Loading...
06-11-2019 Amended Agenda with backupMEETING AGENDA City Council REGULAR SESSION CITY COUNCIL June 11, 2019 HAL BALDWIN MUNICIPAL COMPLEX COUNCIL CHAMBERS 1400 SCHERTZ PARKWAY BUILDING #4 SCHERTZ, TEXAS 78154 CITY OF SCHERTZ CORE VALUES Do the right thing Do the best you can Treat others the way you want to be treated Work cooperatively as a team Opening Prayer and Pledges of Allegiance to the Flags of the United States and State of Texas. (Councilmember Davis) Employee Recognition • Presentation by EMS recognizing the team work of PD Communication Officers in locating a suicidal patient. Their work is credited with saving the life of this patient. (M. Hansen/J. Mabbitt) City Events and Announcements • Announcements of upcoming City Events (B. James /S. Gonzalez) • Announcements and recognitions by the City Manager (M. Browne) • Announcements and recognitions by the Mayor (M. Carpenter) Hearing of Residents This time is set aside for any person who wishes to address the City Council. Each person should fill out the speaker's register prior to the meeting. Presentations should be limited to no more than 3 minutes. All remarks shall be addressed to the Council as a body, and not to any individual member thereof. Any person making personal, impertinent, or slanderous remarks while addressing the Council may be requested to leave the meeting. Discussion by the Council of any item not on the agenda shall be limited to statements of specific factual information given in response to any inquiry, a recitation of existing policy in response to an inquiry, and /or a proposal to place the item on a future agenda. The presiding officer, during the Hearing of Residents portion of the agenda, will call on those persons who have signed up to speak in the order they have registered. June 11, 2019 City Council Agenda Page 1 Consent Agenda Items The Consent Agenda is considered self - explanatory and will be enacted by the Council with one motion. There will be no separate discussion of these items unless they are removed from the Consent Agenda upon the request of the Mayor or a Councilmember. j, Minutes — Consideration and/or action regarding the approval of the minutes of the meeting of June 4, 2019. (B. Dennis) 2, Resolution No. 19 -R -69 — Consideration and/or action by the City Council of the City of Schertz, Texas authorizing the approval of the Bexar Metro 911 budget for fiscal year 2020. (M. Browne /C. Kelm) 3, Resolution No. 19 -R -70 - Consideration and/or action authorizing a resolution by the City Council of Schertz for purchases up to $95,000 with WatchGuard Video for vehicle and officer recording systems. (C. Kelm/M. Hansen) Discussion and Action Items 4, Resolution No. 19 -R -49 — Consideration and/or action approving a resolution authorizing the City Manager to enter into an agreement with Management Advisory Group International, Inc. to conduct a Classification and Compensation Study and other matters in connection therewith. (C. Kelm/J. Kurz) 5. Resolution No. 19 -R -48 - Consideration and/or action approving a resolution authorizing the City Manager to enter into an agreement with Matrix Consulting Group to conduct a Staffing Study and other matters in connection therewith. (C. Kelm/J. Kurz) Roll Call Vote Confirmation Workshop (, Discussion regarding the Street Preservation and Maintenance Program Update. (B. James /J. Nowak) Roll Call Vote Confirmation Closed Session City Council will meet in Closed Session under Section 551.071, to seek advice of its attorney on legal matters, Section 551.072, for deliberations regarding real estate; to wit: discuss all groundwater leases executed by the Cibolo Valley Local Government Corporation for groundwater in Wilson County, Texas. Reconvene into Regular Session 7a. Take any action based on discussions held in closed session under agenda item 7. June 11, 2019 City Council Agenda Page 2 Roll Call Vote Confirmation Requests and Announcements • Announcements by the City Manager. • Requests by Mayor and Councilmembers that items be placed on a future City Council agenda. • Announcements by Mayor and Councilmembers • City and community events attended and to be attended • City Council Committee and Liaison Assignments (see assignments below) • Continuing education events attended and to be attended • Recognition of actions by City employees • Recognition of actions by community volunteers Adjournment CERTIFICATION I, GAYLE WILKINSON, DEPUTY CITY SECRETARY OF THE CITY OF SCHERTZ, TEXAS, DO HEREBY CERTIFY THAT THE ABOVE AGENDA WAS PREPARED AND POSTED ON THE OFFICIAL BULLETIN BOARDS ON THIS THE 7th DAY OF JUNE 2019 AT 3:30 P.M., WHICH IS A PLACE READILY ACCESSIBLE TO THE PUBLIC AT ALL TIMES AND THAT SAID NOTICE WAS POSTED IN ACCORDANCE WITH CHAPTER 551, TEXAS GOVERNMENT CODE. GAYLE WILKINSON I CERTIFY THAT THE ATTACHED NOTICE AND AGENDA OF ITEMS TO BE CONSIDERED BY THE CITY COUNCIL WAS REMOVED BY ME FROM THE OFFICIAL BULLETIN BOARD ON DAY OF .2019. TITLE: This facility is accessible in accordance with the Americans with Disabilities Act. Handicapped parking spaces are available. If you require special assistance or have a request for sign interpretative services or other services, please call 210 - 619 -1030. The City Council for the City of Schertz reserves the right to adjourn into closed session at any time during the course of this meeting to discuss any of the matters listed above, as authorized by the Texas Open Meetings Act. Closed Sessions Authorized: This agenda has been reviewed and approved by the City's legal counsel and the presence of any subject in any Closed Session portion of the agenda constitutes a written interpretation of Texas Government Code Chapter 551 by legal counsel for the governmental body and constitutes an opinion by the attorney that the items discussed therein may be legally discussed in the closed portion of the meeting considering available opinions of a court of record and opinions of the Texas Attorney General known to the attorney. This provision has been added to this agenda with the intent to meet all elements necessary to satisfy Texas Government Code Chapter 551.144(c) and the meeting is conducted by all participants in reliance on this opinion. June 11, 2019 City Council Agenda Page 3 COUNCIL COMMITTEE AND LIAISON ASSIGNMENTS Mayor Carpenter Councilmember Scagliola — Place 5 Main Street Committee Interview Committee for Boards and Commissions - Alternate Hal Baldwin Scholarship Committee Schertz- Seguin Local Government Corporation Cibolo Valley Local Government Corporation - Alternate Councilmember Davis— Place 1 Councilmember Gutierrez — Place 2 Audit Committee Audit Committee Schertz Housing Authority Board Investment Advisory Committee Interview Committee for Boards and Interview Committee for Boards and Commissions Commissions Main Street Committee — Chair TIRZ II Board Councilmember Larson — Place 3 Councilmember Edwards — Place 4 Main Street Committee — Vice Chair Interview Committee for Boards and Commissions Cibolo Valley Local Government Corporation Main Street Committee Councilmember Heyward — Place 6 Councilmember Brown — Place 7 Schertz Animal Services Advisory Audit Committee Commission Schertz- Seguin Local Government Corporation - Investment Advisory Committee Alternate June 11, 2019 City Council Agenda Page 4 Agenda No. 1. CITY COUNCIL MEMORANDUM City Council June 11, 2019 Meeting: Department: City Secretary Subject: Minutes — Consideration and /or action regarding the approval of the minutes of the meeting of June 4, 2019. (B. Dennis) BACKGROUND The City Council held a Regular City Council meeting on June 4, 2019. FISCAL IMPACT None RECOMMENDATION Staff recommends Council approve the minutes of the regular meeting of June 4, 2019. Attachments minutes 06 -04 -2019 7 0 0 1 _�hl xffm'll MINUTES REGULAR MEETING June 4, 2019 A Regular Meeting was held by the Schertz City Council of the City of Schertz, Texas, on June 4, 2019, at 6:00 p.m. in the Hal Baldwin Municipal Complex Council Chambers, 1400 Schertz Parkway, Building #4, Schertz, Texas. The following members present to -wit: Present: Mayor Michael Carpenter; Mayor Pro -Tem Allison Heyward; Councilmember Mark Davis; Councilmember Ralph Gutierrez; Councilmember Scott Larson; Councilmember Cedric Edwards; Councilmember David Scagliola; Councilmember Tim Brown City City Manager Dr. Mark Browne; Assistant City Manager Brian James; City Staff. Attorney Daniel Santee; City Secretary Brenda Dennis; Deputy City Secretary Gayle Wilkinson Call to Order — City Council Regular Session Mayor Pro -Tem Allison Heyward called the regular meeting to order at 6:02 p.m. Opening Prayer and Pledges of Allegiance to the Flags of the United States and State of Texas. ( Councilmember Brown) Employee Recognition . Police Department: Aldo Lara - Police Officer Lt. Josh Mixon introduced his new officer and gave a brief bio. • Public Works: Cliff Cintula and Glenn Canal - Street Worker 1 Public Works Manager Doug Letbetter introduced his new employees and gave a brief bio. Mayor Pro -Tem Heyward welcomed the new employees to the City of Schertz. 1 City Events and Announcements • Announcements of upcoming City Events (B. James /S. Gonzalez) Assistant City Manager Brian James announced the following: • Monday, June 10 - Library Late Opening at Noon. Library staff will be in a telephone system training the morning of June 10th. The Library will open at noon. • Tuesday, June 11 - City Council Meeting 6:00 p.m. at the Council Chambers. • Wednesday, June 12 - Schertz Blood Drive 8:00 a.m. - noon at the Community Center Parking Lot. Call extension 1410 to schedule your appointment. • Thursday, June 13 - Northeast Partnership Meeting 11:30 a.m. at the Olympia Hills Golf and Conference Center. • Announcements and recognitions by the City Manager (M. Browne) None at this time: • Announcements and recognitions by the Mayor Pro -Tem (A. Heyward)) None at this time: Hearing of Residents This time is set aside for any person who wishes to address the City Council. Each person should fill out the speaker's register prior to the meeting. Presentations should be limited to no more than 3 minutes. All remarks shall be addressed to the Council as a body, and not to any individual member thereof. Any person making personal, impertinent, or slanderous remarks while addressing the Council may be requested to leave the meeting. Discussion by the Council of any item not on the agenda shall be limited to statements of specific factual information given in response to any inquiry, a recitation of existing policy in response to an inquiry, and /or a proposal to place the item on a future agenda. The presiding officer, during the Hearing of Residents portion of the agenda, will call on those persons who have signed up to speak in the order they have registered. Mayor Pro -Tem Heyward recognized the following: • Maggie Titterington - 1730 Schertz Parkway- she made the following announcements: RobinThompson, the Chambers Vice President will be leaving on the 20th of June and moving to Tennessee. The Chamber has welcomed Shelby Griffin to 2 run their Special Events. 2. October 25th - 27 the River City Community Church will host their 3rd annual Hot Air Balloon Festival. They are still accepting vendors for this event. 3. Brigadier General Laura Lenderman contacted several local Chambers to organize a multi - chamber summit to talk about their mission in coming together as a business community to partner and support the Military and what they can do to become a part of our communities. The following residents spoke about their concerns and offered some advice concerning saving the Northcliffe Golf course and asked Council for their help: • Bob Werab - 3800 Pebble Beach - Relinquished his time. • Bill Edmonds - 4909 Crestwood • Larry Reeb - 3425 Charleston • Dave Parker - 3325 Sherwin Dr. • Michele Oden - 5801 Black Diamond • John Thompson - 3325 Charleston Lane Mayor Carpenter arrived at Council Chambers at 6:15 and apologized for his delay due to traffic. Mayor Carpenter stated he would be allowing residents to ask questions after the two Workshop items listed on the agenda. • Michael Dahle - 9120 FM 1518 - Made the following remarks: 1. He thanked City Secretary Brenda Dennis for the Open House she held and the Magazine article posted to obtain volunteers for the different Boards and Commissions. 2. He expressed his views on the Northcliffe Golf course. He believes the City of Schertz purchasing the Golf course is not a viable option. 3. He discussed the option of a Public Improvement District (PID) for the residents and encouraged them to move forward, and wished them success. He also expressed his concern with public funds being used for a managed property not owned by the City. Consent Agenda Items The Consent Agenda is considered self - explanatory and will be enacted by the Council with one motion. There will be no separate discussion of these items unless they are removed from the Consent Agenda upon the request of the Mayor or a Councilmember. The following Consent items were read into record: R? 1. Minutes - Consideration and /or action approving the minutes of the Special Meeting of May 21, 2019, and the minutes of the Regular Meeting of May 28, 2019. 2. Resolution No. 19 -R -67 - Consideration and /or action approving a Resolution appointing Mr. Johnny Bierschwale to the Board of Directors of the Cibolo Valley Local Government Corporation (CVLGC) Place D -4 replacing Mr. Steve White. (M. Browne) 3. Resolution No. 19 -R -68 - Consideration and/or action approving a Resolution adopting the Bexar County Election System and Software; Express Vote Universal Voting System for Early Voting in person, Early Voting by Mail, Election Day Voting and Provisional Ballots in all future elections held in Bexar County. (Mayor /Council /B. Dennis) Moved by Councilmember Cedric Edwards, seconded by Councilmember Ralph Gutierrez to approve consent agenda items 1-3. AYE: Mayor Pro -Tem Allison Heyward, Councilmember Mark Davis, Councilmember Ralph Gutierrez, Councilmember Scott Larson, Councilmember Cedric Edwards, Councilmember David Scagliola, Councilmember Tim Brown Passed Presentations • Presentation of the 2019 Wilenchik Walk for Life 5K Awards and Charity Donation. (L. Shrum) Events Specialist Cassie Michels presented a Power Point showing the history and details of the annual Wilenchik Walk. Awards were presented to the different age groups that participated: Men's first place Eric Maus Men's second place Councilmember Ralph Gutierrez Men's third place Daniel Oakes Women's first place Ashley Wayman Women's second place Pearl Gardner Women's third place Natalie Keaney Kid's division first place Carys Ayala Kid's division second place Abigail Levings Kid's division third place Elijah -Maddy McHaney 0 Events Specialist Cassie Michels invited Mayor Carpenter and Mrs. Wilenchik to help present the check to Sherry Ortiz representing Cancer Therapy Research. Events Specialist Cassie Michels graciously thanked all who helped and supported with the event and all the sponsors involved. Discussion and Action Items The following item was read into record: 4. Appointments /Reappointments and Resignations to the various City Boards, Commissions and Committees — Consideration and /or action regarding expiring appointments /reappointments and resignations to The Board of Adjustment, Building and Standards Commission, Economic Development Corporation Board, Committee of Committees Advisory Board, Historical Preservation Committee, Library Advisory Board, Planning & Zoning Commission, Parks & Recreation Advisory Board and the Transportation Safety Advisory Commission. (Mayor /Council /B. Dennis) City Secretary Brenda Dennis expressed her thankfulness for all those that serve and gave a PowerPoint referencing the new appointments, reappointments, and resignations to various Boards /Commissions as listed below: Received resignations: Interview Committee request Council approve the following resignations: Ms. Shonale Burke from the Library Advisory Board and the Committee of Committees Advisory Board. Mr. Robert Lopez from the Library Advisory Board. Mr. Mark Tew, Tim Brown and Daniel Ortega from the Economic Development Corporation (EDC) Mr. Phillip Rowland and Jim Fowler from the Parks and Recreation Advisory Board. Mr. David Lynch from the Schertz Historical Preservation Committee. Mr. Glen Outlaw from the Traffic Safety Advisory Commission. Ms. LaDonna Bacon from the Schertz Historical Preservation Committee Interview Committee agreed to the reappointments and appointments of the following: Board of Adjustment Frank McElroy— Reappoint Regina Agee— Reappoint Danielene Salas — Reappoint Building and Standards Commission Capt. Daniel "Frenchy" Bourgeois — Appoint as Regular Member Matthew Wood — Appoint as Regular Member Shawn Moore — Appoint as Alternate Member Committee Of Committees Advisory Board Richard Dziewit— Reappoint Paul Macaluso — Reappoint Chris Bryan & Patti Dilworth — Appoint from Library Board Economic Development Corporation Roy Richard — Reappoint Benjamin (Ben) McDaniel — Appoint as Regular member Bryan Snowden — Appoint as Regular Member Historical Preservation Committee Paul Rigenbach — Reappoint Rosalyn Wise — Reappoint Pete Perez — Reappoint John Baker — Reappoint Capt. Daniel "Frenchy" Bourgeois — Appoint as regular member — replacing David Lunch Sabrina Allen — Appoint as regular member — replacing LaDonna Bacon Library Advisory Board Laura Wilson — Reappoint Ruth Tienor — Reappoint Patti Dilworth — Reappoint Margaret Riley — Reappoint Patti Paulson — Reappoint Kenneth Bauer — Reappoint to Regular Member Christine Bryan — Reappoint to Regular Member Beverly Clarke — Appoint as Alternate Member Julie Smith — Appoint as Alternate Member Parks and Recreation Advisory Board Reginee Agee — Reappoint Floy Simmons — Reappoint Robert Sheridan III — Reappoint as Regular Member Carol Yauger — Reappoint as Regular Member James Garvin— Appoint as Alternate Member Shawn Moore — Appoint as Alternate Member Planning and Zoning Corporation (P &Z) Gordon Rae— Reappoint 6 LaDonna Bacon — Reappoint Richard Braud — Reappoint Transportation Safety Advisory Commission (TSAC) Stephen Bish — Reappoint Bill Bowers — Reappoint Richard Dziewit — Reappoint Mark Moody — Reappoint John Sullivan — Reappoint Brandon Bristow- Reappoint to Regular Member from Alternate Tyler Heasley — Appoint as Alternate Member One (1) Alternate position on Building & Standards Commission One (1) Regular position on the Economic Development Corporation Board as of 6 -3 -2019 Councilmember Gutierrez thanked all those who have served and will serve on the various Boards and Committees. Mayor Carpenter gave warm comments and thanked all the volunteers who have served and will serve. Moved by Mayor Michael Carpenter, seconded by Councilmember Mark Davis to approve Appointments /Reappointments and Resignations to the various City Boards, Commissions and Committees as presented. AYE: Mayor Pro -Tern Allison Heyward, Councilmember Mark Davis, Councilmember Ralph Gutierrez, Councilmember Scott Larson, Councilmember Cedric Edwards, Councilmember David Scagliola, Councilmember Tim Brown Passed Roll Call Vote Confirmation Deputy City Secretary Gayle Wilkinson gave the roll call for items 1 -4 Workshop 5. Discussion on Public Improvement Districts. (Mayor /M. Browne /Dan Santee) City Attorney Daniel Santee gave a Power Point with explanation on Local Government Code Chapter 372 and answered questions from Council along with City Manager Dr. Browne. 7 Mayor Carpenter left the item open for Council and invited residents to come forward with questions /comments /concerns. The following came forward to speak: 1. Michele Oden - 5801 Black Diamond 2. Dave Roberts - 3771 Pebble Beach - Offered all details needed to address this issue 3. Ann Ladds - 3808 Pheasant 4. Dave Parker- 3325 Sherwin Dr. 5. Dean Dawson- 3325 Columbia Dr. 6. Yolanda Ringburg - 3759 Columbia Dr. 7. Ray Martin- 5701 Whistling Straits 8. Robert Peters - 5705 Fairways Dr. 9. D.J. Thompson - 3325 Charleston Lane Councilmember Edwards stated he took the liberty to speak with representatives from Touchstone Golf and asked them to be present at Council to advise the City about what to expect if the Golf course is left unattended and what it would cost restore it. 6. Discussion on the Northcliffe Golf Course. (Mayor /M. Browne /B. James) City Manager Dr. Browne stated there were three presentations prepared for this discussion. They are as follows: • Zoning of the Golf Course (L. Wood) Director of Planning and Community Development Lesa Wood gave a Power Point and explanation on the zoning of the Golf Course. • Code Enforcement (T. Brooks) Environmental Law Enforcement Officer Thomas Brooks gave a Power Point and explanation on the role Code Enforcement plays if the property falls into violation of City codes and the boundaries involved. Police Chief M. Hansen added there will be an initiative of officers patrolling the Golf Course beginning on 06/05/2019 in ATV's several times a week for the foreseeable future. • Water issues associated with the Course (J. Hooks) Water /Wastewater Manager J. Hooks gave a Power Point explaining the goals in regard to the GBRA plant and our goal to stay in compliance with TCEQ and the transition to CCMA. Mayor Carpenter invited the representatives from Touchstone Golf to come forward and present their commentary on the Northcliffe Golf Course. They presented the immediate and ongoing needs of the Golf Course and what they could offer to help. The opportunity was given for Councilmembers to offer opinions /questions /help. Mayor Carpenter made closing remarks in reference to the financial investment the Northcliffe Golf Course would take and the potential of a Public Improvement District (PID) for this project. The Mayor provided his contact information. Mayor Carpenter recessed for ten minutes at 8:22 p.m. Mayor Carpenter came back into Open Session at 8:39 p.m. Requests and Announcements • Announcements by the City Manager. None at this time. • Requests by Mayor and Councilmembers that items be placed on a future City Council agenda. Councilmember Gutierrez asked for a presentation on our Emergencies Operations Center & Emergency Operations Plan with commentary. . Announcements by Mayor and Councilmembers • City and community events attended and to be attended • City Council Committee and Liaison Assignments (see assignments below) • Continuing education events attended and to be attended • Recognition of actions by City employees *Recognition of actions by community volunteers Mayor Pro -Tem Heward attended the following events: • EDC Workshop at ACOG • City Website Focus Group • SSLGC Tour Councilmember Gutierrrez attended the following events: • EDC Workshop at ACOG • SSLGC Tour 9 Councilmember Brown attended the following events: • SSLGC Tour • Staff Development Process Meeting Information available in City Council Packets - NO DISCUSSION TO OCCUR 7. Update on major projects in progress including CIP, CityView Software, Utility Meter Swap Out, AgendaQuick Software, Civic Rec Software, and Phone System Replacement. Adjournment As there was no further business, Mayor Carpenter adjourned the meeting at 8:43 p.m. ATTEST: Brenda Dennis, City Secretary Michael R. Carpenter, Mayor 10 CITY COUNCIL MEMORANDUM City Council June 11, 2019 Meeting: Department: Executive Team Agenda No. 2. Subject: Resolution No. 19 -R -69— Consideration and /or action by the City Council of the City of Schertz, Texas authorizing the approval of the Bexar Metro 911 budget for fiscal year 2020. (M. Browne /C. Kelm) BACKGROUND Bexar Metro 911, by its charter under the Texas Health and Safety Code is required to seek approval of its annual budget from all of the governmental entities for which it provides 911 services. This is done to ensure that all communities under the umbrella of this organization have an opportunity to provide input and direction in the operation and focus of the agency providing 911 services. Since its inception in 1987, Bexar Metro 911 has utilized the same wired telephone fees without any increases. This has been possible by an ever growing population utilizing wired telephones and by the inception of wireless telephones that are also charged a fee to grow and support the 911 system. On July 25, 2018 the Bexar Metro 911 Board of Directors recommended the following increases: Residential Phone Lines: From $0.22 to $0.50 per phone line Business Phone Lines: From $0.51 to $1.00 per phone line Business Trunk Lines: From $0.77 to $1.00 per trunk line to a maximum of 100 lines The service fee charged to wireless telephone users is set by the State of Texas and despite the 911 authorities requesting an increase in the $0.50 fee per wireless phone, the legislation has not increased the fee. It is anticipated that the increase in wired phone line fees will provide the revenue necessary to support 911 operations and technology upgrades for at least the next five years. The current fee structure is adequate to support programmed spending in FY2020. By approving this resolution, the City of Schertz will be accepting the proposed Bexar Metro 9 -1 -1 Network Fiscal Year 2020 operational and financial budget plans. Dudley Wait continues to sit on the Bexar Metro 911 Board of Directors as the Guadalupe County representative. GOAL To obtain consensus of and approve the 2019 Bexar Metro 911 operational and financial rates. COMMUNITY BENEFIT To deploy and maintain a state -of -the -are 911 emergency communication system that enables citizens in distress to quickly communicate their request for police, fire, or emergency medical assistance. SUMMARY OF RECOMMENDED ACTION Approve proposed 2019 Bexar metro 911 rates. FISCAL IMPACT There is no fiscal impact to the City of Schertz by approval of this budget. There will be an impact to our residents and businesses who still maintain wired telephone lines. A resident with a single wired phone line will see an increase in the 911 service from $2.64 per year to $6.00 per year. RECOMMENDATION Staff recommends Council approve Resolution No. 19 -R -69 Attachments Resolution 19 R 69 CCM BM 911 Budget Approval BM 911 Proposed Budget 2020 BM 9112018 Annual Report AUDIT—BM—FINAL 9 -30 -18 RESOLUTION NO. 19 -R -69 A RESOLUTION BY THE CITY COUNCIL OF THE CITY OF SCHERTZ, TEXAS AUTHORIZING THE APPROVAL OF THE BEXAR METRO 911 BUDGET FOR FISCAL YEAR 2020, AND OTHER MATTERS IN CONNECTION THEREWITH WHEREAS, Bexar Metro 911 provides 911 telephone access for Bexar, Comal and Guadalupe Counties by developing and maintaining a reliable emergency communication telephone network; and WHEREAS, since its inception in 1987, the Bexar Metro 911 authority has operated with the same fees for wired phone lines without any increase in those fees for thirty years; and WHEREAS, with the increase in wireless phone lines and a reducing number of wired phone lines, the Bexar Metro 911 Board of Directors is recommending an increase in wired telephone service fees; and WHEREAS, the City staff of the City of Schertz (the "City ") has recommended that the City send its approval to the Bexar Metro 911 Board of Directors of its Fiscal Year 2020 budget; and WHEREAS, the City Council has determined that it is in the best interest of the City to support the growth and expansion of the 911 telephone access systems as planned for in the 2020 budget attached hereto as Exhibit A, for the public safety of Schertz citizens. BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SCHERTZ, TEXAS THAT: Section 1. The City Council hereby authorizes the approval of the Bexar Metro 911 budget as presented in Exhibit A. Section 2. The recitals contained in the preamble hereof are hereby found to be true, and such recitals are hereby made a part of this Resolution for all purposes and are adopted as a part of the judgment and findings of the City Council. Section 3. All resolutions, or parts thereof, which are in conflict or inconsistent with any provision of this Resolution are hereby repealed to the extent of such conflict, and the provisions of this Resolution shall be and remain controlling as to the matters resolved herein. Section 4. This Resolution shall be construed and enforced in accordance with the laws of the State of Texas and the United States of America. Section 5. If any provision of this Resolution or the application thereof to any person or circumstance shall be held to be invalid, the remainder of this Resolution and the application of such provision to other persons and circumstances shall nevertheless be valid, and the City Council hereby declares that this Resolution would have been enacted without such invalid provision. Section 6. It is officially found, determined, and declared that the meeting at which this Resolution is adopted was open to the public and public notice of the time, place, and subject matter of the public business to be considered at such meeting, including this Resolution, was given, all as required by Chapter 551, Texas Government Code, as amended. Section 7. This Resolution shall be in force and effect from and after its final passage, and it is so resolved. PASSED AND ADOPTED, this 1 Ith day of June, 2019. CITY OF SCHERTZ, TEXAS Michael R. Carpenter, Mayor ATTEST: City Secretary, Brenda Dennis (CITY SEAL) 50506221.1 - 2 - CITY COUNCIL MEMORANDUM City Council Meeting: June 11, 2019 Department: Public Safety Agenda No. 2 Subject: Resolution No. 19 -R -69 Approval of the Bexar Metro 911 Fiscal Year 2020 Budget BACKGROUND: Bexar Metro 911, by its charter under the Texas Health and Safety Code is required to seek approval of its annual budget from all of the governmental entities for which it provides 911 services. This is done to ensure that all communities under the umbrella of this organization have an opportunity to provide input and direction in the operation and focus of the agency providing 911 services. Since its inception in 1987, Bexar Metro 911 has utilized the same wired telephone fees without any increases. This has been possible by an ever growing population utilizing wired telephones and by the inception of wireless telephones that are also charged a fee to grow and support the 911 system. On July 25, 2018 the Bexar Metro 911 Board of Directors recommended the following increases: - Residential Phone Lines: From $0.22 to $0.50 per phone line - Business Phone Lines: From $0.51 to $1.00 per phone line - Business Trunk Lines: From $0.77 to $1.00 per trunk line to a maximum of 100 lines The service fee charged to wireless telephone users is set by the State of Texas and despite the 911 authorities requesting an increase in the $0.50 fee per wireless phone, the legislation has not increased the fee. It is anticipated that the increase in wired phone line fees will provide the revenue necessary to support 911 operations and technology upgrades for at least the next five years. The current fee structure is adequate to support programmed spending in FY2020. By approving this resolution, the City of Schertz will be accepting the proposed Bexar Metro 9 -1 -1 Network Fiscal Year 2020 operational and financial budget plans. Dudley Wait continues to sit on the Bexar Metro 911 Board of Directors as the Guadalupe County representative. FISCAL IMPACT There is no fiscal impact to the City of Schertz by approval of this budget. There will be an impact to our residents and businesses who still maintain wired telephone lines. A resident with a single wired phone line will see an increase in the 911 service from $2.64 per year to $6.00 per year. RECOMMENDATION Staff recommends Council approve Resolution No. 19 -R -69 City Council Memorandum Page 2 ATTACHMENTS Resolution No. 19 -R -69 Judges, Mayors Letter Bexar Metro 911 Fiscal Year 2020 Budget 2018 Annual Report Bexar Metro Final Audit 9 -30 -19 Memo - Resolution.doc Bexar Metro 9 -1 -1 Network Fiscal Year 2020 Draft Budget and Financial Plan PURPOSE The purpose of this document is to obtain consensus approval of Bexar Metro 9 -1 -1 Network's ( Bexar Metro or District) Fiscal Year 2020 (FY2020) operational and financial plans by the District's board of directors and the governing bodies of its forty (40) participating jurisdictions; and provide the continuing operational and fiscal authority necessary for the staff to aggressively establish and maintain a highly survivable and resilient 9 -1 -1 system. AUTHORITY The authority for Bexar Metro is the Texas Health and Safety Code, Chapter 772, Subchapter D, Section 772.301 — formerly Vernon's Annotated Civil Statutes Article 1432e, as approved by the Texas 69th Regular Legislative Session in Senate Bill 750 on May 21, 1985; and subsequently approved by a local election on January 17, 1987. This legislation's purpose is to enable the provision of affordable, high quality, countywide Enhanced 9 -1 -1 service through the establishment of emergency communication districts. MANAGEMENT A governing board of directors, appointed according to criteria in the enabling legislation, establishes policy and provides oversight of the District. The board members and their appointing authority include: Member James C. Hasslocher (Chair) Stephen R. Schneider Sherman Krause Dudley Wait Heberto Gutierrez Bill McManus Cathy C. Talcott Suzanne de Leon Principal Service Provider (Non- Voting) Authority Bexar County Bexar County Comal County Guadalupe County City of San Antonio City of San Antonio City of New Braunfels Member at Large Vacant To implement board policy and to manage the day -to -day operations, the board of directors appointed Brett M. Schneider as Bexar Metro's Executive Director. MISSION The District's mission is to deploy and maintain a state -of- the -art 9 -1 -1 emergency communication system that enables citizens in distress to quickly communicate their request for police, fire, or emergency medical assistance; and to ensure member jurisdictions have the appropriate 9 -1 -1 tools necessary to efficiently and accurately receive and process those requests. RESPONSIBILITY To successfully accomplish the mission, Bexar Metro must deploy and manage a technology neutral network that routes all 9 -1 -1 requests to the appropriate answering and responding jurisdiction; create and maintain a time - sensitive, highly accurate database that displays the location, callback number, and owner's name of the specific instrument used to call 9 -1 -1; procure, install, and maintain the specialized 9 -1 -1 equipment utilized by each authorized answering and responding jurisdiction; coordinate with municipal and jurisdictional addressing authorities to ensure the database contains accurate, standardized, and logical location information to ensure each citizen is easily and quickly locatable during times of critical emergencies; and construct, deploy, and maintain a spatially accurate geographic digital map to support location determination technologies and enhance computer aided dispatch systems. Bexar Metro is also responsible for providing effective backup solutions for its Public Safety Answering Points (PSAPs) that may be required to evacuate their local facility in the event of a natural or manmade disaster. FUNDING The District's source of revenue is the 9 -1 -1 emergency service fee applied to specified telephone access lines located in Bexar, Comal, and Guadalupe Counties. The Texas Health and Safety Code, Chapter 772, Section 772.314, authorizes the board to impose a 9 -1 -1 emergency service fee not exceeding six percent of the monthly base rate charged by the principal service supplier. The fee applies to all residential lines and up to the first one hundred business lines at one location. The fee does not apply to state and federal lines. Each year the board calculates the amount of the fee in conjunction with development and approval of the annual budget. By law, the fee has uniform application in each participating jurisdiction and must generate revenue sufficient to match current and projected operational expenses directly related to the District's mission and responsibilities, as well as providing reasonable reserves for contingencies and equipment replacement. The board of directors initially established the emergency service fee on March 6, 1987, and it remained unchanged until 2018. On July 25, 2018 the board of directors approved the following service fee schedule imposed on each local access line, or equivalent, effective October 1, 2018: Residential Lines $ 0.50 Business Lines $ 1.00 In addition to fees assessed on wireline telephones, Bexar Metro also receives an emergency service fee from each wireless access line within its jurisdiction. This monthly fee, set by Texas law at $0.50 per line, recognizes that the wireless telephone is a link to 9 -1 -1 service and a wireless telephone user should therefore share a portion of the financial burden for provisioning the network. It also is in recognition of the cost recovery mechanism required to defray a fair and reasonable portion of the network infrastructure expense the wireless providers incur in meeting the federal mandate for wireless Enhanced 9 -1 -1. The current fee structure is adequate to support programmed spending in FY2020. 2 OVERVIEW The District recently completed a two -year project to replace 9 -1 -1 equipment and network infrastructure at all eighteen (18) PSAPs within our area of responsibility. This project, coupled with the deployment of a new IP- based, switched ethernet network, and LTE backup, was the first phase in upgrading our Emergency Services IP Network (ESINet). Projects are underway in the current budget year to strengthen network survivability through the addition of a second IP network for added redundancy and circuit diversity. The 9 -1 -1 landscape continues to evolve. Legacy technologies have served Bexar Metro well over the past thirty -two years, but continued advancements in communications technologies and the public's expectation of summoning emergency assistance regardless of device type or technology requires Bexar Metro to remain proactive in preparing for the future. We are now on the cusp of deploying Next Generation Core Services (NGCS) through the interconnection of our ESINet infrastructure to a national NGCS platform. This interconnection to multiple, geographically diverse core sites will provide access to software and specialized databases required to process 9 -1 -1 emergency requests in the next generation environment and provide enhanced redundancy of call processing controls. Each independent core site is capable of load sharing and automatic, transparent failover should a network or technical issue render a node inoperable. The NGCS solution provides the following National Emergency Number Association (NENA) i3 compliant core services: • Redundant Border Control Functionality (BCF) for system security and intrusion detection • Emergency Call Routing Function (ECRF) and Emergency Service Routing Proxy (ESRP) for enhanced call selective routing • Emergency Service Routing Proxy (ESRP) to support legacy tabular and future GIS- based call routing using Bexar Metro's sub -meter accurate GIS files • Policy Routing Functions (PRF) to support preplanned routing changes based on specific call conditions or contingency scenarios • Fully integrated Text- to -9 -1 -1 control services NGCS not only facilitates the transition to the next generation of 9 -1 -1 multimedia services, to include voice, text, and video, but also provides a diverse, fully tolerant, high availability selective routing system with no single points of failure. The District's ability to better detect, mitigate, and protect against cyber security threats is paramount as we continue our transition into NGCS and an all IP- enabled network. Evolution of IP -based 9 -1 -1 components, interfaces with outside data sources, and the position of 9 -1 -1 as a rich target for hackers, requires Bexar Metro to establish a solid, defensible security posture prior to the transition from the "closed" legacy environment to fully IP -based ESINet with NGCS. The first phase of a multi -year cyber security and protection project planned for FY2020, partially funded by a Federal 9 -1 -1 Grant administered by the Commission on State Emergency Communications (CSEC), will enhance the District's ability to identify and defend against cyber threats. The creation of a Network Security Operations Center (NSOC) will provide staff with the tools necessary to maintain 9 -1 -1 system reliability and allow for a proactive response to network anomalies or cyber security threats. A vulnerability assessment will help identify gaps in security and establish a plan to mitigate future occurrences. The overarching goal of the NGCS and cyber security initiatives is to enhance and protect the mission critical 9 -1 -1 network to better facilitate the delivery of emergency requests for service and ultimately expedite emergency response. Total Operations and Maintenance (O &M) expenditures will increase by 33.45 percent to $13,479,853 in the upcoming year due to costs directly associated with the deployment of NGCS and implementation of cyber security protective measures. The District's strategy is to attract and retain qualified individuals capable of maintaining Bexar Metro's specialized public safety critical networks and equipment. The FY2020 budget personnel line item increased by 2.93 percent to $3,164,046. This increase includes a modest cost of living adjustment for current staff. The addition of a Cisco - certified Network Security Engineer is proposed for FY2020 to provide network engineering support and design the cyber security architecture required to protect our critical networks. The 9 -1 -1 telecommunicator is the first person on the scene of an emergency. Our goal is to ensure these individuals have the tools and skills required to facilitate a quality response. The District's Education and Training Program continues to expand with the addition of multiple classes on Texas Commission on Law Enforcement (TCOLE) mandated TCIC /NCIC and TLETS training. A budget increase of 2.51 percent is proposed for FY2020 to provide additional educational opportunities for 9 -1 -1 telecommunicators, to include additional instruction on cyber security awareness and courses to combat the physical and emotional fatigue often experienced by PSAP personnel. In addition to the implementation of an NSOC, other proposed FY2020 capital expenditures include a project to enhance the 9 -1 -1 network infrastructure at the Quarry Run Regional Operations Center for additional 9 -1 -1 system diversity and to provide increased operational flexibility during contingent operations. The current storage device architecture housing administrative and mission critical GIS data is approximately fifteen (15) years old. Funds are proposed to upgrade to a new data storage platform and migrate data to the new devices. Overall, funding for capital projects in the upcoming fiscal year decreased to $3,491,300. This represents a 20.13 percent reduction in capital expenditures over the current budget year. To maintain the District's pay -as- you -go policy and underwrite Capital Reserves, $1,935,000 will be transferred from Bexar Metro's fund balance to Capital Reserve accounts. Designated Capital Reserves are encumbered to fund capital replacement of 9 -1 -1 and other mission critical systems on a five -year cycle, support information technology upgrades, and provide funding for facility capital improvements. EXPENDITURES: The FY2020 budget total is $16,971,153. The budget includes $13,479,853 for O &M and $3,491,300 for capital improvements. Total proposed FY2020 expenditures reflect an increase of 17.25 percent, $3,096,653, over the current budget year, driven predominantly by O &M costs attributed to the NGCS project and launch of cyber security programs. This budget matches projected revenue and expense as required by Texas law. To ensure responsiveness and operational flexibility, the Executive Director may authorize the transfer of funds among budget line items if the overall annual budget amount remains unchanged. 11 Proposed Fiscal Year 2020 Budget Revenue Wireline Service Fees Wireless Service Fees Interest Earned Transfer from Reserves Data Center Revenue Miscellaneous Revenue Total Available Funds Expense $ 4,217,508 $ 11,200,000 $ 228,500 $ 1,012,645 $ 297,600 $ 14,900 $ 16,971,153 Proposed Fiscal Year 2020 Operations & Maintenance Personnel $ 3,164,046 Operations $ 7,936,782 Facilities $ 1,715,525 Education & Training $ 163,500 Contingencies $ 500,000 Total O &M Expense $ 13,479,853 Proposed Fiscal Year 2020 Capital Budget PSAP Upgrades $ 20,000 Saddletree Facility $ 115,000 Mission Critical Communications $ 535,000 IT /Network Systems $ 878,800 Quarry Run Facility $ 7,500 Transfer to Capital Reserves $ 1,935,000 Total Capital Expense $ 3,491,300 Total FY2020 Budget $ 16,971,153 BEXAR METRO 9 -1 -1 NETWORK Approved by the Bexar Metro Board this Twenty Second Day of May 2019. By, Name: ;/James C. Hasslocher Title: Chairman 9 BEXAR METRO 9 -1 -1 NETWORK 2018 ANNUAL REPORT To low "the Districts mission is to deploy and maintain a state-of-the-art 9-1 -1 emergency communication system that enables citizens in distress to quickly communicate their requests for police, fire, or emergency medicaCassistance; and to ensure member jurisdictions have the appropriate 9-1 -1 tools necessary to efficiently and accurately receive andprocess those requests." January 2019 MESSAGE FROM THE CHAIRMAN OF THE BOARD -L)-11 A On behalf of the Bexar Metro 9 -1 -1 Network Board of Directors and staff, I am proud to present to you the Bexar Metro Fiscal Year 2018 Annual Report. This publication provides accounting of Bexar Metro's Fiscal Year 2018 revenues and expenditures and an overview of the programs and services that we provided to member jurisdictions during the year. We believe that you will be impressed with the breadth and quality of emergency communication services that Bexar Metro provides to its constituents; the citizens of Bexar, Comal, and Guadalupe Counties. Accompanying this Annual Report is a copy of the financial auditor's report for Fiscal Year 2018. Please note that the Independent Accountants' Report on Financial Statements and Supplementary Information gave Bexar Metro an unqualified opinion, the best classification possible. I am especially pleased to report the Quarry Run Regional Operations Center continues its 24/7 support to its anchor tenant, the Bexar County Public Safety Communications Center. In addition, it seamlessly performed its role as backup PSAP for the City of San Antonio's Police and Fire Emergency Communications Centers and our remaining 18 District PSAPs. Bexar Metro welcomes your feedback and questions on the information provided in both the Annual Report and the Audit Report or any programs and services we provide. If you have questions or would like additional information, please do not hesitate to call the Bexar Metro administrative office at (210) 408 -3911. Thank you for your continued support of the Bexar Metro 9 -1 -1 Network. Sincerely, James C. Hasslocher Chairman 1 THE BOARD OF DIRECTORS The authority for the Bexar Metro 9 -1 -1 Network is Texas Health and Safety Code, Chapter 772, Subchapter D, Section 772.301 — formerly Vernon's Annotated Civil Statutes Article 1432e, as approved by the Texas 69th Regular Legislative Session in Senate Bill 750 on May 21, 1985; and subsequently approved by a local election on January 17, 1987. The Bexar Metro Board is the governing body appointed by member counties and municipalities; and has the statutory authority to control and manage the District by providing oversight of policy and fiscal matters. The Executive Director of Bexar Metro is appointed by the Board and is responsible for the overall management of District matters. The following is a list of the current Board members and the entities that they represent: James C. Hasslocher (Chairman) Stephen R. Schneider Sherman Krause Dudley Wait Heberto Gutierrez William McManus Cathy C. Talcott Suzanne de Leon Bexar County Bexar County Comal County Guadalupe County City of San Antonio City of San Antonio City of New Braunfels Bexar County Council of Mayors Jimmy C. Stephen R. Judge Sherman Dudley Wait Heberto Chief William Kathy C. Suzanne Hasslocher Schneider Krause Gutierrez McManus Talcott de Leon 2 OUR MISSION As the Bexar Metro 9 -1 -1 Network Chief Executive Officer, it is my privilege to be the chief executive responsible for the overall operations of the District. With direction and support from the Board, it is my responsibility to secure and manage the necessary financial, staff, technical, and operational resources necessary to lead Bexar Metro to successfully accomplish the following mission: The District's mission is to deploy and maintain a state -of -the -art 9 -1 -1 emergency communication system that enables citizens in distress to quickly communicate their requests for police, fire, or emergency medical assistance; and to ensure member jurisdictions have the appropriate 9 -1 -1 tools necessary to efficiently and accurately receive and process those requests. The Bexar Metro staff is a highly effective and experienced team of 9 -1 -1 professionals dedicated to providing our constituents with the most effective and efficient 9 -1 -1 emergency communication services available. The staff consists of a team of Subject Matter Experts that complement each other in the District's provision and management of one of the top 9 -1 -1 systems in the country. We are fortunate to have such a strong support staff. The following page provides you with an illustration of the Bexar Metro staff structure. This annual report will provide you a synopsis of a few accomplishments and services that Bexar Metro provided its citizens and member jurisdictions during fiscal year 2018. The latest information on the Quarry Run Regional Operations Center and its continued impact District -wide is included as well. The report also summarizes revenues and expenditures that were necessary for successful operations and my sworn statement affirming that the 2018 financial summary provided is true and accurate. If you would like additional information, please call the Bexar Metro administrative office at (210) 408 -3911. We will be glad to assist. W. H. Buchholtz Chief Executive Officer 3 �A Director, Financial and Administrative Operations ORGANIZATIONAL CHART Chief Executive Officer Bill Buchholta Executive Director Mike Pedigo Chief Operations Officer Brett Schneider pirector,Facility Director, Specialist, Specialist, Director, Data Services Technical Training and Integrity Operations PSAP Support Education Robert Mosher Sharon Nichol - ScottAdams Leigh McLennan peneraWhite Jost Chief Director, Administrative Regulatory Officer Affairs Eddie Taylor Richard Muscat Chief Operations Officer Brett Schneider pirector,Facility Director, Specialist, Specialist, Director, Data Services Technical Training and Integrity Operations PSAP Support Education Robert Mosher Sharon Nichol - ScottAdams Leigh McLennan peneraWhite Jost Specialist, Administrative Pro'ect Mana er, 1 g S ecialist, P Manager, Specialist 1, Specialist ll, Administrative Financial and Superintendent, Professional, Specialist, Administrator, IT Technical Technical Geospatial Geographic Geographic Professional Administrative Facility Services Facility Services Facility Services Systems 0 erations 0 erations Operations Information Information Roxanne Rothery Operations Whit Runion Oaniel Pena April Lee P P Cary Systems Systems Allison Traylor Erica Salinas Mike Riggs Allen Guido Brandenburg Mandy Martin Lisa Ravenwood OUR RESPONSIBILITIES As the 9 -1 -1 world changes, Bexar Metro continues to work diligently to evolve with it. To that end, Bexar Metro continues to maintain a highly experienced and competent staff to meet District needs. We have retained senior staff members who've been with us since the early days, some even before 9 -1 -1 as we know it was fully implemented. Those team members built databases, developed the District digital map from scratch, installed various iterations of 9 -1 -1 CPE and networks, and set the foundation in -place which makes ours one of the leading 9 -1 -1 entities in the Nation. We are very proud of our accomplishments but we refuse to rest on our laurels. We've also been mindful over time that additional skillsets are required if we are to continue to stay out in front. We've been very selective and are fortunate to have added additional talent to our team. That said, we recognize it's very important that Bexar Metro's new hires share the core values that have made the team successful. Bexar Metro's screening process has proven useful and ensures new staff continues to meet our stringent background and security requirements as we bolster our knowledge base. Our natural and adaptive behaviors and motivator assessments ensure the District's culture is preserved and the mission is achieved daily. Bexar Metro Staff escorting CSEC (Commission State Emergency Communications) members during a regional meeting hosted by Bexar Metro at Quarry Run. Bexar Metro Staff at the 2018 Texas Public Safety Conference, hosted by TX APCO and TX NENA. ( "Out of this World," Sci -Fi theme) I� Our group is cohesive and together has established a set of shared core values. Those include Accountability, Honesty /Integrity, Commitment to Service, Service Excellence, and Agility /Adaptability. We use these as a baseline with which we measure our successes as we accomplish our goals and our objectives. Though our staff is relatively small, that size doesn't directly mirror our scope or responsibility. In addition to the 21 PSAPs and 40 jurisdictions we support, we are also directly responsible for successful 9 -1 -1 call delivery for more than 1.8 million calls annually, and to the more than 2 million citizens we serve. We proudly accept that responsibility and it guides our focus each day. 6 MEMBER JURISDICTIONS COMAL COUNTY BEXAR COUNTY ♦ ALAMO HEIGHTS ♦ BALCONIES HEIGHTS ♦ CASTLE HILLS ♦ CHINA GROVE ♦ CONVERSE ♦ COUNTY OF BEXAR ♦ ELMENDORF ♦ FAIR OAKS RANCH ♦ GREY FOREST ♦ HELOTES ♦ HILL COUNTRY VILLAGE ♦ HOLLYWOOD PARK ♦ KIRBY ♦ BULVERDE ♦ COUNTY OF COMAL ♦ GARDEN RIDGE ♦ NEW BRAUNFELS ♦ SPRING BRANCH ♦ LEON VALLEY ♦ LIVE OAK ♦ OLMOS PARK ♦ SAN ANTONIO ♦ SANDY OAKS ♦ SHAVANO PARK ♦ SOMERSET ♦ ST HEDWIG ♦ TERRELL HILLS ♦ UNIVERSAL CITY ♦ VON ORMY ♦ WINDCREST 6 GUADALUPE COUNTY ♦ CIBOLO ♦ COUNTY OF GUADALUPE ♦ KINGSBURY ♦ MARION ♦ NEW BERLIN ♦ SANTA CLARA ♦ SCHERTZ ♦ SEGUIN ♦ SELMA / ♦ STAPLES f PSAP SERVICE AREAS BALCONIES HEIGHTS PD BEXAR COUNTY:SHERIFF -CASTLE HILLS PD COMAL COU NTYSHE RIFF GUADAWPE COUNTYSHE H ELOTES PD J&SAFT. SAM HOUSTON JIMA LACKLAN D NEW BRAUNFELSPD AN ANTONIO PD FIREfEMS SCHERTZ PD SEGUIN PD RIFF = UNIVERSAL �CITY PD UTSA PD WIN DCREST PD BEXAR METRO 9 -1 -1 NETWORK PSAP MAP UPDATES The Bexar Metro 9 -1 -1 digital map is updated daily to ensure an accurate reflection of addresses, streets, and boundaries are represented seamlessly for Bexar, Comal, and Guadalupe Counties. Currently, throughout the three - county region, there exist approximately 123,000 street segments, 773,000 address points, and 500 polygons which are populated with municipal, unincorporated, and emergency service zone (ESZ) areas. Numerous map changes flow in from plat recordation and various addressing coordinator updates from across the District. Each plat is processed in -house and validated to ensure characteristics for house number, street name, address range, ESZ, and county are populated correctly to enable accurate 9 -1 -1 call map display at each Public Safety Answering Point (PSAP). Also, all address and street modifications are validated against the Master Street Address Guide (MSAG) database to ensure proper routing of 9 -1 -1 calls to each PSAP. Bexar Metro GIS staff are able to distribute map updates faster due to a recent upgrade to the Vesta 9 -1 -1 map during fiscal year 2018. There are 214 clients to update every 45 days, and the process has evolved from manually updating each PSAP with media to sending data across a network housed at Quarry Run and Brooks data centers, known as System 1 A/1 B and System 2A /2B. Data transfer is simpler now with multiple AT &T Switched Ethernet circuits (ASE) which serve as a backbone to transport map data to each 9 -1 -1 call center in an efficient manner. The map update is initialized from our Quarry Run facility using a map publisher to detect changes and rebuild spatial searches. Data is then distributed via a Datasync Server to all PSAPs on System 1. Another scheduled job is utilized to synchronize updates to Brooks and all System 2 PSAPs. Map updates are coordinated and timed more frequently in the event a boundary changes due to the following reasons: • Annexation - City limits expand and require an update to existing information at the PSAP. • Deannexation - Annexed areas may be swapped with another entity, which in turn creates an area of responsibility revision for adjacent municipalities or unincorporated regions. • Service Boundary change - Fire or EMS boundaries can change throughout the region, and map updates are used to facilitate a smooth transition for 9 -1 -1 call delivery and response. • PSAP commission /decommission or change - The responsibility of 9 -1 -1 call answering can change and a map update represents a newly assigned PSAP for a specific territory. During the 2018 fiscal year there were 10 annexations, 6 voluntary annexations, and 6 service boundary changes within the three - county area. Regardless of jurisdiction, changes were handled with quick communication and timely updated information to each PSAP. The edits were processed in a Geographic Information System (GIS) and disseminated to the proper jurisdiction to aid in 9 -1 -1 call delivery and map display. 8 *Representation of the new Vesta 9 -1 -1 map 9 -1 -1 CLASS OF SERVICE TRACKING The National Emergency Number Association (NENA) defines class of service as a designation of the type of telephone service used to generate a 9 -1 -1 call, e.g. residential, business, coin, wireless. Public Safety Answering Points (PSAPs) in the Bexar Metro 9 -1 -1 Network received over 1.8 million requests for service during the 2018 fiscal year. Each 9 -1 -1 request for service is tracked by a unique class of service code that allows a telecommunicator to determine basic information from the device used to generate each 9 -1 -1 call. Bexar Metro staff combines different codes delivered into the PSAP to create a class of service report using seven categories which give a yearly accrual and snapshot of residential, business, coin, wireless, telematics, text, and Voice over Internet Protocol (VoIP). Currently, classification codes clarify the following situations about a 9 -1 -1 call. • Wireless and VoIP calls are classified differently to help determine the expected level of location accuracy. The 9 -1 -1 caller could be fixed, mobile, or nomadic VoIP. • The 9 -1 -1 customer premise equipment can use a different class of service to aid in mapping a call based on x, y coordinates or the civic location. • Each classification can aid in how a telecommunicator handles delivery of a 9 -1 -1 call from commercial buildings versus a single - family residence or dispatching a 9 -1 -1 hang up call with no answer on callback. Our mobile society results in the majority of 9 -1 -1 calls being generated from a wireless device. On a yearly average, over 85% of 9 -1 -1 calls are wireless. The class of service types WRLS (cell tower location) and WPH2 (approximate caller location) associated with wireless call assist the call taker in determining the location accuracy of a mobile caller. For illustration purposes, the graph below depicts a categorized approach of 9 -1 -1 class of service types in Bexar, Comal, and Guadalupe Counties. 9 EVOLUTION OF 9 -1 -1 NG9 -1 -1 In November 1967, the Federal Communications Commission (FCC) met with the American Telephone and Telegraph Company to find a means of establishing a universal emergency number that could be implemented quickly. In 1968, the digits 9 -1 -1 (nine- one -one) were established as the emergency code throughout the United States. With Enhanced 9 -1 -1, or E9 -1 -1, local PSAPs were given the option and responsibility to purchase telephone answering equipment from the vendor of their choice, creating multiple platforms or systems available to any PSAP for answering emergency calls. Nearly thirty years later, new standards were announced for "Next Generation" or NG9 -1 -1 IP -based systems, marking the industries transition towards true IP "networks." Today's rapidly changing world of next generation 9 -1 -1 communications systems require supporting agencies and networks to adapt and evolve at a pace far greater than at any time in its nearly fifty years, and Bexar Metro is meeting these challenges. Throughout the second half of 2017 and much of 2018, Bexar Metro was busily upgrading the call taking customer premise equipment (CPE) for all the PSAPs in the three - county region, including our new headquartered operations facility at Quarry Run, and the Brooks City Base on the other side of town. This was a very different approach, taking the core of the system and moving it to a traditional hub - and -spoke type of client and server design, paving the way for NG9 -1 -1 IP -based call taking and call handling. With the new Vesta 9 -1 -1 system in place, we were able to create a redundant, robust core housed at both Quarry Run and Brooks, with each system serving to back up the other. Each agency has multiple consoles with the ability to connect to either site on either primary system, and layered survivability added with the ability to run off the site's secondary system in the event of any system -wide event. These new systems use IP Networking across new, diverse path ASE (or switched ethernet) circuits. This allows everything to be IP "addressable" which enables us to deliver more data and services such as video and text, across what used to be copper voice only lines. This will be further enhanced as we're moving to the ESI network which is fully IP -based to allow additional services, as well as agency -to- agency internetworking capabilities. Additionally, these upgrades over the past year are allowing Bexar Metro to serve new technologies and protect emergency calls with new standards. We've added Long Term Evolution (LTE) cellular communications to all of the PSAPs as a tertiary redundancy, we can host any PSAP at Quarry Run in a contingency or semi - permanent function, we're providing greatly improved analytical data with new tools and dashboards, and we have the ability to expand our standard telephone systems to true "enterprise" grade for easily communicating and transferring non - emergency voice calls. 10 All these upgrades and enhancements are continually blurring the lines between 9 -1 -1 Emergency Networks and common IP -Based networks seen in traditional operations such as retail and banking. New Text- to -9 -1 -1 applications will become common place for consumers and callers, as will the need to support new media such as video and digital photographs. The forthcoming ESlnet will be a catalyst for much of the 9 -1 -1 future trends, and Bexar Metro plans to stay on the leading edge. As Bexar Metro advances these technologies, we will never lose sight of the importance of securing and protecting all that data. Like the tools we're putting in place to deliver new services, we'll be implementing the right toolsets to monitor and protect the network and its assets. Real -time visibility into data sets, networks and transport protocols, and endpoints will allow us to continually monitor and understand our systems and "normalize" behaviors in order to proactively address any anomalies. Given the scope and importance of securing both Bexar Metro and the public's data, we are partnering with some of the best resources available in cyber security in the government space. We'll be doing security assessments that span multiple networks and looking at the connections to various service providers — an area previously always assumed as secure. We've deployed a new type of system -level protection that prevents any unauthorized process from running on our clients. We are leveraging and supporting local companies that have headquarters here in San Antonio, contributing to the local economy and supporting local employment opportunities beyond our doors. Bexar Metro Network is forging ahead with no signs of slowing down! 11 Training And Education As part of our continued efforts to meet local telecommunicator training needs, Bexar Metro staffed a full -time trainer in late 2017. Bexar Metro is dedicated to fund, develop and implement various training and educational programs. In 2018, 578 telecommunicators attended various types of training to support their high- demanding occupation and meet all state and federal requirements. Here is an example of courses offered: Telecommunicator Spanish Basic Telecommunicator Active Shooter Stress Management 9 -1 -1 Liability Additionally, Bexar Metro's Training and Education Program was able to provide state and federally mandated courses more often to accommodate the grueling schedules of the telecommunicators. Here are a few of the mandated courses: TCIC /NCIC TLETS /NLETS Crisis Communications TDD /TTY Bexar Metro staff also conducted in -house training on the following mission critical systems: Vesta 9 -1 -1 Analytics Regional Emergency Alert Network (REAN) Training Hours 8,000 7,000 6,000 5,000 4,208 3,953 4,000 3,620 3,000 2,000 1,000 0 2015 2016 2017 • Year 7,308 2018 12 OPERATIONS 22% TCOLE 20% ')v1.p.et M FACILITY OPERATIONS Bexar Metro Facility Operations strives for excellence while staying under the radar. We have many tasks that fall under the Facilities umbrella, which include disaster planning and readiness for the facility and its tenants. These preparations helped the Quarry Run Regional Operations Center make it through its first winter. Facility Operations participated in many tours this year; foremost, was the Commission on State Emergency Communications (CSEC). Other organizations that toured the facility include; Bexar County Sheriff Office (BCSO) Explorers; City of San Antonio Transportation Security Administration (TSA); City of Austin Communications Services Division and the Texas Department of Public Safety Communications and Operations Administrators, as well as several surrounding Emergency Communication Districts from south and west Texas.. The Facilities staff has grown with the addition of a Maintenance Specialist to help with the upkeep of the facility as demands grow each year. Projects completed by our staff include the oversight of renovations at the Bexar Metro Saddletree Court location, including an upgrade of the security and camera systems. The Quarry Run facility has undergone the overhaul of the chilled water pump valves, increased capacity of both the electrical and the cooling system in the data center, and added lightning protection to the exterior gates. Projects come and go but our focus and dedication is always to provide customer service to our member jurisdictions, our tenants, and our fellow Bexar Metro teammates in support of the Bexar Metro mission. 13 BEXAR METRO 2018 BUDGET SUMMARY More than 99 percent of the total funding for the Bexar Metro 9 -1 -1 Network ( Bexar Metro or District) is generated by emergency service fees on telephone services, including traditional wireline, wireless, private switch and Voice over Internet Protocol (VoIP). These small monthly service fees, collected on behalf of the District by telephone service providers in Bexar, Comal, and Guadalupe counties, fund the planning, implementation, operations, and maintenance of one of the premier Enhanced 9 -1 -1 systems in the Nation. The Bexar Metro annual budget is adopted by its Board of Directors each year after the governing bodies of each of the 40 member jurisdictions have had the opportunity to review, consider, and approve a draft version. Budget expenditures required for the 9 -1 -1 operation are divided into two primary sections; the Operations and Maintenance (O &M) expenditures, and the Capital expenditures. The O &M expenditures provide for the ongoing management of existing operations while the Capital expenditures, including funds transferred from the capital reserve fund, provide for current and future enhancements to District Operations. The District's Capital Reserve Fund is set aside for those enhancements. Currently, the majority of the Bexar Metro Capital Reserve Fund is dedicated for the deployment of a Next Generation 9 -1 -1 system that will support the operations of all 21 PSAPs currently served by the District. Bexar Metro has, from the start, adhered to a policy of sound fiscal planning and management and has never borrowed funds. Because of strong leadership, the District is in a strong fiscal position to meet its future obligations while continuing to enhance the services it provides to the citizens it serves. 14 Bexar Metro 9 -1 -1 Network District Fiscal Year 2018 Budget Summary FY 2018 Budget FY 2018 Actual Revenue 9 -1 -1 Service Fee Revenue $ 13,517,400.00 $ 13,237,218.00 Interest Income $ 34,600.00 $ 200,855.50 Miscellaneous $ 12,000.00 $ 41,372.42 Total Revenue $ 13,564,000.00 $ 13,479,445.92 Planned Reserve Transfer $ 6,971,000.00 $ 3,451,427.50 Previous Year Carry -Over $ - $ - Total Funds Available $ 20,535,000.00 $ 16,930,874.00 Expenditures Personnel Services $ 2,755,000.00 $ 2,538,119.32 Operations $ 6,468,000.00 $ 5,415,335.00 Facilities $ 1,520,000.00 $ 1,209,234.03 Education and Training $ 142,000.00 $ 119,097.37 Contingencies $ 500,000.00 $ 250,000.00 Total O &M Expenses $ 11,385,000.00 $ 9,531,785.72 Capital Expense $ 9,150,000.00 $ 7,399,088.00 Capital Reserve $ - $ - Total Capital Expense $ 9,150,000.00 $ 7,399,088.00 Total Expenditures $ 20,535,000.00 $ 16,930,873.72 The Budget Summary utilizes a cash basis for accounting. The accompanying Audit Report differs slightly because it utilizes an accrual basis. 15 SWORN STATEMENT STATE OF TEXAS COUN-FY OF BE AR Before me, the undersigned personally appeared and stated, I, W-H. But hholtz, Chief Executive Officer of the Bexar Metro 9 -1 -1 Netwodk, do solemnly swear that tt)e (allowing Fiscal Year .2018 Budget Summary of revernues and expenditures is a true and correct report of the financial activities of the District foz the fiscal year ending September 30, 2{]18.. W.H. Bechhoftz. Chief Executive Officer Sworn to and subscribed this day or rr6- 2318. , -'7 Y V,VIyn JULosoA LQUYA Notary 'Public in and for the to of Texas uy 0[immivan EVIM My Commission Expires: September 6. 2019 16 Bexar Metro 9 -1 -1 Network 911 Saddletree Court, San Antonio, Texas 78231 -1523 210 - 408 -3911 Telephone BKD CPAs & Advisers Board of Directors Bexar Metro 9 -1 -1 Network San Antonio, Texas 10001 Reunion Place, Suite 400 1 San Antonio, TX 78216 -4137 210.341 .9400 1 Fax 210.341.9434 1 bkd.com Independent Auditor's Report We have audited the accompanying financial statements, which are comprised of the statement of net position as of September 30, 2018, and the related statements of revenues, expenses and changes in net position and cash flows for the year then ended and the related notes to the basic financial statements, as listed in the table of contents, of Bexar Metro 9 -1 -1 Network, (formerly, Bexar Metro 9 -1 -1 Network District). Management's Responsibility for the Financial Statements Management is responsible for the preparation and fair presentation of these financial statements in accordance with accounting principles generally accepted in the United States of America; this includes the design, implementation and maintenance of internal control relevant to the preparation and fair presentation of financial statements that are free from material misstatement, whether due to fraud or error. Auditor's Responsibility Our responsibility is to express an opinion on these financial statements based on our audit. We conducted our audit in accordance with auditing standards generally accepted in the United States of America. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the financial statements are free from material misstatement. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditor's judgment, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity's preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity's internal control. Accordingly, we express no such opinion. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of significant accounting estimates made by management, as well as evaluating the overall presentation of the financial statements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion. Praxity�: AT£MR£R ' GLOBAL ALLIWI BF INBEY €NB €Mr FIRMS Opinion In our opinion, the financial statements referred to above present fairly, in all material respects, the financial position of Bexar Metro 9 -1 -1 Network as of September 30, 2018, and the changes in its financial position and its cash flows, for the year then ended in accordance with accounting principles generally accepted in the United States of America. Other Matters Required Supplementary Information Accounting principles generally accepted in the United States of America require that the management's discussion and analysis and pension information as listed in the table of contents be presented to supplement the basic financial statements. Such information, although not part of the basic financial statements, is required by the Governmental Accounting Standards Board, who considers it to be an essential part of financial reporting for placing the basic financial statements in an appropriate operational, economic or historical context. We have applied certain limited procedures to the required supplementary information in accordance with auditing standards generally accepted in the United States of America, which consisted of inquiries of management about the methods of preparing the information and comparing the information for consistency with management's responses to our inquiries, the basic financial statements and other knowledge we obtained during our audit of the basic financial statements. We do not express an opinion or provide any assurance on the information because the limited procedures do not provide us with sufficient evidence to express an opinion or provide any assurance. Supplementary Information Our audit was conducted for the purpose of forming an opinion on the financial statements that collectively comprise Bexar Metro 9 -1 -1 Network's basic financial statements. The management's discussion and analysis pension information, and introductory section as listed in the table of contents, are presented for purposes of additional analysis and are not a required part of the basic financial statements. The management's discussion and analysis and pension information is the responsibility of management and was derived from and relates directly to the underlying accounting and other records used to prepare the basic financial statements. Such information has been subjected to the auditing procedures applied in the audit of the basic financial statements and certain additional procedures, including comparing and reconciling such information directly to the underlying accounting and other records used to prepare the basic financial statements or to the basic financial statements themselves, and other additional procedures in accordance with auditing standards generally accepted in the United States of America. In our opinion, the management's discussion and analysis and pension information is fairly stated, in all material respects, in relation to the basic financial statements as a whole. The introductory section has not been subjected to the auditing procedures applied in the audit of the basic financial statements, and accordingly, we do not express an opinion or provide any assurance on it. April 9, 2019 San Antonio, Texas Basic Financial Statements and Management's Discussion and Analysis for State and Local Governments. r4_ ,1 7 I If Personnel Services Network Operations and Maintenance Professional Services Education and Training Facility and Administrative Maintenance Supplies and Materials Public Education Furniture and Equipment Retirement Expense proposed Revenues Expenses Nonoperating Revenues — 10 New Technologies 11 See Notes to Financial Statements 12 See Notes to Financial Statements 13 See Notes to Financial Statements 14 Nature of Activities Basis of Accounting Cash Equivalents Accounts Receivable Property and Equipment Deferred Inflows and Outflows of Resources 15 Net Position Operating and Nonoperating Revenues Income Tax Defined Benefit Pension Plan 16 Bexar Metro 9 -1 -1 Network Notes to Financial Statements September 30, 2018 Pension Plan members are required to contribute 7 percent of their annual covered salary. The District is required to contribute at an actuarially determined rate consisting of a normal cost rateand unfunded actuarially accrued liability rate. For purposes of measuring the net pension liability /asset, deferred outflows of resources and deferred inflows of resources related to pensions, and pension expense, information about the fiduciary net position of the Plan and additions to /deductions from the Plan's fiduciary net position have been determined on the same basis as they are reported by the Plan. For this purpose, benefit payments (including refunds of employee contributions) are recognized when due and payable in accordance with the benefit terms. Investments are reported at fair value. Estimates in the Financial Statements The preparation of financial statements in conformity with accounting principles generally accepted in the United States of America requires management to make estimates and assumptions that affect the reported amounts of assets, deferred outflows of resources, liabilities and deferred inflows of resources and disclosures of contingent assets and liabilities at the date of the financial statements and the reported amounts of revenues and expenses during the reporting period. Actual results could differ from those estimates. Revenue Recognition Service fee revenues are recognized when earned for both landline and wireless fees. Risk Management The District is exposed to various risks of loss from torts; theft of, damage to and destruction of assets; errors and omissions; employee injuries and illnesses; natural disasters; and employee health, dental and accident benefits. Commercial insurance coverage is purchased for claims arising from such matters. Note 2: Economic Dependency and Concentration of Credit Risk Service fees are levied by the District on telephone customers within the participating jurisdictions. These fees are collected from customers and remitted to the District by the telephone companies providing services to the area. All service fees receivable are derived from these sources and management believes all are fully collectible. There are currently four incumbent local exchange carriers serving the District as well as numerous competitive local exchange carriers and private switch providers. See Notes to Financial Statements 17 m Plan Description Benefits Provided Contributions Membership 20 Net Pension Asset Assumptions 21 Rate of Return on Pension Plan Investments Discount Rate 22 Sensitivity to Interest Rate Change Pension Expense Deferred Outflows and Inflows of Resources 23 Bexar Metro 9 -1 -1 Network Notes to Financial Statements September 30, 2018 Capital Lease Obligations The District is obligated under leases accounted for as capital leases. The escrow deposit which was funded by the capital lease at September 30, 2018, totaled $3,492,430, net of accumulated depreciation of $2,077,609. Interest over the term of the lease of $151,912 was paid by the equipment vendor under a special financing promotion. Therefore, no interest payments are included in the payment schedule. The following is a schedule by year of future minimum lease payments under the capital lease as of September 30, 2018: Year Ending September 30, 2019 $ 678,231 2020 627,592 Total minimum lease payments $ 1,305,823 25 2 Agenda No. 3. CITY COUNCIL MEMORANDUM City Council June 11, 2019 Meeting: Department: Police Department Subject: Resolution No. 19 -R -70 - Consideration and /or action authorizing a resolution by the City Council of Schertz for purchases up to $95,000 with WatchGuard Video for vehicle and officer recording systems. (C. Kelm/M. Hansen) BACKGROUND In December of 2018 the Police Department purchased seven (7) 2019 Ford Explorers PIU vehicles to add to or replace Patrol vehicles. The vehicle and Officer WatchGuard vehicle and body cameras. The WatchGuard camera system provides a much more comprehensive way to accurately record, catalog and store Police interactions and events. The WatchGuard system is designed for the "in -car" video to work in combination with body worn cameras. GOAL To obtain authorization from City Council to purchase WatchGuard recording systems in an amount not to exceed $95,000. This amounts will allow for the planned purchase and any small unforeseen expenditures that occasionally occurs with such projects. COMMUNITY BENEFIT The new recording system will benefit the public by producing more evidence to aid in prosecution and giving more perspective of our Officers interactions with the public and our Citizens. SUMMARY OF RECOMMENDED ACTION Staff recommends that Council authorize the purchases of the recording equipment at a not to exceed amount of $95,000. FISCAL IMPACT Funds for this project have been budgeted through the General Fund and through donations from Santikos Entertainment. No additional funds are being requested. RECOMMENDATION Approval of Resolution Attachments Resolution 19 -R -70 RESOLUTION NO. 19 -R -70 A RESOLUTION BY THE CITY COUNCIL OF SCHERTZ FOR THE PURCHASES UP TO $95,000 WITH WATCHGUARD VIDEO FOR VEHICLE AND OFFICER RECORDING SYSTEMS. WHEREAS, the Schertz Police Department has a need to purchase recording systems to outfit new Ford Explorers and Officers; and WHEREAS, the Schertz Police Department has done due diligence in researching what emergency vehicle equipment is required to fit the needs of the department, to obtain the best pricing and to provide the best quality of emergency vehicle equipment that ensures longevity in its use; and WHEREAS, the Schertz Police Department has chosen WatchGuard Video, a BuyBoard National Purchasing Cooperative vendor, for the purchase of this equipment; and WHEREAS, the HGAC Purchasing Cooperative is a national online purchasing cooperative formed between the National School Boards Association and several state school boards associations, developed to comply with state laws which require government entities to make purchases through a competitive procurement process; and WHEREAS, HGAC gives public entities the advantage of leveraging the cooperative's ability to obtain bulk discounts, combined with the ease of online, web -based shopping and ordering; and WHEREAS, purchases under the cooperative programs meet the requirements under the Texas Local Government Purchasing Code rule for cooperative purchases as adopted by the City of Schertz Resolution 11 -R -41 on August 30, 2011 amending the City's purchasing policy; and WHEREAS, the BuyBoard National Purchasing Cooperative is a national online purchasing cooperative formed between the National School Boards Association and several state school boards associations, developed to comply with state laws which require government entities to make purchases through a competitive procurement process; and WHEREAS, BuyBoard gives public entities the advantage of leveraging the cooperative's ability to obtain bulk discounts, combined with the ease of online, web -based shopping and ordering; and WHEREAS, purchases under the cooperative programs meet the requirements under the Texas Local Government Purchasing Code rule for cooperative purchases as adopted by the City of Schertz Resolution 11 -R -41 on August 30, 2011 amending the City's purchasing policy; and WHEREAS, the City of Schertz will fund the purchase of emergency vehicle equipment through the city's general fund. 50234811.1 A -1 WHEREAS, the City Council has determined that it is in the best interest of the City to contract with WatchGuard Video. THAT: BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SCHERTZ, TEXAS Section 1. The City Council hereby authorizes the purchases from WatchGuard Video, in the amount not to exceed NINETY -FIVE THOUSAND ($95,000.00). Section 2. The recitals contained in the preamble hereof are hereby found to be true, and such recitals are hereby made a part of this Resolution for all purposes and are adopted as a part of the judgment and findings of the City Council. Section 3. All resolutions, or parts thereof, which are in conflict or inconsistent with any provision of this Resolution are hereby repealed to the extent of such conflict, and the provisions of this Resolution shall be and remain controlling as to the matters resolved herein. Section 4. This Resolution shall be construed and enforced in accordance with the laws of the State of Texas and the United States of America. Section 5. If any provision of this Resolution or the application thereof to any person or circumstance shall be held to be invalid, the remainder of this Resolution and the application of such provision to other persons and circumstances shall nevertheless be valid, and the City Council hereby declares that this Resolution would have been enacted without such invalid provision. Section 6. It is officially found, determined, and declared that the meeting at which this Resolution is adopted was open to the public and public notice of the time, place, and subject matter of the public business to be considered at such meeting, including this Resolution, was given, all as required by Chapter 551, Texas Government Code, as amended. Section 7. This Resolution shall be in force and effect from and after its final passage, and it is so resolved. PASSED AND ADOPTED, this 1 It" day of June 2019. 50234811.1 A -2 CITY OF SCHERTZ, TEXAS Michael R. Carpenter, Mayor ATTEST: Brenda Dennis, City Secretary (CITY SEAL) 50234811.1 A -3 50234811.1 A -4 CITY COUNCIL MEMORANDUM City Council June 11, 2019 Meeting: Department: Human Resources Agenda No. 4. Subject: Resolution No. 19 -R -49 — Consideration and /or action approving a resolution authorizing the City Manager to enter into an agreement with Management Advisory Group International, Inc. to conduct a Classification and Compensation Study and other matters in connection therewith. (C. Kelm /J. Kurz) BACKGROUND Council approved money in the FY 18 -19 budget to conduct a second classification & compensation study. In additional to the goals listed below, study objectives include addressing some long outstanding compensation issues such as certification and incentive pay, as well as, considering solutions to the problems of lack of avenues for job progression and internal compression issues. Four key goals of the study: 1 Properly classifying positions in the City to reflect actual knowledge, skills, and abilities, as well as the essential duties of each position; 2. To have competitive compensation within Schertz's competing labor market and benchmark cities; I To promote internal and external compensation equity; and 4. To foster productive and tenured employees, in part, through a fair and balanced compensation system. At the direction of Council, the City released a Request for Proposals (RFP) for these services, and three proposals were received. Proposals were reviewed and scored based on criteria including qualifications and experience, company operational information, cost, reputation, capability, resources, and project design and strategy. After evaluation and review of all proposals, Management Advisory Group (MAG) was identified as the highest - ranking firm. MAG was invited to conduct a short presentation on the proposed study process and methodologies, and be available for questions from staff. Staff representatives from Police, Fire, EMS, Water, Drainage, Library, Finance, Human Resources and the City Manager's Office participated in the interview process and provided feedback on the firm. Upon conclusion of this process, City staff recommends Council approval of Resolution 19 -R -49 authorizing the City Manager to enter into an agreement with Management Advisory Group International, Inc. to conduct a Classification and Compensation Study. GOAL Conduct a comprehensive Classificaiton & Compensation Study in order to: 1 Properly classifying positions in the City to reflect actual knowledge, skills, and abilities, as well as the essential duties of each position; 2. To have competitive compensation within Schertz's competing labor market and benchmark cities; I To promote internal and external compensation equity; and 4. To foster productive and tenured employees, in part, through a fair and balanced compensation system. COMMUNITY BENEFIT By having properly classified positions and offering competitive total compensation packages, Schertz will be better situated in the market to recruit and retain top talent. Additionally, this comprehensive review will allow the City to address some long outstanding compensation and internal equity issues, in turn leading to increase employee morale and job satisfaction. SUMMARY OF RECOMMENDED ACTION Staff recommends Council approval of Resolution 19 -R -49 authorizing the City Manager to enter into an agreement with Management Advisory Group International, Inc. to conduct a Classification and Compensation Study. FISCAL IMPACT Approximately $42,000 was approved in the FY 18 -19 budget for this study. Proposed contract has a total not -to- exceed amount of $34,900. RECOMMENDATION Staff recommends Council approval of Resolution 19 -R -49 authorizing the City Manager to enter into an agreement with Management Advisory Group International, Inc. to conduct a Classification and Compensation Study. Attachments Resolution 19 -R -49 Proposed Contract Scope of Work C &C RFP Evaluation Summary RESOLUTION NO. 19 -R -49 A RESOLUTION BY THE CITY COUNCIL OF THE CITY OF SCHERTZ, TEXAS AUTHORIZING THE CITY MANAGER TO ENTER INTO AN AGREEMENT WITH MANAGEMENT ADVISORY GROUP INTERNATIONAL, INC. TO CONDUCT A CLASSIFICATION AND COMPENSATION STUDY AND OTHER MATTERS IN CONNECTION THEREWITH WHEREAS, The City of Schertz (the "City ") Compensation Philosophy requires on- going review of the City's classification and compensation structure; and WHEREAS, the City Staff has identified the necessity to conduct a professional classification and compensation study for the purpose of fulfilling four (4) key goals: 1. Properly classify positions in the City to reflect actual knowledge, skills, and abilities, as well as the essential duties of each position. 2. To have competitive compensation within Schertz's competing labor market and benchmark cities. 3. To promote internal and external compensation equity. 4. To foster productive employees, in part, through a fair and balanced compensation system; and WHEREAS, the City released an RFP and subsequently received three (3) bids and, based on the scoring, the highest- ranking firm, Management Advisory Group International, was interviewed; and WHEREAS, City staff hereby recommends that the City Council approve the selection of Management Advisory Group to conduct a classification and compensation study and to set the total contract scope and amount; and NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SCHERTZ, TEXAS THAT: Section 1. The City Council hereby authorizes the City Manager to execute an agreement with Management Advisory Group International in an amount not -to- exceed $34,900 to conduct a classification and compensation study. Section 2. The recitals contained in the preamble hereof are hereby found to be true, and such recitals are hereby made a part of this Resolution for all purposes and are adopted as a part of the judgment and findings of the City Council. Section 3. All resolutions, or parts thereof, which are in conflict or inconsistent with any provision of this Resolution are hereby repealed to the extent of such conflict, and the provisions of this Resolution shall be and remain controlling as to the matters resolved herein. Section 4. This Resolution shall be construed and enforced in accordance with the laws of the State of Texas and the United States of America. Section 5. If any provision of this Resolution or the application thereof to any person or circumstance shall be held to be invalid, the remainder of this Resolution and the application of such provision to other persons and circumstances shall nevertheless be valid, and the City Council hereby declares that this Resolution would have been enacted without such invalid provision. Section 6. It is officially found, determined, and declared that the meeting at which this Resolution is adopted was open to the public and public notice of the time, place, and subject matter of the public business to be considered at such meeting, including this Resolution, was given, all as required by Chapter 551, Texas Government Code, as amended. Section 7. This Resolution shall be in force and effect from and after its final passage, and it is so resolved. PASSED AND ADOPTED, this 11th day of June, 2019. ATTEST: City Secretary, Brenda Dennis (CITY SEAL) CITY OF SCHERTZ, TEXAS Mayor, Michael R. Carpenter -2- SECTION 2.0 WORK PLAN copyright 2018 i Section 2.0 — Project Approach /Methodology We have read the RFP carefully and confirm we understand the nature of services requested. Broadly, steps in the process include: Step 1: Project Initiation and Data Requirements Initial Upon agreement to proceed, MAG's study team will meet with Meetings our City project manager and formulate the Task Completion List with input from our management partner; typically this is HR and the key departmental staff. MAG can also meet with other appropriate personnel to request background information, review the objectives of the study, and discuss concerns and issues. We discuss compensation history, study goals, and all related project scope issues of importance. Step 2: At the outset of the Department Head study MAG Input representatives and our HR partners will meet with Executive Leadership staff, and Department Heads to communicate goals and objectives. Supervisors will also be provided with an "Administrative Issues" form, which will guide them in providing feedback on problem areas or concerns and to identify positions in need of review. We will discuss: Data Required ➢ Current Employee & Payroll Data ➢ Organization Charts ➢ Pay and Classification Plan ➢ Salary Schedules ➢ Personnel Policies An overview of the study goals and objectives, thereby ensuring staff are apprised of the City's intentions to maintain a competitive salary system; The study approach and critical aspects of the project so staff is made aware of and understands the project's important milestones and schedule, as well as their contribution to adhering to established timelines; and, Copyright 2019 2 -1 Z An opportunity to ask general questions pertaining to the project so that concerns can be addressed at the outset of the study. Step 3: External Market Review of Position Classifications We cooperatively develop the market salary survey instrument, provide the survey instrument and target list to HR for review, comment, and suggestions, and contact target organizations to solicit survey participation. The survey instrument will be customized to meet your needs. MAG will work with our City partners to identify and fine tune both the survey targets as well as the list of represented benchmark positions for each of the occupational families. Benchmarks are carefully chosen in concert with City staff. MAG prefers to conduct salary surveys on -line via our custom internet survey, but alternative formats (hard copy, email & facsimile) are also available. For your study, MAG will use the identified sources of data and manage the input directly into our Market Manager® software program. � r� =: .:� �n. �, r:�•4�r, x I'SAMPLE CLIENT '1 _ � I Select Database Market Manager► Edt S- wTargms / .® EdlSaveyJO6 (]asses gam' Spreadsheets VA" Enter Survey Resub aY�BaaetaaBaa 4RaemaYt.... M`atlailatlaL am Edit Gf01pdSLtgmtp Reports, - General Reports Restft Remove O Values and I Populate Results Tale Blank Titles From R-ft I wph Blank Titles Upload To Web Transfer Survey Results to OA Backmd Populate Benefits Charts Download Web Results atoll BadW M Path►FBename MM Rwt vd Verslan 6-2 -2016 • IM peon lksntpUans ODE. 4kTOP- 9BQ791 19�Y- Drtu�vropgSal.fgppaa711�tF�II AMY= ' �. M!9 and Full tlms A Camp Reportl5 Y ONIV Copyright 2019 2 -2 Survey Instrument Content Each survey instrument is pre - populated with the following information for review by the target organization: • Job class title. ■ A succinct description of the job class. Required qualifications of the job class. We will then enter the following survey data into Market Manager ®: The respondents matching title and degree of match; Minimum, mid -point and maximum pay ranges; Any notes from MAG staff or respondents regarding differences between the City's and respondent's job class. An Excel survey document is produced and provided to the target agencies for completion. SAMPLE SALARY SURVEY Me Cat W. P¢;�arxet Ipas U* Anfd I r' 0— - a ® ® Qi ..h Favprta: a mesa 6 GC A -- Adde'i� 4D htti,41 se Lt+, mITI I ®yafaxpapd - pJmapa - €351 - tussles - AW -111a - Ora - Selected Benchmark Classifications A Salary Survey for Valued Client Respondent : Select Organitalions Contact :Select Repmeerdetiret Address : Regional and Nation) Locations Title :H.R. Otgcers City: U.S. Cities Phone slate: ❑Edit Brief Class Zip: Email :rmpondem@rscp.org Description & Job Class Title : Appraiser 11- Cpmmemial Precious - Next gi Qualifications Obtninn /revleve Dlena 11 largm resldea, let creel ii vita c mtrurtiov eagles. Hesitate. araiwleac) and three years eS i and ve cOaaoerclel etruet soh enaunl Leehnlenl experle»ee aaa/or II ineomevand expense questioart ice vxailiag. Performs tralaing (eppreleela, enrveying, iF.,, at /valeetiona oa applieabla properties wins the eal estate, etc.). Aeomirea Enter Salary/Pay lmome naaroeaNmethoaolegy. seaevrea sea eleaalSlea a sac Floriae privets _ Information Your Matching Title :[Place Matching Title Here Dogtar of Match Pay Frequency:,�Z„ 4" 0 p Pay Range• b 17 Sitar i)magyaa RvwrFstsn �'plPlsee Note. e-oa- r., crate , se,.1 Raiff Y Data is automatically .—c! .hen selecting a nm this or when using the Next sr Pout Lwntl s. h1anagement Advisory Group, Jnc. PHONE: (8 38&2777 r.mA1L into@m� Wino.org MAG Inc Home gees — _ `tmex at - Copyright 2019 2 -3 At the close of the survey phase, we analyze the received survey response data and compile market study results for your review, evaluation, and comment. Once final results are calculated, we submit the completed market report and recommendations. SAMPLE SURVEY RESULTS Salary Surrey Results Emergmy Commm icatiow office lill nesuly mployees In this class receive and transfer messages by telephone or n shHt serves as a police telephone peretor. Callsar area. 1dforgene reli nfprma tl on, policepersonnelandpolice ,orotheremergenoyeq bard provides the Benchmark enera] information,, transfers calls to police personnel and transfersoalls for police emergency equipmantto shift sergeant Cabs an, radio frompolicevehlcles for general lnformatlon and obtained from teletypoor other source and requested informtaiantransmittetl .Operator Classification Qmrs xperlence antl trelnIng In radio communications. Completion of a standard hlgh school course; or any equivalent combination of e)pe Men ca and alningwhloh provides the required Imowledge, 914119 and abllltles. adlo coerator's license oresodbed W the Federal Communleatlans Commission. .versa u1m term $axo Ls 1—ni .hm NUM $198%1 $2+667 �dt9 S Difliume ($W) csf ls9l ($9M I 2111 -343/. - 36.17. 39.01. Awg Step 4: Job Questionnaires — Full Documentation in an Easy to Use Format Survey Respondent(s) Results Comparison MAG has developed a highly efficient web based online job questionnaire process for employees and their supervisors. Supervisors access their employees' questionnaires for review and comment. Job questionnaires can be printed at any time following completion of the questionnaire. This approach enables MAG to make distinctions at the employee level. Additionally, all of the key information in the Job Analysis Questionnaires (JAQ's) are downloaded to MAG's Classification Manager@ software so that the information is readily available for both use in identifying job profile values from the incumbents and their supervisors, as well as for future use by the City as a baseline or reference points to help calibrate job changes that might occur. - Copyright 2019 2 -4 ■ ■ I�� 74t �m0� ��� Irk" -"� ....:.....:.... �� '�Y.�'s � ��� .versa u1m term $axo Ls 1—ni .hm NUM $198%1 $2+667 �dt9 S Difliume ($W) csf ls9l ($9M I 2111 -343/. - 36.17. 39.01. Awg Step 4: Job Questionnaires — Full Documentation in an Easy to Use Format Survey Respondent(s) Results Comparison MAG has developed a highly efficient web based online job questionnaire process for employees and their supervisors. Supervisors access their employees' questionnaires for review and comment. Job questionnaires can be printed at any time following completion of the questionnaire. This approach enables MAG to make distinctions at the employee level. Additionally, all of the key information in the Job Analysis Questionnaires (JAQ's) are downloaded to MAG's Classification Manager@ software so that the information is readily available for both use in identifying job profile values from the incumbents and their supervisors, as well as for future use by the City as a baseline or reference points to help calibrate job changes that might occur. - Copyright 2019 2 -4 The use of the software is a technique to complement the highly personalized and substantial client input and discussions. But, the software achieves outcomes far beyond what can be achieved with Excel tables only. Core evaluation profile values are based on ratings from employees and their supervisors. Employees can see they had input into the evaluation profile values because it comes directly from their own input; thus validates and verifies the placement of the positions. Your project will include the completion of job analysis questionnaires and use of the software to generate reports. You will see that MAG's online Job Questionnaire is comprehensive and easy to complete, and has been successfully completed by over 300,000 employees at all levels in local /state government agencies. MAG's Job Profile Method of Classifying work is comprehensive and unique approach to collecting and verifying accuracy of core job functions. Our proprietary software0 is license for use, at NO COST, only to MAG's clients. The software is supported by MAG's comprehensive, step -by -step training manual. Classification Manager° (CM) is a software tool designed by Management Advisory Group International, Inc. (MAG) to provide easy access to all of the information needed to equitably classify all job classes within an organization and can be used internally for a variety of compensation and classification purposes including running costing models for future years,. Copyright 2019 2 -5 CLASSIFICATION MANAGER - Job Class Editing and Evaluation Classification Manager© - Proposed Job Class Eva LaMe Client Sample H 4 , InlsbatlVBA%@CeM . y, 1_�] — J 11, .9 -0 ' RW�n, Job Tai9: MM1nWtmdve A4V=fft Code FP6 17 Pwft.: lunmed _V� ozoCategory Ompe Support V Copy P'ekrte Frain: v s_.._.__..._ -AMU. Ciaee] Avg IAQNe&ponbvs 011g11u1 f�.SO4 Alld fbe11Y �m Lr 0e8me of lm hwmd __ IXFRespGnWbdkF 3 EM Sup Copy Emp Avgste Proposed — Data ResponslMlnr 4 3E2 4.110 Oala P®panmblb' PeopleRaeponWM 4 3.66 3.67 People ReBpoftbely Fats RasponaIYAf 2 2.C6 2.J.1 fowl Responslblry Experterwa 5 5.49 5.49 Expo om EduwWn 3.45 339 Edu..fi- Math 2: 16 219 M6m Lbmm.WMXT* 4 303 391 Commtnloe0 Judgment 3 2.63 264 C"Plaokyof Wbrx 4 4.0e 393 _ MnwtWtr of Wbh Inpact of 383 Ynpaa bfErmn Pl".1 Dan —, pc 2� 197 19.$ 6-W" FAUWMnt U&'o 2 163 179 4V1WW11WW Unevadebla FI®r:lA• 1: : L' 66 CKOevGWabi k41Ae46 SaferyofothRM 2: 1`0 19G SaMp TOW PbVftC 472 Prop. Gmde: 111 DM:: 472 M 01 M n MIS Mmr 37.786 - 45.343 60.309 Core evaluation profile values are based on ratings from employees and their supervisors. Employees can see they had input into the evaluation profile values because it comes directly from their own input; thus validates and verifies the placement of the positions. Your project will include the completion of job analysis questionnaires and use of the software to generate reports. You will see that MAG's online Job Questionnaire is comprehensive and easy to complete, and has been successfully completed by over 300,000 employees at all levels in local /state government agencies. MAG's Job Profile Method of Classifying work is comprehensive and unique approach to collecting and verifying accuracy of core job functions. Our proprietary software0 is license for use, at NO COST, only to MAG's clients. The software is supported by MAG's comprehensive, step -by -step training manual. Classification Manager° (CM) is a software tool designed by Management Advisory Group International, Inc. (MAG) to provide easy access to all of the information needed to equitably classify all job classes within an organization and can be used internally for a variety of compensation and classification purposes including running costing models for future years,. Copyright 2019 2 -5 MAG's proprietary quantitative job evaluation system is based on compensable factors. The system's flexibility will also fully accommodate a market rating approach to job classification as well as whole job ranking, making this the most flexible compensation and classification tool available to public sector entities today. MAG's Classification Manager° (CMO) software can develop pay plans based on regression equation analysis of either the internal midpoint value of the original pay plan or market compensation and quantitative point- factor analysis. MAG often uses the original value of the organizations own jobs to establish the internal market control point, using external market values to adjust the proposed pay line. In addition to point factor analysis, classifications should also be reviewed for economic anomalies within the marketplace. Economic anomalies are those positions for which market values are inflated or otherwise inconsistent due to shifting supply and demand conditions. As both private and public- sector organizations compete to attract and retain incumbents in such positions, market indicators fluctuate in high and low extremes that make it difficult to secure reliable market data. MAG's Job Analysis QuestionnaireO (JAQO) is an online tool that fully integrates into the desk top utility, CIVIC), putting all of the most relevant job profile information at your fingertips. MAG's intuitive JAQO walks employees through a simple step by step process to guide them in identifying the key factors in their work. Employees identify their immediate supervisor. Supervisors are asked to review the questionnaires completed by employees, in an easy to follow online process. The data is easily checked and verified by the subject matter experts (employee and supervisor) through the questionnaire process. The data is provided to HR for ongoing purposes as well. Copyright 2019 2 -6 Step 5: Achieving Internal Equity As a tool in supporting MAG's comprehensive and professional approach, we will utilize a WindowsTm based system, Classification Manager*, an evaluation system that integrates current market data and job analysis by professional evaluators. When the City sees the efficiency and effectiveness of the software tool developed by MAG specifically to accomplish compensation projects and to support the goals and vision of our clients, you will see that there is no true comparison on the market by any of our competitors. The software will be licensed to HR at no additional cost for ongoing use to implement, update and maintain the system for many years. It is critical, when handling employee salary information that reports not be based on a series of loosely linked Excel cells, where if one cell becomes corrupted, the entire file accuracy fails. A substantial number of our clients use our CM© program not only for classification and compensation schedules, but also for budget forecasting. Step 6: Report of Study Conclusions and Implementation Options Prepared for You Because we tailor plans to the specific needs of each organization, several cost analyses for implementing proposed study recommendations can be considered. The cost by employee to bring staff up to the proposed pay range minimums is the most conservative option and is always provided. Other options, such as length of time in classification, can also be used as criteria to assign employees to the proposed plan. Our program generates analysis reports for each scenario under consideration for implementation. Thus, you are provided with an in -depth budget review and forecasting tool to facilitate selection of the most viable and appropriate implementation strategy. All implementation recommendations and other reports such as the above sample can be exported into multiple software formats, including Microsoft Excel, Microsoft Word, Microsoft Access and PDF formats. All other project related reports /documentation are provided in the client's in -use formats, e.g., Microsoft Word or Excel. These files are provided electronically and in hard copy. Please consider that MAG views this project as one that requires extensive personal communications and interactions with City staff. That personal attention is supplemented by the best techniques in the industry to ensure accuracy. Copyright 2019 2 -7 Step 7: Salary Plan Administration, Maintenance, and Training We will provide and install a licensed version of the Classification Manager system. The system will contain the completed study data and pay plan, and HR staff will receive comprehensive training in the use, administration, and automated maintenance of the plan. The system includes comprehensive user - friendly documentation manuals with step -by -step procedures for the ongoing administration of the plan. Staff Responsibilities MAG, in all of its studies, expects to produce all products in a turnkey fashion, performing all necessary technical and professional work. Staff will be expected to assist MAG's team only in scheduling meetings, transferring data collected for the study, reviewing draft questionnaires, survey instruments, survey target lists, and reports, and providing input into philosophical issues pertaining to the development of a human resource classification and compensation system to meet your needs and preferences. MAG will request a database of current payroll information for positions to be included in the study. It is important that these data are supplied in the format required for use by MAG's analysts. This data will be necessary to determine costs to implement the newly developed pay plan(s). All records and databases are kept strictly confidential, and are returned to or maintained upon project completion. Project Work Plan MAG has developed a proposed work -plan and project timeline in order to accomplish the scope of services described above. PROJECT PHASES & WORKPLAN Some of the proposed project activities and tasks indicated below will occur simultaneously. The amount of time needed for survey respondents to provide data is the most demanding dimension. We will work together with the City to ensure a timely and excellent project. l� - Copyright 2019 2 -8 Phase I. Project Initiation: Day 1- Day 21 Objective: To develop a project plan acceptable to all parties, gather pertinent project related data, finalize contractual negotiations, and establish a timeline for project activities and deliverables. Activities: • Execute Project Contract. • Meet with our HR partners from the City and departmental staff to discuss the project's goals and objectives, and to coordinate on -site activities. • Gather required project data /information, such as current class descriptions, current pay plan, administration policies and procedures, and organization charts. ■ Initiate the employee information data collection in required database format in Excel. Establish a mutually agreed -upon project work plan, time lines, deliverables, and monitoring procedures that will lead to the successful accomplishment of all project objectives. Deliverable(s): • Finalized Project Work Plan through our unique Task Completion List process. • Project Contract. Copyright 2019 2 -9 In Phase ll: Development of Compensation Survey Instrument: Day 14 — Day 30 Objective: To develop a salary /compensation survey instrument to gather compensation data from survey targets, establish a list of classifications for inclusion in the survey, and define target respondent organizations /published surveys. Activities: Work together with our HR /Project partners and top management to elect appropriate market survey target employers for selected positions that offer comparable employment opportunities. Develop draft market salary survey instrument to gather compensation data. ■ Review Draft Survey with the Project Manager; revise as necessary and appropriate. ' Develop Final Salary Survey Instrument. ■ Initiate survey via internet, telephone, published data, and e-mail for benchmarks. Deliverable(s): ' Market Survey Targets and Classifications. • Survey Instrument. Copyright 2019 2 -10 0 Phase III: Conduct Custom Market Survey: Day 30 — Day 60 Objective: To administer a salary /compensation survey instrument to survey targets. Activities: • We work closely with you to identify specific target agencies to be included in the custom survey. We work with you to define the market. • Provide survey options for participation, including online input through MAG's web site, completion of Excel format survey, and /or provision of current compensation plan. • Review /clean collected compensation data and compare to current data. • Develop market compensation summary by classification. • Review compensation structure and develop recommendations. Deliverable(s): • Survey data for benchmark classes. • Recommendations on compensation design. Phase IV. Conduct Job Analysis and Classification Reviews of all Classes Day 45 — Day 75 Objective: To conduct a review of included classifications for appropriate internal equity. Activities: ■ Conduct employee orientation meetings and distribute information on the Job Analysis Questionnaires® (JAQ) and data gathering instrument. The JAQ is written in an understandable and easy -to -read format. Employees can list the job duties and responsibilities that they regularly perform and any recent changes in work routine. Copyright 2019 2 -11 • The questionnaire will capture job data for such factors as education levels, experience, decisions, guidelines, complexity, scope and effect, physical demands, and work environment. • Monitor JAQ completion and provide updates on the status of employee questionnaire completion at key points. • Provide Administrative Issues Forms to managers, supervisors, and key staff for their concerns regarding salary, and recruitment /retention issues. This will be a key component to the communications process, whereby key staff will be able to identify problems and clarify their own roles and responsibilities during the study process. • Review the Administrative Issues forms completed by administrators, managers, and supervisors to identify comments concerning position levels. • Conduct top interviews. • Download and review completed JAQ's. • Evaluate each job class according to key criteria. • Make assignments and allocations for classes • Develop pay structure. Deliverable(s): • Employee Orientation Sessions • Questionnaire monitoring and updates. • Department Head interviews. • Classification data capturing and review. • Recommended compensation structure. Phase V. Develop Recommendations to Classification Plan Day 75 — Day 80 Objective: To identify any needed changes to the classification plan. Activities: • Conduct analysis and evaluate the current classification plan(s) in terms of: 1. supporting the overall goals and objectives; Copyright 2019 2 -12 2. its ability to provide compensation comparability between and among various groups and classes of positions; 3. its ability to provide a meaningful salary level that recognizes credentials, certifications and experience; 4. developing an initial set of recommended changes in the structure of the current classification system. ■ Review recommended changes with the Project Manager and appropriate management staff and make appropriate revisions. • Develop revised pay plan(s). • Develop guidelines for maintaining the classification system. • Provide for internal review. Deliverable(s): • Revised Grade Order List and Pay Plan(s). • Reclassification recommendations (if applicable). Phase VI: Submit Draft Project Report Day 90 — Day 100 Objective: To develop a draft report based on previous study activities and tasks. Activities: • Integrate project data and deliverables from previous project tasks into a draft report for internal review. • Provide draft project findings to management for technical review. Deliverable(s): ■ Draft Report and initial findings to assist in budget calculations in July. \TO I —V-� Copyright 2019 2 -13 Phase VII: Develop & Submit Final Project Report Day 100 — Day 1101120 Objective: To develop a final report of project results, findings and recommendations. Activities: ■ Revise draft report as necessary and appropriate based on technical review; develop and deliver final report. Present project findings and provide all study documentation (TBD). Deliverable(s): Final Report. All Study Documentation. Phase Vlll: Conduct Software Training & Technology Transfer (Date to be Determined) Objective: To install the software system, and training for HR staff. Activities: • Provide for technology transfer of project related data and materials. • Conduct software and plan training for selected HR personnel. Deliverable(s): • MAG's Classification Manager® software (licensed for use internally — at no cost to the City). • Classification Manager® Training /User Manual. • Training seminar for selected HR staff on Classification Manager" software, plan polices, and guidelines for maintenance. Copyright 2019 2 -14 BID /RFP# 2019 -014 EVALUATION SUMMARY Project Name: CLASSIFICATION AND COMPENSATION STUDY Date: 4/26/2019 INSTRUCTIONS: Enter a number 0 through 4 for each category for each proposer.You may use 0.25 increments if necessary. 0 = Not Compliant, 1 = Poor, 2 = Fair, 3 = Good, 4 = Excellent You may NOT enter a number higher than 4.0. An explanation is required for a score of 0 Criteria Points The Executive Suite The Segal Waters Consulting Management Advisory Group Intl Financial Consideration (Cost Proposal) 40 $41,870.00 $125,000.00 $34,900.00 33.34 11.17 40.00 Proposer's Qualifications, Abilities and References 30 2.13 3.38 3.13 15.94 25.31 23.44 Quality of Proposed Services 25 2.38 4.00 3.25 14.84 25.00 20.31 Responsive Of Proposal 5 3.13 1 4.00 3.13 3.91 5.00 3.91 Average Total % 100 68.03 66.48 87.66 Rank 2.00 3.00 1.00 (Lowest Price / Evaluated Price) * Pts for Section VENDOR Proposed Fee The Executive Suite $41,870.00 The Segal Waters Consulting $125,000.00 Management Advisory Group Intl $34,900.00 CITY COUNCIL MEMORANDUM City Council June 11, 2019 Meeting: Department: Human Resources Agenda No. 5. Subject: Resolution No. 19 -R -48 - Consideration and /or action approving a resolution authorizing the City Manager to enter into an agreement with Matrix Consulting Group to conduct a Staffing Study and other matters in connection therewith. (C. Kelm /J. Kurz) BACKGROUND A staffing study will consist of review of the City department's workload and performance measures, and those of comparable governments to assess appropriate staffing needs. It is important to note, however, that there are many variables that impact comparison between cities, including operating budgets, community priorities, level of outsourcing, geography, and departmental organization. Initial actions include of an overall review of positions and respective responsibilities, services and activities. A staffing review will generally follow the steps below: 1 developing background on the department by reviewing staffing levels, budget size, work flow and use of information technology 2. interviewing staff to obtain operational - specific data to facilitate access to data and potentially identify other key staff to be interviewed 3. comparing departments to other like - situated municipalities 4. reviewing data, presenting findings and providing recommendations At the direction of Council, the City released a Request for Proposals (RFP) for a staffing study, and two proposals were received. Proposals were reviewed and scored based on criteria including qualifications and experience, company operational information, cost, reputation, capability, resources, and project design and strategy. After evaluation and review of all proposals, the Matrix Consulting Group was identified as the highest - ranking firm. Matrix was invited to conduct a short presentation on the proposed study process and methodologies, and be available for questions from staff. Staff representatives from Police, EMS, Streets, Parks, Planning & Community Development, Finance, Human Resources and the City Manager's Office were invited to participate in the interview process and provide feedback on the firm. Upon conclusion of this process, City staff recommends Council approval of Resolution 19 -R -48 authorizing the City Manager to enter into an agreement with the Matrix Consulting Group to conduct a Staffing Study. GOAL Conduct a Staffing Study for the purpose of determining an optimal staffing model, appropriately considering workload, performance measures, service delivery expectations, operating budgets, community priorities, level of outsourcing, geography, and departmental organization. COMMUNITY BENEFIT This study will help determine where resources should be reassigned, added or reduced. This will allow the City to create efficiencies and realize maximum potentials, optimizing service to our citizens. SUMMARY OF RECOMMENDED ACTION Staff recommends Council approval of Resolution 9 -R -48 authorizing the City Manager to enter into an agreement with the Matrix Consulting Group to conduct a Staffing Study. FISCAL IMPACT Proposed contract has a total not -to- exceed amount of $84,750. The Class & Comp study came in $7,000 under budget. This savings will be applied towards the cost of the Staffing Study. The remaining $77,750 will be funded from Contingency. RECOMMENDATION Staff recommends Council approval of Resolution 9 -R -48 authorizing the City Manager to enter into an agreement with the Matrix Consulting Group to conduct a Staffing Study. Attachments Resolution 19 -R -48 RFP Evaluation Summary Proposed Contract Scope of Work RESOLUTION NO. 19 -R -48 A RESOLUTION BY THE CITY COUNCIL OF THE CITY OF SCHERTZ, TEXAS AUTHORIZING THE CITY MANAGER TO ENTER INTO AN AGREEMENT WITH THE MATRIX CONSULTING GROUP TO CONDUCT A STAFFING STUDY AND OTHER MATTERS IN CONNECTION THEREWITH WHEREAS, the City Staff has identified the necessity to conduct a professional staffing level study for the purpose of determining an optimal staffing model, appropriately considering workload, performance measures, service delivery expectations, operating budgets, community priorities, level of outsourcing, geography, and departmental organization. WHEREAS, the City released an RFP and subsequently received two (2) bids and, based on the scoring, the highest - ranking firm, Matrix Consulting Group, was interviewed; and WHEREAS, City staff hereby recommends that the City Council approve the selection of the Matrix Consulting Group to conduct a staffing level study and to set the total contract scope and amount; and NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SCHERTZ, TEXAS THAT: Section 1. The City Council hereby authorizes the City Manager to execute an agreement with the Matrix Consulting Group in an amount not -to- exceed $84,750 to conduct a staffing study. Section 2. The recitals contained in the preamble hereof are hereby found to be true, and such recitals are hereby made a part of this Resolution for all purposes and are adopted as a part of the judgment and findings of the City Council. Section 3. All resolutions, or parts thereof, which are in conflict or inconsistent with any provision of this Resolution are hereby repealed to the extent of such conflict, and the provisions of this Resolution shall be and remain controlling as to the matters resolved herein. Section 4. This Resolution shall be construed and enforced in accordance with the laws of the State of Texas and the United States of America. Section 5. If any provision of this Resolution or the application thereof to any person or circumstance shall be held to be invalid, the remainder of this Resolution and the application of such provision to other persons and circumstances shall nevertheless be valid, and the City Council hereby declares that this Resolution would have been enacted without such invalid provision. Section 6. It is officially found, determined, and declared that the meeting at which this Resolution is adopted was open to the public and public notice of the time, place, and subject matter of the public business to be considered at such meeting, including this Resolution, was given, all as required by Chapter 551, Texas Government Code, as amended. Section 7. This Resolution shall be in force and effect from and after its final passage, and it is so resolved. PASSED AND ADOPTED, this 11th day of June, 2019. ATTEST: City Secretary, Brenda Dennis (CITY SEAL) CITY OF SCHERTZ, TEXAS Mayor, Michael R. Carpenter -2- BID /RFP# 2019 -013 EVALUATION SUMMARY Project Name: STAFFING LEVEL STUDY Date: 4/26/2019 INSTRUCTIONS: Enter a number 0 through 4 for each category for each proposer.You may use 0.25 increments if necessary. 0 = Not Compliant, 1 = Poor, 2 = Fair, 3 = Good, 4 = Excellent You may NOT enter a number higher than 4.0. An explanation is required for a score of 0 Criteria Points The Novak Consulting Group The Matrix Consulting Group Financial Consideration (Cost Proposal) 40 $99,800.00 $84,750.00 33.97 40.00 Proposer's Qualifications, Abilities and References 30 3.63 3.38 27.19 25.31 Quality of Proposed Services 25 3.31 3.63 20.70 22.66 Responsive Of Proposal 5 3.63 3.38 4.53 4.22 Average Total % 100 86.39 92.19 Rank 2.00 1.00 (Lowest Price / Evaluated Price) * Pts for Section VENDOR Proposed Fee The Novak Consulting Group $99,800.00 The Matrix Consulting Group $84,750.00 Proposal to Conduct a Staffing Level Study SCHERTZ, TEXAS 7.2.3.1 Identification of tasks to be performed; The following is our proposed task plan to provide services to the City of Schertz in response to the issued RFP for a Staffing Level Study. Task 1 Develop an Understanding of the Operations, Organization and Management of Functions in the City of Schertz it is important that the project team understand, in detail, how each department is staffed, organized, operated and managed in order to effectively assess efficiency, effectiveness and evaluate staffing allocations. Additionally, it is important that the project team understand basic service delivery targets; current service levels, and where there may be overlaps and gaps. To develop this understanding, we will accomplish the following work steps — among others: Conduct individual interviews within each department to understand the existing plans of organization as well as key organizational issues facing each department/function. Develop descriptions of the staffing and responsibilities for staff in each function. Document trends in staffing and identify gaps, if any, in key service areas /skills. Develop an understanding of the scope of the programs and services for each function. Document historical, current and projected workloads, costs, and service levels for each function. Develop an understanding of key performance indicators for each department/function. Develop an understanding of the major management systems to plan and schedule, monitor and adjust approaches to providing services. Document the major software and technology employed throughout the City and develop an understanding of the current levels of utilization. Review major documents to gain an understanding of the operational practices of the City and to understand the financial and legal constraints the City is operating under. These documents would include the current and recent budgets, policy documents, work rules and personnel manuals, job descriptions, regularly generated management reports, available operational statistics, mission statements and any available performance indicators. A profile documenting the current service delivery approaches and staffing allocations would be developed at the end of this task. Matrix Consulting Group Page 9 Proposal to Conduct a Staffing Level Study TASK RESULT SCHERTZ, TEXAS A summary profile of each department's organization, staffing and operations. These descriptive profiles would be structured to provide a baseline summary valuable for later analysis. Task 2 Conduct a Survey of Employee Attitudes Toward Current Staffing, Services, Organization and Management Issues. It is critical for the project team to develop strong input regarding current operational and organizational issues from staff. The use of an employee survey would provide employees within the organization, beyond those interviewed, the opportunity to provide input into this process. It will also enable all staff an additional opportunity for input. To provide a major avenue for employee input at the outset of the project, we plan to prepare a questionnaire, which would be designed to: Document attitudes toward the types, levels and quality of services ,provided. Document attitudes toward the balance of work and staffing. Elicit attitudes toward organizational elements such as coordination of staff and services, internal management of operations, scheduling and deployment, and the like. Document perceptions regarding key management issues such as planning of work to be performed, internal communications and the like. Obtain employee views about opportunities to restructure services, reduce costs, etc. Questionnaires would be structured to document the attitudes toward issues and systems, which are organization -wide, and also attitudes toward issues which are unique to each operating department. Questionnaires would be confidential and conducted via an online survey service. TASK RESULT The product of this task would be a narrative and analytical summary of response patterns on an organizational and departmental basis. Task 3 Conduct a "Best Management Practices" and Comparative Assessment of Organization, Staffing and Management. In this task, our project team will utilize "best management practices" and a comparative Matrix Consulting Group Page 10 Proposal to Conduct a Staffing Level Study SCHERTZ, TEXAS survey to evaluate staffing, select processes, use of technology, management planning, as well as many other dimensions of organizational performance for the functions under review. This will assist us in evaluating the appropriateness of staffing allocations and needs for the City of Schertz. To accomplish this, we would undertake the following activities: Best Practices Comparative Assessment — The project team would develop a detailed list of "best management practices" for use in a diagnostic appraisal of staffing allocations for each service function. This diagnostic appraisal would additionally utilize recognized staffing benchmarks to assess current staffing allocations based upon recognized operational practices and staffing levels and consider the impact of technology and processes on staffing. Comparative Survey— Additionally, we would compare organizational structure, staffing levels, and management performance indicators with five (5) comparable public entities. The comparative survey would benchmark the City against the comparable entities in Texas on factors including staffing, service levels, organization and management approaches. A summary of the findings from these two efforts would be developed as an interim delivery and shared with the project steering committee. TASK RESULT An assessment outlining how the City's current staffing, service delivery, organization and staffing compare to best practices and comparable Texas cities and identifying gaps or deviations from expected levels. Task 4 Develop an Organization, Operational and Staffing Assessment of Current and Projected Services. In this important work task, opportunities for improving the organizational structure, management, operations and staffing will be analyzed. This task will include such approaches and methodologies as the following: Evaluate the organizational structure in each Department. We will evaluate organizational structure in terms of gaps or overlaps in function, spans of control and appropriate organizational location. • Is the organization structure too "tiered" or too "flat" from the management staffing perspective? • Are functions placed too high or too low in regard to their importance in meeting operating and service objectives? • Are spans of control too broad or too limited? • Are there any overlapping or duplicated functions? Evaluate staff utilization and deployment compared to service levels and workload. This analysis will evaluate staff utilization by comparing staffing allocations against both current and desired service levels and existing and projected workload. This component will also assist us in developing the future staffing requirements and metrics needed to forecast potential future staffing requirements. Matrix Consulting Group Page 11 Proposal to Conduct a Staffing Level Study SCHERTZ, TEXAS Evaluation of the adequacy of major work practices. The analysis will focus on identification of opportunities to streamline work practices to increase utilization levels and /or reduce staffing requirements. Through the analysis of major work practices, the consulting team will determine: • The frequency of various work tasks now performed is unnecessary or can be reduced. • Some work tasks can be eliminated. • Skill mix for positions can be improved. • Effectiveness of the use of technology to simplify work activities and deliver services. Analyze the effectiveness of managing performance in the City: Departmental operations require effective management to ensure that staff are appropriately scheduled, deployed, utilized and held accountable for performance. The project team will evaluate this in terms of the following: • How do managers plan, schedule and control the work to be done in each of the City's organizational units? • Do managers have accurate and timely measures of the performance of each unit? • How are goals, objectives and service level targets developed? • How is 'customer service' defined, promoted and supported? Analyze the overall organizational structure of the City: In this analysis, we will recommend any modifications to department structure (i.e. — reallocation of units or responsibilities) to increase service delivery or more effectivelv utilize staff resources. Analysis of these components will result in the development of detailed recommendations regarding: • Specific staffing required, given acceptable utilization levels, and an appropriate organizational structure for each department/office and the overall City organization. • Staffing forecasts at a departmental level, showing potential staffing impacts based upon community growth, workload expansion or other factors that may drive staffing changes. • Operational improvements or technology utilization that will increase staff efficiency or effectiveness and increase service to the public. • Development of appropriate performance metrics for each service area /program. • Specific steps that need to be taken to reach reasonable utilization levels, including - Specific changes in existing work methods and practices. - Adjustments in existing planning and scheduling techniques. - Where appropriate, specific steps that could be taken to adjust existing operating systems with positive impact on staff utilization. - Changes that warrant modification to employee job descriptions. Effect of the proposed staffing model on achieving the City's service goals, performance targets, and impacts on staff (productivity, retention and morale). Matrix Consulting Group Page 12 Proposal to Conduct a Staffing Level Study SCHERTZ, TEXAS Develop recommendations to enhance operational practices, improve staff utilization, and best utilize existing financial resources based on current and projected workloads and service demands. TASK RESULT The result of this task would be a detailed analysis of the organizational, management and operational choices in service delivery, service levels and the staffing needs in each Department and the City overall. Task 5 Prepare a Draft and Final Report and Provide Implementation Plan. Upon the conclusion of the assessment, we will prepare a detailed report which summarizes the results of each of the previous work tasks described above. This report includes the following: A description of the methodology by which we conducted the study, including our approach, interviews, survey methodology, and the methods by which we obtained review and feedback from the City. A detailed evaluation of department /office staffing and management with specific recommendations on current and projected staffing requirements tied to service levels. A detailed analysis of major work processes, and recommendations for improvement in methods of service delivery to utilize staff and financial resources more efficiently and Recommendations for specific performance metrics for each functional area to manage and measure performance. Implementation plans covering all recommended improvements consisting of specific work steps; suggested responsibility for implementation; timing and sequencing for the accomplishment of each work step: as well as the cost and /or savings associated with implementation. The analysis would be reviewed in draft form with staff. Once this review is completed, the project team will review all comments received, edit and finalize the report and present the final report to the City in a public meeting. TASK RESULT The result of this task would be the draft and final report and implementation plan together with all of the technical documents developed during the study process. We would present the final report to the City, as requested. Matrix Consulting Group Page 13 Proposal to Conduct a Staffing Level Study SCHERTZ, TEXAS 7.2.3.2. Time frames to perform the identified tasks; The following is our proposed project schedule to conduct this engagement. As shown, we are proposing to complete the engagement over a fourteen (14) week schedule. Profile / Current State Employee Survey Best Practices/ Comparative Operational / Staffing Assessment Draft & Final Report 1 2 3 4 5 6 7 8 9 mom MMM M "PaLk, 10 11 12 13 14 We are amenable to discussions on changes to the project schedule to best meet the City's needs. 7.2.3.3. Project management methodology; Our success is due in part to the effective formal project management techniques that we utilize in our studies. These techniques include: • All project work activities are defined in advance and tied to each project team member, deliverables, the schedule and the budget. • The project manager briefs each project team member on their roles and expectations. This is accomplished in writing and in person. • The project manager and lead analysts develop general and project specific data collection plans and interview guides for all of our staff. • Project team and client expectations and results are managed on a weekly basis by developing and utilizing formal project schedules and reporting tools. • The project manager designs and personally reviews all interim and final products before they are delivered to the client. • We have frequent client review meetings to discuss the quality and direction of the project through interim deliverables. These project management approaches have resulted in all of our projects being delivered at a high level of quality, on time and on budget. Matrix Consulting Group Page 14 Proposal to Conduct a Staffing Level Study SCHERTZ, TEXAS 7.2.3.3. Project Change control procedures; and Once we are under contract with a client, we utilize a formal project change management process should any changes be needed to the scope of work. If our client requests a change in project scope, we will discuss the impact to the project (specifically timeframe for completion, work level and effort, and pricing impact, if any) and develop a modification to the contract outlining all changes. Both parties will sign the change order modifying the original contract's scope of work, project schedule, or pricing — as applicable. In our experience providing services for over 17 years, less than 5% of projects have a formal change in scope during the engagement. 7.2.3.4. Implementation strategy. As part of our final report, we provide as a section of the Executive Summary, a listing of key recommendations with details regarding when the implementation should occur (timing), the fiscal impact of the change (cost increase or reduction), the priority of the recommendation (in terms of impact on organizational performance), and responsible party (who should be responsible for implementation of the recommendation). Together this matrix provides a detailed implementation plan that can be utilized to guide and measure implementation progress after the study is completed and adopted. This implementation planning component is developed in conjunction with the client and reviewed prior to finalization. (d) Section 7.2.4: Proposer will describe the types of reports or other written documents Proposer will provide (if any) and the frequency of reporting, if more frequent than required in the RFP. Proposer will include samples of reports and documents if appropriate. We typically conduct periodic progress updates on a biweekly basis (unless desired more frequently by the client) during the engagement. These cover overall project status updates including: project schedule, a summary of work completed and work planned over the next several weeks, and any issues that have been encountered along with suggestion on how to address. More formal and substantive reviews are conducted on the interim deliverables developed at the completion of each task as outlined in our proposed task plan for providing services. These interim deliverable reviews are critical to ensure our client is kept aware of the findings and issues we have identified and to discuss potential alternatives or tentative recommendations as they are being developed. These reviews have been important to helping us develop actionable, tailored and suitable recommendations for our clients. These review meetings typically occur a week or two following the completion of the interim document and its distribution to the client. This provides time for the client to thoroughly review the document prior to discussion. Matrix Consulting Group Page 15 Proposal to Conduct a Staffing Level Study 3. Section 7.3: Miscellaneous. SCHERTZ, TEXAS (a) Section 7.4.1: Proposer will provide a list of any additional services or benefits not otherwise identified in this RFP that Proposer would propose to provide to City. We are not proposing any additional services to provide to the City at this point. We believe our proposed task plan highlights the approaches necessary to comprehensively assess the staffing needs of the City of Schertz and that our extensive experience conducting these studies will provide the highest quality of services to the City on this engagement. (b) Section 7.4.2: Proposer will provide details describing any unique or special services or benefits offered or advantages to be gained by City from doing business with Proposer. Additional services or benefits must be directly related to the good and services solicited under this RFP. The unique benefit of working with the Matrix Consulting Group is that our firm is staffed with technical experts in all aspects of local government service and all individuals assigned to this engagement are full -time employees of the firm. We are not proposing the use of any subcontractors. This has significant benefits to our clients as they get a project team that has worked together on dozens of studies and have a consistent approach to work efforts, data analysis, issues identification, and report development. (c) Section 7.4.3: Does Proposer have a contingency plan or disaster recovery plan in the event of a disaster? If so, then Proposer will provide a copy of that plan. As a professional services consulting firm, the principal potential impact to our clients is the loss of our work product developed by our staff during the term of the engagement. Our corporate practices dictate that all staff routinely and frequently conduct backups of their computer systems to the cloud. This ensures that in the event of any event that results inoperability or loss of work laptops that staff have immediate access to critical work files through cloud storage. This approach eliminates the potential for any negative impact to our clients. Our staff receives annual training and reminders of this critical practice during training at our annual meeting. Matrix Consulting Group Page 16 Proposal to Conduct a Staffing Level Study SCHERTZ, TEXAS 3 Overview of Proposed System/Scope of Services We understand that the City of Schertz is seeking to have a comprehensive assessment completed of its entire workforce of approximately 420 employees. The City is a full - service city providing the public with a range of services including administrative services, community development (planning, building, etc.), public safety and EMS, infrastructure management and maintenance, utility services and parks, recreational and cultural services. The overall goal is to develop an optimal staffing model based upon workload, effective performance, suitable service delivery levels, and community priorities. The specific scope outlined by the City in the RFP includes the following key elements: • Review of current state of City staffing. • Assessment of the duties, responsibilities and expectations of job roles necessary to staff City programs and departments. • Comparison of existing City departments to other like- situated municipalities. • Identification of gaps and determine if desired outcomes are being met or if deficiencies in service are related to staffing challenges. • Analysis of staff overtime and on -call usage causes and identification of alternative solutions. • Identification of other staffing resources needed to ensure staff can sufficiently perform their required responsibilities. • Recommendations to enhance efficiency and effectiveness of City staffing and operations from a system perspective. • Forecast of the future needs of City taking into consideration both short-term and long- term objectives, community growth and any other factors that could change staffing requirements. • Effect of staffing model on outcomes, productivity, retention and staff morale. Our proposed task plan, detailed in other sections of our response, has been developed to specifically enable us to conduct a comprehensive assessment of the staffing needed by the City of Schertz. Matrix Consulting Group Page 17 Agenda No. 6. CITY COUNCIL MEMORANDUM City Council June 11, 2019 Meeting: Department: Engineering Subject: Discussion regarding the Street Preservation and Maintenance Program Update. (B. James /J. Nowak) Attachments SPAM Workshop Summary SUMMARY City Staff will present a preliminary draft list of street projects for the next five years. The projects will be split into three major categories: Preservation (chip seal /slurry seal /overlay); Rehab /Reconstruction; and Added Capacity (new lanes or new routes). Staff will outline how the preliminary list was developed using PCI data, development activity, internal knowledge, and citizen complaints. The list is very preliminary in nature and is intended to begin prioritization discussions with Council. Staff will also explain how development activity and additional information, such as utility needs and available budget, will be utilized to further refine the list and adjust priorities. As work continues on refining the list, a more detailed five -year plan will be generated and presented to Council in the future. Once the five -year plan has been adopted, it will be reviewed and updated each year by Council. Council will also review and approve each year's street project list as part of this review and update process.