Primary Department: County Attorney
Primary Department Head/Elected Official: Christian Menefee
Managing Department: County Engineer
Managing Department Head/Elected Official: Dr. Milton Rahman
Regular or Supplemental RCA: Supplemental RCA
Type of Request: Investment Memo
Investment Memo Type: Final Investment Memo
Project Name: CAO Delinquent Property Tax Division Call Center Expansion
Project ID (if applicable): TBD
Vendor Legal Name (if applicable): N/A
MWBE Contracted Goal (if applicable): N/A
MWBE Current Achievement (if applicable): N/A
Justification for 0% MWDBE Participation Goal: N/A - Goal not applicable to request
Grant Indirect Costs Rate (if applicable): N/A
Justification for 0% Grant Indirect Costs Rate (if applicable): N/A - Not a grant item
Incremental Authorization Requested: $171,599
Total Estimated Project Cost: $171,599
Request Summary:
title
Request by the County Attorney for approval of a Preliminary Investment Memo for the Harris County Attorney’s Office Delinquent Property Tax Division Call Center Expansion project, for an amount of $171,599 and request for approval of commercial paper funding in the amount of $175,000.
end
Project Description:
Harris County Attorney’s office aim to create an independent space for the Call Center for the Harris County Delinquent Property Tax Division. This division focuses on resolving issues related to property tax payments in a manner that is fair to both taxpayers and Harris County. Its formation demonstrates the county’s dedication to improve tax collection processes. To strengthen collection efforts, a separate space for Division leadership and the Call Center would aid in accomplishing this.
This project will develop an area at downtown 1111 Fannin, 13th floor, expanding the Harris County Attorney’s Office Delinquent Property Tax Division’s capability to provide professional office space for the division’s call center. By creating a space and expanding the division, the call center team will be able to provide excellent customer service and guide the public on methods to resolve their tax debt.
The project timeline is within 6 months, with significant project elements being (1) Procurement, (2) Engineering and Contractor Scope, (3) Materials Purchasing, (4) Project Initiation, (5) demolition and remodeling, and (6) Installation.
Anticipated Project Expenditures and Timeline:
|
Project Scope Breakdown |
Estimated Cost |
Estimated Completion |
|
Wholesale Electric |
$5,559 |
06/30/2025 |
|
- Construction Materials |
$19,823 |
06/30/2025 |
|
Painting Materials |
$1,599 |
06/30/2025 |
|
Flooring |
$4,538 |
06/30/2025 |
|
Fire/Sprinkler |
$8,220 |
06/30/2025 |
|
Fire Security Protection |
$8,324 |
06/30/2025 |
|
Electric |
$21,160 |
06/30/2025 |
|
AV Construction labor charges |
$86,776 |
06/30/2025 |
|
10% cost contingency |
$15,600 |
|
|
Total |
$171,599 |
|
Justification & Alternatives:
County Attorney’s office want to focus on the needs of the Delinquent Property Tax Division. This division prioritizes efficiency and equitable solutions for delinquent taxpayers while being firmly committed to providing excellent customer service.
I. Privacy Issues:
As the Property Tax Division's operations developed, we quickly determined that we needed to renovate the space. Engineering assisted us with creating a floor plan that would meet our needs. However, issues with the building's HVAC system prevented HC Engineering from designing the offices, so the walls in the new offices would be built up to the ceiling, which caused privacy problems when discussing confidential case-related matters.
Division attorneys were assigned to the offices to conduct business with County constituents and opposing counsel and attend Court virtually via Teams/Zoom. The open space at the top of the office walls provides little to no privacy. Some sensitive matters are discussed, and the open space allows everyone within the office to hear these private conversations and hearings.
Only one office can provide some privacy regarding human resources matters or employee coaching. Due to how the offices were constructed, the division leadership cannot have those private conversations in the current space.
II. Issues with the Property Tax Call Center move to 1111 Fannin.
The HCAO Delinquent Property Tax Division has 10-12 Call Center employees in the same suite as the Litigation employees. We initially partnered with HCTRA to implement the Division. We utilized an existing Call Center infrastructure with HCTRA to receive calls from County constituents regarding their delinquent taxes. They are now housed with the entire Property Tax Litigation.
Having the call center in the same location hinders team operations due to conversations in the call center. We cannot effectively manage Call Center Operations due to ongoing discussions needed to conduct this division’s collection activities. A unified location is essential for our division to function efficiently. Having a separate space for the call center would create a space to manage it and assist team members with developing questions while helping property owners in reconciling their debt. They can speak normally and not operate in fear of disturbing the rest of the office.
Without this expansion, the Property Tax Division will not be able to provide quality customer service, and Division directors will continue to seek other spaces at 1111 Fannin to address private employee issues.
Anticipated Impact on Other Funds (If Applicable):
|
Fund Code |
Description |
Estimated Cost |
Funding Method (Existing or Future Budget Request Required) |
Estimated Date of Needs |
|
|
|
$- |
|
- |
|
|
|
$- |
|
- |
|
Total |
|
$- |
|
- |
County Strategic Plan Goal: 6. Help residents achieve housing stability.
County Strategic Plan Objective: U: Build and preserve affordable housing, particularly for low-income families.
Justice/Safety Initiative (Goal 1): N/A
Infrastructure Initiative (Goal 2): N/A
Economy Initiative (Goal 3): N/A
Health Initiative (Goal 4): N/A
Climate/Resilience Initiative (Goal 5): N/A
Housing Initiative (Goal 6): V1: Enhance and centralize eviction legal aid and financial assistance programs.
Decision Analysis Matrix Score (rubric on last page): 14
Previous Court Action:
|
Date |
Agenda Item # |
Action Taken |
|
|
|
|
|
|
|
|
|
|
|
|
Address: 1111 Fannin, Houston, TX
Precinct(s): Precinct 1
|
Fiscal and Personnel Summary |
|
Service Name |
|
|
|
|
Current Fiscal Year Cost |
Annual Fiscal Cost |
|
|
Labor |
Non-Labor |
Total |
Recurring Expenses |
|
|
|
|
|
|
|
Funding Sources |
|
|
Existing Budget |
|
|
|
|
|
Commercial Paper |
$ |
$ |
$ |
$ |
|
Choose an item. |
$ |
$ |
$ |
$ |
|
Choose an item. |
$ |
$ |
$ |
$ |
|
Total Current Budget |
$ |
$ |
$ |
$ |
|
Additional Budget Request |
|
|
Commercial Paper |
$ |
$175,000 |
$175,000 |
$ |
|
Choose an item. |
$ |
$ |
$ |
$ |
|
Choose an item. |
$ |
$ |
$ |
$ |
|
Total Additional Budget Request |
$ |
$175,000 |
$175,000 |
$ |
|
Total Funding Request |
$ |
$175,000 |
$175,000 |
$ |
|
Personnel (Fill out section only if requesting new PCNs) |
|
|
Current Position Count for Service |
- |
- |
- |
- |
|
Additional Positions Request |
- |
- |
- |
- |
|
Total Personnel |
- |
- |
- |
- |
Anticipated Court Date: 1/23/2025
Anticipated Implementation Date (if different from Court date): Click or tap to enter a date.
Emergency/Disaster Recovery Note: Not an emergency, disaster, or COVID-19 related item
Legal funding compliance confirmed by: Paige Abernathy, Assistant County Attorney, 1/9/2025
Department Approval by:
OMB CIP Team Approval by: William McGuinness, Director-Capital Projects & Infrastructure, 1/10/2025
________________________________________
Commercial Paper Request (For OMB use only):
Receiving Department: County Engineer
Project PeopleSoft ID: TBD
CP Series Description: Commercial Paper Series D can be used for (1) construction of public works, (2) the purchase of automobiles, equipment and machinery, including computers, materials and supplies for the operation of the County’s precincts and departments (3) Professional services, including services provided by engineers, architects, attorneys, auditors, financial advisors, and fiscal agents, in connection with the contractual obligations described in (1) and (2).
Commercial Paper is being requested for the Harris County Attorney’s Office Delinquent Property Tax Division Call Center Expansion project and is expected to be repaid within the next three fiscal years either through bonds, budgetary means or pay-as-you-go sources.
OMB Financial Management contact: Amy Perez, Deputy Executive Director, Office of Management and Budget
Decision Analysis Matrix scoring tool - Commissioners Court has approved the rubric below for scoring capital projects. Please complete the last two rows for OMB review.
|
Scoring option |
Strategic Plan alignment (3x weighting) |
Evidence base |
Impact on outcomes |
Cost effectiveness |
Ease of implementation |
Collaboration / partnerships |
Environmental sustainability |
Equity |
Total |
|
-1 |
Antithetical to one or more aspects of the Strategic Plan |
Evidence shows net negative impact on the intended goal |
Impact is clearly negative |
Costs expected (or shown) to outweigh benefits |
County has no/limited existing capabilities and dependencies are likely to impede |
Could negatively impact relationships with partners |
Negatively impacts environment and/or climate change mitigation efforts |
Inequitable |
n/a |
|
0 |
Does not align to a Strategic Objective |
Evidence base is not well defined or measurable |
Size of impact on one or more strategic outcomes is negligible or unclear |
Net comparison is unclear |
County has no/limited existing capabilities or dependencies are likely to impede |
Does not involve collaboration with partners |
Net neutral impact on environment and/or climate change mitigation efforts |
Does not consider equity to a meaningful degree |
n/a |
|
1 |
Aligns to a Strategic Objective but not to a Strategic Initiative |
Limited evidence-based research on outcomes; may have qualitative/theoretical support |
Outcomes are defined but without target levels and/or expected impact is moderate |
Moderate direct/indirect benefit relative to costs |
County has existing capability to implement or dependencies are unlikely to impede |
Moderately expands County leverage through collaboration with partner(s) |
Marginally positive impact on environment and/or climate change mitigation efforts |
Considers equity to a meaningful degree, but not comprehensively |
n/a |
|
2 |
Aligns to a Strategic Objective and a Strategic Initiative |
Outcomes are directly supported by evidence base or credible research supports anticipated outcomes |
Outcomes are clearly defined and include target levels; expected impact on outcomes is high |
Significant direct/indirect benefit relative to costs |
County has existing capability to implement and dependencies are unlikely to impede |
Significantly expands County leverage through collaboration with partner(s) |
Positively impacts environment and/or climate change mitigation efforts |
Considers equity meaningfully and comprehensively |
n/a |
|
Score (-1,0,1,2) |
6 |
2 |
1 |
2 |
2 |
0 |
0 |
1 |
14 |
|
Rationale |
Aligns to a Strategic Objective U and a Strategic Initiative V1 |
The collections call center infrastructure enhances customer support by offering a dedicated team of trained clerks who can handle various customer inquiries, resolve issues efficiently, & provide personalized assistance. |
Supporting the infrastructure of the Property Tax Division to accommodate call center/training/administration will increase customer service quality and efficiency and have a positive impact on revenue. |
The long-term revenue & benefit to the community from incoming / outgoing calls and other collection efforts far exceed short-term costs; also provides scalability. |
No foreseen impediments exist; County has existing capability to implement. |
The collection of delinquent property taxes inherently involves many stakeholders throughout the County; this project is specific to improving infrastructure with indirect collaboration. |
Current space is functionally obsolete; Care was taken to minimize degree and impact of construction; converting unused space to revenue generating work area, supporting general fund. |
Equity and uniform treatment are a core pillars of property tax collection. Improvements to the infrastructure |
n/a |