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HomeMy WebLinkAboutMIN 06.09.2020 CC-WNotice of Meeting of the Governing Body of the City of Georgetown, Texas Tuesday, June 9, 2020 The Georgetown City Council will meet on Tuesday, June 9, 2020 at 3:00 PM at the Council Chambers, at 510 West 9th Street, Georgetown, TX 78626. The City of Georgetown is committed to compliance with the Americans with Disabilities Act (ADA). If you require assistance in participating at a public meeting due to a disability, as defined under the ADA, reasonable assistance, adaptations, or accommodations will be provided upon request. Please contact the City Secretary's Office, at least three (3) days prior to the scheduled meeting date, at (512) 930-3652 or City Hall at 808 Martin Luther King Jr. Street for additional information; TTY users route through Relay Texas at 711. Mayor Ross called the meeting to order at 3:03 p.m. The following Council Members were in attendance: Mayor Dale Ross; Mary Calixtro, Council Member District 1; Mike Triggs, Council Member District 3; Steve Fought, Council Member District 4; Kevin Pitts, Council Member District 5; and Rachael Jonrowe, Council Member District 6; and Tommy Gonzalez, Council Member District. Council District 2 is vacant. All Council Members present via videoconferencing and a roll call was performed. Policy Development/Review Workshop - Call to order at 3:00 PM A. Presentation and discussion regarding GoGeo and other Transportation Options -- Ray Miller, Director of Public Works Miller presented and noted the following things for Council to consider during the presentation: should Georgetown continue to provide transit services; are the goals of the Transit Development Plan still true; what should be the scope of our transit system; should the program serve the current fixed route population area; should the program serve a more limited population, such as paratransit; should the City evaluate an alternate transit service; and should the City consider Dynamic Rideshare/Micro Transit? He then reviewed the transit service timeline and types of service noting: in 2008 there was a recommendation for fixed route service from the Public Transportation Implementation Committee; in 2009 the pilot program was initiated; in 2011-2014 there was an urbanized area size and service area expansion where Council adopted a budget and strategic goal; in 2015 the City completed the Transit Feasibility Study; in 2016 the Council decision on transit was to include federal money for operations; and in 2017-2020 GoGeo launched providing fixed -route and paratransit services. Miller then reviewed types of service starting with GoGeo which was launched August 21, 2017 and included the following services: fixed route system that consists of four designated routes, the Orange Route (Southwestern), Purple Route (Hospital), Blue Route (Williams Drive), and Red Route (Wolf Ranch Pkwy); and complimentary paratransit service for handicap/disabled with door to door service that is called in 24 hours in advance to schedule a ride. He added that other services that are linked to GoGeo or coordinate services with: CARTS, a rural service provider that brings riders from the surrounding areas outside of the City Limits of Georgetown into the city; Interurban which provides service to Round Rock and Austin via IH-35 and is on a limited schedule because of congestion. Miller then reviewed the goals of the Transit Development Plan which are: Goal 1 - Provide a safe, reliable, efficient, and accessible transportation option for residents and visitors of Georgetown; Goal 2 - Adequately address the mobility needs of Georgetown residents; Goal 3 - Maximize resource utilization and operational efficiency with respect to system administration and operations; and Goal 4 - Develop a local system that operates effectively in the short-term, continues to develop an audience for regional transit options in the mid- term, and will connect the local community to the region in the long-term. He expanded that the Transit Development Plan aims to: provide access to shopping, jobs, medical appointments and social services; provide connections for tourists to the Downtown Square, Rivery Conference Center and hotel, etc.; provide service to transit dependent populations; develop strategic partnerships particularly with the Georgetown Health Foundation; provide service to Southwestern University; create a cost effective, useful and user-friendly transit service; establish a solid foundation for transit to build on over time; and meet future regional services via Project Connect. Miller then reviewed the program budget with the note that in FY 2020, Georgetown received additional Federal Transit Authority (FTA) Funds and a service cost increase from $79 hourly operating rate to $81 hourly operating rate: Service Category FY 18 Actuals FY 19 Actuals Total FY 2020** Service (Cap Metro) $802,927 $748,553 $865,566 FTA Section 5307 265,383 265,383 322,976 City of Georgetown 254,069 283,170 392,590 Health Foundation Grant 200,000 200,000 150,000 He reviewed ridership and trip purpose for the fixed route system for FY201 FY 2018 FY 2019 FY 2020 •• 1575 1782 2050 • 1324 1764 1689 r _ •- 1329 1514 1537 1255 1606 1660 • 1298 1592 1679 1611 1702 1489 • 1440 1771 564 1628 1765 1916 2291 2026 1943 1991 1970 =• 1582 1516 • - 18,975 21,216 10,333 1,581 1,768 1,544 8 — FY2020: Miller then reviewed the paratransit FY 2018 — FY 2020 ridership numbers noting that there was an average or,560 ,590 Der month: FY ZU18 FY ZU19 FY ZUZU October367 376 468 November352 387 410 December anuary380 342• February March394 333 340 April May445 399 une my385 368 August462 393 September349 361 TOTAL4680 4271 2562 miner reviewed the operation D nixed Koute for 1,Y2UI8: 900 Wolf Ranch 801) Williams Drive 700 ,{•Illli..., .,rh Hospital 600 500 400 300 200 lOD 0 October November December January February March April May June July August September tie Men reviewed the operations by mixed Koute -FY2Ul9: 900 800 700 600 500 400 300 200 { 100 0 October November December January February March April May June July August September Miller reviewed the operations by Fixed Route FY2020: r 900 800 700 600 Soo 400 300 200 100 0 October November December January February March April Miller noted the 1 op Stop Locations anc[Trip Purpose data: 1 - 111111110 May June July August September Downtown / Transfer Center / Various 535 Services Health Foundation / Social Services 171 Apartments 123 Shopping 158 Shopping 144 Quail Valley Neighborhood 91 Numerous Employers 66 Housing Authority / Gateway Apartments 61 St. David's / Boys & Girls Club / Caring 54 Place 44 He added that this is for regular month of service and includes social services, medical care, shopping, and employment while serving low to moderate income areas and general transportation needs. Miller noted the Performance Measures: Performance Measure Target FY 2018 Actual FY 2019 Actual FY 2020 Actual Performance Performance Performance (8/2017 — 9/2018) (10/2018 — 9/2019) (10/2019 — 4/2020) Passengers /Revenue Hour (Orange &Purple iliOUteS] Passengers /Revenue Hour (Blue &Red Routes) Fare Recovery Ratio (Orange &Purple Routes) Fare Recovery Ratio [Blue &Red Routes) Cost /Passenger (Orange &Purple Routes) Cost Passenger (Blue &Red Routes Cost /Revenue Hour (Orange &Purple Routes) Cost /Revenue Hour {Biue 17 outes) On time performance (Orange &Purple Routes) On time performance (Blue &Red Routes) Ridership (range &purple Routes) Ridersflip (Slue &Red Routes}20,000 Total Fixed Route iiider5hip He then provided a fixed route service comparison for Victoria Transit and GoGeo. Miller explained that Victoria Transit serves a population of 62,592 per the 2010 Census, and in 2018 the population projection was 67,000. He added that the service area is approximately 30 square miles and in 1996/1997 a Transit Feasibility Study and Implementation Plan was completed. Miller noted that in 1998 Victoria Transit began a demand and response service where they ran a flexible route service with an 1/8th mile deviation. He continued that in 2001 Victoria Transit began fixed route service with complimentary paratransit service and for FY 2021 the budget for all services totaled $2.0 million. Miller stated that Victoria Transit provides a fixed route system Monday through Friday from 7:00 a.m. to 6:00 p.m. for all residents along with the required paratransit service consisting of four full time routes and one part-time route with 30-minute headways. He stated that Victoria Transit also operates an Evening and Weekend Fixed Route System which consists of three routes which operates approximately every 30 minutes Monday through Friday beginning at 6:00 p.m. to 10:00 p.m. and Saturday from 11:00 a.m. until 10:00 p.m. and closed on Sunday. Miller stated that the fixed route service started in 2001 with a few expansions to the service area but always covered most of the City. He also provided the ridership numbers: 36,783 41,459 78,445 212,358 164,237 166,391 Miller then provided a review of GoGeo noting that it serves a population of 47,400 based on the 2010 Census with a 2018 projected population of 74,180 and a service area approximately 10 square miles. He added that in 2008 the Transit Implementation Committee recommended a fixed route service with Georgetown utilizing a demand and response service open to the general public. Miller stated that in 2015 there was an Implementation Plan and in August of 2017 fixed route service and complimentary paratransit service begins. He noted that this provides fixed route system with four routes that operate 7a.m. to 7p.m. Monday and Saturday 8a.m. - 6 p.m. with 45-60 minute headways with operating costs of: average yearly operating cost totaling $837,562; and average local match totaling $550,000: 18,975 21,216 10,809 Miller reviewed the Capital Metro Agreement status and noted the termination of fixed route service and the current Agreement expires on September 30, 2020. He added that the agreement has only been approved on a yearly basis not multiple years and any termination must align with Capital Metro's three (3) yearly service changes, which occur in January June, and August and ninety (90) days' notice of the termination. Miller noted the transit options that meet federal funding requirements including ride share/microtransit. He explained RideCo which is considered for dynamic rideshare/microtransit and is based on the concept of integrating paratransit service with general shared fleet and has no dedicated paratransit vehicle. Miller noted that there are virtual stops for all users and a doorstep option for registered users with mobility needs. He stated that goals of RideCo are to improve vehicle efficiency, enhance rider experience, grow ridership, and save money. Miller explained the cost of service as being $844,000 for a 17 square mile service area and expanded hours of operation. He noted the RideCo service model that includes: on -demand shared rides with 6 - minivans; virtual stops across 17 square miles; Monday to Saturday service from 6 a.m. - 8 p.m.; fully accessible service; the ability to possibly replaced fixed route and paratransit service; a mobile app for on -demand service; and a call center for those without smart phones who would like to schedule service in advance. Pitts asked if the stops shown on the provided map are the only stops. Miller responded yes, unless handicapped or disabled, then those would be your locations. Fought stated that the route does not go to Sun City. Miller responded not at this time. Fought asked if it could. Miller responded yes. Fought stated that Sun City represents a decent portion of population. Miller noted that staff used the current model. Fought stated that until he noticed it didn't serve Sun City he was intrigued. Miller responded that staff could work with RideCo on the service area. Gonzalez noted that the route is not reaching East View High School and asked if it could be possible to move some points around. Miller responded that the service area could be altered to meet the City's needs. Jonrowe asked if this model is built on having a comparable budget. Miller responded that it was. Jonrowe asked if they City wants to expand could it also be a matter of allocating more funds. Miller responded yes. Jonrowe asked if RideCo could use Census data for basis of stops. Miller responded that they could do that, and system could be modified to meet City needs. Mayor Ross stated that Census numbers will be available in Spring of 2021 and asked if this map could have any major changes based on population. Miller responded that staff will see a change in the population, but not sure how big. He added that the change might not be enough to change service area, but the City could tailor the system. Mayor Ross asked about the possible ridership in Sun City. Miller stated that he didn't think it would be 20% of the ridership. Mayor Ross stated that right now, not sure where the increase in population will be. Miller responded correct. Fought stated that it depends on the view of the model and if it is an experiment or the actual program. He added that he didn't think a fixed route model will get much use in Sun City, but flexibility is needed in the design. Gonzalez asked about the estimated costs and noted that if the cost is high enough, the model doesn't matter. Miller responded that the cost of ridership will depend on use and the program has shown to increase ridership due to accessibility. Gonzalez stated that if this model does increase ridership that is good, but the cost is important. Miller responded that he agrees and in small urban settings accessibility to stops is important. Pitts asked if the dots on the map are drop offs and pick-ups. Miller responded yes. Pitts asked if this was just and example of possible stops. Miller responded correct. Pitts asked if there could stops be outside the City limits. Miller responded that is an operational question based on use of federal funds. Pitts asked if pricing is based on service area or number of stops. Miller responded both. Calixtro noted the need for bus service to East View High School. Triggs asked if someone calls to order a ride, what kind of lead time is needed. Miller responded that it is not a full 24 hours, but at least a few hours advance notice. Triggs asked if you are calling in, how is the payment made. Miller responded via electronic payment. Triggs asked what about people who can't pay electronically. Miller responded that he's not sure you, but you could probably use cash. Triggs asked if cash payment could still get services. Miller responded yes. Miller resumed the presentation and explained the CapMetro/CARTS pickup service that is currently used in Manor. He noted that the goals of the pickup are to increase access, enhance rider experience with shorter trip times, grow ridership in a scalable way, and save money. Miller added that the cost of service was $844,000 for seven square miles of service area with the possible expansion of service hours. He continued that the CapMetro program is mobile app drive with call centers and dispatch, has a 15 minutes frequency within a service zone, allows for the use of handicap accessible vehicles, has drivers trained on how to assist passengers, is more efficient than a standard paratransit, and has shown increased ridership in other areas. Miller stated that some of the benefits of the CapMetro system are not needing a separate paratransit service, curb to curb service, local and established partnerships, and being a scalable service. He noted the need to determine the path forward for transit in Georgetown and reiterated the Transit Development Plan goals. Miller then reviewed how the City would measure success and if would include the follow: What does success look like; headway (wait between stops); time to destination (trip length); transportation for general public; transportation for only elderly/handicap/disabled; accessible stops (how close is a stop); number of riders per year; cost per rider; service area, and customer experience. He then noted the following key questions: Should Georgetown continue to provide transit services; Are the goals of the Transit Development Plan still true; What should be the scope of our transit system — should it serve current fixed route population area or serve a more limited population, such as paratransit; and should the City evaluate an alternate transit service like possibly Dynamic Rideshare or Micro Transit? Miller noted the next steps that are: receive Council feedback and direction; City staff to develop recommendations for transit services based on Council's direction; solicit public input on recommendations; and bring a proposal back to the City Council. Calixtro noted that she doesn't want people currently using the system to be left without service and supports looking into other options. Triggs stated that he agrees with Calixtro and noted that the City could expand the route to access areas in need of mass transit services. He added that related to on demand services, he doesn't truthfully understand that. Fought stated that reasonable performance standards were set with a desired 50% success rate of standards. He added that not a single performance factor has been met and the only factor being met is rides being on time. Fought stated that he feels that the fixed route system will not work for the City, and the City has tried a lot to make it work. He added that the City need a shift and needs something. Fought stated that he is attracted to RideCo model and the City should transition as quickly as possible. Pitts asked how staff found RideCo. Miller responded that RideCo solicited the City and saw a ride share item on previous agenda. He added that they work in the general area. Pitts stated that he would like staff to issue a RFI and added that he would like to look at all possible options and can't continue to support GoGeo in current form as it is underperforming. Jonrowe stated that the City should continue to provide the service. She added that the goals are still true. Jonrowe stated that based on the scope the City at least needs to continue to serve the current population, but she is open minded to offering services in a better way and would like to see no gaps in service and possibly expand. She noted that relating to evaluating other options, yes, she would like to see options and the prioritization will require further discussion. Gonzalez stated that it is clear that the fixed route isn't working and whatever is implemented has to be sustainable. He added that agrees with Pitts about considering other options or vendors. Mayor Ross asked Miller to recap the takeaways from Council. Miller responded that staff will seek more comparison of services and do RFI/RFP for rideshare service that can tailor a system for all of public. David Morgan, City Manager, responded that staff will explore other options, and work through the RFP process. He added that staff will communication future plans with Cap Metro. Mayor Ross asked roughly, when will this return. Morgan responded that staff will follow-up no later than July. B. Presentation and discussion regarding potential Water Service Area transfer to Liberty Hill and Kempner WSC -- Glenn Dishong, Water Utility Director Dishong presented the item and noted that the City has had three CCN transfer requests. He noted that one has been from the City of Liberty Hill for 47.9 square miles with infrastructure and contracts with developers for the 3,500 current water customers. Dishong stated that another request was for Kempner WSC for 11.9 square miles and Jarrell-Schwertner WSC for 6.7 square miles that is serving 10 customers. He noted that based on considerations the pros are that these will allows a City to serve its citizens (Liberty Hill), relieve the City of obligation to serve in another jurisdiction (Liberty Hill), cash payment (all three), recovery of water resource to use elsewhere (Liberty Hill), and develop a relationship with all three. Dishong stated that the cons are transferred customers may have higher rates (Liberty Hill), revenue reduction (Liberty Hill), and impacts to the Water Fund and General Fund. He stated that prior CCN transfer experience includes: Sun City Service from Chisholm Trail Special Utility District (CTSUD) for cash plus per connection fee; CTSUD consolidation to defease debt; and Leander CCN transfer for cash payment and to retain impact fees until transfer. Dishong stated that staff's recommended approach for Liberty Hill is to conduct a feasibility study to include service area refinement, a resource plan, a CIP plan, a staffing plan, a transition plan, a rate study, public outreach, contract negotiations, contract operations, and the PUCT process. He stated that staff's recommended approach for the WSCs is have contract negotiations and the PUCT process that will include the CCN transfer, dual certification, and service area exception. Dishong stated that the need Council Feedback is to: confirm interest in moving forward with the requests and if the approach and first steps identified acceptable. Pitts stated that he is fine with the suggestions presented. Jonrowe asked if staff is looking for guidance on Council's preference on whether to do a CCN or other option. Dishong stated that staff is still working out the details with the other entities. Jonrowe asked if that was still do be determined. Dishong responded yes. Jonrowe stated that she had no objections. Gonzalez stated that he agrees with the staff proposal. He asked if by reducing territory is the City reducing the cost of acquiring water. Dishong responded that is correct. Calixtro had no objections. Triggs had no objections. Fought had no objections. C. Presentation and discussion regarding the proposed FY2021 Capital Improvement Plan for Utilities -- Wesley Wright, PE, Systems Engineering Director Wright presented the item and reviewed the 2021 Utility Capital Improvement Plan and noted that the cost for Electric projects is $5,661,250 with detailed discussion provided in Executive Session due to Competitive Matters, Water projects total $22,500,000, Wastewater projects total $2,650,000 and Irrigation and Reuse has no cost. He stated then reviewed the Hoover Pump Station that $6,100,000 and includes: Western District (1245 pressure plane); North/West, serving Andice and Florence area; is currently under design (FY20 budget); the Pump Station will cost $2,200,000; the line work will cost $1,150,000; and the Elevated Storage Tank will cost $2,750,000. Wright explained that the Round Rock project will cost $9,200,000 and include: Parkside at Mayfield; 3/6 million gallons per day; is currently under design (FY20 budget); Pump Station will cost $2,500,000; line work will cost $3,200,000; and the Elevated Tank will cost $3,500,000. He stated that the Airport/Aviation Drive 16" Water Line is needed for additional fire flow for Eco Development opportunities and is on Aviation Drive (NW Blvd to Airport Rd) costing $1,700,000. Wright noted the Water Oak/Parkside 24" Water Line that is developer driven via a MUD and costs $3,500,000. He continued that the South Lake WTP Linework requires easement acquisition and will cost $1,250,000. Wright then reviewed the miscellaneous linework that includes TCEQ contracts, and Western District that is for $250,000 and is an ongoing expense. He stated that tank rehabilitation is expected to cost $500,000 and is an ongoing. Wright then reviewed the following graph: 110 105 100 g 95 I = 90 ,7 85 9 C 80 75 w O 70 65 f I 60 ` 55 � S0 44,3 mgd �[apacily 45 40 I r 35 30 2018 2020 2022 2024 2026 2028 2030 2032 2034 2036 2038 Year .-MP Max Day Demand - No Conservation - MP Max Day Demand - With Conservation - 2500 conn/yr, MDD Current GUS Usage - 2 i00 conn/yr, TCEQ Req for Treatment Domel Half Capacity (1.5 mgd) aseeemoExisling and Future Treatment Capacity He explained that the South Lake Water Treatment Plant has the following schedule: Land Purchase in 2019; Lake Intake Design in 2019; Treatment Plant Design in 2020; Waterline Easements/Design/Regulatory in 2020-23; Intake Construction in 2022 totaling $8 million; and Treatment Plant and Waterline Construction in 2023 totaling $62 million. Wright noted the BRA Groundwater Options that require future discussions. He noted that for Wastewater the City has the Cimarron Hills Treatment Plant Expansion with a contractual commitment funded by Oaks at San Gabriel for construction in FY2023/2024 with $600,000 for design in FY2021. Wright stated that the Edwards Aquifer Recharge Zone (EARZ) is a TCEQ mandate costing $1,500,000 and the Lift Station Repair and Upgrades are done as needed with approximately 40 stations system -wide costing $550,000. Fought has no comments or questions. Pitts had no comments or questions. Jonrowe had no comments or questions. Gonzalez had no comments or questions. Calixtro had no comments or questions. Triggs had no comments or questions. D. Presentation and discussion regarding the proposed FY2020 Mid -Year Budget Amendment - - Paul Diaz, Budget Manager (20 minutes) Diaz presented the item and noted that the budget process has been presented over the past few workshops and staff has updated Council related to year-end projections and major revenues. He added that staff has proposed a plan in reductions to help mitigate the effects of COVID-19 and staff continues to monitor the situation closely in this time of variability. Diaz noted that that Workday transition has shown that prior year purchase orders are problematic, and staff needs to do a second rollforward amendment as part of the transition to Workday. He added that Workday, the new financial system, cannot recognize budgets that were reserved in a prior year for contracted services and equipment and those budgets need to be rolled forward into FY2020 so that Workday can pay off of the prior year purchase orders. Diaz then noted the updated fund balance and prior year PO funds which are: 201 - Tourism; 203 - Streets; 237 - Cemetery; 234 - Village PID; 268 - Police Seizures; 293 - Downtown TIRZ; 400 - GTEC; 420 - GEDCO; and 640 - Stormwater. He then reviewed the Fund 100 - General Fund and noted that the FY2020 beginning balance was projected to be $11,490,900 and after the close of the fiscal year, the fund had $13,299,448. Diaz stated that staff is proposing to recognize the additional funds of $1,808,546 and is also proposing to increase the beginning balance by $964,302 for prior year P.O.s and appropriate the same amount in FY2020. He continued that staff is recommending increasing revenues and expenses by $125,000 for TIA Reimbursements; staff is proposing to increase expenses by $70,000 for the Mobility Bond planned in FY2021; and staff is also proposing to increase utility expenses to account for miscalculations in the amount of $569,100. Diaz said that next, staff is proposing to transfer funds from Water and Electric for lobbying services into the General Fund due to a new state law that requires the budget to have a specific line item for these costs, and the legislative advocacy contract shared by the General, Water and Electric funds will be consolidated into one line in the General Fund. He said that staff is proposing to increase expenses $35,000 for the Medical Director contract recently approved by Council; staff is proposing to reserve $1,759,446 in the Economic Stability Reserve; and lastly, staff is proposing to increase Planning Fee Revenue by $500,000 as the City is still seeing strong growth in this segment. Diaz then reviewed the Fund 120 - GCP Fund noting that the FY2020 beginning balance was projected at $32,497,076 and after the close of the fiscal year, the fund had $32,713,687, with staff proposing to recognize the additional funds of $216,610. He continued that staff is also proposing to increase the beginning balance by $10,484,696 for prior year P.O.s and appropriate the same amount in FY2020; staff is proposing to reduce the amount of bond proceeds in the fund by $3.8 million and a corresponding offset in CIP expenses is also proposed, because some 2020 projects were deferred to FY2021 due to uncertainty in the debt market; staff is proposing to recognize $12,000 from the Fleet Fund for its portion of a facilities study paid out of the GCP fund; staff is proposing to reduce the ERP Workday project budget by $18,346 and increase the transfer out by the same amount to the Human Resources Department in the Joint Service fund for the recruitment of the City's ERP Administrator; staff is proposing to replace the Natatorium HVAC at the Rec. Center for $800,000; and lastly, staff is proposing to increase expense by $8,894 to close out the Fire Station 7 Warning Siren project. He reviewed the 273 - Abandoned Vehicles and stated that staff recognizes an additional fund balance of $35,000 with roll forward prior year POs of $17,000 and an increased appropriation for Police equipment of $41,000 for the drone program and firearms optics equipment. Diaz noted that the 277 - Animal SRF has a FY2020 beginning balance that was projected at $240,755 and after the fiscal year close process, the fund had $263,140, so staff is proposing to recognize the additional funds of $22,385; staff is also proposing to increase appropriation by $10,000 to cover the increased expense of the kennel reflooring project. He explained the 500 - Facilities and that the FY2020 beginning balance was projected at $1,728,788, and after the close of the fiscal year, the fund had $1,991,448, so staff is proposing to recognize the additional funds of $262,660; staff is proposing to increase fund balance by $205,656 for prior year P.O.s and appropriate the same amount in FY2020; and lastly, staff is proposing to reduce the transfer in of $4,994,934 for utility expenses and reduce the appropriation by the same amount, as part of the FY2020 Budget development, the utility charges were budgeted in the operating departments and were planned to be passed through the facilities fund, and due to other priorities, staff is deferring this change in the current year. Diaz explained that the 520 - Fleet had a FY2020 beginning balance that was budgeted at $4,395,634, and after the CAFR process, the fund had $4,286,069, so staff is proposing to recognize the decrease in funds of $109,565; staff is also proposing to increase the beginning balance by $1,309,689 for prior year P.O.s and appropriate the same amount in FY2020; staff is proposing to transfer $12,000 from the Fleet Fund for its portion of a facilities study paid out of the GCP fund; and lastly, staff is proposing to transfer in $33,500 for the purchase of a vehicle for the new Locator position in Water. He stated that the 540 - Joint Services had a FY2020 Beginning Balance that was projected at $1,394,842, and after the close of the fiscal year, the fund had $1,255,560, so staff is proposing to recognize the decrease in funds of $139,282; staff is also proposing to increase the beginning balance by $159,646 for prior year P.O.s and appropriate the same amount in FY2020; staff is proposing to reduce the budget in Finance Administration for a utility analyst position and move that position to the Electric Fund; staff is also proposing to increase utility expenses to account for miscalculations the amount of $20,000; and staff is proposing to transfer $18,346 from the General Capital Fund to Joint Service - Human Resources for recruiting expenses incurred by the department. Diaz noted the 570 - Information Technology noting an increase fund balance after 2019 fiscal year-end close of $337,412 and increased appropriations by $33,000 for utility expenses at the City Center facility. He stated that the 600 - Airport had a FY2020 beginning balance that was projected at $1,451,988, and after the close of the fiscal year, the fund had $1,259,036, and staff is proposing to recognize the decrease of $192,952; and staff is proposing to reduce bond proceeds and CIP expense by $750,000, and the maintenance facility project was deferred due to uncertainty in the debt market. Diaz explained that the 610 - Electric had a FY2020 beginning balance that was projected as $5,892,640, and after the close of the fiscal year, the fund had $6,501,565, so staff is proposing to recognize the increase in funds of $608,925; staff is also proposing to increase the beginning balance by $113,177 for prior year P.O.s and appropriate the same amount in FY2020; staff is proposing to increase bond proceeds by $1 million as well as CIP expense by the same amount for transformers added to the annual debt sale; staff is proposing to reduce expenses for lobby services by $34,733 and increasing the transfer out by the same amount and the total legislative advocacy contract will be budgeted in one place in the general fund; staff is proposing to reduce the budget in Finance Administration for an analyst position and move that position to the Electric Fund for $117,000; staff is proposing to reduce the $250,000 revenue and expense from the Bloomberg Grant Program; and lastly, staff is proposing to transfer a Records Specialist to the Water Fund for $63,000. He stated that the 660 - Water has a FY2020 beginning balance that was projected at $82,511,169 following the CIP Rollforward amendment, and staff is proposing to increase fund balance by $9,628,204; staff is proposing to increase expenses for prior year P.O.s by $11,954,021; staff is proposing to increase the Impact Fee revenue by $11.8 million, and over the past several years, impact fee revenue has exceeded budget due to new development and the new budgeted figure aligns with year-end projections; staff is also proposing to reduce bond proceeds by $9.3 million and there is a corresponding decrease in CIP expense for projects deferred due to uncertainty in the debt market; staff is proposing changes related to the Parkside Development agreement as the City is obligated to fund a 24" inch water transmission line, with a maximum obligation of $3,500,000 and the City will receive a $500,000 payment annually for the next six years; staff is proposing to reduce expenses for legislative services by $34,733 and increase the transfer out by the same amount to consolidate the contract in the General Fund; staff is proposing to increase water resource contracts by $1.48 million; municipal pumping related expenses increased by $1.42 million; staff is also proposing to transfer the costs of a Records Specialist from Electric to Water for $63,000 as well as add a Locator position and vehicle as part of the mid -year amendment for $65,000; staff is proposing to increase expenses related to a development agreement payment for Wi1Co MUD #2 for $310K; and lastly, staff is proposing increase the budget for sludge disposal for $130,000. Diaz provided the summary and next steps which are: this amendment includes 20 funds and totals $18.2 million; staff will continue to monitor major revenue streams like sales tax and utility fees; staff will continue to work the savings plan shared with Council in previous workshops to combat the effects of COVID-19; first reading of the amendment on tonight's agenda; and the second reading of the amendment on June 231a Triggs asked if this happens every year. Diaz responded yes, but the second rollforward for Workday is unique. Fought said this is typical, but extensive, and asked why it so extensive. Diaz responded a majority of it is related to Workday and funds that were encumbered and captured in Workday. Fought asked if this was a software translation. Diaz responded yes and that when coming in December, the City will have been in Workday for year. Pitts asked about the miscalculations noted in the presentation. Diaz responded that there were increases in different utility rates and factors related to the UMAX transition.Pitts asked if this is one-time thing. Diaz responded yes. Pitts noted that much of the cleanup is for Workday and asked what isn't related to Workday. Diaz responded that of the $18 million, $12 million is for Workday and the big amounts are in Water, GCP, and prior years. Pitts asked for clarification on the natatorium repair. Diaz responded that is has come up after the appropriation of the budget. Eric Johnson, Facilities Director, stated that is came up mid -year, was presented approximately two months ago, and can't be put off. Pitts noted that it was discussed at GGAF. Johnson responded that a full replacement of mechanical equipment is needed. Pitts asked if was discussed prior. Johnson responded yes at GGAF and at Council. Jonrowe had no comments or questions. Gonzalez asked if there was flowchart available to show where it came from and where it's ending up. Diaz responded that he can follow-up with Council on that. Calixtro had no comments or questions. Mayor Ross recessed into Executive Session at 4:43 p.m. noting that Council will reconvene at no earlier than 5:00 p.m. 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. E. Sec. 551.071: Consultation with Attorney Advice from attorney about pending or contemplated litigation and other matters on which the attorney has a duty to advise the City Council, including agenda items - Litigation Update Sec. 551.072: Deliberation about Real Property -Sale of Property-851 FM 970, Florence, TX 76527 -- Travis Bard Sec. 551.086: Certain Public Power Utilities: Competitive Matters - Purchase Power Update - Electric CIP Sec. 551.074: Personnel Matters - City Attorney Recruitment Adjournment Approved by the Georgetown City Council on �3 A 20710 Date (2� r4a.14 hg'-4�� J�Ot— Dale Ross, Mayor Attest: City Secretary 114tt