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Home My WebLink AboutAgenda Packet City Council - 04/16/2013 (W)Corpus Christi aw 7 Meeting Agenda - Final City Council Workshop Session 1201 Leopard Street Corpus Christi, TX 78401 cctexas.corn Tuesday, April 16, 2013 11:30 AM City Council Chambers Public Notice - - THE USE OF CELLULAR PHONES AND SOUND ACTIVATED PAGERS ARE PROHIBITED IN THE CITY COUNCIL CHAMBERS DURING MEETINGS OF THE CITY COUNCIL. A. Mayor Nelda Martinez to call the meeting to order. B. City Secretary Armando Chapa to call the roll of the required Charter Officers. C. BRIEFINGS TO CITY COUNCIL: 1. 13-000348 Coastal Bend Regional Water Supply Strategy Attachments: Agenda memo ,-_ Water Supply Presentati.on.pd Presentation - Water Supply Alternatives 3. 13-000339 Bond 2014 Execution Strategy Attachments: Agenda Memo - Bond 2014presentatio.n.pdf Presentation - PPT Bond 2014 execution 4. 13-000304 Design Standards Ordinance Attachments: Agenda memo - Presentation_._pd Presentation - Design Standards Ordi.nance._p 5. 13-000332 Energy Efficiency Conservation Retrofit for Major City Facilities Attachments: Agenda Memo - Energy Eficien�py Conservation Retrofit.,pdf Presentation - CC Enerav Savinas Proiect Phase 1 v2 final City Council Workshop Session Meeting Agenda - Final April 16, 2013 7. 1- 000349 Street Maintenance Fee Task Force Discussion D. ADJOURNMENT Corpus Christi Page 2 Printed on 411512013 City of Cor U s Christi AGENDA MEMORANDUM for the City Council Meeting of April 16, 2013 DATE: April 10, 2013 TO- Ronald L. Olson, City Manager FROM: Gustavo Gonzalez, P.E., Director of Water Operations GustavoGoacctexas.corn 361-826-1874 PRESENTATION — Coastal Bend Regional Water Supply Strategy Name 1. Gustavo Gonzalez, P.E, 2. Brent Clayton 3. OUTSIDE PRESENTER(S): Name 1. 2. 3. Title/Position Department Director Water Water Resource Planner Water Title/Position Organization BACKGROUND: This is an update on our regional water supply planning and implementation, LIST OF SUPPORTING DOCUMENTS: Water Supply Presentation Cc: Eddie Houlihan, Assistant Director of Management and Budget Oscar Martinez, Assistant City Manager � � \ � .. .© w ^� «v d :. \ ° . - � } } - � y © . � 2 >\ . � � > — � -- g . » 2 rn o- 0 � : d . ,� � / <\ .d : y& , ©1® ° tA 4J m 4-J tA c eek4 tA Rwo 4-J • 0 • 45 • tA C: 1. • tA o W • 6 0) co E 0 -0 co 4-- 0 a) 0 lx. tA 0 02 tA tA Gum tA Lm • C: • E 0 tA E z emm • emm 0 ;fir �fs9:�l Y:�xJ t {fir Y 0 E CL l o I� y1' I 0 CJ % 1m%f 5tt ,l rI rgAF�} YE g�nyy A m 0 g .. y� tf rj I t ! "—'a! 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Olson, City Manager FROM: Margie C. Rose, Asst. City Manager of General Government & Operations Support marier cctexas.com 361- 826 -3232 UPDATE TO CITY COUNCIL Report on City -wide Facility and Property Services Improvement Plan STAFF PRESENTER(S): Name 1. Margie C. Rose 2. Jim Davis 3. Saundra K. Thaxton 4. Stephen R. Klepper OUTSIDE PRESENTER(S): None BACKGROUND: Title /Position Department Assistant City Manager General Government Director General Services Interim Assistant Director Strategic Mgmt. Strategic Mgmt. & Budget Mgr. Strategic Mgmt. Improving maintenance of City facilities was a priority identified during the September 2011 City Council retreat. In October 2011 the City Manager directed the General Services Department to design a comprehensive facility maintenance program. In April 2012 the City Manager re- assigned project oversight to the Office of Strategic Management, with assistance from the General Services Department. 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CL % CL b.0 E ® 0) a) 0 aj E Q) - c 0 0 CL a) CL CL E C: W U 0 W W c-, m U aj E " Q) W CL 0 M u u CL c >, c: Qj , o u < 0- 0 m " = -0 E V, aj aj -0 bD U aj u 0) CL w -6 0 CL w H, CL c -E Ln 0 CL aj !E 0 aj c > c 0 W bD 0 C u 0 0 0 0) C - W CL 0 C aj L) 'n :L' 0 -0 - 0 u a E " ea c u E Q) aj c aj m c c o 0 u -a 0 CL 0 0 c E 4a U 0 E u Q) w V, U 0) 0 m 0 E 0, 0 Q) o aj CL 0 u CL m CL -E 0- ai CL - E CL T T a CL 4- a 0 u 0 w La u Qj m CL L, -0 0 CL 0. -1 -7 ® CL —a E Z; < rL 0 aj 0 o a) .�2 E aj aj u o E 0 13 " L 0 — - L,! r— rn — I -a CL -0 m aj -@ > ai 0 0 c 0 -, m u -2 O>j CL CL iz > :a 70 aL-0 2 w aj bjD CL 0 U m 41 0 C: fa ro LL -0 — 42 E fa 41 41 a) C: 6 co E 6b 0 C: C: w 0 0 =5 -0 CL 41 luo C) City of Corpus Christi Continuous Improvement Review Report on City -Wide Facility and Property Services Improvement Plan Volume I of III April 16, 2013 TABLE OF CONTENTS TABLE OF EXHIBITS AND APPENDICES ............................................................. ............................... 3 BACKGROUND.................................................................................................. ............................... 5 SUMMARY........................................................................................................ ............................... 6 BUILDING THE CITY'S FIRST CATALOG OF PROPERTIES AND FACILITIES ......... ............................... 8 BUILDING RELATED INFORMATION ............................................................. ............................... 9 LeaseInformation ................................................................................... ............................... 11 SquareFootage ....................................................................................... ............................... 12 TemporaryBuildings ............................................................................... ............................... 13 CriticalBuilding Assets ............................................................................ ............................... 13 PROPERTY RELATED INFORMATION .......................................................... ............................... 15 Property Reconciliation Efforts .............................................................. ............................... 15 Surplus Buildings & Property .................................................................. ............................... 16 CURRENT FACILITY MAINTENANCE PRACTICES ............................................. ............................... 17 RECOMMENDATIONS .................................................................................... ............................... 21 ACTIONPLAN .............................................................................................. ............................... 26 2 TABLE OF EXHIBITS AND APPENDICES Report — Volume I Page Exhibit 1: Current Facility Maintenance Division Organization 7 Exhibit 2: Building Maintenance & Custodial Staff by Department 7 Exhibit 3: Facility and Property Inventory Data Collection 8 Exhibit 4: Overview of City Buildings 8 Exhibit 5: Buildings Owned by City 9 Exhibit 6: Total Buildings by Type of Use by City 10 Exhibit 7: Buildings Where City is Lessee: Expenses 11 Exhibit 8: Buildings Where City is Lessor: Revenues 12 Exhibit 9: Square Footage of Buildings We Use 12 Exhibit 10: Temporary Buildings Used 13 Exhibit 11: Critical Building Assets: HVAC's 13 Exhibit 12: Critical Building Assets: Roofs 14 Exhibit 13: Properties Owned or Used by Department 15 Exhibit 14: Potential Surplus Buildings & Property 16 Exhibit 15: Asset Lifecycle Model for Total Cost of Ownership Management 21 Exhibit 16: Conceptual Framework for New Department of City Facilities and Property 22 Exhibit 17: Summary of Estimated Initial Cost to Establish New Department 23 Exhibit 18: Annual Incremental Cost for Implementation of New Department Over Three Years 24 Exhibit 19: Examples of Actions Steps to Move Forward 27 Appendix A: Survey of Facility Maintenance Practices & Organization in Texas Cities 31 Appendix B: Methodology Used To Build Comprehensive Database of City Property & Facilities 33 Appendix C: Square Footage of Buildings We Use — By Primary Department 35 Appendix D: Total Office Space by Department 36 Volume II Tab Exhibit 4: Overview of City Buildings 1 Exhibit 5: Buildings Owned by City - Summary & Detail 2 Exhibit 6: Total Buildings by Type of Use by City - Summary & Detail 3 Exhibit 7: Buildings Where City is Lessee: Expenses- Detail 4 Exhibit 8: Buildings Where City is Lessor: Revenues - Summary & Detail 5 Exhibit 9: Square Footage of Buildings We Use - Summary & Detail 6 Exhibit 10: Temporary Buildings Used - Summary & Detail 7 Exhibit 11: Critical Building Assets: HVAC's - Summary & Detail 8 Exhibit 12: Critical Building Assets: Roofs - Summary & Detail 9 Appendix C: Square Footage of Buildings We Use — By Primary Department — Summary 10 & Detail Appendix D: Total Office Space by Department - Summary & Detail 11 Appendix E: Samples of Job Descriptions 12 3 Volume III Tab List of Buildings 1 List of Properties Owned or Used by Department - Summary & Detail 2 List of Properties to Reconcile with Nueces County Appraisal District 3 List of Properties Unclaimed, Needing Further Research 4 Potential Surplus Buildings & Properties Summary & Detail 5 4 BACKGROUND Improving maintenance of City facilities was a priority identified during the September 2011 City Council retreat. In October 2011 the City Manager directed the General Services Department to design a comprehensive facility maintenance program. In April 2012 the City Manager re- assigned project oversight to the Office of Strategic Management, with assistance from the General Services Department. We performed a high -level review of facility maintenance and management practices. Review objectives included: • Developing specific recommendations on how the City should be organized to effectively and efficiently maintain and manage property and facilities; and • Establishing, for the first time in the City's history, a comprehensive database of all City property and facilities. SUMMARY Property management and facility maintenance management is currently fragmented and decentralized. Systems and organizations are not in place to adequately manage and maintain our portfolio of real property, buildings, facilities, and associated critical facility components. Unlike the eight other Texas cities surveyed, we do not have a single department responsible for overseeing maintenance and management of all City properties and facilities.' Maintenance of City facilities is currently assigned to the Facility Maintenance Division of the General Services Department. As shown in Exhibit 1, the Facility Maintenance Division is budgeted for 17 staff: three managers, two office staff, 10 "trades" staff, and two custodians. Historically, the City's Facility Maintenance Division, primarily provided services in response to specific requests received. Maintenance and management of facilities other than City Hall and the Frost Building is left partially to the discretion of specific departments, with no Facility Maintenance oversight unless a specific request is received. This decentralized approach results in a lack of clear City -wide accountability, a lack of systematic City -wide facility planning, and lack of information needed to properly manage and maintain the City's facilities from a portfolio perspective. Within the last several months, aspects of a proactive approach have been initiated in anticipation of future reorganization. The City lacks clear lines of authority and responsibility for comprehensive building management and maintenance. As shown in Exhibit 2, only five departments have staff dedicated to building repair and maintenance: Airport, Gas, Facility Maintenance, Health and Police. Most departments do not have any dedicated building maintenance staff. During our review we created an Access database to catalog the City's buildings and properties .Z Previously the City lacked a clear sense of what properties and facilities were owned. This database will serve as the key critical building block to develop systematic and comprehensive city -wide facility maintenance and management. It will be a critical tool to help us move forward to better manage and maintain facilities and properties from an organization - wide perspective. The City lacks a fully reconciled list of properties with the Nueces County Appraisal District (NCAD). During the course of this review, efforts were made to begin the reconciliation process. However, work remains. Establishing clear lines of authority and responsibility internally will aid in maintaining consistency. We recommend creating a new department to provide comprehensive oversight of property management, facility maintenance, and real estate services. 1 Appendix A summarizes the results of our survey of facility maintenance and management organization in other Texas cities. Z Appendix B describes the methodology used and the information gathered. 11 Exhibit 1 Current Facility Maintenance Division Organization Exhibit 2 Building Maintenance & Custodial Staff by Department BUILDING THE CITY'S FIRST CATALOG OF PROPERTIES AND FACILITIES During the months of May through December 2012, we systematically gathered information from each City department regarding properties and facilities. The objective was to establish a database of all City properties and facilities. The information was verified by the departments and represents the most accurate data available as of January 31, 2013. Refining and maintaining the data is, and will be, an on —going effort. Exhibit 3 provides an overview of the nature of the information collected; Exhibit 4 presents summary statistics. The following pages provide additional summary detail. Exhibit 3 Facility and Property Inventory Data Collection Exhibit 4 Overview of Information Ej m Total Buildings Owned by the City 528 Total Buildings Used by the City 77r 470 Buildings Used Where City is Lessee 25 Buildings Where City is Lessor 8 78 Total Square Footage of Buildings We Use 9 2,453,733 ftZ Number of Temporary Buildings Used 10 32 HVAC Units Older Than 20 Years or Age Unknown 11 170(27%) Roofs Poor, Failing, or Condition Unknown 12 162(35%) Properties Owned 13 964 Number of Potentially Surplus Buildings 14 21 Number of Potentially Surplus Properties 14 126 Ej BUILDING RELATED INFORMATION Of the 528 buildings owned by the City, approximately 33% (174) are owned by the Wastewater Department and consist predominantly of lift stations and treatment plants. Parks & Recreation owns the second most buildings with 24% (125). The Water Department has 12% (65), including those in counties other than Nueces, or located at Wesley Seale Dam, Choke Canyon Dam, and Woodsboro and Bloomington pump stations. A detailed list of buildings by department is provided in Volume II. Exhibit 5 Buildings Owned by City 0 ° ' 8 4 ldings:ank Center WyH 3 m of South Texas 1 1 Whataburger Field 1 Counts of other buildings owned by Department: Animal Care Services 10 Aviation 31 Engineering Services 4 Facility Maintenance 4 Financial Services 1 Fire 31 Fleet Maintenance 8 Gas 9 Health 3 Library 6 Marina 7 Museum 2 Neighborhood Services 6 Parks & Recreation 125 Police 10 Solid Waste 19 Storm Water 4 Street Services 3 Wastewater 174 Water 65 TOTALS 528 Exhibit 6 summarizes buildings used by the City by type of use and whether owned or leased. Of the 470 buildings, 26 are leased (9 offices, 10 storage, and 7 used for special purposes). Of those owned, 73% are "Special Purpose" (buildings such as wastewater lift stations, etc.). Appendix C provides information on the square footage of buildings by type of use. E] Exhibit 6 Total Buildings by Type of Use by City3 3 A building is defined as "any structure fit for human occupation or storage which is owned, leased or rented by or to the City of Corpus Christi." 4 Buildings used by multiple departments are assigned a "Primary Department" for purposes of this summary. City Hall and Frost building are listed separately because many different departments use the buildings. 5 All buildings were placed in one of the following four categories based on the building's primary use: Maintenance, Office Space, Storage or Special Purpose. Special purpose buildings include free standing restrooms, water or storm water pump stations, wastewater lift stations, wastewater treatment plants, water treatment plant, American Bank Center. Any building may have multiple uses; the primary use governs the category. 6 The Wilson Building leases are aggregated under Municipal Court for purposes of this summary. The following City departments use space: Municipal Court Judicial, Municipal Court Administration, Police, and Parks & Recreation. Uses for the space include City Detention Center, Juvenile Assessment Center, office space, and work areas. 10 Specific Buildings: City Hall 0 0 1 0 0 0 0 0 1 Frost Building 0 0 0 1 0 0 0 0 1 No. owned b Animal Care & Control 1 0 1 0 1 0 7 0 10 Aviation 4 0 2 0 2 0 3 0 11 Development Services 0 0 0 0 0 4 0 0 4 Engineering Services 0 0 2 0 2 0 0 0 4 Facility Maintenance 0 0 2 0 1 0 0 0 3 Financial Services 0 0 0 0 1 0 0 0 1 Fire 1 0 0 1 13 1 17 0 33 Fleet Maintenance 4 0 1 1 2 2 1 0 11 Gas 1 0 3 0 1 0 4 0 9 Health 0 0 1 0 0 0 2 0 3 Library 0 0 0 0 0 0 6 0 6 Marina 0 0 0 0 0 0 5 0 5 Municipal Court6 0 0 0 0 0 0 0 1 1 Museum 0 0 0 0 1 0 1 0 2 Neighborhood Services 0 0 0 0 1 0 0 0 1 Parks & Recreation 7 0 1 0 9 0 62 4 83 Police 1 0 5 2 3 0 0 0 11 Solid Waste 1 0 7 0 7 3 4 0 22 Storm Water 0 0 0 1 1 0 3 0 5 Street Services 0 0 1 1 2 0 0 0 4 Wastewater 1 0 0 1 0 0 173 0 175 Water 5 0 6 1 13 0 37 2 64 TOTALS 1 26 0 33 1 9 60 10 325 7 470 3 A building is defined as "any structure fit for human occupation or storage which is owned, leased or rented by or to the City of Corpus Christi." 4 Buildings used by multiple departments are assigned a "Primary Department" for purposes of this summary. City Hall and Frost building are listed separately because many different departments use the buildings. 5 All buildings were placed in one of the following four categories based on the building's primary use: Maintenance, Office Space, Storage or Special Purpose. Special purpose buildings include free standing restrooms, water or storm water pump stations, wastewater lift stations, wastewater treatment plants, water treatment plant, American Bank Center. Any building may have multiple uses; the primary use governs the category. 6 The Wilson Building leases are aggregated under Municipal Court for purposes of this summary. The following City departments use space: Municipal Court Judicial, Municipal Court Administration, Police, and Parks & Recreation. Uses for the space include City Detention Center, Juvenile Assessment Center, office space, and work areas. 10 Lease Information Exhibit 7 summarizes the costs associated with buildings leased by the City. The City leases 26 buildings at an annual expense of $602,116 of which the Frost and Wilson Buildings comprise 66% of the lease expenses at $151,531 and $246,629, respectively. Exhibit 7 Buildings Where City is Lessee: Expenses The City leases to others (leases out) 78 buildings totaling $330,906 in lease revenue annually as shown in Exhibit 8. Nearly $200,000 of the lease revenue is obtained by leasing buildings at the Corpus Christi International Airport. The Marina and Whataburger Field comprise total lease revenue over $100,000. The lack of citywide oversight for property lease management has contributed to the occurrences of expired leases for property leased out by the City. 11 Development Services AAA Storage IH 37 Unit #1 $1,956 Development Services AAA Storage IH 37 Unit #2 $1,956 Development Services Metro Storage 468 a 469 $3,912 Development Services U -Haul $16,918 Fire Fire Dept. Training $40,000 Fire Mestina warehouse $29,000 Fleet Maintenance General Services Storage Trailer #1 $2,789 Fleet Maintenance General Services Storage Trailer #2 $2,798 Fleet Maintenance Police Motor Pool #2 $4,548 Frost Building Frost Bank Building $151,531 Municipal Court Wilson Plaza $246,629 Parks & Recreation CC Natatorium Gym $0 Parks & Recreation CC Natatorium Pool $0 Parks & Recreation Senior Community Services Kitchen $0 Parks & Recreation Solomon Coles Gym- $0 Police Saratoga Assembly Area $48,756 Solid Waste Mobile Mini # 1 storage shed $1,879 Solid Waste Mobile Mini # 2 storage shed $1,879 Solid Waste TP Self Storage $2,940 Storm Water Storm Water Trailer $10,302 Street Services Street Signs Modular Office $7,031 Wastewater Wastewater Office Trailer $10,308 Water Event Detection System $2,963 Water O.N. Stevens Guard Shack $2,564 Water O.N. Stevens SCADA Trailer $11,457 Totals $602,116 = $283,933 $66,027 $252,156 The City leases to others (leases out) 78 buildings totaling $330,906 in lease revenue annually as shown in Exhibit 8. Nearly $200,000 of the lease revenue is obtained by leasing buildings at the Corpus Christi International Airport. The Marina and Whataburger Field comprise total lease revenue over $100,000. The lack of citywide oversight for property lease management has contributed to the occurrences of expired leases for property leased out by the City. 11 Build Exhibit 8 Square Footage The City owns or leases almost 2.5 million ft2. As shown below in Exhibit 9, the largest leased properties are the Frost Building, natatorium /gym, and Wilson Plaza. Exhibit 9 The combined facilities at the American Bank Center operate at a net loss to the City on an annual basis. The City subsidizes the loss with public funds. 8 Totals do not include square footage of buildings the City leases out. 12 Temporary Buildings Exhibit 10 summarizes the number of temporary buildings used in the City. The City has a total of 32 temporary buildings of which 20 are owned and 12 are leased. Most are used for storage and eight are used for office purposes. Exhibit 10 Temporary Buildings Used Critical Building Assets Exhibit 11 summarizes the age of HVAC's (Heating, Ventilating, and Air Conditioning) by building or department. Approximately 24 HVAC's are older than 20 years with the age unknown on 146 units. Of specific note is that the Health Department has 10 units over 30 years. Exhibit 11 Critical Building Assets: HVACs 13 » � • e r � » e � » e e » City Hall 0 0 0 0 11 11 Frost Building 1 2 0 0 2 5 Animal Care Services 1 0 0 0 0 1 Aviation 77 66 0 0 9 152 Engineering Services 5 1 0 0 0 6 Facility Maintenance 0 1 1 0 1 3 Financial Services 0 2 0 0 0 2 Fire 52 24 2 0 2 80 Fleet Maintenance 4 1 0 0 14 19 Gas 4 2 0 0 2 8 Health 20 2 0 10 0 32 Library 23 7 2 0 7 39 Marina 4 1 0 - 0 5 Museum 6 1 5 0 0 12 Neighborhood Services 0 0 0 0 7 7 9 Such as trailers used for offices and storage sheds. 13 Parks & Recreation 64 22 3 0 60 149 Police 2 2 0 0 1 5 Solid Waste 1 0 0 0 0 1 Storm Water 6 0 0 0 0 6 Street Services 8 0 0 0 0 8 Wastewater 7 6 0 0 9 22 Water 23 12 0 1 21 57 TOTALS 308 152 13 11 146 630 Of the 461 roofs in the City surveyed and summarized in Exhibit 12, departments rated 44% as "excellent" or a "good" condition rating; 21% have a "fair" rating, 26% have a "poor" or "failing" rating, and the condition is "unknown" on 9 %. The roof at City Hall is rated as "fair "; the Frost Building has a "poor" rating. Some of the roofs with the "failing" condition will be repaired as part of Bond 2012. Exhibit 12 Critical Building Assets: Roofs 14 City Hall 0 0 3 0 0 1 4 Frost Building 0 0 0 1 0 0 1 Animal Care & Control 1 0 0 0 0 0 1 Aviation 0 5 19 8 0 0 32 Engineering 5 1 0 2 0 0 8 Facility Maintenance 0 1 1 0 0 0 2 Financial Services 0 0 0 2 0 0 2 Fire 10 8 6 7 0 0 31 Fleet Services 1 2 2 0 3 5 13 Gas 5 9 0 5 1 0 20 Health 1 2 0 1 0 0 4 Library 1 6 1 1 0 0 9 Marina 0 6 2 0 0 0 8 Museum O—r 2 0 2 1 0 5 Neighborhood Services 0 0 0 0 0 7 7 Parks & Recreation 47 34 12 44 11 6 154 Police 1 0 1 7 1 0 10 Solid Waste 5 f 0 1 1 0 0 7 Storm Water 0 0 3 0 0 1 4 Streets 0 0 0 1 2 0 3 Wastewater 6 12 34 4 2 19 77 Water 7 23 13 14 1 1 59 TOTALS 901 111 1 981 1001 22 1 40 461 14 PROPERTY RELATED INFORMATION As shown below in Exhibit 13, 50% (482) of the City's 964 properties are owned by the Parks & Recreation department. Primary departments have been assigned for multiple tenants such as the Water Utility Building in which Water, Wastewater, and Storm Water share the facility. Exhibit 13 Properties Owned or Used by Department Property Reconciliation Efforts Property records of the City are not reconciled with the Nueces County Appraisal District (NCAD). Neither entity had current, complete information. Recent efforts have been made to reconcile property related information. At this point, 210 properties remain to be reconciled. Reasons for un- reconciled properties include: • No tax identification number; • City has record of the sale, but NCAD records indicate City ownership; • Property cannot be located on a map indicating a possible bad address; and, • Property has adjacent parcels, suggesting that properties may need to be merged into one parcel; 15 Center 6 Rnk 2 g 1 r Field 1 Aviation 22 Development Services 3 Engineering Services 53 Facility Maintenance 2 Fire 20 Gas 17 Health 2 Library 8 Marina 4 Municipal Court 1 Neighborhood Services 25 Parks & Recreation 482 Police 12 Solid Waste 20 Storm Water 125 Wastewater 107 Water 51 Total 964 Property Reconciliation Efforts Property records of the City are not reconciled with the Nueces County Appraisal District (NCAD). Neither entity had current, complete information. Recent efforts have been made to reconcile property related information. At this point, 210 properties remain to be reconciled. Reasons for un- reconciled properties include: • No tax identification number; • City has record of the sale, but NCAD records indicate City ownership; • Property cannot be located on a map indicating a possible bad address; and, • Property has adjacent parcels, suggesting that properties may need to be merged into one parcel; 15 In addition, 302 City properties require further research to determine which department is responsible for maintaining or managing. Surplus Buildings & Property Exhibit 14 below highlights a total of 126 properties and 21 buildings identified by departments as potentially surplus property. The majority of properties are parks identified during the recent Parks Master Plan effort. The list also contains several tracts of land held in reserve as Aviation Clear Zones which are to be sold to the Navy and Federal Government. The total value of these properties listed range from $9 to $10 million. However, this amount is subject to appraisals that will be obtained by the Department of Engineering Services. Generally, city property may be sold by public auction or by sealed bid. There are certain statutory requirements, however, that must be met before property owned by a municipality can be sold. Depending upon the type of property to be sold, legal requirements may include a declaration of surplus, appraisals, and publication of notice. Properties that are considered unbuildable because of their shape or size can be sold to the abutting property owner without the bidding process. Other state laws apply to land owned, held or claimed as public park or square. These require that the sale of public parks or squares must be approved by a voter referendum. Exhibit 14 Potential Surplus Buildings & Property10 Volume III of this report contains a complete inventory of the following: • List of buildings; • Properties by department summary & detail; • Properties to be reconciled with NCAD; • Unclaimed properties. • Buildings & properties identified as potential surplus properties 10 Surplus buildings or properties may be identified for sale, demolition, etc. Examples of properties include navy clear zones, or parks and /or pools identified in the Park & Recreation Master Plan. 16 CURRENT FACILITY MAINTENANCE PRACTICES We interviewed the City's director of General Services and facility staff regarding current facility maintenance practices. Below is a summary of observations of current practices. 1) Most work by Facility Facility maintenance assistance is provided to Maintenance is reactive. departments /buildings other than City Hall and Frost only upon specific request. 2) The Facility Maintenance Some city standards are established for the nature and division provides no City -wide frequency of required preventive maintenance for facilities. oversight of facility preventive However, there are no comprehensive standards. maintenance. While individual departments may independently perform preventive maintenance activities for their facilities, these efforts are not monitored by Facility Maintenance Division. 3) The Facility Maintenance There are some preventive maintenance procedures for Division currently makes chillers and related equipment. However, preventive limited use of routine maintenance procedures are not systematically established preventative maintenance for all facility components and related equipment. work orders. 4) The Facility Maintenance Coding and reporting has not been established to analyze the division has made limited use nature of work or analyze what is driving work (root cause of their work order system to analysis). manage maintenance The work order system has not been used to analyze the activities. categories of work performed or the amount of labor hours per category of work. The system has been used to track labor hours by individual and costs of specific work. The IBM - Maximo system has been in place since 2005. Facility maintenance performance standards have not been developed and used. Actual costs incurred to maintain facilities have not been benchmarked to other cities or industry standards. 5) Systems for Customer Prior to February 2013, response time to complete work was Management can be improved. not tracked. Work order statuses were not accurately tracked in the work order system. Work has been placed "in progress" immediately after the work order was created thus causing invalid response and resolution times. (Some initial efforts have been made to correct this deficiency.) Customer satisfaction is not systematically tracked. The service request form placed on the Facility Maintenance web site is not functional or is the phone number to call or e- mail address to request Facility Maintenance support evident on the Facility Maintenance web site. (Recently corrected) 17 N mm 6) Maintenance service level mT he are no Mice Level MA or "Memos of standards and expectations are Understanding" between Facility Maintenance and not documented. departments receiving service. Responsibilities of the department are not explicitly defined beyond "manage the City's physical plant" and "maintain and manage the City's buildings and grounds." 7) Facility maintenance needs from an organization -wide perspective are not systematically planned beyond immediate needs and requests received. 8) The Facility Maintenance There has been no systematic analysis of staffing level Division has used budgeted adequacy based on work demands and facility needs. staffing levels rather than Because of fiscal and staffing constraints, their operations analyzing needs and demands. have tended to be reactive to meet immediate needs. 9) Overhead cost allocation Other than City Hall and Frost Building, costs are allocated to methodology should be departments based on a 3 -year average of actual labor costs improved. used instead of square footage. 10) There is no centralized Each department independently determines what facility management of service services are needed for the buildings they use and whether contracts used to maintain city facility service contracts are needed. facilities. No City -wide standards for facility maintenance related service contracts for such services as window cleaning, fire extinguisher and fire suppression testing, elevator maintenance, pest control, HVAC inspection, burglar alarm system testing. However, in January 2013, the division initiated a citywide elevator service contract. No centralized database exists to track and manage facility maintenance service contracts used for City buildings. Aggregation of service contracts has cost savings potential 11) There is no catalog of Prior to this study, the City lacked a comprehensive list of facilities and associated property and facilities identifying the property and property. maintenance & management responsibilities. City properties have never been reconciled with the Nueces County Tax Appraisal District. 18 N • � 12) Facility conditions are not There are some ad hoc condition assessments (e.g. most routinely assessed nor are recently a survey of facility conditions performed by the systems established.11 Planning Department in preparation for Bond 2012). The lack of systems to identify and track in a database facility repair needs impacts the City's ability to budget for facility needs. Standards for facility conditions have not been established. Lack of data precludes ability to analyze impacts of deferred maintenance. Reserves for major repairs /replacements based on analysis of facility conditions have not been established. 13) Actual total costs to The City is unable to perform life -cycle full cost analysis for maintain and repair buildings facilities. Full cost analysis would include costs of major are not tracked. repairs, routine maintenance, energy and custodial costs. There is currently no database of repairs made on a building - by- building basis. 14) There is no City -wide While individual departments may have identified space master space needs planning. needs, this information is not consolidated to enable space needs planning for the City organization as a whole 15) There is a lack of There are no periodic reviews of property owned to identify comprehensive land and candidates for proper disposal or acquisition. Creation of the building portfolio property database will serve as a foundation for management. systematically reviewing the need for all buildings and properties. The City appears to have a relatively large number of buildings and properties compared to other cities. Lack of coordination potentially results in one department disposing of property or facilities potentially useful for other departments. 16) There is no catalog of The survey conducted during this review provides the critical facility equipment and foundation for a comprehensive list. facility components on a There is no database to track warranty information for City building -by- building basis. facility components and critical facility equipment. 11 City Policy F -4.0, revised on January 4, 1988 states that "Annual appraisal of major facilities and inventory of existing capital facilities should be performed to prepare a report of conditions, a project's life span and time for replacement." Although the policy is directed to "preparation of capital improvement program ", there is no specific department assigned responsibility for the annual appraisal. 19 710' e is no centralized The lack of lease management has contributed to the lease management. occurrences of expired contracts for property leased by the City. 18) There are no City -wide Each department independently determines size of offices standards for furniture and and how offices will be furnished and equipped. office equipment or office space requirements. 19) There is no comprehensive It is difficult to determine and monitor energy costs on a energy management program building -by- building basis. There is no database to tie specific for the City. meters to each of the City's buildings necessary to track power consumption by building. 20 RECOMMENDATIONS The City should create a new department to provide comprehensive oversight of property management, facility maintenance, and real estate services. The efficiency and effectiveness of building maintenance and property management will be improved by creating a new department with responsibility for building maintenance and comprehensive property management from an organization -wide perspective. The new department would not necessarily be responsible for performing all maintenance and repair, but it would be responsible for coordinating and monitoring all facility maintenance, with the exception of the Corpus Christi International Airport. The framework for a recommended organization was constructed around an "Asset Lifecycle Model" developed by the International Facility Management Association and after considering specific needs identified during our review of the City's facility maintenance practices. Exhibit 15 .17 Asset L!Tecycie Model Tor i otai �,ost OT Ownership Management Utilization Space Plant��ng r Programming Replacements MAN4GEME esi n PROJE? { £ to DELIVER Improvements ITAL Y a tt Construction 'yk �Z%�j 3 IL l 12 D tt J j� OPERATIONS Retrofits 1 upgrades Operations Repairs % S Yz1 ,Planned Maintenance User Requested heeds Based upon the previous Lifecycle Model, Exhibit 16 provides the conceptual framework for a new department of City Facilities and Property. 12 International Facility Management Association (IFMA), "A Framework for Facilities Lifecycle Cost Management ". 21 Exhibit 16 Conceptual Framework for New Department of City Facilities and Property As shown in Exhibit 17, an estimated $6.4 million is needed to initially stand -up a new Department of City Facilities & Property. The annual operating costs of $5.3 million (Personnel $1,577k + Other Expenses of $3,676k) align with industry standard S.13 The budget includes $300k for consultant expenses to study the City's facility needs, evaluate existing facilities, and develop a "right- sizing" plan for the entire organization considered as a whole. Such a study has never been performed and would be funded using current year funds budgeted, but unspent, for a comprehensive facility plan. $300k is also included for one -time costs to purchase and implement a space planning /real estate management /capital planning software to be used in conjunction with the City's work and asset management software (Maximo). Annual software expenses thereafter will be less than $40k. Finally, $180k in debt service is included for financing $2 million annually in replacement funds. Building maintenance activities are currently budgeted by various departments. By consolidating building maintenance activities into one new department, the additional first year 13 Annual maintenance costs published by IFMA (International Facility Management Association) for the South Central region are benchmarked at $1.61 per square foot. Based on the City's estimated 3 million square feet of buildings for which we either own or are responsible for maintaining, annual maintenance costs should be $4.8 million. Maintenance costs include expensed maintenance costs not capitalized improvement costs. Source: IFMA Benchmarks, Annual Facility Costs, Research Report #30, p. 28. 22 cost for the new department is $1.2M. With the addition of six positions from other departments to the 17 currently in Facility Maintenance and the addition of 8 new positions, the total number of personnel will equal 31 FTE's. Exhibit 17 Summary of Estimated Initial Costs to Establish New Department (in thousands) 14 The $283k in personnel expenses from other departments reflect the addition of three dedicated building maintenance staff from Police, the two from the Health Department, and the one at the Gas Department. The nine dedicated building maintenance staff at the Airport remains under the control of the Airport and are not included. The $1.266k in other current maintenance expenses is the amount currently budgeted for Building Maintenance and Service by all other City departments except the Airport. 15 Other Expenses include personal computer, group & self- insurance, office supplies, etc. 16 Unused funds previously budgeted for the Comprehensive Facility Plan completed in -house (this study) will be earmarked for the "Rightsizing Master Plan ". 17 Software cost is for space planning /real estate management /capital planning software implementation. Annual costs after year one are estimated to be less than $40k. 23 Exhibit 18 highlights an approach to phase -in the department over three years. Year one adds two positions -- a Director of Facility & Property Services and a Senior Accountant position. In addition, $300k is added to begin a "Right- Sizing Master Planning' effort which will be funded using current year funds budgeted, but unspent, for a comprehensive facility plan. Debt service of $180k is added each year to finance $2 million in capital replacement funds annually. In the second year, three more positions are added and funding is provided to purchase and implement software that aids in space planning, real estate management, and capital planning. In year three, the addition of three "trades helper" positions brings the total new positions to eight and the department total to 31 FTE's. Incremental cost for the next three years include $1.201 million operating funds plus $1.08 million in debt service (on $6 million in capital replacement). Exhibit 18 Annual Incremental Cost for Implementation of New Department Over Three Years Assumes - Year 1: Director'+ Sr. Accountant + Right- sizing Master Plan + Consolidating Other Depts = $488; Other Expenses include personal computers, group & self- insurance, office supplies, etc. 3 Right- sizing Master Plan to be funded with budgeted, but unspent funds, for a comprehensive facility plan. 4 One -time software purchase & implementation costs for space planning /real estate management /capital planning. 5 Positions added in year 3: Property Planning Manager, Inspection /Plan Reviewer, & Call Center Service Request Intake. 6$ is added each year for $2 million for capital replacement. Subsequent years include the prior year debt service, i.e. year 2 includes $180 for current year and debt service payment for year 1, etc. An annual funding plan for capital replacement requirements should be established. In addition to the annual operating expenditures it is important to fund critical City facility 24 improvements. Based on current estimated facility repairs of $2 million annually, approximately $180k should be added each year for debt service. 18 The City should appoint a Director of City Facilities & Property to lead a new department that provides comprehensive oversight of property management, facility maintenance, and real estate services. If and when the City decides to fill the role of the Director, hiring an industry professional is important to the success of the new department. Typically, industry professionals possess the following minimum qualifications: • Bachelor's degree from an accredited institution in Facilities Management, Building Construction, Engineering, Architecture or related field with five years of progressively responsible management experience in plant /facilities management; a professional engineer license is preferred. • Knowledge of trades. • In -depth knowledge of computerized maintenance management system (CMMS) with specific knowledge of IBM's Maximo is preferred. • Also, must have following qualitative skills: • Business and organizational skill including ability to multi -task and manage multiple projects at once; • Excellent written and communication skills; • Strong interpersonal skills; • Exceptional management skills to motivate and lead a diverse workforce; • Ability to analyze and trouble shoot; • Excellent knowledge of maintenance practices and principles; • Ability to negotiate and collaborate; • Ability to build and manage a complex operating and capital improvement plan budget. Sample job descriptions are available in Volume II, Appendix E. The City should begin Master Planning of City Facilities & Property once a decision is made to move forward with the Department and a Director of City Facilities & Property. Unlike the eight other Texas cities surveyed, the City does not have a single department responsible for overseeing maintenance and management of all City properties and facilities.19 Consequently, no systematic master planning efforts have ever been undertaken to study the City's facility needs, evaluate existing facilities, space planning, and develop a "right- sizing" plan for the entire organization considered as a whole. Departments identified office space needs for 179 employees (Appendix D). 18 $32 million in estimated repairs are determined as follows: $56 million in facility repairs (identified for Bond 2012 based on a field survey) less $23.9 million approved by voters = $32 million in unmet facility repair needs. $8 million in surplus property sales are forecast resulting in a net balance of $24 million. Financing $2 million of repairs annually over 15 years result in debt service payments of $180k annually. 19 Appendix A summarizes the results of our survey of facility maintenance and management organization in other Texas cities. 25 "Right- sizing" could result in the consolidation or elimination of buildings and temporary buildings /trailers, standardization of office space, better synergy of co- locating departmental divisions, and construction of new modern, energy efficient buildings to minimize costs associated with maintenance or other capital - related costs. Focusing planning efforts at the City Service Center could improve future expansion plans for Fleet Services, Water Utilities, as well as a variety of other City Services. Funding for "Master Planning" will be programmed in the transition plan. The Facility Maintenance division should develop baselines and benchmarks for actual facility maintenance costs, on a building -by- building basis. Knowing these costs is essential to evaluating the costs /benefits of facility maintenance privatization and the development of objective comparisons. Privatization of Facility Services can be pursued after developing baselines and benchmarks for actual facility maintenance costs on a building -by- building basis. The Facility Maintenance Division has not tracked such things as costs per square foot, average time to complete work orders by type of work, percentages of jobs called back on, and percentages of preventive maintenance completed with times allocated by industry standards. 20 The City should continue to more consistently pursue "selective outsourcing" across all maintenance areas. For instance, selective outsourcing has occurred with some HVAC maintenance — but not consistently across all departments. Economies of scale may be realized by outsourcing all HVAC maintenance and then centrally managing the contracts. The cost /benefit of the contracts should be evaluated. The Facility Maintenance Division, as well as other departments, currently outsources a variety of other maintenance functions such as elevators, and painting, carpentry, etc. as needed. These efforts should be centrally managed. ACTION PLAN Exhibit 19, "Examples of Action Steps to Move Forward" on the following page presents general recommendations and specific action steps with target timelines for implementation. This Action Plan this does not represent all steps which should be taken, but it will serve as a foundation to improve facility maintenance across the City organization. 20 International Facility Management Association, "Benchmarks V: Annual Facility Costs," Research Report #30 26 27 Exhibit 19 (p. 1 of 4) Examples of Action Steps to Move Forward t 1) Establish a a) Identify current staff from other departments department to be to be transitioned responsible for all b) Develop preliminary budget city buildings and c) Develop initial cost allocation methodology properties (ultimately transitioning to direct billing) d) Establish policy specifying roles and specific responsibilities for building, property and real estate management, with clear delineation of responsibilities in relation to other departments e) Develop flow charts describing desired work processes and interrelationships /communications with other City departments f) Finalize budget, hire new director and transition personnel to put in place the new department on 8/1/13 g) Analyze staffing needs based on actual and projected work demands (annually) h) Establish a policy for reserves for facility repair or replacement based on identified needs and develop a funding plan 2) Update and a) Establish processes for coordinating property maintain catalog acquisition /disposal and facility improvements and database of City properties and b) Determine if additional data fields are needed facilities in the initial Access catalog of property and facilities c) Develop detailed plan to transition the property and facility catalog from the initial Access database to Maximo (with associated GIS mapping capabilities) d) Upload property and facility data into Maximo database; ensure completeness of data e) Purchase of space planning /real estate management /capital planning software to be used in conjunction with the City's work and asset management software (Maximo) *Dates are based on the elapsed time after the decision is made to create a new department. 27 Exhibit 19 (p. 2 of 4) Examples of Action Steps to Move Forward 28 3) Establish City- a) Identify all service contracts used for routine wide facility facility maintenance and associate with the maintenance specific building for which the services are used systems and (e.g. periodic HVAC inspections, electrical procedures inspections, periodic roof inspections, pest control) b) Assess potential economy of scale savings from centralized contracts c) Develop PM and inspection frequency standards for facilities and critical components d) Establish PM schedules in Maximo to automatically generate work orders according to standards established e) Identify where preventative maintenance has been insufficient; identify costs and level of effort needed to bring to desired PM standards f) Establish facility condition rating system, identify attributes to record, and establish data fields in Maximo database g) Input into Maximo results of known facility and equipment condition assessments h) Develop and use codes to categorize maintenance work by type, by department, by building and by "failure class" in order to perform root cause analysis and determine what is driving work demands 28 Exhibit 19 (p. 3 of 4) Examples of Action Steps to Move Forward 29 i) Develop procedures to plan and schedule work and routinely assess backlog (considering criticality, priority, and location of work) j) Using results of condition assessments, identify cost impact of deferred maintenance needs (to be done annually) k) Establish procedures and schedule to routinely assess facility conditions (to be done annually) 1) Develop systems to capture total costs of facilities, including maintenance, repair, energy, and utilities m) Develop a model to project annual capital needs to replace or repair major facility components over a 20 -year horizon 4) Improve internal a) Create customer report codes in Maximo to customer contact reflect the nature of customer requests for management service b) Develop response and resolution standards for each customer report code, input standards into Maximo, and routinely review actual results c) Ensure location codes are in Maximo for all city facilities d) Improve the City's internal web page to include information on how to request facility services e) Designate someone in the City Call Center to take all facility related service requests and create Maximo work order when appropriate 29 Exhibit 19 (p. 4 of 4) Examples of Action Steps to Move Forward 30 f) Develop a communication plan to explain how to submit facility maintenance service requests thru the City Call Center g) Conduct routine survey of satisfaction 5) Establish a) Develop flow chart of work process and capability for City- communication plan wide master space b) Identify data, systems and personnel needed needs planning for space needs planning c) Develop City -wide standards for office space, furniture and equipment requirements 6) Establish City- a) Specifically identify data, process, and wide real estate personnel needed for centralized property lease services management management b) Ensure all leases are identified, catalogued and associated with specific parcels c) Establish process between Real Estate Services group and "sponsoring" departments to coordinate lease management 7) Complete the a) Ensure that all properties are reconciled with reconciliation of the Nueces County Appraisal District properties with the b) Ensure that all unclaimed properties are Nueces County further researched or reconciled with NCAD Appraisal District c) Annually ensure that all properties are and City reconciled and accounted for in the database. departments. 30 APPENDIX A Survey of Facility Maintenance Practices & Organization in Texas Cities 31 Arlington Yes 22 $3.2M 174 Custodial and building Security, pest, janitorial, repair /renovation elevator, generator, window services for all City washing, fire extinguisher — facilities. alarm — suppression inspections, painting. Austin Yes 139 $9.7M 261 Custodial, plumbing, Painting, carpentry, AC, electrical, security, carpeting, tile, fencing, roofs, locksmith, grounds & major maintenance. building maintenance, property management, re- modeling. Carrollton Yes 6.5 $1.2M 54 Repair, maintenance, Janitorial, pest control, real estate window cleaning, fire procurements, extinguisher inspections, leasing /disposal, space elevator maintenance, large planning, contract scale painting, indoor air custodial services, quality testing, large design & relocation. mechanical maintenance and repair. Corpus No 17 $3.7M 528 Repair & maintenance All categories of facility repair Christi * ** of City Hall and Frost work are contracted out building; assistance is when needed. Contracted provided upon request services include elevators, for other buildings. City Hall and Frost HVAC, pest Services provided control. include carpentry, electrical, HVAC, minor painting, minor plumbing and minor mechanical. *All staff other than custodial * *Budget for San Antonio includes 55 custodians * ** Reflects personnel and budget in Facility Maintenance. 6 additional positions and budget of $1.5 available in other departments. 31 APPENDIX A Survey of Facility Maintenance Practices & Organization in Texas Cities 32 4 -� e Dallas Yes 194 $14.7M 747 Maintain and repair Elevator maintenance, most City buildings, custodial & cleaning for 104 with routine City buildings, pest control, preventative window cleaning. maintenance. Develops contract specifications /bids for building and security services. Monitors, operates and maintains emergency power backup systems. Furnishes room set- ups; pays utility bills for 470 accounts. Fort Worth Yes 59 $6.5M 945 Facilities preventative Large scale construction & and routine renovation. Contracts out maintenance & support complex maintenance for general fund functions such as elevators facilities (335 and fire alarms. Contracts buildings). Facility out majority of custodial design & construction services. administration for all City facilities. McAllen Yes 10 $5M 54 Minor maintenance Custodial services, concrete and repairs including and major plumbing work electrical, plumbing, HVAC, carpentry. Administers janitorial contracts for 30+ buildings. Plano Yes 28 $8.6M 100 Maintenance, repair, Administers service contracts security and for security systems, improvements to all elevators, boilers, HVAC, City buildings. custodial, pest control. Coordinates office moves. San Antonio Yes 50 $14.1M 657 Full maintenance Elevators, fire alarm, services provided for35 landscaping, pest control, (includes core City facilities, chiller maintenance, major 35 including custodial. renovation custodians) Support provided for 200 other facilities. 32 APPENDIX B Methodology Used To Build Comprehensive Database of City Property and Facilities During the months of May through October 2012, we gathered information needed to establish a database of all City properties and facilities. In five distinct phases of data collection, all City Departments were asked to provide the following information: • Phase 1: Property and Building Information o Properties: tax identification number, legal description, physical address, county, general property identifier, primary tenant, owner, and primary use category; o Buildings: designated department, tax identification number, Maximo location code, general building identifier, physical address, county, permanent /temporary structure, tenant, primary use category (maintenance, office space, storage, or special purpose), and whether city owned building (yes /no); • Phase 2: Critical Assets Information (HVAC and Roofs) o HVAC systems: by type, make, model, serial number, capacity, date of install, expected life in years, location to building, maintained by, service schedule, warranty; o Roofs: by roof type and composition, date of install /replacement, condition, maintained by, warranty; • Phase 3: Building Footprint and Office Space o Building footprint: (square footage of the total area of ground covered by a structure surrounded by the exterior walls); o Office space: total office space (square footage of total area of building currently designated for employee use as an office); • Total number of employees who occupy the office space (designated to perform their work in the office space), • Total unused office space (square footage of total area of building designated for employee use as an office, but not used), 33 APPENDIX B (con't) Methodology Used To Build Comprehensive Database of City Property and Facilities • Phase 4: Expense and Lease Information o Annual expenses related to: • Allocation expenses (amount paid to Facility Maintenance per year), • Lease expense (if any); • Custodial expense (internal or external); Annual Maintenance Expense (internal /external); Grounds maintenance expense (internal /external); Security Expense (internal /external); Utility Expense; o Lease Information related to: • Name of lessee /lessor • Annual lease amount; • Term of lease (yrs); • Lease expiration date; • City expense or revenue: • Lease includes property, building or both; • Phase 5: Identify surplus property 34 APPENDIX C Square Footage of Buildings We Use - By Primary Department21 21 Totals do not include square footage of buildings the City leases out. 35 pFr,,tB,ld,',g 0 0 0 0 62,904 0 0 0 0 Animal Care Services 4,525 0 7,110 0 920 0 10,620 0 Aviation 15,946 0 156,076 0 3,600 0 12,425 0 Development Services 0 0 0 0 0 1,500 0 0 Engineering Services 0 0 9,850 0 2,080 0 0 0 Facility Maintenance 0 0 4,468 0 304 0 0 0 Financial Services 0 0 0 0 15,480 0 0 0 Fire 12,750 0 0 2,310 5,987 7,800 106,160 0 Fleet Maintenance 44,392 0 312 462 440 504 4,069 0 Gas 1,350 0 27,364 0 11,500 0 1,461 0 Health 0 0 1,380 0 0 0 100,433 0 Library 0 0 0 0 0 0 150,985 0 Marina 0 0 0 0 0 0 9,663 0 Municipal Court 0 0 0 0 0 0 0 32,224 Museum 0 0 0 0 4,848 0 171,376 0 Neighborhood Services 0 0 0 0 2,006 0 0 0 Parks & Recreation 38,673 0 31840 0 18,685 0 178,392 62,527 Police 340 0 488,283 6,388 49,332 0 0 0 Solid Waste 4,617 0 5,689 0 2,374 640 3,528 0 Storm Water 0 0 0 2,016 3,000 0 7,651 0 Street Services 0 0 11,025 924 2,820 0 0 0 Wastewater 11,150 0 0 980 0 0 82,716 0 Water 11,031 0 39,244 1,440 23,207 0 122,062 200 TOTALS 144,774 1 0 1,018,016 77,424 146,583 10,444 961,541 94,951 21 Totals do not include square footage of buildings the City leases out. 35 APPENDIX D Total Office Space by Department City Hall 43,258 106 0 Frost Building 11,890 106 11,890 Animal Care 0 0 11 Services 2,710 0 0 Aviation 33,808 0 0 Engineering 27 155 Yes Services 4,177 0 0 Facility 2 0 3 Maintenance 660 3 0 Financial Services 1,400 0 0 Fire 6,330 0 1,010 Fleet Maintenance 3,888 0 253 Gas 5,891 350 0 Health 14,947 0 0 Library 16,849 494 0 Marina 0 - 0 Municipal Court 7,974 0 7,974 Museum 5,472 0 0 Neighborhood Yes 0 0 Services 0 0 Parks & Recreation 13,742 2,669 954 Police 104,392 0 4,780 Solid Waste 2,449 0 0 Storm Water 2,406 85 1,816 Street Services 4,212 0 360 Wastewater 5,505 0 980 Water 16,863 1,171 1,034 Totals 308.823 4.769 31.052 0 408 106 Yes 0 $151,531 106 112 Yes 0 0 11 246 Yes 0 0 258 131 Yes 0 0 27 155 Yes 0 0 12 55 No 2 0 3 467 No 3 0 $40,000 54 117 Yes 0 0 $4,548 21 185 No 8 0 39 151 Yes 0 102 147 Yes 0 0 79 213 Yes 0 - No 7 0 $246,629 64 125 No 7 0 24 228 Yes 0 0 0 0 0 $0 110 125 2 0 $48,756 446 234 101 0 33 74 jo 0 $10,302 15 160 0 0 $7,031 46 92 20 0 $10,308 20 275 Yes 0 0 $11,457 102 165 No 29 0 $530.562 1.980 156 179 " Buildings used by multiple departments are assigned a "Primary Department" for purposes of this summary. For example, the Water Department is designated as the "primary department" for the Water Utilities building in the service center although offices are used by Wastewater, Storm Water and Water Department. City Hall and Frost building are listed separately although many different departments use the buildings. 36 AGENDA MEMORANDUM for the City Council Meeting of April 16, 2013 DATE: April 8, 2013 TO: Ronald L. Olson, City Manager FROM: Daniel Biles, P. E., Director of Engineering Services DanB @cctexas.com 361- 826 -3729 STAFF PRESENTER(S): Name 1. Daniel Biles, P.E. 2. 3. OUTSIDE PRESENTER(S): Name 1. 2. 3. BACKGROUND: UPDATE TO CITY COUNCIL Presentation on Bond 2014 Resolution Title /Position Director of Engineering Services Title /Position Department Engineering Services Oraanization This presentation will update the Council on the current status of this project. It is for informational purposes only and no action is required. 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O a? m 1' m! 0 • w O O O O O O L LO {f} O N VJ � O o C U mm U �(D O LL Z O O O O O O O O � O ON N O ON \�c O N O N O O O - O O O • N w f�} E� r—, c� rC o C) o ;-4 o ° a x o x •� x O � � 0 O O O O O O L LO {f} O N VJ � O o C U mm U �(D O LL Z 1' mi t s O O O 'cps ..� • � cn N O N r-i O .4-j rC �+ V � O � O .� to AGENDA MEMORANDUM for the City Council Meeting of April 16, 2013 DATE: April 2, 2013 TO: Ronald L. Olson, City Manager FROM: Daniel Biles, P.E., Director of Engineering Services DanB @cctexas.com (361) 826 -3729 STAFF PRESENTER(S): Name 1. Daniel Biles, P.E. 2. 3. OUTSIDE PRESENTER(S): Name 1. 2. 3. BACKGROUND: UPDATE TO CITY COUNCIL Presentation on Design Standards Ordinance Title /Position Director of Engineering Services Title /Position Department Engineering Services Organization This presentation will review the recommended traffic and signals, water, wastewater, and storm water design standards. This will provide background and discussion for a future proposed Ordinance to amend the Unified Development Code (UDC) and existing utility design standards. 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Olson, City Manager FROM: Daniel Biles, P. E., Director of Engineering Services danb @cctexas.com (361) 826 -3729 UPDATE TO CITY COUNCIL Energy Efficiency Conservation Retrofit for Major City Facilities STAFF PRESENTER(S): Name 1. Daniel Biles, P. E 2. 3. OUTSIDE PRESENTER(S): Name 1. 2. 3. BACKGROUND: Title /Position Director of Engineering Services Title /Position Department Engineering Services Organization The purpose of the presentation is to provide the results of the Phase 1 Energy Efficiency Conservation Retrofit contract with McKinstry Essention, Inc. The energy performance contract was a no -cost contract subject to the City entering the Energy Performance contract for facilities when the cost of the retrofit could be paid with the realized savings. Phase 1 included efficiency enhancements for the following facilities: • City Hall • Health Department • Municipal Court/Police • Museum of Science & History • Central Library • American Bank Center Complex (Arena, Convention Center & Selena Auditorium) • Airport Complex City Council is scheduled to approve the first reading to execute Amendment 1 on April 23, 2013 with action scheduled on April 30, 2013. LIST OF SUPPORTING DOCUMENTS: PowerPoint K: \ENGINEERING DATAEXCHANGE\VELMAP \CITY HHALL \E11102 ENERGY SERVICES PEER REVIEW\2013 -04 -16 PRESENTATION \AGENDA MEMO -ENERGY EFICIENCY CONSERVATION REfROFIT.DOCX r 4,11 0100 V Z w V 6TM4 6TM4 W4 r w z W H u i� �O r-�- -1 CJ) O V O U U O N :m7 20: p---q AI nj m E kk a0 m Y u t, bc, tm 0 > m m tm m m %% ) Jy Go LU ci 69- El .2 CD .0 wi co r 0 C4 vl� 0 N El 0 a m 0 4- E z ch co 'a 2 CL w Q Q 0 r_ C4 69- 0 A m E c 0 c-- 0 c 4 c Cl c 0 0 0 4 c -- c 1 c c c ti-, c e. ml LL Go LU ci 69- El .2 CD .0 wi co r 0 C4 vl� 0 N El 0 a m 0 4- E z ch co 'a 2 CL w Q Q 0 r_ C4 69- 0 A 01�11 Ix QFA M � OT E 0 C L. 0 u FA cm FA C -W r C .3 0 m x r4 C C m E E LL t! m LL w FA m 0 FA c FA 0 u LU 69- r_ r_ El co 'a 0 CL .0 co a ch 0 El 0 a a) 0 4— E z ch co 'a .0 C CL w v C4 i r_ a) 0 LO 69- 0 A co \ tA QFA M � OT E 0 C L. 0 u FA cm FA C -W r C .3 0 m x r4 C C m E E LL t! m LL w FA m 0 FA c FA 0 u LU 69- r_ r_ El co 'a 0 CL .0 co a ch 0 El 0 a a) 0 4— E z ch co 'a .0 C CL w v C4 i r_ a) 0 LO 69- 0 A co I 42 C m E^ , o +; ;n r 0 > m r Yw ;n N m a C r 0 m E E LL m LL OF LU El co 'a 2 CL r_ 0 0 El 0 a 0 4— E z co 'a .2 CL 0 r_ 0 A C4 w Q 69- C4 cli T- I* C4 69- m C4 w 69- F�f „Pr C, �f Qr, r <<. 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O O • O O O O LO ON • • Im O 4-1 ct .bio O O U 4-1 U U O cn O 6M r ct O 4-1 ct O U U ct � O ct O O •r-4 Ct bb-O ct r—� O V� O U -1-i ct ct ct U � R 4-1 cn U O U U ct O O ct ct .ct ct r w a� a� c� U O w � • • to DATE: April 10, 2013 TO: Ronald L. Olson, City Manager FROM: Lawrence Mikolajczyk LawM@cctexas.com 361- 826 -1972 STAFF PRESENTER(S): Name 1. Oscar Martinez 2. Angela Gonzalez 3. Doug DeFratus OUTSIDE PRESENTER(S): Name 1. 2. 3. BACKGROUND: AGENDA MEMORANDUM for the City Council Meeting of April 16, 2013 UPDATE TO CITY COUNCIL Plastic Bag Presentation V to City Council Title /Position Assistant City Manager Clean City Coordinator Legal Counsel Title /Position Department Assistant City Manager Solid Waste Dept. Legal Dept. Organization This will be the final presentation for final recommendations from City Council on environmental recovery fees and how to proceed with our plastic bag challenges. 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