2019, will pay back the advance •All employees who started on Feb 1, 2019 or later will experience no overlap or advance, they are already on arrears Page 82 of 117 What’s in it for employees? •Paychecks will be easier to understand because they reflect most recent time worked/entered •There will be no interruption in paychecks •The pay back of the advance will be locked in at the pay rate in 2019 (instead of escalating with new pay rates) Page 83 of 117 Visual Examples 23Page 84 of 117 The Overlap Week Page 85 of 117 Overlap Week Explained •Pay checks continue every two weeks (6th, 20th, 4th) •First green week –employee enters real time worked; time entry date moves up one week •Second green week (overlap with first blue week) –Payroll advances an estimate to employee •Blue weeks –employee enters real time worked into Workday; enters time on new arrears schedule; paid in arrears Page 86 of 117 Non-Exempt Employee FT Business as usual 26Page 87 of 117 Non-Exempt Employee FT Overlap week –last paycheck in Incode pay date 9/20 27 •Overlap week shown as an advance •Does not affect benefit deductions •Gross and net pay are the same Page 88 of 117 Non-Exempt Employee FT Overlap week –First paycheck in Workday pay date 10/4 28 •Employee enters real time worked/used for overlap week of 9/16 thru 9/22 •Gross and net pay are the same if time worked = time advanced exactly •Gross and net pay could be different if actual time worked differs from estimate Page 89 of 117 Financial Impact to City •City does not currently book payable or receivable since estimate and reconciliation occurs every two weeks •The final advance paid at the end of FY2019 has an impact of approximately $900,000 across all City funds •The City would offset this payable with a receivable on the fund balance sheets 29Page 90 of 117 Financial Impact to City Cont’d •Receivable reduced as employees pay back the advance at termination •To reduce administrative burden over a long time period (until the last person terminates), staff recommend the City consider options to reduce the advance over 3 to 5 budget years –Employees who leave during the reduction period will have what they owe adjusted proportionately –Employees who stay past the reduction period will have a regular final pay check 30Page 91 of 117 GGAF Feedback •Board recommended reducing long-term receivable with a defined shorter time period –Option 1: City covers the $900,000 for employees through the overall comp and benefits package during budget development each year, over three to five years –Option 2: Employees pay it back sooner, over three to five years 31Page 92 of 117 Staff Recommendation Concerns with Option 1: •$900,000 too much for City to absorb on its own •Every budget year has different challenges •Using other employee compensation for repayment may feel like we are docking pay for employees 32Page 93 of 117 Staff Recommendation Option 2: Employees pay it back sooner by choosing from below →Employee refuses advance on final Incode paycheck (paid back “immediately” = smaller paycheck) OR →Define method and time period: 5 years (24pp X 5 = 120pp) deducted in equal amounts 33Page 94 of 117 Staff Recommendation Option 2: Impact per pay period 34 Hourly Rate Advance FT Employee 40 Hours Payback Per period Advance PT Employee 20 Hours Payback /period $15 / hr $600.00 $5.00 $300.00 $2.50 $25 / hr $1,000.00 $8.33 $500.00 $4.17 $35 / hr $1,400.00 $11.67 $700.00 $5.83 Hourly Rate Advance FT Employee 40 Hours Payback Per period Advance PT Employee 20 Hours Payback /period $15 / hr $600.00 $8.33 $300.00 $4.17 $25 / hr $1,000.00 $13.89 $500.00 $6.94 $35 / hr $1,400.00 $19.44 $700.00 $9.72 5 years (120 periods) 3 years (74 periods) Page 95 of 117 Communication Plan with Employees Completed •Memo to supervisors on February 1 change for new employees •Two feedback sessions with Employee Benefits Committee and Directors Teams •Workday Ambassador cross departmental team assembled •Two monthly Leadership meeting presentations 35Page 96 of 117 Communication Plan with Employees In Progress •Workday project page on internal website, including FAQ •Updates via GO newsletter •Presentations/Q&A at department level staff meetings •Video message to employees •Payroll changes letter to employees •Time entry and employee self service training schedule •Documented final advance to employees 36Page 97 of 117 Council Comments •Questions •Feedback on payback method •Summary 37 Future Workday Users! Page 98 of 117 City of Georgetown, Texas City Council Workshop June 11, 2019 S UBJEC T: P resentation and discussion of the Georgetown P ublic Library's community outreach services and partnership with the Friends of Georgetown P ublic Library -- Eric P. Lashley, Library Services Director I T EM S UMMARY: The presentation will highlight outreach services currently being undertaken by library staff. The library would like to inform Council about our bookmobile, home delivery for the physically disabled, nursing home and assisted living services. The Friends of the Georgetown P ublic Library are offering the City of Georgetown a grant of $65,000 to enhance these services. F I NANC I AL I MPAC T: The Friends of the Georgetown P ublic Library would like to provide a $65,000 grant to the City to purchase a multi- purpose vehicle for the library's outreach services. If accepted, the City will need to budget for the fuel and ongoing maintenance of the vehicle. S UBMI T T ED BY: Eric P. Lashley AT TAC HMENT S : Description Library-C ouncil Works hop Page 99 of 117 Georgetown Public Library’s Outreach Services and Partnership with the Friends of the Library Eric P. Lashley –Library Services Director Kalena Powell –Library Assistant -Outreach Services Page 100 of 117 Purpose of Workshop •Apprise Council of current and future outreach services at the library •Inform Council of the partnership between the library and the Friends of the Library Page 101 of 117 Outreach Staff Michele Harber Retired GPL Community Outreach Librarian Kalena Powell Community Outreach Assistant Sheila Gauntt Community Outreach Assistant Toni Nietfeld Cataloging Librarian Sheri Miklaski Community Outreach Librarian Page 102 of 117 Who We Serve Page 103 of 117 What We Do Page 104 of 117 Page 105 of 117 Page 106 of 117 How We Do It MONTHLY STATS •57 stops •2,000 + items circulate •6 schools •9 senior communities •8 neighborhoods Page 107 of 117 Home Delivery Service •25 + locations visited •80 patrons served •Bi-weekly visits Page 108 of 117 Why We Do It Page 109 of 117 Friends of the Library •Established in 1965 •Mission -to promote public use and community support of the library,foster appreciation of its value as a cultural and educational asset to the community, and encourage the extension and improvement of its services. •Approximately 1,100 Page 110 of 117 Board Members •Anne Jordan, President Susan Biggs, Director •Larry Kobrin, President-Elect Ken DeKay, Director •Doug Lowe, Past President Terrie Hahn, Director •Kathy Yancy, Treasurer Carolyn McAndrews, Director •Geri Tease, Assistant Treasurer Laura Klein Plunkett, Director •Sherry Shaw, Secretary Margaret Ricketts, Director •Wayne Talbot, Director Page 111 of 117 Used Book Sales Page 112 of 117 Bookstore Operations •Donations not prices •No walls –has expanded already Page 113 of 117 Online Sales and Sorting Room •Amazon •Ebay Page 114 of 117 Hill Country Author Series Page 115 of 117 Outreach Van –Ford F150 Transit Page 116 of 117 Questions or Comments Page 117 of 117