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
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Dale Ross, Mayor Attest: City Secretary 114tt