ANNUAL BUDGET OCTOBER 1, 2012-SEPTEMBER 30, 2013
CITY OF AMARILLO .~
TEXAS .
..
.
.a! .'iJ!!!!I!.!!!:/ r l a .
. •
-
~
ANNUAL BUDGET October 1, 2012 - September 30, 2013
CITY OF AMARILLO, TEXAS MAYOR Paul Harpole
COMMISSIONERS Ellen Robertson Green Brian J. Eades
Lilia Escajeda Jim Simms
CITY MANAGER Jarrett Atkinson
• GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished Budget Presentation Award PRESENTED TO
City of Amarillo Texas For the Fiscal Year
Beginning
October 1, 2011
President
Executive Director
CITY OF AMARILLO
ANNUAL BUDGET TABLE OF CONTENTS DEPT. NO.
PAGE NO.
Readers Guide .............................................................................................................................................................................1 City Manager's Budget Message ..............................................................................................................................................3 Accounting Policies and Practices .......................................................................................................................................... 11 Budget Calendar .....................................................................................................................................................................50 COMMUNITY PROFILE Community Statistics ....................................................................................................................................................,......... 51 Profile of Amarillo ....................................................................................................................................................................55 SUMMARIES City Organization Chart ...........................................................................................................................................................71 Summaries -All Funds ............................................................................................................................................................73 Summary of Resources and Expenditures, All Funds ............................................................................................................ 74 Graphic Actual to Budget Comparisons Revenue and Expense ............................................................................................. 76 Revenue Summary .................................................................................................................................................................85 Summary of Expenditures by Activity Classification ...............................................................................................................91 Summary of Expenditures by Object Classification .............................................................................................................. 100 Relationship of City Organizations ........................................................................................................................................ 108 Ratio of Tax Collections to Current Yea~s Levy, All Funds ................................................................................................... 110 GENERAL FUND DIVISIONS AND DEPARTMENTS GENERAL GOVERNMENT General Fund Revenue and Expenditures Graph ................................................................................................................. 111 General Fund Revenue ......................................................................................................................................................... 112 General Government Organization Chart and Budget Summary .......................................................................................... 117 Mayor and Commission ................................................................................................................... 1011 ............................ 119 City Manager .................................................................................................................................... 1020 ............................ 121 Tourism and Economic Development .............................................................................................. 1030 ............................ 123 Judicial ............................................................................................................................................. 1040 ............................ 125 FINANCE Finance Division Organization Chart and Budget Summary ................................................................................................. 127 Risk Management ............................................................................................................................ 1120 ............................ 130 Municipal Court ................................................................................................................................ 1305 ............................ 132 Teen Court ....................................................................................................................................... 1310 ............................ 136 Director of Finance ........................................................................................................................... 1315 ............................ 138 Accounting ....................................................................................................................................... 1320 ............................ 140 Payroll .............................................................................................................................................. 1321 ............................ 144 Purchasing ....................................................................................................................................... 1325 ............................ 146 Vital Statistics .................................................................................................................................. 1335 ........................... 148 Benefits ............................................................................................................................................ 1340 .................... ..... .. 150 Central Stores .................................................................................................................................. 1345 ........................... 152 General Fund Transfers ................................................................................................................... 1350 ........................... 154 Municipal Office Services ................................................................................................................. 1330 ............................ 155 ADMINISTRATIVE AND CITY SERVICES Administration and City Services Organization Chart and Budget Summary ...................................................................... 158 Legal ................................................................................................................................................ 1210 ........................... 160 City Secretary .................................................................................................................................. 1220 ............................ 162 Communications .............................................................................................................................. 1231 ............................ 164 Emergency Management Services .................................................................................................. 1232 ........................... 168 Custodial Services ........................................................................................................................... 1251 ............................ 172 Facilities Maintenance ..................................................................................................................... 1252 ............................ 174 Amarillo Emergency Communications Center ................................................................................. 1270 ............................ 178 EMS Support .................................................................................................................................... 1970 ............................ 182 PUBLIC SERVICES Public Services Division Organization Chart and Budget Summary ..................................................................................... 184 Human Resources ........................................................................................................................... 1110 ............................ 188
CITY OF AMARILLO ANNUAL BUDGET TABLE OF CONTENTS DEPT.
PAGE
NO.
NO.
Civic Center Promotions .................................................................................................................. 1241 ........................... 193 Civic Center Operations ................................................................................................................... 1243 ............................ 194 Civic Center Sports .......................................................................................................................... 1245 ............................ 196 Box Office Operations ..................................................................................................................... 1248 ............................ 197 Globe News Center .......................................................................................................................... 1249 ............................ 198 Library .............................................................................................................................................. 1260 ............................ 200 Planning ........................................................................................................................................... 1720 ............................ 204 Building Safety ................................................................................................................................. 1740 ............................ 206 POLICE Police Division Organization Chart and Budget Summary .................................................................................................... 210 Police ............................................................................................................................................... 1610 ............................ 212 Civilian Personnel ............................................................................................................................ 1640 ............................ 216 Tobacco Grant- Police Dept. ........................................................................................................... 1670 ............................ 218 FIRE Fire Division Organization Chart and Budget Summary ....................................................................................................... 220 Fire Department ...................................................................................................................................................................222 Fire Operations ................................................................................................................................ 1910 ............................ 223 Fire Support .................................................................................................................................... 1920 ............................ 225 Civilian Personnel ............................................................................................................................ 1940 ............................ 228 COMMUNITY SERVICES Community Services Division Organization Chart and Budget Summary ............................................................................. 232 Animal Control ................................................................................................................................. 1710 ............................ 234 Environmental Health ....................................................................................................................... 1750 ............................ 238 Transit Fixed Route .......................................................................................................................... 1761 ............................ 242 Transit Demand Response .............................................................................................................. 1762 ............................ 246 Transit Maintenance ........................................................................................................................ 1763 ............................ 248 PUBLIC WORKS Public Works Division Organization Chart and Budget Summary ........................................................................................ 250 Engineering ...................................................................................................................................... 1410 ............................ 252 Street Department... ......................................................................................................................... 1420 ............................ 256 Solid Waste Collection ..................................................................................................................... 1431 ............................ 260 Solid Waste Disposal ....................................................................................................................... 1432 ............................ 264 Traffic Administration ....................................................................................................................... 1731 ............................ 268 Traffic Field Operations .................................................................................................................... 1732 ............................ 272 PARKS AND RECREATION Parks and Recreation Division Organization Chart and Budget Summary ........................................................................... 276 Ross Rogers Golf Course ................................................................................................................ 1811 ............................ 278 Comanche Trail Golf Course ........................................................................................................... 1812 ............................ 282 Parks and Recreation ...................................................................................................................... 1820 ............................ 286 Tennis .............................................................................................................................................. 1830 ............................ 288 Swimming Pools .............................................................................................................................. 1840 ............................ 290 Recreation ........................................................................................................................................ 1850 ............................ 294 Park Maintenance ............................................................................................................................ 1861 ............................ 298 Zoo ................................................................................................................................................... 1862 ............................ 302 Athletic Programs ....................................................................................................................1870-1877 ............................ 306 ENTERPRISE FUNDS Summary of Resources and Expenditures- Enterprise Funds ............................................................................................. 312 WATER AND SEWER UTILITY Water and Sewer Utility Revenue and Expenditure Graph ...................................................................................................314 Utilities Division Organization Chart and Budget Summary .................................................................................................. 316 Water and Sewer Utility Revenue and Receipts ...................................................................................................................318 Utility Office .................................................................................................................................... 52100 ............................ 320 Director of Utilities .......................................................................................................................... 52110 ............................ 324
CITY OF AMARILLO ANNUAL BUDGET TABLE OF CONTENTS DEPT. NO.
PAGE NO.
Water Production ........................................................................................................................... 52200 ............................ 328 Water Transmission .......................................................................................................................5221 0 ............................ 332 Surface Water Treatment ..............................................................................................................52220 ............................ 336 Water Distribution .......................................................................................................................... 52230 ............................ 340 Waste Water Collection ................................................................................................................. 52240 ............................ 344 River Road Water Reclamation ..................................................................................................... 52260 ............................ 348 Hollywood Road Water Reclamation ............................................................................................. 52270 ............................ 352 Environmental Laboratory .............................................................................................................. 52281 ............................ 356 Water and Sewer- General ................................................................................................52120-52123 ............................ 359 AIRPORT Airport Revenue and Expenditures Graph ............................................................................................................................360 Airport Revenue and Receipts ..............................................................................................................................................361 Department of Aviation .................................................................................................................. 54110 ............................ 362 Airport Transfers Capital ................................................................................................................ 54120 ............................ 366 DRAINAGE UTILITY Drainage Utility Revenue and Expenditures Graph .............................................................................................................. 368 Drainage Utility Revenue and Receipts ................................................................................................................................ 370 Drainage Utility...............................................................................................................................56100 ............................ 372 Drainage Utility Transfers Capital ..................................................................................................56200 ............................ 376 INTERNAL SERVICE FUNDS Summary of Resources and Expenditures- Internal Service Funds .................................................................................... 378 MUNICIPAL GARAGE Municipal Garage Department ..............................................................................................................................................380 Municipal Garage Revenue and Receipts ........................................................................................................................... 381 Municipal Garage Operations ........................................................................................................ 61110 ............................ 382 Municipal Garage Equipment and Replacement ........................................................................... 61120 ............................ 383 Information Services Information Services Division Organization Chart ............................................................................................................... 384 Information Technology Revenue ........................................................................................................................................ 387 Information Technology Administration .......................................................................................... 62110 ............................ 388 Information Technology Operations ...............................................................................................62120 ............................ 389 Information Technology Systems ...................................................................................................62130 ............................ 390 Information Technology Infrastructure & Support .......................................................................... 62140 ............................ 391 Information Technology Capital ..................................................................................................... 62150 ............................ 393 Information Technology Public Safety ........................................................................................... 62160 ............................ 394 Information Technology GIS .......................................................................................................... 62170 ............................ 395 Information Technology Print Services .......................................................................................... 62180 ............................ 396 SELF INSURANCE TRUST Self Insurance Trust ............................................................................................................63110-63195 ............................ 398 EMPLOYEE INSURANCE TRUST REVENUE Employee Insurance Trust ................................................................................................. 64100, 64200 ........................... 402 City Care Clinic .............................................................................................................................. 64300 ............................ 406 Employee Flexible Spending Plan ................................................................................................. 65100 ............................ 409 GRANT FUNDS Special Revenue Funds Revenue Graph .............................................................................................................................410 Summary of Resources and Expenditures - Special Revenue Funds ................................................................................. .411 Special Revenue Summary ..................................................................................................................................................413 Community Development Block Grant ................................................................................2011 0-20170 ............................ 418 Housing Assistance ............................................................................................................20210-20250 ............................ 426 Home Administration ...........................................................................................................20310-20755 ............................ 430 Court Technology ........................................................................................................................... 20800 ............................ 436 Court Security ................................................................................................................................20910 ............................ 438
CITY OF AMARILLO ANNUAL BUDGET TABLE OF CONTENTS DEPT. NO.
PAGE NO.
Interlibrary Loan .............................................................................................................................21113 ............................ 440 Library System Services .....................................................................................................21115-21130 ............................ 442 Safe and SoberTXDOT Program .................................................................................................. 22150 ............................ 446 Click It or Ticket ............................................................................................................................. 22160 ............................ 448 Summer Lunch ...............................................................................................................................23100 ............................ 450 Metropolitan Medical Response System Sustainment. .................................................................. 24130 ............................ 452 Urban Transportation Planning ...................................................................................................... 24200 ............................ 454 Photographic Traffic Enforcement ................................................................................................. 24250 ............................ 456 Metropolitan Medical Response System .............................................................................24333-24390 ............................ 460 Public Health .......................................................................................................................25011-25045 ............................ 464 WIC .....................................................................................................................................25311-25322 ............................ 484 Edward Byrne Justice Assistance Grant .............................................................................26110-26190 ............................ 518 Narcotics Trafficking Task Force ................................................................................................... 26210 ............................ 522 LEOSE Police Department ............................................................................................................26610 ............................ 524 LEOSE Fire Civilian ....................................................................................................................... 26620 ............................ 526 TLEOSE Airport Security ...............................................................................................................26630 ............................ 528 AlP Pantex Project ......................................................................................................................... 26710 ............................ 530 Greenways Public Improvement District ........................................................................................ 27100 ............................ 532 Brennan Public Improvement District. ............................................................................................ 27200 ............................ 534 Colonies Public Improvement District ............................................................................................ 27300 ............................ 536 Tutbury Public Improvement District .............................................................................................. 27400 ............................ 538 Point West Public Improvement District. ........................................................................................ 27510 ............................ 540 Quail Creek Public Improvement District ....................................................................................... 27610 ............................ 542 Vineyards Public Improvement District .......................................................................................... 27710 ............................ 544 CAPITAL PROJECTS
Capital Projects .....................................................................................................................................................................546 DEBT SERVICE
Debt Service .........................................................................................................................................................................564 Statement of Total Debt Service ........................................................................................................................................... 567 Computation of Legal Debt Margin .......................................................................................................................................568 Combination Tax and Revenue Certificates of Obligation Series ......................................................................................... 569 Tax Supported Debt Interest and Redemption ......................................................................................................................570 Statement of Bonded Indebtedness and Expenditures by Issue- General Obligation Debt.. ............................................... 571 Schedule of Maturities: Interest and Redemption Fund- General Obligation Bonds ........................................................... 572 Schedule of Maturities: Tax and Revenue Certificates of Obligation .................................................................................... 573 Provision for Compensated Absences ..................................................................................................................................578 Statement of Bonded Indebtedness and Expenditures by Issue- Water Revenue .............................................................. 579 Schedule of Maturities: Interest and Redemption Fund- Water Revenue ........................................................................... 580 Statement of Bonded Indebtedness and Expenditures- Airport .......................................................................................... 581 Schedule of Maturities: Interest and Redemption Fund- Airport ......................................................................................... 582 Statement of Bonded Indebtedness and Expenditures- Drainage Utility ........................................................................... 583 Statement of Bonded Indebtedness and Expenditures- Municipal Garage ........................................................................ 584 PERSONNEL SUMMARY
Human Resources Summary ................................................................................................................................................586 Recapitulation of Recommended Personnel ......................................................................................................................... 587 Employees by Function Chart ...............................................................................................................................................589 Employees by Functional Group ........................................................................................................................................... 590 Salary Schedule Classified Positions Excluding Police and Fire Personnel. ........................................................................ 591 Salary Schedule Fire and Police Personnel .......................................................................................................................... 599 Incentive/Certification Pay Plan ............................................................................................................................................601 Salary Schedule Unclassified Positions ................................................................................................................................ 60S Hourly and Temporary Salary Schedule ............................................................................................................................... 607 ORDINANCES
Ordinance (Budget) ...............................................................................................................................................................610 Ordinance (Tax Rate) ............................................................................................................................................................640
CITY OF AMARILLO ANNUAL BUDGET TABLE OF CONTENTS DEPT. NO.
PAGE NO.
REVENUE AND EXPENDITURE ACCOUNTS Revenue and Expenditure Source Codes .............................................................................................................................642 GLOSSARY Glossary ofTerms .................................................................................................................................................................668 List of Acronyms Used ..........................................................................................................................................................671
---
-
CITY OF AMARILLO
CITY OF AMARILLO READER'S GUIDE TO THE BUDGET In order to avoid preparing multiple documents, this document is prepared for several different types of users. By far, the budget is our most frequently used internal financial document. The budget is often used by elected officials and City staff. While the document appears to be very large and detailed, it is actually a summarized version of the draft document prepared for review by City staff and our Mayor and Commission. However, the document is still sufficiently detailed to be used by City staff and our elected officials in their normal job duties. Some external users may feel the overall document is too detailed. To help mitigate this level of detail, certain sections of the budget contain more summary information and give a good overall picture of the budget, the budget process, the organization, and the community. The following sections give a good overview of the budget: Transmittal Letter and Policy Statements, Capital Projects, Debt Service, and Community Profile. Also, terms and acronyms used in the budget are defined in the Glossary. A great deal of information is contained in the Transmittal Letter and Policy Statements section of the budget. First, this section contains the transmittal letter from the City Manager to the Mayor and Commission. The transmittal letter addresses budget highlights and gives a good overview of the budget. In this section the reporting entity is defined along with the basis of accounting. The long-term budget, financial, and organization policies are enumerated along with short-term priorities that were addressed in the budget. There is a description of the budget process and budget guidelines used in preparing the budget. A description and commentary of major revenue sources is also contained in the Transmittal Letter and Policy Statements section. The last part of this section includes budget changes and a brief discussion on the future outlook of our community. Our Summary section contains an organization chart and a summary of resources and expenditures for all funds in total and in detail. The Summary section also contains several graphs including various revenues, tax collections, property values, and expenditures. The summary section has a three-year history of revenue by fund by revenue expenditures. The Summary section has a three-year history of revenue by fund by revenue category. A comparison of the new budget to current year's budget, and to last year's actual expense is listed by department by fund and the same comparison by expenditure category by fund. There is a narrative in the summary section that explains the category by fund. There is a narrative in the summary section that explains the relationship between the fund structure and the organization structure along with a budget comparison by organization by fund. Most of our graphs are contained in our summary section and it is designed to be liftable meaning it could be taken out of the budget and stand on it's own. In many instances, the Summary section is used in community presentations on the budget. The Capital Projects section covers the major capital acquisitions for the upcoming year and should be of interest to both internal and external users of the budget. The Capital Projects section also contains narratives on the impact of Capital Projects on the operating budget. The Debt Service section contains information on all current bond obligations and future bond issues. Our Community Profile section gives the reader of the budget a lot of general information about our City. The Community Profile contains information about our geographic location and climate, the history of our City, and our local economy. Many quality of life topics are covered in our Community Profile such as local schools and higher education institutions, parks and other recreation activities, and medical facilities. For readers who want more information, the individual department budgets contain narrative information on each department including the department's basic function and goals along with major changes and accomplishments. The departments' budgets contain a detailed staffing report and a detailed line item budget which gives our citizens an accounting of where funds are to be spent.
1
2
509 E. ]'h Avenue, P.O. Box 1971 Amarillo, Texas 79105-1971
City of Amarillo
(806) 378-3000
Memo To:
Mayor and Commissioners
From:
Jarrett Atkinson, City
Date:
10/04/2012
Re:
Fiscal Year 2012/2013 Budget
ManagP~~ ~..
On behalf of the City of Amarillo staff, it is my sincere pleasure to present the fiscal year 2012/2013 City of Amarillo Budget. As always, this budget is the product of extensive staff effort and many months of preparation. The Mayor and City Commissioners have reviewed this budget in great detail and devoted many hours to providing their thoughts and guidance on the City's program of services for fiscal year 2012/2013. This budget continues the Commission's stated goals of enhancing public safety in our community and increasing the funds and activities dedicated to street maintenance and repair while also properly funding the ongoing services provided by the City to our residents. The efforts and input of the Commission are greatly appreciated. The 2012/2013 budget is a balanced budget, is based on conservative revenue estimates, a low ad-valorem tax rate, and complies fully with all relevant state and local requirements. This budget takes many positive strides forward for Amarillo, including the implementation of the Drainage Utility Fund that will allow the City to address significant capital, repair and maintenance needs of the drainage system. The budget includes the addition of much needed public safety personnel, and additional staff for the City Transit service. The budget further provides for continued improvements to our streets, water system, wastewater system, parks, and core services. This budget further strengthens internal City efforts such as the Information Technology division and the City Fleet. The City is very pleased with the increase in sales tax receipts for the 201 0/2011 year. The 2010/2011 sales tax receipts represent not only a full recovery from the previous year, but also an all time record collection year. We have included a revised budget of $47.8 million in sales tax receipts for the 2011/2012 fiscal year, which is up $1.8 million over the original budget. This represents an increase for 2011/2012 that goes above and beyond the record set the prior year as noted above. In preparing the 2012/2013 budget, we have included a 2% increase over the current year for a budget estimate of $48.7 million. The trend has been positive for many months, yet the 2012/2013 sales tax budget is very conservative and does not depend on significant increases through
3
the year. The City of Amarillo is heavily reliant upon the sales tax, and the continued positive trends contribute greatly to the ability to make positive strides to address staffing concerns in public safety, transit and compensation issues.
Property Taxes Amarillo continues to maintain the second lowest ad-valorem tax rate among similarly sized cities in the State. The 2012/2013 proposed ad-valorem tax rate is $0.32009, which is the same as the prior year. Last year the tax rate was increased by one cent to fund two additional police officer positions and to provide an additional $637,000 for the City's annual arterial street overlay project. This same $637,000 is again included in the Street Department's base budget for the 2012/2013 fiscal year, thus maintaining the City Commission's commitment to improving our street maintenance and repair program. The total value of properties on the tax roll is now approximately $10.4 billion and the value of frozen or capped properties is approximately $1.7 billion. This results in a taxable value for the City of approximately $8.7 billion. The loss in taxable value due to the increase in frozen properties for the year is $14.7 million. That amount must be made up through either new growth in the tax roll, increased appraisal value of noncapped properties, or through adjustments in the overall tax rate. For the 2012/2013 budget, the revenue lost from frozen taxes is $698,568 or 2.2% of the current advalorem tax levy. In 2011, Amarillo experienced $198 million in total growth of all property. Of this amount, $144 million was new property added to the tax roll.
BUDGETARY ISSUES There are numerous issues that our organization must be cognizant of in the 2012/2013 budget. The following summary includes a brief discussion of these issues and how we are addressing these needs and challenges.
1)
Public Safety For the 2011/2012 budget, we were able to focus on additions to Public Safety. We added 12 additional police officers for the 2011/2012 budget and have included an additional 10 for the 2012/2013 year. This continues significant progress towards the Police Department's goal to add officers each year until we have a staffing ratio of two officers per 1,000 in population or until the crime rate statistics show that we have had a positive impact in the City. With the planned construction of Fire Station Number 13, we intend to add a second engine company to provide a two company 'hub' station to support several existing stations. Three additional firefighter positions were added 2011/2012 year and the 2012/2013 budget includes four additional firefighter positions. In total, fifteen firefighters will be needed to staff the second engine company at Station 13 and future budgets will include additional firefighters to reach the necessary number.
4
2)
Enhancement of the City's Pay Plan & Benefits Cities are service-based organizations in which attracting and retaining qualified employees is critical in accomplishing our mission. For 2012/2013, the budget proposes a 2.75% pay increase. While a 2.75% pay increase is modest, it is significant when you consider many cities had to cut pay, layoff employees, and have unpaid furlough days. We also retained the Discretionary Retention Pay (DRP). The DRP is paid in a lump sum to civilian employees and is equivalent to the state-mandated longevity pay for Police Officers and Firefighters. Overall, we believe the City is salary competitive in our local market in most positions, with the exception of entry-level positions. Turnover in these positions has remained steady despite enhancements in last year's budget. This will be a constant focus for future budgets.
3)
Stabilization of Employee Health Care Costs The City uses a multi-prong approach to managing healthcare costs. While we have stop loss coverage for claims above $750 thousand, the City is largely self insured for employee and retiree medical. Thus, any savings we achieve directly impacts Plan costs. Prescription medicines are a significant cost to our Plan. In early 2007, we contracted with a local Pharmacy Benefit Management (PBM) to obtain favorable pricing. Prescription medications that have satisfactory over-thecounter alternatives have been removed from the formulary and the pharmaceutical co-pays encourage usage of generic drugs. Currently, the Plan has over 80% generic utilization.
The Plan further provides access to initial care through the CityCare Clinic. The goal of the Clinic is access to care for those who were not accessing this needed service, disease management, and wellness services. Beginning in 2009, the City brought the clinic in-house and empirical data suggests the Clinic is meeting its goals for both employees and the Plan. Included in the 2012/2013 budget is a 1.0% increase in employer and employee contributions to the health plan. We will continue efforts to maintain stability and additional cost savings in our health plan. However, the federal healthcare reform bill has and will continue to add future costs to the Plan. In January 2011, the Plan added 63 children over age 19, but under age 26. Access to the Plan for those between the ages of 19 and 26 is limited to individuals that do not have insurance offered where they work, to mitigate the impact on the Plan. However; in many instances, we added covered members without adding premium dollars since we have one rate for family coverage. We will monitor the Plan in the upcoming year for overall costs and for the impact of healthcare reform and will appropriately consider future contribution increases. 4)
Drainage Utility Fee During the current year the City Commission approved the creation of a Drainage Utility. The primary need for a Drainage Utility is to provide a dedicated funding source for the operations and maintenance of the existing storm-water system. This Utility will allow the City to provide additional capacity through investment in capital projects, and to provide for the future growth of the City. Of equal importance is that this program will provide a dedicated funding source for the ongoing operations, repair and preventative
5
maintenance of the existing storm-water system. The City's drainage system currently includes over 180 miles of storm drain pipe and roadway culverts, 15 miles of constructed ditch and channels, and over 3,300 curb inlets. A large portion of the City's storm-water system is based on the traditional curbs and gutters of the streets, which are often at or over their carrying capacity due to downstream flow limitations. The Drainage Utility provides a means to address both the current system and provides for the ability to enhance the existing system to alleviate current problem areas. Based on evaluation of the impervious area on residential properties in Amarillo, a three-tiered rate structure was developed for single-family properties. The residential The Typical rate structure includes Small, Typical and Large classifications. classification represents fifty percent of parcels in the City with a monthly fee of $2.51. All nonresidential properties will be billed at $2.51 for every 2,800 square feet of impervious cover on the property. We anticipate for the first year this new fee will generate approximately $4.5 million in additional revenue.
5)
Capital Needs The City continues to face an aging infrastructure. The new Drainage Utility Fund will allow us to address improvements to the storm-water drainage system. We anticipate addressing capital needs in the approximate amount of $6.1 million for the first year of this fund. The City's General Fund capital program includes $1.75 million to rehabilitate Southwest 58th Street from Washington to Georgia and $2.2 million to address repairs and upgrades to City Facilities. The General Fund capital program also provides for additional police cars for the new officers, improvements to the Park system, and other items. We have had significant pressure to keep budgeted expenditures as low as possible in prior budget fiscal years. With that in mind, we lowered Municipal Garage rental rates for the user departments in the 2009/2010 fiscal year and 2010/2011 fiscal year. For the near term, the Municipal Garage has a strong fund balance; however, we recognize with rising replacement costs we will need to review the equipment rate structure. In both the 2011/20112 and 2012/2013 fiscal year budgets, we have increased the equipment rental rates by 5% and will continue to monitor those rates in future budgets. This same scenario applies to the City's Information Technology fund, with appropriate enhancements made to this fund as well. The City Water and Wastewater Utility, or Utilities Fund, had an excellent year. The Utilities fund includes over $13 million in capital projects that will be fully funded by system generated revenues with no debt being acquired for these purposes. These projects cover both expansion and the ongoing maintenance and repair associated with the systems. Amarillo now has nearly 1,1 00 miles of water mains in the city and an additional 931 miles of wastewater mains. The City's water and wastewater systems are very robust and have excellent capacity. Efforts will continue to be focused on addressing aging infrastructure and ensuring future capacity.
6
CONSOLIDATED BUDGET Our 2012/2013 fiscal year budget is $271,270,199; which is a 4.74% or $12,276,898 increase compared to our 2011/2012 budget of $258,993,301. The areas of specific increase/decrease in this budget are:
General Fund M&O Water & Sewer M&O Capital Special Revenue M&O Municipal Garage M&O Insurance M&O Debt Service Airport M&O Drainage Utility M&O Info Technology M&O Capital Transfers Less lnterfund Transfers
Total Budget
FY2011/2012 $147,392,222 $42,285,169 $36,354,395 $21,471,015 $8,424,625
FY 2012/2013 $152,303,266 $43,366,468 $40,769,015 $19,851,112 $9,192,085
%Change 3.3% 2.6% 12.1% (7.5)% 9.1%
$22,117,380 $22,358,617 $6,175,597 0 $3,813,492 $1,522,988 ($52,922, 198)
$22,687,813 $23,385,461 $6,333,861 $1,691,756 $3,838,349 $341,413 {$52,490,400)
2.6% 4.6% 2.6% 0.7% {77.6)% (0.8)%
$258,993,301
$271,270,199
4.7%
Municipal government is a service prov1s1on business and the predominant expense category in our budget is always personnel and associated employee salaries and benefits expense. Personnel costs comprise 48% or $130.8 million of our 2012/2013 net budget. The second largest category is Capital Improvements Projects of $40.8 million or 15% of our budget. The third highest category of expenses is Debt Service, which accounts for 8.6% or $23.4 million of our budget. Debt service expenditures include all funds, including Water.
Property and Sales Taxes As discussed earlier, after three years with the same property tax rate, the City Commission increased the property tax rate by one cent to $0.32009 for the 2011/2012 fiscal year. Even with the increase, our $0.32009 tax rate is one of the lowest rates in the State. It is interesting to note that while the property tax rate and associated levy is often in the public eye, it raises less revenue than is required to operate only the Amarillo Police Department for the upcoming fiscal year. The sales tax is the City's largest revenue source. Amarillo has long enjoyed a history of steadily increasing sales tax, which has offset our low property tax rate. However, for the 2008, 2009 and 2010 fiscal years, the City had seen flat or declining sales tax receipts. We were very pleased to report that the sales tax receipts received for the 2010/2011 fiscal year were at the highest level ever at $46 million. We are estimating an increase in sales tax receipts for the 2011/2012 fiscal year at $47.8 million and an estimated budget for the 2012/2013 fiscal year to $48.7 million. Even so, the sales tax budget of $48.7 million for the
7
2012/2013 fiscal year is not sufficient alone to fund the budgets for the Police and Fire Departments. The City relies on multiple revenue sources to fund the General Fund operations.
Franchise Fees, User Fees and Charges During the 2010/2011 fiscal year the City issued water and sewer bonds to fund water rights purchases, as well as participating in a CRMWA debt issue for the purchase of ground water rights. Funding of this debt service necessitated an 11% increase in the water and sewer rates. This rate increase was implemented over two budget cycles. Thus, rates were increased by 6% in the 2011/2012 budget and we have included 5% increase to follow for the 2012/2013 fiscal year budget. The water rate structure is designed so that customers who only use water for domestic use still have very reasonable rates. A residential 10,000 gallon water user will have a monthly rate of $28.09 which is very low compared to other Texas Cities. For 2012/2013, we have included an increase on the landfill collection charges from $27.50 to $29.00 per ton. The additional revenue from this is dedicated to covering the increasing cost of regulatory compliance at the Landfill. Revenue from the electricity and gas franchise fees has been relatively flat. The revenue estimates for 2012/2013 include only slight increases from these sources.
Employee Staffing This 2012/2013 budget consists of 2,045 permanent and 346 part-time employee positions. Permanent positions have increased by 25 positions over the current year and part-time positions have increased by 6. The largest single increase is in Public Safety, with a total of 14 new positions. With the increase in the sales tax revenue, we have been able to continue addressing staffing concems. Personnel Additions Officer Sergeant Administrative Assistant II Electrical Inspector Van Operator Park Maintenance Mechanic Utility Worker (reclass to part time) Zoo Keeper II Firefighters Fire Mechanic Electrician I Meter Service Representative Utility Worker Street Supervisor I Street Foreperson II Utility Worker Equipment Operator II
Department Police Department Police Department Civilian Personnel Building Safety Transit Park Maintenance Park Maintenance Zoo Maintenance Fire Department Fire Civilian Water Production Water Distribution Wastewater Collection Drainage Utility Drainage Utility Drainage Utility Drainage Utility
8
Full Time 7 3 1 1 1 2
-6 1 4 1 1 1 2 1 1 4 1
Airport
Security Operations Agent Total Additions
-1 25
For the 2012/2013 year we have proposed an additional 10 new officers. The Police Department will now have 345 police officers, which is an increase of 28 since December of 2010. Our goal is to add 10 to 12 officers each year for the next four years. During the 2011/2012 fiscal year, we added three additional firefighters to begin staffing a second engine company at Station 13. For the 2012/2013 year we are including an additional four firefighters for a total of 251. Collectively, the Police and Fire Departments account for approximately 42% of the General Fund budget and is a major service priority of our residents. The authorized strength of the Police Department has fallen behind the growth rate over the last several years and this is an area that has received considerable attention in the 2012/2013 budget. The City Water and Sewer Utility has 260 full-time employees and 7 part-time employees. We have 124 full-time and 200 part-time employees in the Parks Department and at our golf courses, 58 employees at the Airport, 58 full-time and 20 part-time employees in the 5 libraries, 31 full-time employees in Building Safety, 35 full-time and 9 part-time employees in the Civic Center Complex, and 52 employees to maintain and clean City facilities. The Solid Waste Collection and Disposal operation has 139 full-time and 8 part-time employees. The Street Department has 86 full-time and 13 part-time employees and the Traffic Engineering Department includes the school crossing guard program and has 44 part-time and 24 fulltime employees. The Transit Department has 63 full-time and the Municipal Garage has 53 full-time employees. The Drainage Utility Fund has 16 full-time and one part-time, including 9 positions transferred from the Street Department. Employee Compensation 1) 2.75% across the board for Police and Fire 2) 2.75% as pay-for-performance based on annual evaluations. 2) Continuation of the Civilian Discretionary Retention Pay Program (DRP). 3) Continued funding of employee incentive pay programs.
The total cost of these Pay Plan improvements and benefits is $3,680,000. Most of the cost ($2,925,000) is in the General Fund. Capital Projects The recommended Capital Improvement Program (CIP) budget for the 2012/2013 fiscal year is $40.8 million, which has increased from the $36.4 million available in 2010/2011. Included in the 2012/2013 Capital Program is $6.1 million in Drainage Utility Projects. The most significant is $4.2 million to fund the Farmers Avenue project. The most significant general fund projects include: $1.75 million for rehabilitation of 58 111 Street between Washington and Georgia, $2.3 million to fund improvements to City owned facilities, $1.2 million for street overlay, plus an additional $1 million to fund improvements to area parks.
We are very pleased to continue funding Water and Sewer capital at $13.1 million. Included in this amount is $2.65 million for water main replacement and extensions and an additional $2.65 million for sewer main extensions and improvements. We have also included $1.25 million to address dam improvements at the Palo Duro Well Field. The Airport has budgeted
9
$5.7 million for capital; of that amount, we anticipate $2.9 million from Federal Aviation Administration grant funding. We have included $2.3 million for the final phase of construction of a consolidated service center for rental car operations.
Featured Programs The City of Amarillo and the Amarillo Local Government Corporation (LGC) continue the development of the downtown convention center hotel, parking structure, and multi-purpose venue. Several other entities such as the Amarillo Tax Increment Reinvestment Zone #1 and Center City of Amarillo are also contributing to these efforts. As the projects develop, the downtown core of Amarillo and the city as a whole will have an opportunity for significant growth and economic development. The 2012/2013 budget continues improvements to the City's Transit System. Each of the last two budgets has expanded the capacity of the Spec-Trans system. This system provides direct door-to-door service for qualifying riders and provides the only accessible transportation for many Amarillo residents to access health care and other important basic services. The City will continue its focus on street repair and improvements in the 2012/2013 budget year. Funding from the one cent tax rate increase last year is carried forward into the current year to allow for a larger arterial overlay program. This program maximizes the lifespan of our arterial streets and delays or prevents expensive reconstruction projects. The City has several reconstruction projects scheduled, with the focus this year being the completion of 58th Avenue from Georgia Street to Washington Street. Completion of this segment will have the full span of Hillside/58th in excellent condition and suitable for future overlay work rather than reconstruction.
Conclusion In summary, the City is very pleased to continue addressing staffing concerns in public safety, growth in the capability of the transit system, and increased focus on street repairs. I wish to extend my sincere appreciation and thanks to each of you for your ongoing leadership, vision, policy direction, and oversight of our outstanding municipal organization. I understand and am appreciative of the extensive time and effort you undertake to study and understand the complexities of the varied operations of our organization and the comprehensive review of the proposed 2012/2013 budget process. Your guidance and service is invaluable and truly makes Amarillo a great community!
10
CITY OF AMARILLO ENTITY AND BASIS OF ACCOUNTING DEFINITION AND SCOPE OF THE ENTITY The City of Amarillo was chartered in 1913, as authorized by a statute enacted by the Texas Legislature that year, as the first city in Texas and the fifth city in the United States to adopt the commission-manager form of government. The principal governmental services of the City
include: public safety and health, streets, sanitation, culture-recreation, mass transit operations, planning and zoning, and general administrative services. In addition, the City maintains the water and sewer system and the airport. For financial statement presentation, the City of Amarmo is considered the primary governmental unit for other reporting entities; however, none of those entities have been included in
this budget presentation. MISSION
The City of Amarillo's mission is to deliver quality public services and to advance the social and economic wellwbeing of our present and future citizens. OUR VISION
Building on our heritage, our vision for Amarillo is that of a community that is cohesive and competitive. These objectives will be met through developing the following: Healthy, Vibrant Community: Where people feel safe, basic human needs are met, diverse educational opportunities are available, diversity is cultivated, citizens are interested, informed and involved, the environment is clean and aesthetically appealing, and the arts, culture and recreational offerings flourish. Sustainable, Diverse Economy: Where educational opportunities support and promote economic development, existing businesses are nurtured, the environment supports new business development, the community links globally, and older neighborhoods remain vitaL Orderly Growth: Where regular investment in existing infrastructure and neighborhoods sustain their vitality, proper planning for new infrastructure protects and strengthens our quality of life and promotes economic development, national resources are sustained, and the essential values and visions of the community remain intact. OUR CORE VALUES
• Honesty and Integrity: Commit to the highest standard of ethical and legal behavior. • Excellent Customer Service: Recognize that we exist for our customers. • High Performance: Instill pride and professionalism in the workplace and the community; demonstrate the quality and value of our work and results. • Openness and Teamwork: Work together toward common goals, building on each other's strengths. • Respect for Diversity: Cultivate a public awareness and appreciation for diversity within our community and organization. • Forward Thinking: Identify trends, anticipate problems and develop innovative and cost~effective solutions; recognize that today's public policy decisions will determine tomorrow's community. LONG RANGE GOALS AND ACTION STRATEGIES
The goals and recommended action strategies that follow were adopted with the approval of the Amarillo Comprehensive Plan and are designed as a framework for guiding future development, redevelopment, and community enhancement in the City of Amari!!o and its surrounding planning area over the next 15 to 20 years and beyond. The purpose of the Comprehensive Plan is to establish a vision, along with realistic goals and achievable strategies, that residents, business and land owners, major institutions, civic groups, City Boards and Commissions, and public officials prefer, and will support with action, in the years ahead. LAND USE & COMMUNITY CHARACTER
Land use considerations and guidance are at the core of any comprehensive city plan. Effective land use planning contributes to many aspects of a community's ultimate success and livability, including the integrity and appeal of its neighborhoods; the proximity of schools and recreation opportunities; the appropriate location and design of commercial development for convenience and compatibility with residential areas; and the provision of adequate acreage and protections for areas meant to accommodate the community's key economic drivers. Efficient provision and extension of municipal services also depends upon a sound strategy for future use of land in both fringe areas and previously developed areas that offer redevelopment and infill opportunities. Long Range Goal:
To establish the necessary policy direction to enable the City of Amarillo to manage future land development and
redevelopment effectively. Specific action strategies address anticipated opportunities and challenges related to future land use. Of prime importance is the City's ability to ensure compatibility between varying land uses while preserving and enhancing community character. Action Strategies: 1. Public Facility Design. neighborhood settings.
Design and renovate City buildings and facilities with area character in mind, especially in residential
11
CITY OF AMARILLO
2.
Side Benefit of City Capital Projects.
Use City street and drainage improvements as an opportunity to install landscaping and
screening that can address nearby compatibility concerns between varying land use types and development characters.
3.
Another Role for City Parks. Recognize screening and buffering between differing land use types and intensities as a key contribution and design consideration for pocket, neighborhood, and linear parks.
4.
Reinforce the Neighborhood Unit Concept.
In general (except where Planned Developments and other unique development
opportunities arise), continue to zone superblocks amid the City's arterial street grid to achieve a development pattern and arrangement of land uses consistent with the Neighborhood Unit Concept (e.g., lower~density housing types in the interior, centered around a neighborhood park and/or elementary school campus; larger commercial and institutional uses at the neighborhood edges and major intersections; and attached and multi~fami!y housing and small-scale office uses providing a transition from the interior to the more intensive perimeter uses).
5.
School District Coordination. Continue close coordination with area school districts regarding new campus locations and joint planning for City-school park and recreation areas.
6.
Community Development Priorities and Programming. Continue to target federal funding infusions and community development and housing rehabilitation efforts through the City's HUD-approved Consolidated Plan and related coordination and implementation programs.
7.
Special Implementation Mechanisms. Continue to use special district mechanisms, together with City tax policy and other incentives, to encourage revitalization and infill, especially to invigorate commercial activity in under-served areas.
8.
Compatibility Opportunity. Use individual residential and neighborhood-wide redevelopment projects near non-residential uses as an opportunity to encourage and/or assist with new or supplemental tree planting, landscaping, taller fences (in accordance with zoning ordinance Division 7, Fences and Walls), and other measures to enhance screening and buffering.
9.
Beyond Physical Planning. Continue City coordination with area foundations and the non-profit sector to address social services, educational attainment and skills training, and other fundamental factors in neighborhood and community revitalization (as well as housing rehabilitation and neighborhood redevelopment considerations addressed further in Chapter 6-Housing & Neighborhoods).
10. Enhanced Development Features and Amenities. Continue to use Public Improvement Districts, Tax Increment Reinvestment Zones, and similar mechanisms through which additional amenities or aesthetic enhancements can be funded and achieved. This occurs either through special assessments on area property owners or by earmarking tax revenue gains for such targeted improvements.
11. Protection from Encroachment. Just as neighborhood integrity must be protected against encroaching, incompatible land uses also continue to use the City's zoning authority to safeguard economic asset areas (medical center, airport vicinity, etc.). This can include residential and/or non-residential uses that would alter the area character or, if allowed to proliferate over time, might lead to objections about the operations and/or nature of the pre-existing economic anchor uses.
12. Property Owner Outreach.
Pursue retroactive screening/buffering improvements in conjunction with private property owners in
sensitive locations with longstanding compatibility issues or aesthetic concerns.
13. Mitigation of Tree Loss. Commit the City to plant equivalent size trees in close proximity to the location of public improvement projects where tree removal cannot be practically avoided.
14. Tree Initiatives.
Partner with Keep Amarillo Beautiful and other civic improvement groups to plant trees and other concentrated
landscaping in appropriate locations within neighborhood street rights-of-way community-wide, especially where mature trees or other vegetation has been lost to age, disease, or unavoidable construction impacts.
15. Sign Ordinance Monitoring. As specified when sign ordinance amendments were adopted in late 2009, evaluate the effectiveness of the new rules and parameters at an appropriate points in time.
16. Character Emphasis.
Incorporate further character-related standards into the zoning and subdivision regulations to build upon the
reference in the subdivision ordinance purpose statement that the regulations are intended to "protect the character'' of the City [Section
4-6-3(2)]. 17. Compatibility of Neighborhood Commercial/Services Uses. Rather than trying to achieve compatibility by focusing mainly on land use (plus certain physical development features like minimum building setbacks and maximum building height), adopt an approach which
12
CITY OF AMARILLO focuses much more on building scale and site design to ensure that whatever use occurs on the site, it is compatible and in keeping with area character.
18. TND Provisions.
Provide a special Planned Development option within the zoning ordinance to encourage and set parameters for
Traditional Neighborhood Development (TND) approaches (e.g., grid street pattern with shorter block lengths, homes close to street, emphasis on walkability, architectural design guidelines, neighborhood focal points, street trees, etc.).
19. Reinforce the Urban Character of Downtown. Continue to incorporate development and design standards into the zoning ordinance which reinforce the development pattern and architectural elements that create an Urban character and set apart a traditional downtown from more contemporary development, particularly Auto Urban areas.
Limit uses not compatible with an Urban, less auto·oriented
setting (e.g., conventional single.family detached dwellings and various "auto service" uses). 20. Regulatory Relief for Redevelopment. Add provisions to the zoning ordinance to allow relaxation of specified standards that may add difficulty to the redevelopment process, so long as certain precautions and mitigation criteria can be met. 21. More Focused Planning. Pursue more detailed and area·specific planning for particular neighborhoods, districts and corridors within Amarillo. More focused planning efforts of this sort also provide an opportunity to coordinate more closely with key partners and entities, as well as to obtain public input at a more "grass roots" level. 22. Corridor Design. In coordination with the Texas Department of Transportation {TxDOT), insist on Context Sensitive Design approaches in all construction and rehabilitation project involving the community's primary, high·profile corridors. This includes corridors tied to the City's economic anchors, such as Amarillo Boulevard {Business 40), Airport Boulevard (SH 468), Loop 335, key downtown streets (Taylor, Fillmore, Pierce, Buchanan in conjunction with US highways 60, 87, and 287), and the area's interstate highway corridors. 23. Adequate and Flexible Buffering and Screening Standards. Adopt a flexible bufferyards approach for screening/buffering between land uses of different types and/or intensities, which can be especially beneficial in and around economic asset areas. 24. More Significant Gateway Features. Design and construct signature gateway and streetscape treatments at high·profile entry points into Amarillo, as well as at key intersections and locations within the community. The gateway improvements (e.g., monument signage, flags/banners, landscaping, special lighting, public art, etc.) should be carefully sited and of sufficient scale and quality design to stand out from other corridor sign age and visual elements-and also to match the scope of Amarillo as a major Texas and U.S. city. 25.
Multi~Purpose Esplanades.
Install esplanades in place of continuous center left turn lanes in strategic locations on Amarillo's arterial
street network to control turning movements and increase safety, but also to enhance corridor aesthetics through landscaping and special design treatments in the new median areas. 26. Property Owner Support. Consider offering incentives to existing commercia! property and business owners to help finance building fa9ade improvements, enhanced landscaping, or other site upgrades that might not otherwise occur where no construction or expansion activities are planned that would trigger compliance with newer development standards. 27. Mitigate Aesthetic Impacts of Auto·Oriented Development Along Corridors. Add more specific parameters in zoning ordinance Division 6, Landscaping Requirements, regarding landscape design and placement for non-residential development sites, especially for parking areas.
Landscaping and perimeter screening of off-street parking areas is an important factor in community and corridor
aesthetics, especially in an Auto Urban character setting. 28. Special Zoning Districts or Overlays. Establish special development and design standards for properties abutting high-profile corridors and key community gateway locations to improve community appearance and reduce "visual clutter." These can be applied through targeted zoning districts or overlays to supplement the requirements of underlying base zoning districts. 29. Flexible Districts. Create flexible zoning districts that allow for a series of residential development options and lot sizes, with various development and compatibility standards (e.g., maximum lot coverage, buffering) on a sliding scale and tied to the proposed development intensity to maintain a consistent area character. 30. Neighborhood Conservation Zoning. Create Neighborhood Conservation zoning districts for specific, established neighborhoods that are largely built out and stable, and where no significant change in development type or pattern is desired. The standards for each district should reinforce the existing, prevailing physical conditions (e.g., lot sizes, building setbacks, dwelling sizes and styles, building
13
CITY OF AMARILLO heights and roof pitch, driveway location and design, garage placement relative to the street and principal structure if separate, sidewalk location and design, etc.).
31. Tie Lot Coverage to Character Intent. Adjust the maximum lot coverage standards in the zoning ordinance to establish a link to the existing and/or desired character for various areas of the community, and also so "coverage" encompasses impervious surfaces and not just structures, which is typical of most zoning ordinances.
32.
Anti~Monotony Provisions.
Require in the zoning ordinance that certain architectural elements of residential dwelling units must be
varied within a specified area to avoid monotonous development outcomes and neighborhood appearance. Typical elements required to vary include floor plans, fa9ade treatments, and dimensional features (height, roof type, material types, garage placement, etc.). The variations may be required every so often on the same block face, same block, or facing lots across a common street, or at a certain minimum rate within an overall development. A more basic alternative, which does not involve regulation of architectural design, is to require variation in front setbacks along block faces. 33.
"Menu" and Point System Approaches to Design and Development Standards. Consider adopting a "menu" approach to certain development standards as used in some cities in Texas and elsewhere. This involves identifying certain of the City's standards as base standards that all developments must meet. Then various other supplemental design features and site enhancements are itemized from which the applicant must choose and implement a certain number. In some cases, points are assigned to the various options and the applicant must accrue a specified point total to receive site plan approval. Certain supplemental items the community considers highly desirable can then be assigned a relatively high number of points, meaning the applicant can quickly achieve compliance through one or a few key enhancements.
Responsible Divisions: Administrative & City Services, Community Services, Parks & Recreation, Public Services, Public Works GROWTH MANAGEMENT & CAPACITY A community's fiscal health depends, in part, on its pattern of growth and the efficiency of public service provision. Local government resources can be strained when the overall form of development becomes increasingly scattered around the periphery of the City and into its extraterritorial jurisdiction (ET J), as has occurred in certain directions around Amarillo in recent decades. It is essential for a municipality to stay ahead of the "growth curve" and minimize the times when it is reacting to both the negative and positive impacts of adding population and expanding its developed area. Instead, a City must plan ahead for the timely extension of adequate infrastructure, provision of quality public services, and a logical sequencing of future development in line with its capacity to serve this growth. Long Range Goal: To clarify and establish City policy regarding how growth and new development will be accommodated and should occur in an orderly and beneficial manner in and around Amarillo consistent with other fiscal and community considerations. Chief among these are utility infrastructure and public service capacities, as well as efficient land and roadway network utilization to maintain and achieve a desired urban form and character. Action Strategies: 1. Coordinated Planning and Public Investments. Ensure that the policy direction of this Comprehensive Plan carries through to other master planning efforts across City government, including plans for utility infrastructure, highways and streets, sidewalks and trails, bike routes, parks and recreation facilities, housing, public safety facilities, and other City facilities and projects. Monitor actual population and development trends and various community indicators (e.g., traffic counts and collision frequency, roadway and intersection capacities, police and fire call volumes and response times, storm drainage volumes and rates in key locations, floodplain changes, water quality parameters, etc.) to detect any growthRre!ated impacts of concern. 2.
Financial and Strategic Considerations for Annexation. Use reliable, sophisticated cosUbenefit analysis methods to evaluate the anticipated revenues and upRfront and ongoing costs to the City of all proposed annexations. However; recognize that, in some cases, other strategic, nonRfinancial considerations must guide annexation decisions, such as the need to exert early control over future critical growth areas or corridors, protect water supply resources or other public assets, etc.
3.
Green Building and Management Practices. Continue to monitor trends and practices in the building code, land development, and public facilities arenas related to "green" building and operational standards (including for energy efficiency; water conservation, capture, and reRuse; waste reduction and recycling, etc.) to ensure that the City's codes and policies do not discourage such activity in Amarillo. The National Green Building Program sponsored by the National Association of Home Builders is an important resource, along with other governmental and nonRprofit resources.
4.
Initial Zoning of Annexed Areas. Continue to automatically apply "A" Agricultural zoning to all newlyRannexed territory unless the City designates other zoning as part of completing the annexation. While a property owner may immediately apply for a change in zoning classification following annexation, the ordinance should also include criteria for the review of such applications to ensure that adequate public facilities are available to serve any of the uses permitted by right in the requested new zoning district.
5.
Voluntary Annexation and ETJ Extension. Pursue opportunities to incorporate strategic areas via voluntary petition by area landowners. Also consider voluntary requests by landowners outside the current ETJ to have the ETJ extended to their property where it suits the longRterm interests of both parties.
14
CITY OF AMARILLO
6.
Utility Mechanism and Fee. Consider mechanisms for equitable financing of improvements necessitated by ongoing growth, along with maintenance and upgrades to existing infrastructure. One option involves utility fees charged to a wide range of residential and nonresidential "users" of City infrastructure systems, who would benefit from enhanced maintenance and speedier completion of capital projects that such fee revenue would help to accomplish.
7.
Advance Annexation. Continue to identify ETJ areas that are priorities for annexation into the City limits based on immediate and nearterm development pressures (generally over the next 5-10 years). These areas should be feasible for the City to serve within statutory timeframes and also make fiscal sense (projected revenue relative to costs of service extension).
8.
Protection of Annexation Areas Not Targeted for Near-Term Growth. Employ growth management measures in areas the City annexes for strategic reasons or resource protection purposes to prevent premature and/or inappropriate development (e.g., agricultural zoning, no infrastructure extension, etc.). Also coordinate with individual property owners in targeted ETJ areas to promote the benefits of special non~annexation development agreements the City must offer, prior to annexation proceedings, to those owners who maintain a Texas Tax Code exemption on their property for agriculture, wildlife, and/or timber land management (per Texas Local Government Code Chapter 43, Section 43.035).
9.
Traffic Impact Analysis. Protect roadway capacity and safety, especially in fringe and rural areas with limited existing road infrastructure (and no near~term improvement plans), by requiring Traffic Impact Analyses (TIAs) and potential mitigation measures when proposed developments exceed a threshold size (by number of lots/units, non-residential square footage, etc.) or projected trip generation.
10. Public Improvement Districts (PIDs). Continue to use public improvement districts in appropriate growth and investment areas as they allow for funding of a broad range of public improvements (including streets, sidewalks, water and wastewater infrastructure, drainage facilities, and parks; as well as associated land acquisition for such improvements). 11. Development Agreements. Pursue development agreements in the ETJ to help coordinate development activity and patterns to the extent possible, especially in targeted long~range growth areas. 12. Growth Planning Map. Prepare and maintain a long-range Growth Planning Map for coordination across City departments and with other governments and entities. Beyond the core, largely contiguous developed area of the existing community (where infill opportunities are available, along with existing infrastructure and public services), the map should generally delineate: (1) Protection Areas, such as airport runway protections zones, drainage ways, playa lakes, etc; (2) Growth Areas, which are developable and contiguous areas where the next 20 years of projected population growth and associated land development activity can best be accommodated and served; and (3) Holding Areas, which encompass the remainder of the ETJ and are not intended or well suited to absorb any significant growth or intensive development over the 20-year planning horizon. 13. Zoning for Rural Character. Establish a new zoning district that would accommodate large-lot, low-intensity residential development as an intermediate district between other districts intended to promote and maintain suburban development character on the one hand, and rural character on the other. 14. "Country Living" Options within the City. Incorporate and zone appropriately; adequate land at the City's fringe to accommodate lowdensity residential development that will maintain an estate or rural character over time. Otherwise, those seeking larger-lot living arrangements with a more open feel wH! continue to look to property and developments in unincorporated areas, which can reinforce a spread~out development pattern and reduce the City's long-term tax base potential. 15. Lot Size Averaging. To provide greater flexibility-without the need for a Planned Development application-and promote resource protection and more creative design, allow proposed subdivisions to use an average lot size (which would apply by phase in the case of multi-phase projects). 16. Conservation through Public (or Non-Profit) Acquisition. In the absence of parkland dedication provisions in the City's subdivision review and approval process, continue to negotiate voluntary land dedications and donations that could preserve key natural features and asset areas in perpetuity. 17. Cluster and Conservation Development Provisions. Add provisions to the subdivision regulations to allow for cluster development approaches-again, without the need for subdivision design standard variances, or having to go through the Planned Development process on the zoning side. Cluster designs provide developers and land planners flexibility to reduce lot sizes below typical minimum standards and thereby focus the proposed development footprint on only a portion of the site. Responsible Divisions: Public Services, Public Works, Utilities MOBILITY The means and infrastructure for moving people and goods through and within a city are centra! to so many aspects of successful community building. Highways and streets, railroads, and airport locations al! influence the city's physical form and arrangement of land uses. Economic development depends upon efficient freight movement and links to other cities and markets. For individual citizens, mobility between home and work, school, shopping, and services is a basic element of quality of life- and a particular challenge for those without vehicles in an auto-oriented environment. A well-planned and managed transportation system should provide options, both in terms of ways to move around the city (driving, via transit, and by bike or on foot) and multiple, alternative paths to get places. Those using the system seek convenience, avoidance of traffic congestion, and- above all- safety. Long Range Goal: To work hand-in-hand with Land Use & Community Character goals by highlighting the need to establish and protect the distinct character of particular districts, neighborhoods, and corridors. From the transportation perspective, this is accomplished through roadway design that is sensitive to its natural and built surroundings, as well as through a commitment to "complete streets".
15
CITY OF AMARILLO
Action Strategies:
1.
Intersection Focus. Recognize the significance of intersections in maintaining an efficient and safe transportation system, especially where roadway widening or other capacity enhancements are not practical along the overall corridor. Intersection capacity and performance can be improved by adding left and/or right turning lanes (or multiple turning lanes in some instances), increasing lane length to accommodate vehicle queuing, eliminating and relocating access points that are too close to increasingly busy intersections, and upgrading signal equipment and/or operation.
2.
Transportation System Management. Continue to conduct targeted studies and invest in advanced signalization and other technology upgrades and "non-structural" solutions aimed at maximizing the efficiency of the existing transportation system.
3.
Thoroughfare Plan Updates. Refine the Thoroughfare Plan for particular areas as more detailed corridor and/or special area studies and plans are prepared in follow-up to the Comprehensive Plan.
4.
Non-Vehicular Circulation and Safety. Pursue opportunities to upgrade certain streets in Amarillo to special pedestrian and bicycle corridors while still accommodating other transportation modes at reduced volumes and lower speeds.
5.
Hike & Bike Plan Update. Complete a thorough update of the City's 2003 Hike & Bike Master Plan.
6.
Intersection Safety. Identify and prioritize those intersections in the community that have the most pedestrian and bicycle activity and determine what safety improvements may be needed {e.g., marked, signed, and/or signaled bike/pedestrian crossings; pedestrianactuated signal detectors, bikeway signage, retro-fitting of wheelchair ramps).
7.
School Area Safety. Continue coordination with Amarillo lSD, other area school districts, and private schools to manage bus traffic and vehicle queuing associated with peak-hour drop-off and pick-up activity, ensure the safety of students and parents on foot and on bikes, and to control on-street and overflow parking in campus areas. Also monitor and prepare for future TxDOT Calls for Projects for the Texas Safe Routes to Schools (SR2S) program to secure external funding support for safety-related improvements.
8.
Special Grant Opportunities. Continue to monitor new or one-time federal funding initiatives, through the Federal Transit Administration, U.S. Environmental Protection Agency, U.S. Department of Housing & Urban Development, or other sources, which may aim to expand transit capacity and services in U.S. cities and/or promote sustainable communities and alternative fuels and technologies.
9.
ContextMSensitive Corridor Design. In coordination with the Texas Department of Transportation (TxDOT), insist on Context Sensitive Design (CSD) approaches in all construction and rehabilitation projects involving the community's primary, high-profile corridors, as was also recommended in Chapter 2, Land Use & Community Character (Corridor Design). This includes Interstates 40 and 27, Business 40Amarillo Boulevard, and Loop 335. The City should also require a CSD approach for all major roadway projects implemented through its Capital Improvements Plan and/or through economic development incentives or other City programs so that the resulting transportation infrastructure is consistent withand enhances-area character. Enhanced design is particularly critical at all major community entry locations which, in addition to the corridors cited above, include "gateways" into Amarillo from the east on U.S. Highways 287 and 60, from the west on FM 1061-Tascosa Road and FM 2186, from the north on U.S. Highways 87/287-Dumas Highway and State Highway 136-Fritch Highway, and from the south on FM 1541, as well as the drive to and from Rick Husband Amarillo International Airport along Airport Boulevard.
10. Access Management. Consider the need for more stringent access management policies and standards for new development and redeveloping sites to maintain traffic capacity, reduce conflict points, and enhance safety along the City's major thoroughfares. Access management is particularly important for preserving capacity along minimally-improved rural roadways and other corridors that are not already lined with development. 11. "Complete Streets" Approach. Adopt a "Complete Streets" policy for new and reconstructed roadway corridors, where appropriate. Under this philosophy and approach, which is being implemented in jurisdictions nationwide, more effective corridor design and operation-and usually a wider right-of-way-provides for the mobility and safety of users of the transportation system and not just automobile traffic. 12. Pedestrian/Bicycle Accommodation on Commercial Sites. Add development standards to require dedicated pathways and other features within the expansive parking areas of large auto-oriented commercial developments to allow for safer movement of pedestrians and bicyclists on such sites. Other possibilities include requiring dedicated bike parking locations near building entrances, and designated pedestrian connections to adjacent developments and/or transit stops. The key point is that these considerations should be a basic feature of commercial site design from the start, especially in close proximity to residential neighborhoods. 13. Bicycle/Pedestrian Circulation within Neighborhoods. Add provisions to the subdivision regulations {and Section 8, Street, Alley & Drainage Facilities Design Criteria, in the Development Policy Manual) to require public access paths and/or easements in mid-block locations where long block lengths-or the particular subdivision !ayout-wlll limit bicycle and pedestrian circulation options within a neighborhood. 14. Screening without Eliminating Local Circulation. Ensure that screening walls and/or visual barriers mandated by the zoning ordinance in certain situations, while serving a legitimate purpose to increase land use compatibility, do not also eliminate completely the ability for residents to travel directly and safely between neighborhoods and nearby commercial areas by means other than vehicles. 15. Traffic Calming through Original Development Design. Consider making traffic calming design considerations and/or criteria more explicit and detailed in the subdivision regulations and Development Policy Manual.
16
CITY OF AMARILLO 16.
Traffic Impact Analysis. Incorporate explicit provisions into the subdivision regulations and the zoning ordinance that authorize the City to require a traffic impact analysis (TIA) study if projected traffic from a particular development site would exceed a certain established traffic generation threshold or specified development conditions (e.g., square feet of non-residential development, number of residential lots or units, etc.).
Responsible Divisions: Parks & Recreation, Public Services, Public Works PARKS & CULTURAL RESOURCES Countless aspects of a community contribute to its livability and to individual quality of life. Residents often mention local parks first when considering the amenities they most value within their city. A full~service park and recreation system encourages outdoor exercise, participation in athletic programs, and community gatherings. Beyond leisure activities, these open spaces also provide relief from an intense urban environment. serve environmental functions such as flood control and habitat protection, and enhance community character. Typically, arts and culture also rate highly as particular benefits of living in a larger city, with the joys and inspiration they bring. Furthermore, historic areas, sites, and structures enable both long~time residents and relative newcomers to appreciate and maintain links to their city's past. Long Range Goal: Recognize the importance of Amarillo's quality of life amenities including its park and recreation facilities, open space areas and views, cultural resources, and leisure opportunities. Given Amarillo's role as the key trade-center city for the entire Panhandle and a multi-state area, its parks and cultural offerings also serve many more people than just City residents. Parks, open space, and recreation facilities are an essential part of a healthy and sustainable community, offering relaxation and exercise outside of the home, after work, and beyond school activities. Continue to promote Amarillo's vibrant arts and entertainment scene, which has historically had substantial charitable and private support, backed by strong community spirit and pride. Action Strategies: 1. Needs Assessment. Complete a thorough physical conditions review and needs assessment to confirm and prioritize necessary improvements to the Civic Center and related buildings to maintain sound operations and appealing, competitive facilities. Technological upgrades are a current priority given the evolving technical expectations and sophistication of facility users.
2.
Ongoing Fiscal Support.
Continue to maintain routine budget support and a
multi~year
capital budget for the City's
arts/entertainmenUexhibition facilities to finance routine and periodic "big-ticket" maintenance items and avoid deferred maintenance issues that can undermine facility integrity over time and lead to even more substantial capital infusions on short notice.
3.
Arts!Cultural Education and Outreach. Continue to build on the remarkable Window on a Wider World (WOWW} program, which is "dedicated
to
enriching
the
education
of
Texas
Panhandle
students
through
arts,
science
and
cultural
experiences"
(www.windowonawiderworld.org).
4.
Parks System Role. Continue to pursue opportunities to incorporate arts and humanities into the community's parks and along trails, especially in flexible, accessible, and visible spaces that are appropriate for temporary exhibitions, murals, performances, and other programming, as well as hosting of local festivals and other special events. Creatively designed infrastructure elements are another way for the City to elevate arts appreciation (e.g., benches, bicycle racks, lighting fixtures, trash containers, signage, etc.). Also, through the City's recreational programming and other community resources, continue to nurture young local artists and offer leisure and cultural education activities to youth, adults, and seniors.
5.
Effective Marketing. Continue very good joint marketing which occurs through the Amarillo Convention & Visitor Council. This includes through the Council's attractive, interactive, and comprehensive website (and link to the ArtsinAmarillo site and online events calendar) and through airport displays, brochures, and other traditional outlets that effectively highlight the entire range of entertainment and cultural attractions in Amarillo.
6.
Maximization of Grant Funding. Continue to pursue external funding (plus other forms of support) available to arts organizations and specific cultural activities, including through the Texas Commission on the Arts.
7.
Opportunities Close to Home.
Relative to downtown and community-wide cultural/entertainment offerings, promote greater
neighborhood-level support and patronage at band and orchestra concerts, plays and musical performances, and visual arts exhibits at area public and private schools. Some school districts have special discount programs for senior citizens, college students, returning school alumni, and others to promote such community interest.
8.
Fiscal Support. With continued hotel construction and developer interest in Amarillo's hospitality market, consider opportunities to tap further into hotel occupancy tax revenue and increase the City's direct funding support for arts, cultural, and heritage asset programs and initiatives that clearly boost local tourism and draw visitors to the community and Panhandle region.
17
CITY OF AMARILLO 9.
Early Consideration in Regulatory Processes. In zoning, subdivision, and other regulatory processes governing land development and redevelopment in Amarillo; continue to make reference to the "Measuring Land Development Impacts" guidance in the City's Development Policy ManuaL Specifically, among the Topics for Evaluation is Aesthetic & Cultural Values, including the question of whether a proposed development promotes "the preservation of any cultural, historic, or scientific landmarks or areas?"
10. Volunteerism and Effective Organization. Continue to coordinate with and support the efforts and effectiveness of volunteer-based organizations that promote heritage protection and awareness in Amarillo, including Preservation Amarillo and the Historic Route 66 Merchants Association. 11. Parkland Dedication and Fee~in~Lieu Requirements. Support new residential development in the community with specific parkland dedication provisions, which were recommended in the 1980s Comprehensive Plan (along with a "fee~in~lieu" option), and which is common practice among nearly all large cities in Texas and across the nation. Coordinate this in conjunction with the school district to accomplish a joint City/school park site within a new neighborhood in keeping with the Neighborhood Unit Concept that is a key part of Amarillo's planning legacy. 12. Cultural District Designation. Pursue designation of downtown Amarillo as a state-recognized Cultural District. The Texas Legislature authorized the Texas Commission on the Arts (TCA) to make such designations in cities across Texas. Cultural districts are categorized by TCA in five ways, and the "Major Arts Institution Focus" category would likely be the best fit for Amarillo: Major arts institutions such as large concert halls, playhouses, libraries and museums, anchor these cultural districts. Smaller arts organizations and entertainment facilities, such as nightclubs and cinemas, are often a part of these districts. Many of the Major Arts Institution cultural districts are located close to the central business district and often near convention and other tourism sites. These districts can have a particular culture genre, such as museums or theaters.
13. Downtown Plan Implementation. Continue to pursue key initiatives from the Downtown Amarillo Strategic Action Plan and subsequent studies, including the concept of a downtown convention center hotel, the 61h Avenue urban design and streetscape link between the Civic Center and municipal complex node and the Polk Street entertainment/retail area, a potential multi~purpose sports facility, and loft residential and/or live/work units which can be attractive to artists and others involved with cultural pursuits. Through the Urban Design Standards for downtown and other initiatives (e.g., Center City's "Hoof Prints" art horse installations), continue to create a distinct sense of place, especially if the Cultural District designation is pursued through the Texas Commission on the Arts. 14. Public Art. Continue to capitalize on opportunities to install and maintain public art pieces in high-profile locations for the enjoyment of residents and visitors to Amarillo, in conjunction with local arts institutions and organizations, Amarillo College, other levels of government and area school districts, the Texas Department of Transportation, and private businesses and community groups. 15. Umbrella Organization. Consider creating a non-profit organization to serve as an umbrella mechanism for coordinating arts fundraising, grant efforts, coordinated programming/scheduling, joint marketing, and promotion of community-wide events. 16. Community Outreach and Recognitions.
Provide for a high profile, colorful, and very public update to the community on historic
preservation successes and major accomplishments, as well as continuing challenges and areas, sites, and structures that are at particular risk of irreparable decline and/or demolition. This would also provide another opportunity to recognize exceptional efforts by private property owners and positive results of public/private/non-profit partnerships. 17. Local Training and Networking. Aim to host regional and statewide conferences and seminars related to heritage preservation programs and historic resource topics to provide local opportunities for training, continuing education, networking, and identification of new grant opportunities and technical assistance resources; to increase local community awareness; and to raise Amarillo's profile as a historic preservation leader in Texas and the Southwest. 18. Neighborhood Conservation Link. Use a Neighborhood Conservation zoning approach to further clarify-and customize for specifically designated Neighborhood Conservation zones-the development standards and design criteria upon which Certificate of Appropriateness determinations will be considered and made for such areas. Responsible Divisions: Administrative & City Services, Financial Services, Parks & Recreation, Public Services
18
CITY OF AMARILLO
HOUSING & NEIGHBORHOODS
Attentiveness to the quantity and quality of housing in a community is a core focus of urban planning. Shelter is among the most basic of human needs. For most individuals and families, the ongoing cost of a home or apartment is also one of the largest expenditures within their overall cost of living-but also at the heart of attaining the "American Dream." At a community~wide scale, residential land uses typically represent the majority of developed acreage within a city. The physical arrangement of buildings and related spaces to accommodate the way people live dictates so much else about a community's "fabric." In this way, residential land use serves as a starting point for other essential community building blocks such as schools, parks and neighborhood stores and services. Across all the diverse groups in a community, there is a basic desire for affordable, safe, and quality housing located within livable and attractive neighborhood settings. Long Range Goal: To consider current and future housing issues and priorities in Amarillo based on review of the existing housing stock, activity and trends in the area housing market, and projected population growth over the next several decades. Also, to recognize that having a diverse stock of housing-new and old, big and small, ownership and rental-is instrumental in offering choice and providing for the individual needs of all households, regardless of economic conditions. Action Strategies: 1. Coordinated Strategies. Pursue action items in all sections of the Comprehensive Plan that would support housing variety/affordability and quality neighborhoods.
2.
Code Enforcement Strategy. Continue to employ a pro-active code enforcement strategy that first offers helpful assistance to property owners in complying with municipal codes rather than a punitive approach, so that enforcement resources may be targeted to the worst areas and offenders. This can also involve cross-training of enforcement personnel in conflict management and resolution.
3.
Economic Development Link. Coordinate with the Amarillo Economic Development Corporation, the Amarillo Chamber of Commerce, the Amarillo Association of Realtors, and others who monitor and/or can provide insights about housing-related inquiries and concerns of major employers, small businesses, and economic development prospects exploring opportunities in Amarillo and the Panhandle region. Of particular interest, should be the socioeconomic profile and potential home purchasing power (or rental needs} of workers in the area's identified target industries.
4.
Census Results. Upon the release of applicable Census data, as appropriate, complete a thorough review (and GIS mapping) of the newest detailed data down to the block level for an array of housing characteristics, as well as various other socioeconomic and housing market indicators.
5.
Preserve Small-Lot/Footprint Homes. Inventory existing small homes within the community (i.e., units of less than 1,200 square feet), and clusters of such dwellings, and target them for preservation and rehabilitation, as needed, to maintain this essential component of the local housing stock. Also, consider targeted assistance for homeowners planning additions and/or other improvements to older, relatively small dwellings that will enhance their marketability and continued value over time.
6.
Downtown Residential. Pursue the strategies related to promotion of new residential and mixed-use activity in downtown as contained in the Downtown Amarillo Strategic Action Plan, and as extended and clarified through the downtown housing study conducted during
2010. 7.
Neighborhood Identity. Promote neighborhood identity and pride through special street signage and/or potential installation of small monument signs and landscaping at entries to older neighborhoods that never had these identity features.
8.
Redevelopment Incentives. Encourage residential redevelopment in targeted areas through a tax abatement or deferral program (or other incentive mechanism) that rewards infill activity and housing rehabilitation in older neighborhoods. Such a program could target lots where substandard structures were recently removed so that these lots are put back onto the market and tax rolls as promptly as possible. Other inducements can include fast-track permitting, fee waivers, and infrastructure cost~sharing for builders and organizations that complete infill construction on vacant lots.
9.
Neighborhood Outreach and Coordination.
Pursue multiple ways to maintain communication links to neighborhood leaders and
representatives, such as through less forma! neighborhood associations and/or councils where organized homeowners associations have lapsed over time (and require a certain level of voting and/or owner participation to be considered active).
Such forums can prove
valuable for inviting "grass roots" input into (and notice of} capital improvement priorities, park and public facility upgrades, street and infrastructure projects, pending zoning cases, crime prevention activities, code compliance initiatives, etc. Establishing a ·cammunity~wide association or network of neighborhood councils can also lead to annual gatherings and/or other periodic meetings and seminars on issues of interest to all neighborhoods.
19
CITY OF AMARILLO
10. Accessory Dwelling Units. Address accessory dwelling units more explicitly within the City's zoning ordinance, along with appropriate provisions governing their use and compatibility. They are common and popular in some communities to accommodate elderly parents or relatives ("granny flats"), young adult family members wanting to live independently but close by, or local college students in need of
basic, lowRcost housing. It also provides another affordable living option within neighborhoods-and a rental income opportunity for homeowners. Responsible Divisions: Community Services, Financial Services, Public Services
BASIS OF PRESENTATION- FUND ACCOUNTING Fund Accounting: The City's accounting and financial reporting are in accordance with methods prescribed by the Governmental Accounting Standards Board (GASB) and the Government Finance Officers Association. The accounting policies of the City of Amarillo conform to generally accepted accounting principles applicable to governmental entities. Accordingly, the accounts of the City are organized on the basis of funds and account groups. Each fund is considered a separate accounting entity. Funds are used in governmental accounting to segregate sources and uses of monies. The operations of each fund are accounted for with a separate set of accounts. The fiduciary funds are not included in the budget since they are not subject to appropriation and are governed by a separate trust document or Board. In addition to the above~ described fund accounting structure, we make several adjustments to build the entity~wide financial statements required by GASB statement number 34. Governmental Funds: General Fund: The General Fund is the general operating fund of the City and the City's most significant fund. It is used to account for all financial resources except those that are required to be accounted for in another fund. Most common City functions such as public safety, parks, library, and administration are contained in the General Fund. Temporary grant programs that will ultimately have to be funded by the General Fund are included in the Genera! Fund. These temporary grant programs usua!!y provide full or partial funding of the program for a few years then are incorporated into their norma! General Fund budget. Special Revenue Funds: Special Revenue Funds are used to account for the proceeds of specific revenue sources that are restricted for specified purposes. Special revenue funds are used mainly to budget and account for grants made to the City. Special Revenue Funds are also used to account for the transactions of the Public Improvement Districts (PIDs) organized in the city since those funds are earmarked for a specific purpose. The Court Technology Fund and the Court Security Fund are both Special Revenue Funds since their revenue can only be spent for a specific purpose. Special Revenue Funds also include our Housing Assistance Program along with the Emergency Shelter and Supportive Housing, the Community Development Block Grant, the Summer Lunch Program, Library Grants, the Police Seized Property, other Law Enforcement Grants, the Law Enforcement and firefighter Training Grants, the Home Program, Hazardous Materials Transportation and Urban Transportation Planning Grants, Public Health and Women, Infants & Children Grant, and the Emergency Management Pantex Agreement in Principle (AlP) Grant. The above grant funds are not subject to appropriation. The budget will be negotiated with the granting agency and accepted by the governing body when they approve the grant contract. The grant budgets are estimates presented to gain a better understanding of the City's entire financial picture. The Public Improvement District (PI D) budgets along with the Court Technology Fund, the Court Security Fund and the Police Seized Property Fund are subject to appropriation and approved by the City Commission in the budget process. Debt Service Fund: The Debt Service Fund is used to account for accumulation of resources for, and the payment of, general long~ term debt related costs. We have three debt service funds. The General Obligation Bonds and our 2007 Certificates of Obligation are supported by annual property tax assessments. The Certificates of Obligation Bonds issued for Public Improvement District improvements are supported by annual PID assessments and are reported in the Debt Service Fund. Enterprise Funds debt obligation are recorded in and provided by revenues from that fund's business activities. Accordingly, Certificates of Obligation issued for Enterprise Fund activities are not budgeted in the Debt Service Fund. For additional information, we also include the payment schedule for the water and sewer debt. However, water and sewer bonded debt is budgeted and paid in the Water and Sewer Fund. In keeping with our policy of funding long~term obligations on an annual basis, we have a separate debt service fund to provide for our sick leave and annual leave obligation. Capital Projects Funds: Capital Projects Funds are used to account for financial resources to be used for the acquisitions or construction of major capital improvements and facilities. Approved Capital Projects are detailed in the Capital Projects section of the budget and include the General Construction Fund, the Street Improvement Fund, the Civic Center Improvement Fund, the Golf Course Improvement Fund, the Bivins Improvement Fund, the Animal Shelter Improvement Fund, and the Solid Waste Improvement Fund. Capital projects for Proprietary Funds (Enterprise and Internal Service Funds) would be budgeted in those individual funds. Proprietary Funds: Enterorise Funds: Enterprise Funds are used to account for operations that are financed and operated in a manner similar to private business. That is, where the intent of the governing body is that the costs (expenses, including depreciation) of providing goods or services to the general public on a continuing basis are financed or recovered primarily through user charges; or where the governing body has decided that periodic determination of revenues earned, expenses incurred, and/or net income if
20
CITY OF AMARILLO
appropriate should be accounted separately for capital maintenance, public policy, management control, accountability, or other purposes. Enterprise Funds are used to account for the activities in the airport, the drainage utility and water & sewer system. Internal Service Funds: Internal Service Funds are used to account for the financing of goods or services, agencies of the City, or to other governments, on a cost-reimbursement basis. Internal Service Funds are used to account for the activities of the Municipal Garage, Information Services and the City's self-insurance activities.
Basis of Accounting/Budgeting:
The basis of accounting refers to when revenues and expenditures or expenses are recognized in the accounts and reported in the financial statements. All governmental funds (above) are accounted for using the modified accrual basis for financial reporting and for budget purposes. With the modified accrual basis of accounting, revenues are recognized when they become measurable and available as current assets. For example, sales taxes are considered "measurable" when in the hands of the State Comptroller and are recognized as revenue at that time. Other major revenues that are subject to accrual include utility franchise taxes, intergovernmental revenues, interest, rentals, and intercity charges. Waste collection fees are recorded as revenue when billed. Major revenues that cannot be accrued include hotel occupancy taxes, licenses, permits, fines, and forfeitures. Property taxes projected to be collected within 60 days after year-end are considered to be available in the current fiscal year. For a governmental fund, capital would be recorded as expenditure in the governmental fund and recorded as an asset in the general fixed assets group of accounts. On the entity-wide financial statements required by GASB 34, we would recognize the depreciation on the genera! fixed assets in their corresponding activity. GASB 34 requires several adjustments to full accrual accounting and has a consolidated view by activity without regard to fund type. In governmental funds (above), expenditures are recognized when the related liability is incurred; however, budgets are encumbered when contracts are awarded. Governmental funds accumulated unpaid vacation and sick pay are recorded as liabilities on the entity-wide financial statements and not at the fund level. All proprietary funds (above) are accounted for using the accrual basis of accounting. Their revenues are recognized when they are earned, and their expenses are recognized when they are incurred. The liability for compensated absences is recorded as an operating expense when incurred and reported as a liability on the balance sheet for the applicable fund. In a proprietary fund, a capital expenditure would be recorded as an asset on the balance sheet of the proprietary fund and depreciated over its useful life. As previously mentioned, we used the modified accrual method for both accounting and budgeting in the governmental funds. However, we operate with two types of capital budgets: nominal capital and capital projects. Nominal capital is defined as capital items under $25 thousand. The nominal capital is budgeted in a department's operational budget in both governmental and proprietary funds. For a governmental fund, nominal capital would be recorded as an expenditure in the governmental fund and recorded as an asset in the general fixed assets group of accounts. For the proprietary funds, we also budget nomina! capital and depreciation in the operating budget of the department. The large capital purchases are budgeted in the capital projects budget. Depreciation is estimated on existing assets and large projects anticipated to be in service in the upcoming year. In determining proprietary funds available resources, both the nominal capital (which is included in the operating budgets) and capital projects would be shown as expenditures. However, depreciation would be shown as a reduction of expenditure since it is a non-cash item. As previously mentioned, all capital items (both nominal capital and capital projects) would be recorded as assets on the balance sheet of the proprietary fund and depreciated over their useful life for accounting purposes. It should be noted that the budget of a proprietary fund is a management tool as opposed to a legally adopted appropriation of funds. For lack of a better term, the budgets of the proprietary funds are a hybrid, using elements of full accrual and elements of modified accrual. Like the modified accrual, capita! purchases are budgeted, but depreciation is also budgeted (full accrual). We feel this method of budgeting proprietary funds gives management the control to manage the departmental expenditures. For budget purposes, we budget the property taxes we reasonably expect to collect during the upcoming fiscal year without regard to the above-mentioned 60-day rule. The same would be true of sales tax. We budget the amount we reasonably expect to collect in sales tax for budget purposes and accrue sales tax revenue for accounting purposes; however, the difference between the collections and modified accrual would not be material. Another important difference in our method of accounting and budgeting is in the fiduciary funds. We do not budget fiduciary funds since they are not available for appropriation by our governing body. A trust document or other governing body governs fiduciary funds.
FINANCIAL POLICIES
The purpose of the City of Amarillo's financial policies is to establish and maintain effective long-term management of the City's financial resources. As a result of the City's financial policies, the City should be able to retain a sound financial condition; retain favorable bond rating which provide future generations with the ability to borrow capital at favorable interest rates: and balance the needs of communities with their ability to pay. A more detailed explanation of the City of Amarillo's Financial Policies will follow the summary below.
SUMMARY OF FINANCIAL POLICES
Maintain a balanced budget Maintain an adequate tax rate comparable with similar cities Maintain budgetary control over revenue and expenditures Stabilize rates and fees Charge user fees to cover at least a portion of the cost of a service Provide reserves for unforeseen items Charge administrative services to grants and proprietary funds General Fund payments from the Water and Sewer System
21
CITY OF AMARILLO Only request grant funding when the purpose of the grant is consistent with the goals of the City of Amarillo Plan and make capital acquisitions in an orderly fashion Provide debt financing when needed Adhere to a prudent Investment Policy Make annual provisions of long-term obligations Maintain a minimum number of funds to report the activities of the City of Amarillo
Balanced Budget:
The City of Amarillo will develop a balanced budget for all funds subject to appropriation. Current resources (current revenues plus appropriated reserves) will equal or exceed budgeted expenditures. Long-term debt will not be used to fund current operating expenses. Moreover, non-recurring resources wi!! only be used to fund non-recurring expenditures. Tax Rate: The tax rate should be comparable with similar size Texas cites and should be adequate to produce the revenues needed for traditional city services included in the City of Amarillo's General Fund. Also, the City strives not to exceed the rollback rate as computed in the Truth in Taxation calculations. The City grants an $8,600 I age 65 exemption or disability exemption. Moreover taxes are frozen for age 65 or disability. Annual Budget and Budgetary Control: The City will prepare a detailed budget for public hearings that delineates the sources and uses of funds. The City will be prudent in preparing the annual budget. The City will seek to prepare a conservative budget where revenue estimates are reasonably attainable and not aggressive. Expense budgets should also be reasonable, but should also provide for unforeseen expenditures. Year-end excess of revenue over expenditures not needed for reserve requirements will be used to finance the City's capital requirements in subsequent years in accordance with the City's pay-as-you-go financing of capital. The City will establish and maintain a traditional line-item budget as one of management's means of monitoring both revenue and expenditures throughout the fiscal year.
Rate Stability: The City strives to not have large rate increases in taxes or other user fees and charges. When possible, large rate increases should be anticipated and phased-in gradual!y to be less burdensome on our constituents. User Fees: In order to minimize the cost of services to our citizens in the form of property taxes, user fees will be used to recoup the cost of services to the extent economically possible. When it is not practical to offset the entire cost of a service with user fees, the City will charge a fee for the service to partially offset the cost. While not restricted to the budget process, user fees are reviewed as a part of the budget process. The City will adopt annual utility rates that will generate revenues adequate to provide for operations of the system including depreciation, legal requirements of bond covenants, capital replacement and expansion of the system. Reserv.es: The City seeks to maintain reserves, which should be sufficient to provide financing for capital or special projects and meet unanticipated contingencies such as lawsuits, tax roll tie-ups, fluctuations in sales tax or receipts from the city-owned utilities, and other fiscal emergencies. While many cities enjoy the stability of the majority of the revenues being generated by property taxes, most of the City of Amarillo's revenues are heavily dependent on the local economy (such as sales tax) and/or are weather related (utility charges and franchise taxes). The City of Amarillo has enjoyed overall growth in its revenues. However, due to the potential volatility of the City of Amarillo's major revenue sources, the City of Amarillo's overall revenue and corresponding fund balances are more vulnerable than a city that is more dependent on property taxes as its major revenue source. Accordingly, the target reserve balance for the General Fund would be about three months of the current operating budget. For proprietary funds, the target reserve balance would be three months of the operating budget plus at least one year's capital. If large capital needs are anticipated in the near future, reserves may be accumulated to provide for at least a portion of the needed financing. For the Public Improvement Districts maintained by the City, the long-term reserve would also be at least three months operating expenses and could also have a capital replacement reserve. General Fund balances greater than needed for the purposes stated above are transferred to Capital Projects funds in our normal budgetary process to provide for current and future capital needs. In calculating reserves, the City of Amarillo uses "Available Funds" as opposed to Fund Balance. With Available Funds, the City only includes those items readily convertible to cash less liabilities and encumbrances. The main items excluded from Available Funds would be inventories and unrealized changes in the value of investments. Inventories should remain at about the same levels from year to year and would not be available for appropriation. The City generally holds investments to maturity and temporary increases or decreases in the value of these investments are not germane to the budget process. Since the calculation is different from Fund Balance, the actual beginning of the year calculation is included on the "Summary of Resources and Expenditures" presentation. General and Administrative Charges: The General Fund should be compensated by all enterprise funds and internal services funds for the administrative services provided, such as management, finance, personnel and other general administrative costs. Also, to the extSnt allowable by the granting agency, the City will recoup all allowable indirect costs to compensate the City for administration of the various grant programs. For grants, the administrative fee takes the form of indirect costs. These costs are derived from our indirect cost allocation plan, which is developed in accordance with Federal Cost Principals for allocating overhead costs. For City functions, the administrative fees are derived from a modified version of our Indirect Cost Allocation Plan. The Indirect Cost Plan is modified to recognize the General Government Expense, which is mainly the Mayor and Commission portion, along with the administrative costs associated with the Mayor and Commission. The Mayor and Commission set policy
22
CITY OF AMARILLO for the entire organization and these costs are recognized in our modified Indirect Cost Plan. General Fund Payments from the Water and Sewer Utility and the Drainage Utility: The Water and Sewer Utility is operated in a similar manner as a Public Utility. Accordingly, the Water and Sewer Utility makes corresponding payments to the City of Amarillo General Fund that a private utility would be required to make. The Water and Sewer Utility makes payments in lieu of tax payments for property taxes and franchises taxes. Consistent with our above policy on administrative charges, the Water and Sewer Utility also reimburses the City for administrative costs associated with the Water and Sewer Utility.
The payment in lieu of property tax is calculated on the estimated property value of the Water and Sewer System at the current tax rate including the half percent sales tax in lieu of property tax rate. The payment in lieu of franchise tax is calculated in a similar manner as our telephone franchise tax, which is a per line charge. The Water and Sewer Utility pays the General Fund a per account charge on each water and sewer account monthly. The rate is adjusted annually for increases in inflation as measured by the Consumer Price Index and any increase in water and sewer rates. The account charge reduces weather related fluctuations in payments and makes the payment more predicable for both the General Fund and the Water and Sewer Utility. It should be noted that the General Fund pays the Water and Sewer Utility for water and sewer service. In fact, the City of Amarillo is one of the larger Water and Sewer Utility customers. Likewise, the City pays a Drainage fee to the Drainage utility and the Drainage Utility pays an administrative fee to the City. Grant-in-Aid Policy: The securing and/or approval of federal and state assistance will be based on the following criteria: What benefit does the project have to the community? What will be the future impact to the city due to acceptance of the funding, and what is the Ieve! of local funding? How does the project relate to current operations and/or other future plans of the organization? With very few exceptions, grants are expected to pay their fair share of overall City administrative costs in the form of the indirect cost rate. Capital Acquisition/Improvement Policy: The City will plan for, and budget for, the replacement of equipment and capital assets as the need arises. Minor capital replacement items will be planned for and provided in the department's operating budget. Capital replacements should be limited to items that are no longer functional, unable to be repaired, not economically repairable, or a safety hazard. Once the item is replaced, it is generally sold in the City auction. Planning for major capital improvements is on a five-year basis, updated annually. The City uses pay-as-you-go financing of capital acquisitions where feasible. When debt is needed to finance capita! assets, the City strives to schedule bond issues so that level payments are made each year over the life of the issue and the term of the financing does not exceed the useful life to the asset. The City of Amarillo prioritizes the funding of capital improvement projects on the basis of a five-year Capital Improvements Plan. A capital improvement is any expenditure for the purchase, construction, replacement, expansion, or major renovation of the physical assets of the city when the project is relatively expensive (more than $25,000), long-term, and permanent. Some common examples are streets, libraries, traffic signal systems, fire stations, additional trucks, and water and sewer lines. Capital needs of less than $25,000 (minor replacement items) are provided for in the department's annual budget. The approved projects for the first year of the five-year capital improvement program are incorporated in the City's budget in the "Capital Projects" section of the budget. The functions of the Capital Improvement Program are as follows: 1.
Planning for the eventual replacement of capital items and estimate the cost of replacement;
2.
Scheduling all capital projects over a fixed period with appropriate planning and implementation;
3.
Budgeting priority projects and developing revenue sources for proposed improvements;
4.
Coordinating the activities of various departments in meeting project schedules;
5.
Monitoring and evaluating the progress of capital projects;
6.
Informing the public of projected capital improvements.
The following questions are considered when justifying a project: 1.
What is the relationship of the project to the progress of the entire city?
2.
Is this project part of a large program? How does the project relate to the goals of the program?
3.
How many citizens will be helped by it? How many citizens will be harmed or inconvenienced if the project is not considered?
4.
Will it add to the value of the surrounding area? Will it increase the valuations of local property?
5.
Will it increase the efficiency of the pertormance of a service? Will it reduce the ongoing costs of a service or facility?
23
CITY OF AMARILLO 6.
Will it provide a service required for economic development of the community? What improvements would be of the most value in attracting commercial and industrial firms?
7.
Is this project required to complete a major public improvement?
B.
Will rapid urban growths in the area of the proposed project increase the costs of land acquisition if the project is deferred?
9.
Is the project well identified by the citizens? Does it have established voter appeal?
10.
Is the project needed to protect public health or safety?
Consistent with the City's philosophy on user fees, the City passes a portion of the cost of extending utilities and improvements in subdivisions to developers of the subdivisions rather than to the genera! public. Additionally, where the levels of desired city services are beyond the norm for a subdivision, Public Improvement Districts have been created to provide enhanced services without burdening the entire community. Capitalization Policy: Factors to be considered in determining items to be capitalized are as follows: 1.
The expected normal useful life is two years or more.
2.
The item has a unit cost of $5,000 or more. Unit cost should include any charges for freight or installation.
3.
The capital cost of an integrated system, such as a personal computer, should be capitalized as one unit: including a!! the applicable costs to make the unit function properly.
Debt Policies: The City of Amarillo prefers to finance capital acquisitions and improvements on a pay-as-you-go basis. Generally, year-end excess of revenue over expenditures are earmarked for future capital needs and transferred to capital project funds in our budgetary process in our governmental funds. For proprietary funds, the excess of current revenues over operating expenses and debt service will be used for capital expenditures. When capital needs exceed funding of a pay-as-you-go basis, debt will be issued. The City will not use long-term debt to finance current operations. The level of indebtedness the City can reasonably expect to incur is analyzed to make sure that the City's high credit standing is not jeopardized. Accordingly, long-term debt will be used only for capital projects (replacements, expansions, improvements and acquisitions). Short-term debt will be used only as interim financing for projects that will result in capital improvements. When debt is issued, the City of Amarillo will employ competent financial advisors and bond counsel. The financing of the project should not exceed the useful life of the improvement. However, maturity schedules can be modified in a refinancing to level out debt service payments including extending maturities. The capital acquisition or improvement should benefit future citizens. Where possible, the City will use selfsupporting bonds instead of General Obligations Bonds to finance projects. However, the City will issue combination tax and revenue Certificates of Obligations as a credit enhancement to what would otherwise be a revenue bond. All debt will be soundly financed by conservatively projecting revenue sources utilized to pay debt. For revenue bonds, the net revenues available for debt service should be at least 1.25 times the average annual principal and interest requirements of the revenue bonds. The City will structure debt repayment schedules to achieve level debt service payments and avoid debt that provides for balloon payments. At a!! times, the City of Amarillo maintains a good rapport and communication with bondholders and rating agencies and follows a policy of full disclosure on every financial report. Currently, all bonded debt is for the City's Water and Sewer System and is solely supported by the revenues of the Water and Sewer System. The Certificates of Obligations debt issued for the Public Improvement Districts are fully supported by Public Improvement District assessments. The City prefers to maintain its records in its electronic document management system. The City will maintain the following records for as long as the bonds are outstanding plus 3 years after the final redemption date of the bonds: •
Basic records relating to the bond transaction (including the trust indenture, loan agreements, and bond counsel opinion);
•
Documentation evidencing expenditure of bond proceeds;
•
Documentation evidencing use of bond-financed property by public and private sources (i.e., copies of management contracts and research agreements);
•
Documentation evidencing al! sources of payment or security for the bonds: and
•
Documentation pertaining to any investment of bond proceeds (including the purchase and sale of securities, SLGs subscriptions, yield calculations for each class of investments, actual investment income received the investment of proceeds, guaranteed investment contracts, and rebate calculations).
The City will issue debt so that the proceeds from the issuance reasonably match the amount needed to fund the project, including reserve requirements and issuance costs. Accordingly, the City will utilize premiums and/or discounts on various serial maturities to meet its funding goal. However, Recovery Zone Development Bonds and Recovery Zone Facilities Bonds will be issued at par. Other Build America Bonds (BASs) will be issued at par or at a discount. The limitation on premiums on Recovery Zones Bonds will be provided in all in offering documents of the proposed bonds. Before a bond offer is presented to the City Commission, the City Financial Advisor and Bond Counsel will review the offer for compliance with all applicable laws and regulation.
24
CITY OF AMARILLO Issuance costs and a reasonably required reserve can be paid from bond proceeds. In determining a reasonably required reserve fund for purposes of this provision, the rules under§ 148{d) (2) wll! apply. The balance of Bond proceeds can only be used for capital (as defined in
Treas. Reg. § 1.150~1(b)}.
An eligible financing of capital expenditures includes a reimbursement of capital expenditures under the
reimbursement rules contained in Treas. Reg. § 1.150~2.
Up to 2% of the proceeds from the Build America Bonds will be used for issuance costs and a reasonably required reserve fund could be funded from the bond proceeds. In determining a reasonably required reserve fund for purposes of this provision, the rules under §148(d)(2) will apply. The balance of the proceeds (100%) will only be used for capital improvements (as defined in Treas. Reg. §1.150·1(b)). An eligible financing of capital expenditures includes a reimbursement of capital expenditures under the reimbursement rules contained in Treas. Reg. §1.150-2.
Bonds will only be issued in an amount that can reasonably be spent within the three~year temporary period. The project manager will receive monthly reports on the spending progress to comply with this rule. The City will hire a competent firm to calculate the arbitrage rebate annually and prepare timely filings with the IRS. The corresponding liability, if any, will be adjusted annually on the City's financial statements for the proprietary funds and be recorded as a GASB 34 adjustment in the Government Wide Financial Statements if material. The firm will also monitor the spending on all issues that still have bond proceeds for yield restriction. The refundable credit reported on Form 8038~CP will be prepared by the City and submitted to the IRS. The City intends to issue fixed rate debt. Accordingly, the 8038~CP will be filed at least 45 days before the applicable interest payment date, but not earlier than 90 days before the applicable interest payment date. The City will be listed in part 1 of the 8038~CP to receive the payment and will elect to have the funds electronically deposited into the debt service account. Deposits and Investment Policies: State statutes govern the City's investment policies as well as the City's own written investment policy and strategy. In accordance with state law and the City Investment Policy, the City's investment objectives are to preserve capital, to provide liquidity, and to maximize earnings within the constraints of capital preservation and liquidity. City funds are deposited in FDIC·insured banks located within the city. All funds held at the City's authorized depository are fully collateralized with securities held by a third party. Permissible investments include the following: 1.
Time deposits, certificates of deposit, other interest bearing accounts, and bank money market accounts at the City of Amarillo's authorized depository not to exceed the amount of collateral pledged by the depository.
2.
Time deposits and certificates of deposit held outside the City depository with ful! FDIC insurance.
3.
Certificates of deposits purchased through the Certificate of Deposit Account Registry Service (CDARS).
4.
Obligations of the United States or its agencies and instrumentalities. The investment in agencies and instrumentalities is limited to 70% plus any unused portion of the taxable municipal securities limit below.
5.
No·load money market mutual funds that are continuously rated AAA or AAAm by at least one nationally recognized rating agency; has a dollar·weighted average stated maturity of 90 days or less; and seeks to maintain a stable net asset value of $1 per share.
6.
Taxable municipal securities rated not less than AA or its equivalent by a nationally recognized rating agency or rated AAA insured. The total investment in taxable municipal securities would be limited to 10% of the portfolio.
The City will not employ any investment strategy that is inherently risky and will not invest in any securities that are inherently risky. Prohibited securities include mortgage·backed securities that pay only interest; mortgage·backed securities that pay only principal; obligations where the interest rate is determined by an index that adjusts opposite to changes in a market index; obligations related to foreign currency or foreign market interest rates or indices and obligations with maturities greater than 5 years. In accordance with GASB Statement 31, interest income will be recorded in the related fund that holds the investment. Accordingly, capital project funds will report interest income derived from investments in the capital project fund that holds the investment. However, capital project funds that rely solely on General Fund transfers for funding will transfer all interest income to the General Fund (the actual source of the funding) annually. lnterfund transfers: Departments within the same fund may not charge each other for work performed. However, the department requesting the work is responsible for buying the material. lnterfund charges are only made if the charge is significant. Pension Plans and Other Long~ term Liabilities: To insure there will be adequate funds available and future generations will not be overburdened, the City of Amarillo wi!! provide funding on an annual basis for pension obligations and other long~term obligations. Pension costs will be provided for annually in the budget process based on actual actuarial estimates. The City will strive to amortize the Actuarial Accrued Unfunded Liability (AAUL) over no more than 30 years. However, the City could use the 40·year amortization period permitted under State law to amortize the AAUL in an effort to reduce significant rate fluctuations. The provision for pension cost is recorded on an accrual basis. The provision for accumulated unpaid vacation and sick pay will also be recognized and funded on an annual basis. The funds accumulated for the Governmental Funds' portion of unpaid vacation and sick pay wl!! be recorded in the Debt Service Funds. Amounts needed to fund the
25
CITY OF AMARILLO
General Fund portion of the liability for sick and annual leave liability are transferred from the General Fund as a part of the budgetary process, For proprietary funds, the liability for unpaid vacation and sick leave will be reflected on the individual fund's balance sheet and the proprietary fund will provide for the future obligation on an annual basis through the fund's charge structure. The cost of both the pension and the obligation for unpaid vacation and sick leave would be funded over the career of the employee earning the benefit instead of at termination. The City of Amarillo has not started funding its Other Post Employment Benefits (OPES) other than Pensions until this budget. The City's OPES obligation is subsidized post retirement employee and dependent health insurance, The City plans to participate in an irrevocable trust and start funding the obligation January 2013, For the first year the funding will be at a Fund level; thereafter it will be budgeted at a department level,
Number of Funds: The City seeks to have the minimum number of funds necessary to account for the financial activities of the City, Government resources are allocated to, and accounted for, in individual funds based upon the purposes for which they are to be spent and the means by which spending activities are controlled. When possible, the City of Amarillo will separate activities into different departments within a fund as opposed to setting up a new fund.
BUDGET PROCESS The City uses a traditional line item budget approach, which we feel gives the highest level of detail and accountability. The Government Funds (above) are prepared on a modified accrual basis. The budgets of Proprietary Funds (above) are prepared on an accrual basis. The budgets of the Enterprise Funds are not subject to appropriation, but are prepared for management purposes. Furthermore, the grants contained in the budget document are an estimate for presentation purposes only. The actual grant contract approved by the governing body will be the approved budget for a grant. In the budget process, City departments present a base budget and supplement to the base budget. The base budget is the funds needed to continue programs and departments at their current service leveL Supplements to the base budget represent program additions, enhancements, or capital requests including new and replacement capital. The City Commission adheres to the following procedures in establishing the budget: 1.
Under the City Charter, the City Manager is responsible for preparing and recommending a budget for City Commission consideration. The City Manager, working with staff in all departments, reviews and evaluates the base budget and supplemental requests to determine whether they fulfill City Commission goals and objectives, improve management effectiveness, improve service to our citizens or increase productivity. The proposed budget that the City Manager submits to the City Commission includes recommendations for the program of services the City should provide and which can be financed by the City's projected revenue for the budget year.
2.
The proposed 2012/13 budget was filed August 3, 2012, which is more than 30 days prior to the scheduled adoption of the property tax rate. The proposed budget is available for public inspection. The City Commission considers the City Manager's recommended budget in multiple work sessions and public hearings. The media is always represented and the public is welcome at all the budget work sessions. Public hearings are conducted to provide for citizen comments. Additional or supplemental information is available upon request.
3.
The budget for the next fiscal year is legally enacted by the City Commission through passage of an ordinance prior to October 1. Annual budgets are legally adopted for all governmental funds. The budgets for the Capital Project Funds and other special projects are adopted for specific projects rather than on a fiscal year basis. The proprietary funds budgets are not legal appropriations; instead they are a financial plan for management purposes. As previously mentioned, the grant budgets are not formally adopted until the City Commission approves the granting agency's contract. Estimates of grant funding are included to present an estimate of all funds available to the City of Amarillo in the budget.
4.
Expenditures may not legally exceed appropriations at the fund level for each legally adopted annual operating budget. The City Manager may transfer appropriation balances from one expenditure account to another within a department or fund. The City Commission must approve revisions that alter total expenditures of a fund. Under the City's budget ordinance, the City Commission has authority to make such changes in the budget as it deems warranted.
5.
At the close of each fiscal year, any unencumbered appropriation balance will lapse or revert to the undesignated fund balance. However, the encumbered appropriation balance in the Capital Projects Funds does not lapse at a year-end. Capital Projects project budget lapse at the end of the project
BUDGET POLICIES AND GUIDELINES Annual budgets are prepared for a!! funds except trust funds. Trust fund revenues and expenditures are governed by the trust requirements. The City of AmarH!o utilizes a decentralized operating and capital budget process in preparing the budget. All departments have an opportunity to participate in the budget process. !n conjunction with the preparation of the operating budget, a!! departments also submit a five-year capital plan of anticipated capital needs. The first year of the capital plan becomes the approved capital budget. In preparing the budget, certain policies and assumptions must be made in developing the figures. !t is important that the assumptions be understood and followed by each budgeting unit so as to maintain consistency in budgeting. The following are those policies and guidelines:
26
CITY OF AMARILLO
1.
The City will maintain its current level of service to the citizens (our base budget request). No increase or decrease in service should be planned, with the exception of items related to capital programs. Any recommendations for increases in service should be included in a Supplemental Request.
2.
AU services that are based on a userMfee concept should make every effort to be self-supported by those fees. Some services
benefit the user and the general public such as construction inspections. If there is also benefit to the general public, the fee should ideally cover at least half the cost of the service. All user fees should be reviewed in conjunction with the preparation of the budget to ascertain if the user fee is still appropriate.
3.
When budgeting revenue or expense items that are dependent upon variables such as weather conditions (rain, dust, temperature, etc.}, normal conditions should be used unless there is specific knowledge otherwise.
4.
When budgeting for vehicles or equipment leased from the Municipal Garage, the following guidelines should be applied: a.
When replacing vehicles of a similar kind, no allowance is needed.
b.
When making additions to fleet vehicles, presenting the total cost of the purchase as a Supplemental Request.
5.
The Accounting, Information Technology and Purchasing Departments will develop a price list of commonly purchased commodities and services to be used in budget preparation so that similar items are priced the same.
6.
All capital requests, increases in service levels or new programs should be included in the Supplemental Budget for that Department. Supplemental requests will be considered using the following criteria: a.
For new capital, the item should make for a safer work environment or increase productivity.
b.
For replacement capital, the item should make for a safer work environment, increase productivity, replace obsolete equipment, or significantly reduce operating costs in terms of repair and maintenance of the existing equipment.
c.
For increases in the level of service or new programs, the increased service or new program should be in response to increased demand, benefit a large number of our citizens, or enhance the quality of life for our citizens. Consistent with our philosophy on user fees, consideration should be given as to whether the item can be wholly or partially funded with new or increased user fees.
REVENUE/EXPENDITURE PROJECTIONS
All department heads are required to carefully monitor departmental expenditures and revenues throughout the year. The applicable department heads are very familiar with the revenues and expenditures related to their operations and are in the best position to make the revenue/expenditure estimate. All revenue sources are examined annually and individual department heads are responsible for revenue projections on revenue sources under their control. The goal in revenue estimates is that the estimate must be reasonably attainable, based on historic data and trends. Department heads receive a threeMyear history by month and are required to estimate the revenue for the balance of the current year and next year on a monthMbyMmonth basis. All revenue estimates are reviewed by the Finance Department for reasonableness and are subject to revision. Department heads are also responsible for expenditure estimates of their departments. Salary information and three years' historical expenditure data are provided to the department head at budget preparation. In estimating departmental expenses, department heads base their estimate on historical data adjusted for trends and possible rate increases. All expenditure projections are reviewed by the Accounting Department for mathematical accuracy and by the City Manager for propriety. AVAILABLE FUNDS OR FUNDS AVAILABLE FOR APPROPRIATION
Not all of the fund balance is available for appropriation. A portion of fund balance may be in inventories or prepaid expenses. If these assets were expected to remain at about the same level at the end of the year, then they would not be available for appropriation. Since the City historically holds investments to maturity, temporary gains or losses from investment activity are excluded from available funds. Accordingly, we make a separate calculation of the available funds for every fund. The calculation includes cash, investments, and other assets, which expect to be converted to cash during the next fiscal year. All liabilities that the above calculated assets will be used to satisfy are deducted along with any outstanding encumbrances at year end to arrive at the funds available for appropriation. For capital projects funds, we also reduce available funds for the estimated remaining expenditure balances of all construction in progress. We have included a separate calculation of each fund's available funds. Citizen Input to the Budget In addition to individual citizen input, the City uses various citizen boards as a means of obtaining direct citizen involvement. These citizen boards participate in the budget process of their respective functional area. Before actual budget hearings, the City prepares and files with the City Secretary, a detailed lineMitem budget as a means of providing our citizens with budgetary information. The proposed budget is also available on the City's website. The City has multiple budget workshops with the City Commission, which are open to the public. State law requires the City to publish various tax rates and fund balances in the local newspapers before any public hearings on the budget. If a proposed tax rate is an increase over our effective tax rate (that rate which would produce the same tax levy on the same property), the City Commission must have a meeting to discuss the proposed tax rate and have two public hearings on the tax rate. Since our budget and tax rate are formally approved by ordinance, the City Commission must have two additional meetings to consider the ordinances on the budget and tax rate. We also make two additional public notices in the local newspaper and include the notices on the City's website. Moreover, the City Commission directly solicits citizen input on the budget and other matters of interest in our City through a series of neighborhood meetings throughout the City. Many of the citizen's requests and concerns are incorporated in the budget.
27
CITY OF AMARILLO
BUDGET PRIORITIES AND SHORT-TERM INITIATIVES Service levels:
As in 2011/12 Public Safety was a budget priority in 2012/13. We added 12 new police officers 2011/12 along with added 3 firefighters and one fire inspector. An additional civilian position was added to the fire department, which will relieve a firefighter. We added another police radio channel, which is the first new channel in 30 years. We added 6 new employees to staff the new channel. In 2012/13 we added 10 more police officers: 3 sergeants and 7 patrol officers. We also added 4 firefighters in 2012/13, which is a total of 7 including the 3 from 2011/12. We hope to open Fire Station number 13 in 2013/14. Station 13 will be a two company station. We will need to add 5 more firefighters for the minimum staffing of Station 13. In 2010/11 we make a midyear staffing increase of 6 police officers. We added 12 more in 2011/12. Moreover, police overtime has been used for directed patrol of high crime areas and we have seen a significant decrease in serious crimes. Our target is 2 officers per 1,000 citizens, which would mean total staffing of 389. While we know we will need to add more officers in the future, we will continue to monitor our success in reducing crime as we add more officers. Drainage has been a long time issue and some of the big news in the 2012/13 budget is the City Commission approved a new Drainage Utility October 1, 2012. Nine employees were transferred from the Street Department and 7 more were added to the Utility in the 2012/13 budget. We intend to pledge the revenue from the Drainage Utility for debt for some high priority projects. We also intend to purchase monitoring equipment and spend most of the first year assessing the condition of the drainage and prioritizing projects. For the typical home in Amarillo, the fee will be $2.51 per month. In total we added a net of 25 positions to the 2012/13 budget. The trade associations had requested an additional electrical inspector and were willing to pay for the position with increased fees. Six park maintenance full-time employees were downgraded to part-time positions; we added two park maintenance mechanics and a zoo keeper. The Zoo Keeper is for our new Education Building that opened in 2012. We also added a mechanic to Fire Civilian Personnel and a van operator to Transit Demand Response, and reclassed a part-time administrative assistant to full-time in Civilian Personnel. In total we added 4 full-time positions to our Water & Sewer Utility; an electrician in Water Production, two utility workers in Wastewater Collection and a meter service representative in Water Distribution. Airport was able to eliminate one of their security operations agents.
Employee Compensation: Employee compensation is always a budgetary issue. The City of Amarillo is a service-based organization and we must recruit and retain good employees to accomplish our mission. We have included a 2.75% overall employee raise in the 2012/13 budget. Police officers and firefighters will receive their raise in October 2012. Civilian employees will receive their raise at their annual evaluation and will vary with their job performance. In 2010/11 and 2011/12, we could only afford a 2% employee pay raise. Moreover, top management was excluded from the 2010/11 increases. We had to forgo employee raises in the 2009/10 budget. The only way we could afford raises in the 2010/11 budget was to revise our TMRS benefit. We dropped the retiree COLA in the 2010/11 budget, which saved the City about $2.1 million in the 2010/11 budget and helped fund a 2% pay raise. Through all the lackluster years, we were able to maintain all current incentive pays such as COL driver pay, welder certification pay, and bilingual pay. We also kept the Discretionary Retention Pay (DRP) for civilian employees, which is similar to longevity pay for police officers and firefighters. We are starting to see some improvement in our turnover. We had a slight decrease in turnover compared to last year. Through August 2012, our turnover rate was 8.34%. Through August 2011, turnover was 9.27%. We continue to have a higher turnover rate in some of our !ower paid positions. We believe the increase in entry level pay in 2011/12, along with raises in the first quarter of the !ower ranks along with the 2% pay raise, helped recruitment and retention. As of July, 2012, the City's unemployment rate was 5.5%, which is better than the 6% figure last year. Fortunately, the City has not experienced any difficulty recruiting well-qualified applicants for police officer and firefighter positions. To help attract and retain qualified individuals, the City offers on-site job training for some of our more difficult-to-fill positions. Specifically, we have an on-site training program for employees to qualify for their Commercial Drivers License {COL) and an on-site welding certification program. After successful completion of the training, the employee receives incentive pay in addition to their base pay. For employees needing their high school diploma, we added aGED program and we have a tuition assistance program for higher education. We also maintained other incentive pay types, which will give employees opportunities to earn additional money. We have bilingual pay and sign language pay. We have shift differential pay for evenings, nights and weekend shifts. Employees that work on holidays can receive double time pay. Service Demands and Staffing Changes: Most of the new positions in our 2009/10 budget were due to consolidating emergency dispatching operations, including ambulance dispatching. Previously, ambulances were dispatched by a local hospital. We are receiving funding from the new ambulance service for ambulance dispatching. In 2009/10, our grant request for 6 additional police officers was not approved and the positions were not added. However, we were able to add 6 police officers midyear in 2010/11. A great deal of headway was made in staffing in both our 2012/13 and 2011/12 budgets. In the 2011/12 budget, we added 33 full-time positions and reduced 2 part-time positions in to the Genera! Fund. Five full-time positions were added to the Water and Sewer System.
28
CITY OF AMARILLO Through reorganization, Airport was able to reduce 3 full-time positions. Information Technology added 4 full-time employees and 1 part-time employee. A part-time position was upgraded to a full-time position at our City Care Clinic and 1 full-time position was added to Special Revenue. In total, 41 full-time positions were added and 2 part-time positions were eliminated. In the 2012/13 budget, we added 15 full-time positions and 6 part-time positions to the General Fund. Nine Street department employees were moved to the new Drainage utility. Four full-time positions were added to the Water and Sewer System and 7 new positions were added to the new Drainage Utility. Airport also eliminated one full-time position. In total, 25 full-time positions were added and 6 part-time positions were added. The largest increase in staffing in the 2012/13 budget was in Public Safety. Seven new police officers and 3 sergeants were added along with a reclass of a part-time adm inistrative assistant to full-time in Civilian Personnel. Four new firefighters were added and a fire mechanic was added. We have targeted 2 police offers per thousand in population. We have made a great deal of progress in adding officers, but are still short of the target. We are adding fire fighters for the new Station 13, which should open next year. It will open as a two company station. We have staffing for one company and 7 more for the second company. We will need to add 5 more firefighters for the second company next year. With additional apparatus in the Fire fleet, we also added a mechanic. The building trades asked for an additional electrical inspector and were willing to pay for the position with increased fees. We added a demand response driver to help meet our service requirements. Parks reduced 6 vacant full-time utilities worker positions to part-time and added 2 Park Maintenance Mechanics and a new Zoo Keeper. The new Zoo Keeper will be assigned to our new Zoo Education Building. Utilities added 4 full time employees mainly due to the increased work load of a new well field. The Drainage employees were added to be more proactive and increase maintenance of our drainage system. The Airport was able to eliminate one security operations agent due to a change in job responsibilities. In total , staffing has increased by 106 positions from 2,285 in 2008/09 to 2,391 in 2012/13. Below is a graph of total staffing:
Total Staffing 2,400 / 2,380
//
.... ,..,.. .... ,..............
~·
2,360 2,340
/
/
I
..,< ,..,..
2.320 2,300
2,391
.......
.......
~
~2 , 297
~
'
2,280
I
2,260 2,240
'
I
2,220 2008
2010
2009
201 1
2012
Benefits: The City has a very good benefit package. Police officers and firefighters start their career with three weeks paid vacation and can earn up to five weeks. Civilian employees earn two weeks of vacation time after one year of service and can earn up to five weeks. Employees will earn additional vacation days for each year of service. Moreover, employees are allowed to use up to three days per year of their accumulated sick leave for personal time off. We also recognize 8 holidays per year. Civilian employees also receive 12 sick days per year. Unused sick days can be banked and used in the future. Civilian employees can accumulate up to 40 sick days. Police officers and firefighters receive 15 sick days per year and can bank unused days without limit. All of our full-time employees are covered in a very good retirement plans: Firefighters have their own plan and other full-time employees are covered in the Texas Municipal Retirement System (TMRS). The City had been notified that the annual required contribution to TMRS would be over 23%. Most of the over 800 TMRS cities saw similar increases. TMRS was allowing cities to phase-in the new rates over an eightyear phase-in period. The City's TMRS rate was scheduled to increase from 17.83% in 2010 to 18.83% in 2011 . We estimated that it would cost the City approximately an additional $2.1 million. The City dropped the repeating COLA and the repeating Updated Service Credit in 2011 and the City's TMRS rate dropped to 14.og% of pay. The repeating COLA was certainly a great benefit for retirees; however, we do not
29
CITY OF AMARILLO believe dropping the repeating COLA will significantly hurt efforts to attract and retain employees. Amarillo is isolated in terms of competing TMRS cities and attracts most employees from the private sector. Our benefit package is still very appealing compared to the private sector. In 2011, the Texas Legislature combined the three TMRS funds into one fund with a resulting decrease in contributions. The City's 2012 rate would have decreased to under 10%. However, we kept the rate at 14% in the budget to be able to provide for future enhancements. Our TMRS rate was schedule to drop again in 2013 to 8. 75%. With the decrease in TMRS rate we added five year vesting and restored the repeating updated service credits, which helps active employees in 2013. We believe these changes will help attract and retain active employees. These revisions increased the TMRS rate to 12.04% of pay, which leaves 1.96% of pay to start funding our post retirement health care benefit. The City has historically provided subsidized health insurance to retirees. The City has funded this benefit on a pay as you go basis. The GASB 45 calculation forced cities to cost this benefit, but not fund it. However, there are obvious benefits to prefunding of the benefit. Any benefit that is prefunded is cheaper since earnings can be used to offset the cost of the benefit. With the funded option a city can use a higher discount rate in calculating the benefit, which reflects the decreased cost of funding the benefit. Also, future generations of taxpayers are not burdened with the cost of prior service. The 1.96% contribution to the trust will not totally fund the Annual Required Contribution (ARC), but is a very good start. Our part-time employees contribute to our deferred compensation plan in lieu of social security. Full-time employees also have the option of contributing to our deferred compensation plan in addition to their retirement. All full-time employees, except police and fire, are covered by social security. Full-time employees are covered by our health plan. Our health insurance plan is one of the better plans offered in our community. Our $800 deductible is one of the lower deductibles in our community. Moreover, the City has always strived to keep the plan affordable to the employees. This is the fifth year of our employee-only clinic: CityCare. Any person on our health plan can go to the CityCare without a co-pay. While the $800 deductible is low for a hospital stay, it was a barrier to primary care for many of our lower paid employees. The clinic has been good for both the employee and the City. CityCare gave all employees and their dependants on our health plan access to primary care. The cost of CityCare has been less than the reasonable and customary cost of the services provided. Most importantly, it has helped improve the quality of life for many of our employees and has boosted morale. CityCare has also been an important employee recruiting and retention tool, especially of our lower paid employees. We started our safety footwear program in the same year as our clinic. The City has large self-insurance retention ($1 million) on Worker's Compensation claims and our slip-and-fall injuries were significant in number. The safety footwear program ensures our field employees have the proper footwear for their job. Slip-and-fall injuries have decreased, and we feel that the decrease is directly attributable to our safety footwear program. The cost of the safety footwear program is funded by the City's Self-Insurance Fund and is estimated to cost approximately $75 thousand in 2012/13. Insurance and Self Insurance: The City is self-insured for many lines of coverage and usually has large self-insurance retentions and high deductibles when insurance is purchased. Health insurance, including dental, is in one fund (the Employee Insurance Fund) and other exposures are accounted for in a separate fund (the Risk Management Fund). The strategy is to assume some more risk, but also manage costs. While we do have large deductibles and self insurance retentions, we do have sufficient coverage to protect the organization. The Employee Insurance Fund should end the 2011/12 budget year with about $7.4 million in reserve and we expect to end 2012/13 with about $7.7 million in reserve. The City has specific stop loss coverage with a $750 thousand per year deductible. The deductible resets every year. Thus, if a claim crossed a year, two deductibles would apply. Therefore, the specific stop loss would only protect the plan for catastrophic claims. We do not have aggregate stop loss coverage, which would attach after total claims reached a certain point. For the vast majority of claims, the City of Amarillo's Health Insurance program is essentially self~insured. In addition to the premiums assessed to City departments, employees, and retirees; the City has transferred additional funds into the Health Insurance Fund in the past. With sufficient reserves, the Fund should not need additional funding from the General Fund. Moreover, the Health Fund should have ample funds for large claims and should also be able to weather a year with larger than expected claims. The City has actively managed our Employee Health Insurance Program. The City has very favorable contracts in place for hospital services, physician's services, lab and pharmacy. We also believe that our employee-only clinic, CityCare, has helped to stable our hea!thcare costs. Before CityCare, some of our employees' access to primary care was the hospital emergency room. A side benefit of our Clinic is that the Clinic is the largest writer of prescription drugs in our plan and predominately prescribes the lower-cost generic and formulary drugs, which helps contain costs. The Clinic is funded out of our Employee Health Insurance Fund. While our health plan is stm in excellent shape, we are concerned that we will not be able to increase contributions by more than 5% in a year with healthcare reform. In the past, we had to increase rates by over 13% in a year. To reduce the possibility of a large rate increase, and in keeping with our general philosophy of an incremental approach to rate increases, we are increasing the employer contribution by 1% in October 2012 and the employee/retiree portion by 1% in January 2013. However, there wm not be an increase to co-pays or deductibles. Our Dental Plan is entirely employee funded and is not doing as well as our Health Plan. We did not have a rate increase last year, but will need a 5% increase in 2012/13 and probably another 5% increase in 2013/14. As with other health related costs, we believe that the long~ term trend is still to higher costs. We have not had to make a transfer from the General Fund to the Risk Management Fund since 2005/06. In our revised estimate for the Risk Management Fund, we are estimating revenues of $4.1 million and expenditures of $4.4 million. For the 2012/13 budget, we are estimating revenues of $4.5 million and about $4.7 million in expenses. Therefore, we should end 2012/13 with over $3.9 million in reserves. The largest line of coverage in the Risk Management Fund is Workers Compensation. We budgeted $1.9 million for workers camp claims in 2012/13 plus another $211 thousand for insurance, protective clothing, safety and other costs. The camp rates multiplied by the camp payroll should produce revenues of about $2.3 million in 2012/13. We have a self insurance retention of $1 million per worker's camp occurrence with full
30
CITY OF AMARILLO statutory limits. Therefore, we should not receive a comp claim back once they have been transferred to the insurance carrier. Our insurance coverage along with our healthy reserves should be sufficient for camp claims. We have some potentially large liability claims. General Liability, Auto Liability and Auto Physical Damage combined are budgeted at $1.3 million in 2012113. We have purchased Police Officer Liability Insurance and Cyber Liability insurance, which we have not purchased in the past. While we have tort limits in state court, we do not have any protection in Federal Court. The most likely and most significant exposure in Federal Court is police officer liability. Cyber Liability was about $22 thousand and Police Liability was about $190 thousand. We do not believe we have much exposure to Cyber Liability, but were able to obtain some very good coverage at a reasonable premium. The Police Liability Coverage protects both the City and the officer. Most of the insurance purchased is still for property insurance. We purchase property insurance with a $250 thousand per occurrence deductible. Street Maintenance: Street maintenance came to the forefront as a major budgetary issue last year. In fact, most of the tax increase in the 2011/12 budget was for streets. The Commission became increasingly concerned that deferred maintenance on our streets would result in spending significantly more for street repairs in the future. This increased funding was maintained the Street Department budget for 2012/13. Capital Improvement Program: The Capital Improvement Program is one of the most important parts of our budget and our budgetary process. The City has historically funded capital projects on a paywaswyouwgo basis, with budgetary surpluses being earmarked to fund our Capital Improvement Program. With the pay-as-you-go philosophy of capital improvements, it is very important to identify and anticipate future capital needs so that they can be provided for in an orderly fashion. In conjunction with our budget, we update our five-year capital program. The first year of the five-year program becomes our capital budget. As more fully discussed in our Capital Improvement section, our Capital Improvement Program addresses various needs in our community. Like most cities, we have an aging infrastructure and many of the projects in the Capital Projects Budgets are much needed replacements. In the short-term, we should see some reduced maintenance costs, as they relate to the infrastructure that was replaced. However, with the continued deterioration of our aging system, there will not be any staff reductions or budget reductions from the replacement of the aging infrastructure. Any savings in staff time or materials will be utilized on other aging infrastructure. One of the larger capital projects in the 2011/12 capital budget is the remodel of our building at 808 South Buchanan Street. Currently, this building houses our Emergency Management Department, clinic and emergency dispatch operations. However, this is a great deal of unused space. With the remodel, we will be able to relocate several City Departments, which should make it more convenient and more assessable for our citizens. This is the first year of a multi-year project estimated for a total of $7.3 million, the first year cost is $1.25 million. Another significant project is the $1.75 million to rehabilitate 58th Street from Washington to Georgia. We will need to remove and replace five lanes of traffic on this street. There is also another $1.2 million for the street overlay project We included the vehicles for the 10 new police officers in the capital budget along with a new truck to pull the bomb trailer. We have included bus benches and shelters on the Fixed Route; most of the cost of the project is grant funded. The capital budget includes three new compressors to refill air breathing apparatus (SCBAs) compressors for the Fire Department. Two of these are to replace existing equipment and a third will be installed at the new Fire Station #13, which is scheduled to be opened in 2013. The Capital budget has additional funding for the lighted soccer fields project, including parking, restrooms and a concession stand at our Rick Klein Complex. The second year cost of the $1,209,150 project is $135 thousand. We have installed spray pads in various parks, which has been very popular and the capital budget includes $190 thousand for another spray pad. The capital budget also includes a wood chipper for our parks department so we can harvest the wood chips from our tree trimming program and utilize the chips in the playgrounds. The Water and Sewer Fund has a budgeted $13,144,000 for capital; however, most of these projects are replacement of the existing infrastructure. Water Production has included $1 million for new water well and $350,000 for spare rotating elements. Having the spare elements should speed up pump repairs from six months waiting on the part to less than two weeks. The Water Transmission Department has budgeted $500,000 for a new pump at the 34th Street pump station, which will increase capacity at the station. Surface Water Treatment has $100,000 of design phase of an air scour system for the filters at the water treatment plant. The actual construction is estimated at $1 million and is scheduled for the 2013/2014. Like the spare rotating elements above, purchasing a spare ozone generator cells will allow the Department to help facilitate repairs in the event of a cell loss. The upgrade of the Osage Plant SCADA system will replace an aging system and provide for consistency with the SCADA system used at the Potter County Well Field. The Palo Duro dam project is one of the larger water & sewer capital projects. The Palo Duro project will address concerns regarding potential downstream release of water during storm events; this project is budgeted at $1.25 million.
The $3.2 million FAA grant will be used for various upgrades at our Airport including replacement of terminal building escalators and improving the east drainage of the terminal. The Airport match of the FAA grant is 10%. In 2011/12, $1.5 million was budgeted for a new Consolidated Car Rental Car Facility, which was the first phase of the project. The 2012/13 budget includes another $2.3 million for the project. The consolidated facility will include a common car wash, vehicle fueling and common rental car parking. The Consolidated Car Rental Facility will be paid by the new facilities use fee. The new drainage fund has a drainage improvement project at Farmers Avenue from Georgia to Western Street along with rolling stock purchases and the design phase of the Martin Road Lake project. These projects will be funded by issuing debt and using the drainage system revenue to service the debt. Other capital projects also include $345,000 for replacement of the auditorium seating, which is funded from the Hotel Occupancy Tax. There is a new blow fence at our landfill and routine replacements of rolling stock and computer equipment.
31
CITY OF AMARILLO COMMENTARY ON MAJOR REVENUE CATEGORIES Property Taxes: The maximum tax rate provided by City Charter is $1.80, of which $1.30 may be levied for general purposes; the remaining $.50 may be used only for waterworks purposes. The Potter-Randall Appraisal District assesses taxes. The City of Amarillo has contracted with both Potter and Randall Counties to collect taxes. Taxes are due October 1, and become delinquent February 1. Delinquent taxes are subject from 12% to 181)/o per annum interest plus a penalty of 5% to 10% and attorney fees in accordance with statutes. The property tax implementation process begins with the calculation of and publication of tax rates. A taxing entity in Texas must calculate their effective rate, debt service rate, and rollback rates. The effective rate is that rate which generates the same tax levy on the same property as the year before. Generally, if property values rise, the effective rate will decrease; however, there are other factors affecting the effective rate calculation. Changes in the tax status of property, tax refunds, and changes in exemption will also affect the effective rate. The rollback rate is the maximum rate a governing body can levy without giving the citizens an opportunity to petition the governing body for a roll back election. The rollback rate is usually an increase of over 8% the effective rate, but other factors can also affect the rollback rate such as the debt service rate and the sales tax adjustment. If a roll back election is successful, the taxing entity would be required to reduce the tax rate back to the rollback rate and refund the difference to taxpayers that have already paid their taxes.
Under current state law, if the governing body is considering any increase in taxes over the effective rate, they must have a discussion on the proposed tax rate in a public meeting. The tax rate being considered is discussed at the meeting and the vote of each member of the governing body is recorded and published conspicuously in a quarter page ad in the local newspaper. The proposed tax rate discussed at the meeting will then be the maximum rate the governing body can consider. The governing body could lower the rate, but not raise the rate after the meeting to discuss the tax rate. Next, the governing body is required to conduct two public hearings on the proposed tax rate to hear from concerned citizens. After the two public hearings, the governing body is required to publish a second quarter page ad in the local newspaper as to the date and time of the vote on the proposed tax rate. Our City Charter requires the proposed tax rate be approved by ordinance, which requires two readings before the governing body. In addition to the meeting to discuss the tax rate and the two public hearings on the tax rate, the public is also welcomed to comment on the tax rate at the two readings of the tax ordinance. Lastly, after passage of the tax increase ordinance on the second reading, the governing body must ratify the action once again. Thus, beginning with the meeting to discuss the tax rate, our citizens have five opportunities to express their thoughts on the proposed tax rate in a public forum. If the taxing entity fails to get the 91 proposed tax rate approved before October 1 , the rate automatically set for the taxing entity is the lesser of the effective rate or the current tax rate. In addition to being a significant revenue source, property taxes have been our most stable revenue source. Property tax has a very high collection rate on the current role. Over the last ten years, collection rates have varied from 97% to 98% of the current role. Combining the delinquent collections with the current collections, total collections approach 100%. Property taxes are also received early in the fiscal year; most of property tax is collected by the end of December. Property taxes increased in the 2008/09 year due to the issuance of Certificates of Obligation. Before the 2007 Certificates of Obligations, the City only had $5.2 million in outstanding General Obligation debt from a 2001 issue. In 2012/13, the debt service portion of the tax rate is $0.02733. For three years, the City held the tax rate to $0.31009. In 2011/12 the rate was increased to $0.32009. In 2012/13, the City was kept the same at tax rate of $0.32009. Compared to the effective tax of $0.31757, the $0.32009 tax rate is a 0.79% increase over the effective rate. This modest increase is consistent with our goal to have gradual increases in taxes, user fees, and other revenues to avoid large burdensome increases. We intend to add more police officers and firefighters in future budgets, which also could require additional property taxes. As with this increase, our goal is to stage the increases over time to be less burdensome on our citizens. However, it should be noted that Amarillo residents still enjoy one of the lowest tax rates as compared to any major city in Texas. Our citizens voted in a tax freeze for taxpayers age 65 and above and disabled taxpayers. The first year of the freeze was 2007, which set a cap on the amount of taxes the individual will pay for the rest of their life so long as they remain in their home. The freeze also transfers to a surviving spouse for the rest of their life so long as they remain in the same home and are at least age 55 at the time of the death of their spouse. For 2012/13, the taxable property value subject to tax levy is $8,749,547,876. The amount subject to levy excludes the property value of homes that have frozen taxes since they are not subject to levy. Our total taxable value is $10,456,402,589; which is up over last year's value of $10,257,946,329. Our tax rate of $0.32009 per $100 valuation will produce a total levy of $32,614,308 in 2012/2013 along with the frozen taxes of $4,607,880. We should actually collect $31,798,949 with a collection rate of 97.5%. Also, based on a tax rate $0.32009, we will transfer taxes of $168,318 to the Tax Increment Reinvestment Zone (TIRZ) Number 1. Sales Taxes: On November 7, 1989, the Amarillo voters approved a 1% increase in the local sales tax. One-half percent (1/2%) of the increase took effect Apri11, 1990. The 1/2% increase from April1, 1990 is to promote economic development in the City of Amarillo. The Amarillo Economic Development Corporation was created to manage the 1/2% sales tax for economic development. The 1/2% sales tax for economic development is not included in the City of Amarillo's budget. The other 1/2% increase in the sales tax was approved by the voters to reduce property taxes in the City of Amarillo. The 1/2% sales tax increase to reduce property taxes was effective October 1, 1990. The 1/2% increase in sales tax used to offset property taxes is reflected in the City's 1990/91 Budget. Currently, the total sales tax rate in Amarillo is 8-1/4%, which is the maximum sales tax rate allowed in the State of Texas. The State of Texas' portion of the sales tax is 6-1/4%, and the local portion of the sales tax is 2%. Sales tax is the City's most significant single revenue source and provides 33% of the General Fund's revenue. Unfortunately, the sales tax is not as predictable as the property tax. Sales tax is a more volatile revenue source. Because of the size of sales tax revenue, small percentage changes in collection can make significant changes in overall General Fund total revenue. While the sales tax has been a relatively consistent increasing revenue source for the City, it slipped with the recession. Sales tax revenue seems to have stabilized and even be increasing. The 2010/11 year was our record year in terms of sales tax receipts and 2011/12 is on track to surpass it. We estimate that we will end 2011/12 with $47.7 million in sales tax revenue compared to a budget of $46 million. With 201/12 being another record year we only increased our estimate for 2012/13 by 2%. For 2012/13, we are estimating sales tax revenue of $48.7 million. A graph of the sales tax collections follows below.
32
CITY OF AMARILLO
Sales Tax 52.0 VI
c:
47.0
~ 42.0 ~
37 .0
42.2
32.0 2009/10
2010/11
2011/12
2012/13
Gross Receipts Business Taxes: Gross receipts business taxes are franchise fees imposed on the various public utilities and the hotel occupancy tax revenue. The revenues are based on a three-year average of receipts adjusted for current trends. The current franchise taxes on the gas, electricity and cable television are 5% of gross receipts. The franchise tax on cable television does not include installation charges. We receive a per-line fee on land line telephone service. The hotel occupancy tax is a 7% room tax on non-permanent residents with an additional 2% tax for the AmarilloPotter Events Venue District. The Amarillo-Potter Events Venue District portion of the Hotel Tax Revenue is not reflected in the City of Amarillo's budget. Overall, 2012/13 gross business taxes of $21,847,368 are estimated to increase compared to the revised 2011/12 projection of $21 ,446,483; an increase of 1.9%. We have increased our 2011/12 budget estimate for the electric utility franchise tax from $7,317,542 to $8,080,428 and are anticipating 2012/13 revenue of $8,080,429. We are expecting the franchise tax on the natural gas utility to be $2,636,182 next year compared to a revised 2011/12 estimate of $2,636,182. A payment in lieu of franchise tax is imposed on the City's Water and Sewer Utility. The payment in lieu of franchise tax is a monthly per account charge. The $2.51 monthly water payment in lieu of franchise fee will generate about $2,096,598 in 2012/13; the $1.11 monthly sewer payment in lieu of franchise fee will generate about $901 ,736 in 2012/13. We have increased our 2011/12 budget estimate for the telephone utility franchise tax from $1,343,513 to $1,345,781 and are anticipating 2012/13 revenue to be $1,345,782. Actual 2010/11 revenues from the telephone franchise fee were $1,387,421. Overall, we are experiencing decreases in the number of phone lines as customers switch to cell phones. The increase in the estimated revenue from the Electric Franchise Tax is due to a rate increase in electricity and higher fuel costs. While Cable TV appears pretty stable, we are also concerned with the Cable TV franchise tax as satellite TV gains in popularity. However, we increased our expected 2011/12 franchise tax on the Cable TV from $1,681,460 to $1 ,771 ,710 and expect the 2012/13 revenue to be $1,824,861. In 1998, the City's telephone franchise tax revenue calculation was changed. The assessment method changed from a gross receipts charge to a per line charge for business and residential lines. The net result of the change is a decrease in expected revenues of about $462,000. This decrease is permanent and future telephone franchise tax revenue will mainly increase with additional lines. Unfortunately, the line count has dropped with the shift towards and the growth in wireless communications. The electricity franchise tax would also be handled in a sim ilar manner beginning in 2002; however, the Texas Panhandle was exempted from the change for five years. The exemption was extended due to the lack of competing electric companies in the Panhandle. However, our citizens enjoy better rates in the regulated environment than most of the State in the deregulated environment. We expect that eventually, the electricity franchise tax revenue will be converted to a per kilowatt-hour charge. While the full effect of the change in the electric franchise tax has not been determined, the resulting franchise tax receipts should not change significantly. Consistent with the above fixed unit franchise tax, the City has also modified its franchise fee on the Water and Sewer Utility. Beginning in the 2001/02 fiscal year, the City changed to a per account charge. The 2012/13 franchise tax will be $2.51 for each water account and $1.11 for each sewer account. The change in franchise tax for water and sewer will result in a more predictable revenue stream for the General Fund and a more predictable expense estimate for the Water and Sewer Utility. The water and sewer franchise tax is no longer weather related; however, two of the more significant franchise taxes are still weather related. Both the electric franchise tax and the gas franchise tax is weather dependent and also varies with the fuel costs. Hotel tax revenue has been steadily increasing and more hotel properties have been added to our city. Actual 2009/10 revenue was $4,399,887 and actual 2010/11 revenue was up to $4,782,868. We have revised our 2011/12 revenue estimate to $4,864,489. We also expect 2012/13 revenue to be $4,961,780. Hotel occupancy taxes can vary a great deal from year to year and it is the City's policy that revenue estimates be attainable. The Hotel Occupancy Tax is a significant single revenue source, but its use is limited. Hotel Occupancy Tax receipts can only be spent on items related to convention and tourist-type activities. The Hotel Tax funds are used for our contract with the Chamber of Commerce for promoting convention and tourism in the city. The Hotel tax also offsets the operating loss at our Civic Center complex and provides funds for capital at the complex. The City is working toward renovation of its downtown and part of the plan will involve using a portion of the hotel tax to support some bonds. It would take about $1.1 million of the hotel tax for a new parking garage and multipurpose event venue. Our current estimates are that the City still should be able to cover the operating loss at the Civic Center Complex, but the revenue source would have to grow to provide additional capital. With a reasonable growth rate the hotel tax would also support convention and tourism activities at near their current levels.
33
CITY OF AMARI LLO
Gross Receipt Business Taxes
Electric 38%
Tclclcphonc 6%
4%
12%
9% Business and Non-Business Licenses and Permits:
Most of the revenues recorded in the business and non-business licenses and permits relate to the construction industry and food and beverage industry. We are experiencing some rebound in construction and have increased our building permit revenue by 1.8%, electrical permits by 32%, plumbing and gas permits by 32% and Heating and Air conditioning permits by 39%. While there has been a rebound in construction, the increase in the electrical, plumbing and gas, and heating and air permits was a rate increase suggested by the various trades to add an additional electrical inspector. However, these are not significant revenue sources in total. Most of the food and beverage related permits are expected to be flat; however, they are not significant revenue sources. Governmental Revenues: Government revenues are a significant revenue source to the City. Our governmental revenues include grants and cost sharing activities with other governmental entities. For the General Fund, the most significant governmental revenue is federal and state assistance for our Transit Department. State funding is expected to be at $403,966. Federal transit assistance is expected to increase to $2,143,520. The most significant change is the American Reinvestment and Recovery Act (ARRA) revenue, which is expected to decrease to $280,000. This is a relatively new revenue source, and we do not expect any amounts past the 2012/13 budget. Under our current cost sharing arrangement, we would continue to receive about half of those funds through our operating assistance grant. In the past, the transit system was accounted for in an enterprise fund. After further review, the transit system was merged into the General Fund. The transit system did not truly belong in an enterprise fund; the transit system was not self-supporting and it is the City's policy to only have the minimum number of funds necessary to account for the City's financial activities. Current population estimates are that the City could be over 200 thousand before the next census. Once a city's population goes over 200 thousand in population, they lose the federal and state operating assistance. This is a significant revenue source to the City. Furthermore, many of our citizens depend on our bus service. We are currently studying alternative funding options and service levels. For now, we have added smaller, more fuel-efficient buses to the fleet to help reduce operating costs. The school district will be using a total of 10 officers in the School Liaison Program. With this program , the school pays the officers' salary during the school year and the City pays the salaries during the summer. The School District's share of the program is expected to be $760,000 in 2012/13. Most of the Public Health Department is grant funded. The Amarillo Hospital District (AHD) provides the local portion of the Public Health funding. Next year, we expect funding an increase from the Hospital District to $1,009,420 after considering grant income. The City receives significant grant funding for airport improvements. In the 2011/12 year, the airport anticipates receiving $2,790,000 in federal funds for airport capital projects and $2,911 ,553 in 2012/13. Most of these funds will be used for improvements at the air terminal. We also issued $17.4 million in debt for the project. The funding source for the debt is a new Passenger Facility Charge (PFC). The PFC should generate about $1.7 million in 2011/12 and the same in 2012/13. In total, the PFC should generate $19.2 million towards the project. The balance of the funding will come from available airport reserve funds. Most of our governmental revenues are grant funds contained in the Special Revenue Funds. The grant funding is for a variety of different programs and activities including Housing, Community Development, Public Health, special police initiatives and library initiatives. Our most significant grants are from the Departm ent of Housing and Urban Development (HUD). The Housing and Urban Development (HUD) grants include our Community Development Block Grant Program (CDBG) and various Housing programs. Previously, our two major library grants were our Interlibrary Loan Program and our Library System Services Grant. All of our library grant funding, however, ended by August 31, 2012. Overall, grant revenues recorded in the Special Revenue Funds are anticipated to decrease from $20,963,102 in 2011/1 2 to $19,715,395 in 2012/13. However, some grants fared better than others. Our library grants are state funded and were decreased from $304,341 in 2011/12 to $0 in 2012/13. Moreover, the library grants will not be funded after 2012/13. Some of the library grant functions will be transferred to our library, some to Harrington Library Consortium , and some are going to be eliminated. There will be a charge for interlibrary loan service to cover the postage. Emergency Management Grants were also decreased. Emergency Management grants decreased from $881,731 in 2011/12 to $507,705 in 2012/13. We are also expecting a $14,066 decrease in our Housing program. Law enforcement grants are expected to remain the same at $31 1,539 in 201 1/12 and 2012/ 13. Our U.S. Department of Agriculture grants
34
CITY OF AMARILLO
remained stable. Our summer lunch program increased from $222,020 for 2011/12 to $235,194 for 2012/13. Our Women, Infant, and Children (WIC) nutrition grant received a significant increase from $2,087,244 in 2011/12 to $2,538,273 in 2012/13. Our Urban Transportation Planning and our Health Department grants both had increases. Urban transportation planning increased from $317,235 in 2011/12 to $378,612 in 2012/13. Our Health Department grants increased from $2,203,178 in 2011/12 to $2,500,377 in 2012/13. Our Community Development Block Grant (CDBG) program is expected to significantly decrease from $2,926,561 in 2011112 to $1,470,536 in 2012/13. While not a significant portion of the Special Revenue Fund budget, we currently have seven Public Improvement Districts with a combined 2012/13 budget of $916,895. These districts were created to provide special landscaping amenities to the residents of these subdivisions. Public Improvement Districts (PIDs) revenue should increase by $143,647 next year. Most of the PID increase is in the Colonies PID ($112,037) and is a result of a 33% increase in the assessment rates. Greenways PID also had an increase ($27,879) of 7% in the assessment rates. The other PIDs revenue was flat. The assessments fund the operation and maintenance of the PIDs along with any related debt service. The City has installed traffic cameras at various intersections this year and we expect $675,000 in 2011/12 in revenue and $600,000 in 2012/13. After recognizing all costs, the City's net portion of this revenue will be used for traffic signal improvements. We have budgeted $88 thousand in traffic improvements in our capital budget from these revenues. The Court Security Fund was created in 2003/04 to pay for the Municipal Court bailiffs; a three-dollar fee, which is added to offenses, funds these positions. The fee should produce some surplus over the cost of bailiffs, which will be used for security improvements at the Court. The Court Technology Fund collects a four-dollar fee on offenses and is used to fund technology improvements at the Court. These funds will be used to pay for new tickets writers for Animal Control in FY2012/13. These revenues are estimated to be flat for 2012/13. The Police Department's Seized Property Fund is being used for the operations portion of our local narcotics task force. The salaries and officers are included in the Police Department budget in the General Fund; the other operating costs are funded from seized property. Seized funds are received from the courts and are difficult to estimate. A graph of the budgeted governmental revenues included in the Special Revenue Funds follows.
Special Revenue PID
WIC
CDBG
5%' -
Health 13%
Housing
3%
51% Court
1% Public Safety and Health: We are anticipating a slight increase in Public Safety and Health revenue; revenue is expected to increase from $2,706,650 in 2011/12 to $2,873,367 in 2012/13. The reimbursement from the Airport to the General Fund for fire protection is the largest single revenue source in this category and makes up over half the revenue and will increase by $163,136. The reimbursement is calculated from our Cost Allocation Plan. Warrant fees are expected to increase to $652,800 in 2012/13. Warrant production has been one of the priorities of our Municipal Court and Police Department. In 2003/04, we outsourced warrant collection. A 30% col lection fee is added to the cost of the warrant and paid by the defendant, which covers the cost of collection. In 2011/12, we had our seventh "Warrant Roundup." Moreover, police liaison officers were used to serve warrants in the summer when school was not in session. Warrant Roundups have been successful and we intend to continue them in the future. The Vital Statistics function (maintenance of birth and death records) is the third largest revenue source in the Public Safety and Health category. Our revised current year estimate is $309,341 and we are expecting Vital Statistics revenues in 2012/13 to be $309,300. The Vital Statistics revenue is one of our best revenue sources because of the low cost associated with collecting this revenue. Warrant fees are very labor intensive to process and collect.
35
CITY OF AMARILLO
Sanitation: The sanitation revenues represent user charges for collection and disposal of solid waste. Sanitation revenues also provide for the budgetary transfer to our Solid Waste Improvement Fund to provide for ongoing capital costs at the city landfill. For 2012/13, a total of $1,250,000 is budgeted to transfer to the Solid Waste Improvement Fund from sanitation revenue. Over the next 5 years, these annual landfill improvements are expected to average $2.4 million with $6,000,000 being the largest anticipated annual expenditure. In 2006/07, we budgeted $8,045,000 to begin opening a new cell at our landfill and making improvements in our transfer station. In 2007/08, another $2.5 million was budgeted for the liner at the new cell. With an expected fund balance of $1 ,956,022; annual transfers of $1 ,250,000 are not going to be sufficient to support this level of capital expenditure, which will necessitate larger transfers in the future. Sanitation charges are billed along with the water and sewer charges to residential and commercial customers. Residential customers receive twice-a-week service in the winter and three times per week service in the summer. Service varies with commercial accounts and can be as much as six pick-ups per week. Landfill charges are collected at the landfill or are separately billed. Since monthly billing is fixed, the revenue is very predictable and does not vary with weather. Our 2012/ 13 budget includes an increase of the landfill collection charges from $27.50 to $29.00 per ton. The additional revenue from this is dedicated to covering the increasing cost of regulatory compliance at the Landfill. The rate increase should generate an additional $82,500 in landfill charges. The graph listed below shows the trend of sanitation collections.
Sanitation Revenue 18.5 18.0 17.5 17.0 16.5 16.0
"'c: ~ ~
I
16.9 2009/10
2010/ 11
2011/ 12
201 2/13
Year
Culture and Recreation: The culture and recreation revenue category consists of revenues from City-sponsored activities. Civic Center charges and various golf course revenues are the major sources of revenue in this category. The City owns and operates a convention center complex, which includes the Civic Center and the Globe News Center, as well as two 36-hole golf cou rses. The balance of this culture and recreation category is made up of participant fees and library late charges. In total, we expect an increase in the culture and recreation category. Total culture and recreation revenue for 2012/13 is projected to increase to $5,202,994 compared to a revised revenue estimate of $4,459,047 for 2011/ 12. Most of the increase is in golf green fees ($152,225) and golf cart commissions ($118,091 ). Civic Center rentals are also expected to increase by $143,873. Zoo fees are relatively new, but are also expected to increase. A graph of culture and recreation revenue follows on the next page.
Culture & Recreation 6.0 5.0 .§ 4.0 Ill
= 3.0 ~
2.0
1.0
0.0 2009/10
2010/ 11
2011/12 Year
36
201 2/13
CITY OF AMARILLO
The combined golf fees make up the largest portion of culture and recreation revenue. Golf revenue is expected to increase by $274,1 14 over our revised projection for 2011/12. We have had an 18-hole golf course out of service since March 2011. We expect to have the renovated course back in service in late spring of 2013 and expect a corresponding increase in course revenues. In general, golf revenue is always difficult to estimate because it is so weather dependent. A graph of golf revenue follows below:
Golf Revenue 2.0 Ill 1.5 c ~ 1.0 ~ 0.5 0.0
1.9
1.4 2009/10
20 10/11
2011/12
2012/13
Year
Civic Center revenue is the next largest revenue source in culture and recreation revenue. The Civic Center complex revenue is comprised of revenues from the Globe News Center for the Performing Arts, Auditorium, Coliseum and exhibit area rentals at the Civic Center, commissions on novelties and concessions, box office charges and advertising revenue. Next year, Civic Center revenue is expected to increase to $2,021,742. The revenue increase is due to a 20% increase in rental rates in both 2011/12 and 2012/13. The purpose of these increases is to free up hotel tax to be used for a proposed ball park, which will also host other events. A graph of Civic Center revenue follows:
Civic Center Revenue Ill
"c
111 VI
::J
0
.s:::. 1-
2500.0 2000.0 1500.0 1000.0 500.0 0.0
2021.7
1547.6 2009/10
2010/11
2011/12
2012/13
Year
Fines and Forfeitures: Fines and forfeitures are estimated to increase by $106,699 next year. Most of the fines and forfeitures are related to traffic violations with the major revenue source being traffic fines. We intend to continue aggressively pursuing monies due the court. We have internal collectors, and have also outsourced warrant collection. Once the warrant is sent to the collector, the defendant pays the collection fee in addition to the fine and court costs . Thus, we will not have to incur a collection expense for these items outsourced for collection. In 2003/04, we added $3 to each ticket for the Court Security Fund; this fee should generate about $110 thousand next year. The Court Security Fund will pay for the bailiffs at the court. In addition to the $3 Court Security Fund, we added $4 on each ticket for the Court Technology Fund. The Court purchased and installed new court software in 2009/10. The Court Technology Fund will be used to pay for the upgrade, which could take a few years and the ongoing maintenance. The Court Technology Fund generates about $148 thousand from the $4 fee on each ticket. Both the Security Fund and Court Technology Fund are accounted for in the Special Revenue Funds. A graph of the court related reven ue excluding the Security Fund and Court technology Fund follows:
37
CITY OF AMARILLO
Court Revenue 4.5 4.4 4.4 4.3 VI
c: 4.3
~
~ 4. 2 4.2
4.2
4.1 4.1 4.0 2009/10
2010/11
2011/12
2012/13
Year
Forfeited discounts are the next largest single revenue source in the Fines and Forfeitures category. Water, sewer, sanitation, and drainage (new for 2012/13) charges are billed net of a discount. This discount is forfeited if not paid within ten days. The purpose of the discount is to encourage prompt payment of the bill and reduce bad debt losses. For 2012/13, we are anticipating $1,630,644 in forfeited discounts, compared to $1,538,976 in 201 1/12. There can be significant variations in forfeited discounts. In keeping with our policy that all revenue estimates be realistically attainable, we have budgeted a conservative figure for forfeited discounts. A graph of forfeited discounts revenue follows:
Forfeited Discounts Cll
"'C
c:
I'll Cll
2000.0 1500.0
::::s
1000.0
~
500.0
0
1-
0.0
1539.0
[
1259.1
l 2009/10
2010/11
2011/12
2012/13
Interest Earnings: In the past, interest earnings were a significant revenue source to all funds. Last year, $1,383,497 was generated in investment income. The City portfolio has a short-weighted average maturity and is dependent on short-term interest rates and short-term rates have been very low. Thus, interest earnings have been sharply reduced . In investing City funds, our objectives are to preserve capital , to provide liquidity, and maximize return within the constraints of capital preservation and liquidity. Short-term rates have been at historic lows and are anticipated to remain low next year. We are anticipating an increase in interest income to $1,333,459 in 2012/13, compared to our revised estimate of $1,152,241 in 2011/12. The above-mentioned anticipated increase in investment income can be seen in the graph on the next page.
38
CITY OF AMARILLO
Interest Income
2.0 1.8 1.6 1.4 Ill
1.3
1.2
c:
~ 1.0
1.2
~ 0.8 0.6 0.4 0.2 0.0 2009/10
2010/11
2011/ 12
2012/ 13
General Fund Administrative Charges, Miscellaneous and Other Revenue: General Fund administrative charges consist mainly of charges to internal operations like water, sewer, airport, and grants, but also include charges for the administration of our weed enforcement program and collection fees for state court costs. The most significant revenue items in the administrative charges are the revenues derived from the City's Indirect Cost Allocation Plan. The administrative charge to Water and Sewer and Airport are derived from the Indirect Cost Plan. The actual indirect cost reimbursement to the General Fund represents the various grant portion of General Fund overhead. Airport administrative charges will decrease to $99,214 in 2012/13 compared to $222,057 in 2011/12. Water and Sewer administrative fees decreased from $1,260,096 in 2011/12 to $1,235,482 in 2012/13. Indirect costs charged to City activities and grants will increase from $1,373,873 in 2011/12 to $1,487,633 in 2012/13. As a general rule, indirect cost changes are exacerbated by annual carryover adjustments. If an over or under recovery occurs, the indirect cost is adjusted to the new calculated cost and the over or under recovery is also applied. Applying the carryover adjustm ent results in full cost recovery, but it can also cause large variations in recoveries on an annual basis. The payment in lieu of property tax imposed on the Water and Sewer Utility is a significant revenue source in this category. The payment in lieu of property tax is increasing due to the increase in the plant and equipment in our Water and Sewer Fund; the payment in lieu of property tax will increase to $2,979,037 next year. The Event District has agreed to pay the City a management fee for the operation of the Venue District addition to the Civic Center. The Event District operating revenue is budgeted at $397,996 for 2012/13 which is the same as 2011/12. Operating Transfers: An equity transfer involves the closing of a fund and the transfer of the closed fund's entire fund balance to another fund. Operating transfers involve the transfer of assets from one fund to another in the normal course of the fund's operations. Historically, the interest income from Capital Project Funds that relied on the General Fund for support was recorded as General Fund Income. The City adopted GASB Statement 31, which requires investment income to be reported in the fund that held the investment. While the income is reported in the fund holding the investment, the income is budgeted and transferred to the General Fund as an operating transfer for consistency with past practices. The investment earnings transferred back to the General Fund will remain approximately the same at $106,917 in 201 1/12 and 2012/13. Utility Sales and Service: Utility sales and service is a major revenue source to the City of Amarillo. Water meter sales and sewer charges make up 94% of total water and sewer revenue. Water and sewer revenues are very difficult to predict because they are so weather dependent. With the exception of the minimum or base charge, water sales are completely based on consumption. Moreover, we utilize an increasing block structure to encourage water conservation. The increasing block structure creates additional consumption-based revenue, which makes it more difficult to estimate. Sewer revenue is somewhat more predictable since the residential charge is set for the year based on the winter water consumption. However, sewer commercial accounts are based on water consumption each month, usually with a separate meter for irrigation. When estimating water and sewer charges, we use a normal year of about 16 billion gallons in sales as opposed to trying to anticipate high or low consumption. Water and sewer charges are billed monthly and are very collectable. However, since the revenue is consumption-driven, it can vary sign ificantly. Our water and sewer system has a great deal of needs. We are in the process of upgrading our aging water and sewer infrastructure. Moreover, we added a new water supply to the City in 2010/11; the first new supply in about 50 years. Consistent with our incremental approach, we have been raising water and sewer rates over the last several years. In 2001/02 and 2003/04, Water and Sewer Utility revenue had a 5% increase in water and sewer rates. Our 2006/07 rate increase was expected to generate about an 8% increase in water and sewer revenue. The 2006/07 rate increase had two components. First, all water and sewer rates would increase by 6% effective October 1, 2006. Also effective October 1, 2006, we added a third tier to our residential rate structure and commercial irrigation meters were put under the residential rate structure to encourage conservation. However, both components of the rate increase were very volume dependent.
39
CITY OF AMARILLO The 2007108 rate structure was designed to generate a 10% water and sewer increase in a normal year. The $3.15 third tier rate (added in 2006/07) has been effective in deterring large consumption and was left alone. However, our new rate structure should be less sensitive to changes in volumes. First, both the water and the sewer minimums were increased by $1 per month for each service. The water minimum charge includes the first 2 thousand gallons of water. For residential water customers, the under 10 thousand rate was increased from $1.46 per thousand gallons to $1.56 per thousand gallons. The over 10 thousand gallons but less than 30 thousand gallons tier was increased from $1.69 per thousand gallons to $1.88 per thousand gallons. Commercial customers pay the minimum charge, plus a fixed rate, per thousand gallons. The commercial charges were raised from $1.33 per thousand gallons to $1.56 per thousand gallons. Sewer customers pay the minimum charge, plus a volume charge, and it is the same for both residential and commercia! customers. The volume charge was increased from $1.07 per thousand gallons to $1.14 per thousand gallons. Commercial accounts are blUed for their sewer volume based on their water consumptions. Residential customer's sewer usage is estimated from a winter average of water usage. Like 2007/08, the 2008/09 rate structure was also designed to generate a 10% water and sewer increase in a normal year and encourage conservation. In fact, many residential customers will not even see an increase. The minimum charge was increased by $1, but the minimum water charge also includes 3 thousand gallons of water. For a residential customer that actually uses 3 thousand gallons of water, their water bill would actually decrease by $0.56 per month. While residential customers using 2 thousand gallons or less will see a $1 increase in their bill, residential customers up to 10 thousand gallons in usage (our 1st tier) will have a modest decrease. Again, our rate design was to encourage conservation and protect low-use residential customers. However, after the first 10 thousand gallons in residential use, the rates increase. Residential usage above 10 thousand gallons, but less than 30 thousand gallons, will be billed at $2.15 per thousand gallons. Residential usage above 30 thousand gallons, but less than 50 thousand gallons, will be billed at $3.20 per thousand gallons. Lastly, residential usage above 50 thousand gallons wi!! be billed at $3.30 per thousand gallons. Commercial accounts will be billed the minimum for the first 3 thousand gallons and $1.88 per thousand thereafter. For 2008/09, we also redesigned our sewer structure. The new sewer minimum charge was raised from $6.70 to $10.50. However, the new sewer minimum charge included the treatment of the first 3 thousand gallons of wastewater. The new sewer rate structure is very comparable to our new water rate structure where the minimum bill also includes the first 3 thousand gallons of water. Another change in the rate structure is that we now have a commercial and residential rate for treating wastewater. Treating commercial wastewater is more difficult and more corrosive on our system than treating household wastewater. Therefore, beginning in 2008/09, the rate was $1.35 per thousand gallons for commercial wastewater and $1.25 per thousand gallons for residential wastewater after the first 3 thousand gallons. Commercial accounts are billed for their sewer volume based on their water consumptions. Residential customer's sewer usage is estimated from a winter average of water usage. As with water, the low volume customers saw less of an increase. The average residential customer is bH!ed for 6 thousand gallons of wastewater and their bill increased by $0.71 or 5%. The average commercial customer is charged for 54 thousand gallons of wastewater. The average commercial customer saw an increase of $11.21 or 16%. Water and sewer customers that use more water, incurred most of the rate increase in 2008/09. While the new structure encourages conservation, our revenue system becomes more volume dependent. The paradox of conservation is that if conservation actually works, the system has revenue shortfalls and additional rate increases are needed. However, the 2008/09 rate increase was only a portion of the rate increase needed for the new we!l field project and to provide more internal capital for infrastructure improvements. We were able to obtain favorable financing from the Texas Water Development Board and issued $38,885,000 in bonds for a portion of the well field project. The average interest rate was $2.09%. However, the sheer size of the issue called for a 10% rate increase. The rate increase was applied across the board in 2009/10 and all customers saw the 10% increase. The City was successful in obtaining the balance of the Potter County Well Field project ($47.4 million) from Texas Water Development Board at a very attractive interest rate (1.97%) for twenty-year debt. Moreover, the City obtained another $18 million in funding from the Texas Water Development Board for improvements at the Osage Treatment Plant at 0%, again for twenty-year debt. While the interest rates are very attractive, the borrowing still has to be repaid. Therefore, we had another 10% rate increase in 2010/11. We had a great opportunity in 2010/11. The Canadian River Municipal Water Authority (CRMWA) purchased over 213 thousand acres in water rights from Mesa water. Most of the water rights were contiguous with CRMWA's holdings in Roberts County. Since the holdings are contiguous, future development of the holdings can take advantage of existing infrastructure. While purchasing water rights is expensive, developing the rights is even more costly. However, the portion in Ochiltree County was contiguous with the City of Amarillo's water rights. In fact, CRMWA would have to cross the City of Amarillo's water rights to develop the field. Thus, it made more sense for the City of Amarillo to own the Ochiltree County water rights than CRMWA and the City purchased the rights from CRMWA. The City issued $16.3 million in Water and Sewer bonds to purchase the Ochiltree County water rights from CRMWA and the City's portion of the CRMWA debt is another $38.1 million. This transaction necessitated another rate increase. In total, we would need an 11% rate increase to service the debt. In order to avoid another double-digit rate increase, the debt was structured so that we could have a 6% increase in 2011/12 and another 5% increase in
2012/13. Our 2010/11 water and sewer revenue was substantial at over $65.8 million. If fact, it will exceed our 2011/12 revenue, even with the above 6% rate increase. Calendar year 2011 broke several weather records and was one of the worst droughts in recorded history. Moreover, we broke previous records on number of days over 90 degrees and 100 degrees. Thus, 2010/11 was far from a normal year in water consumption. Our projected budgets are based on normal years. While the rate increases have been substantial, we are still staging the increases in an attempt to be less burdensome on our customers. Even with the above rate increases, our citizens enjoy some of the lowest water and sewer rates in the State. The following chart graphs the actual water and sewer sales for 2009/10 and 2010/11 as well as the projected sales for 2011/12 and 2012/13.
40
CITY OF AMARILLO
Water and Sewer Charges 70 .0 6 ! .4
63.7
60.0
50 .0 5 1 .4 40.0 ~
~
~ 30 .0
20.0
10.0
0 .0 2009/10
2010 /1 1
2011/ 12
2012/13
Year s
Airfield Revenues: Airfield revenues include fees charged for use of the airfield. Landing fee revenue is the now the second largest revenue source in this category. Landing fees are based on the number of flights and the weight of the aircraft. Overall, we are estimating an increase in landing fees from $400,000 in the 2011 / 12 year to $410,000 in 2012/13. In 2008/09, we began charging a Passenger Facility Charge (PFC) of $4.50. The PFC is one of the Airport's most significant revenues. The PFC generated about $1.55 million in revenue in 201 0/11 and should generate $1.7 million in 2011/ 12 and 2012/13. The PFC will be used to service the debt on the $17.4 million bond issue in 2008/09 for terminal improvements. All the fuel and oil revenue was combined into one account in 2011/12. Terminal Building Revenue: Terminal building revenue is the Airport's most significant revenue source and contains terminal rentals and commissions for the vendors that utilize the airport terminal. The auto parking concession is included in terminal building revenue. The airline rental revenue also includes the cost of Airport Security Service. The Airport may also increase future fees to reflect increases in cost. Historically, the parking concession has been our most significant single source of operating income. Depending on the year, either airline rental income or airport parking revenue is the number one revenue source. Next year, we expect airline rentals to be $1.75 million. However, the most significant change in this revenue category is the addition of a Customer Facility Charge. Currently, each car rental agency has their own area to clean and maintain their rental cars. We plan on building a common facility to service all the rental cars and car rental custom ers wou ld be charged $3 on all car rentals to pay for the facility. We anticipate $594,000 in Customer Facility Charge revenue next year, which we will use to start the project. Parking revenue is expected to be $1,575,000 in 2012/13 compared to $1,620,038 in 201 1/ 12. The new restaurant and bar located inside the secure portion of the terminal should generate about $105 thousand in revenue. Car rental revenue is expected to be $1,400,000 in 2012/13 compared to $1 ,151,662 in 2011/12. Historically, the Airport's most significant single revenue source has been parking com missions. It should be noted that airport parking increased significantly with the new parking garage and a new contract with the parking concessionaire. However, parking rates have not changed since the addition of the new garage. Parking revenues were on ly $541,552 in 1993/94. Parking rates increased in 2011/12 and should remain relatively flat for 2012/13. A graph of termi nal building revenue follows:
41
CITY OF AMARILLO
Terminal Building Revenues Other
32%
Au to Parking
28%
25%
Other Building and Grounds Revenue: Other building and grounds revenue is a significant airport revenue source. Most leases have provisions to increase with the Consumer Price Index on some periodic basis. Grounds rental revenue is from various ground lease agreements with car rental companies, charter aircraft companies, corporate hangars, grazing leases, tower leases, and farming leases. As mentioned above, these leases have an annual increase built into the lease agreements and the projected amounts are based on the individual leases. Similar to the ground leases revenue above, other building rental revenue is from building leases with various tenants and the projected revenue is based on the individual leases and occupancy. We are estimating an increase in Airport other building and ground rentals from $1,363,414 in 2011 /12 to $1 ,412,676 in 2012/13. Most of the increase is in the Fixed Base Operator Lease revenue, which is estimated to increase $73 thousand. Municipal Garage and Information Services Interdepartmental: The equipment rental revenue source represents the departmental user charge for shop owned vehicles, trucks, and rolling stock. The revenue source is calculated from departmental budgetary estimates. The garage user rate has two components: an operating rate and a replacement rate. In conjunction with converting to a new automated fleet system, rental rates were converted from a per mile rate to a monthly rate. Since anticipated usage in miles can be difficult to estimate, the monthly rate is easier to budget. During 2010/11, garage rental rates were lowered 10%, even though the city continued to experience increased cost in repair parts and erratic fuel prices. The decrease in rates was to give some much needed budgetary relief in other areas. While individual department budgets can vary, we increased rates by 5% overall in 2011 /12 and 2012/13 to help make up for the decrease. We intend to increase garage rental rates again in 2013/14. Garage Fund is in good shape and should still have about $3.6 million in available funds. The 5% increase to rates increased revenue by $715,332. We expect Municipal Garage interdepartmental charges to increase from $1 1,213,850 in 2011/12 to $11 ,929,182 in 2012/13. Our Inform ation Technology Fu nd operates similar to our Municipal Garage Fund. We have developed a charge-out system based on the hardware, software, and services utilized by th e various user departments. While we did not change Information Technology rates for 2011/12, we increased rates overall by 3% in 2012/13. User fee revenue is expected to increase to $4,164,449 for 2012/13. As with the Garage Fund, we expect future rate increases in the Information Technology Fund.
COMMENTARY ON AVAILABLE FUNDS General Fund: The General Fund began the year with $41,653,101 in available funds. We anticipate ending the 2011/12 fiscal year with $40,649,603 . We had intended to red uce our General Fund available funds in 2011/12. We had targeted the 2011112 fund balance at $35,019,358 and budgeted over $8.5 million in transfers to capital projects funds. The increase in the 2011/12 fiscal year available funds is due to a combination of more revenue than expected and departments under spending their operating budget. Historically, year-end surpluses have been earm arked mainly for capital projects. In 2011 /12, we budgeted a $5.4 million transfer to our General Construction Fund, $1.2 million transfer to the Solid Waste Improvement Fund, $1.2 million transfer to our Street and Drainage Improvement Fund, and $700 thousand transfer to the Civic Center Im provement Fund. For the 2012/13 budget, we decreased our transfer to the General Construction Fund to $5.3
42
CITY OF AMARILLO
million. The 2012/13 transfer to the Street Improvement Fund is $1.2 million, $1.2 million is budgeted for a transfer to the Solid Waste Improvement Fund and $540 thousand is budgeted as a transfer to the Civic Center Improvement Fund. After the 2012/13 transfers, the City
should have $35,380,268 in available funds. The 2012/13 available funds is consistent with our targeted reserve of 3 months operating expenditures excluding the transfer to General Construction. Moreover, due to our conservative budgeting practices, we generally end the year with a reserve that is more than three months operating expenditures. The transfer to the Compensated Absences Fund was eliminated in 2010/11 and not budgeted for 2011/12 or 2012/13. The Compensated Absence Fund should have available funds of $9.5 million, which should be sufficient for the near term, but will need to be restored in the future. Many cities target a two-month operating reserve. We target a three-month operating reserve because of the volatility in our revenue sources. Sales tax is our main revenue source and even small percentage changes amount to significant differences in revenue. Franchise fees are also important revenue sources to the General Fund, and many of these fees are weather dependent. Generallnterest and Redempt!on: The General Interest and Redemption Fund is used to accumulate funds for the payment of the general long-term obligations of the City. Relatively speaking, the City of Amarillo still has very little tax supported debt. Our tax supported debt consists of one bond issue for library improvements; the 2007 Certificates of Obligation and the 2010 Certificates of Obligation were issued for the Grand Street Bridge project. Our tax supported debt will require a property tax of $0.02733 per $100 valuation in 2012/13. We anticipate that we should end 2011/12 with $358 thousand in our General Interest and Redemption Fund, and end 2012/13 with $365 thousand. Since property taxes are both highly collectable and predictable, we only target a modest amount of available funds in the General Interest and Redemption Fund. The City has historically used the Certificates of Obligation structure when issuing self-supporting debt to obtain more attractive interest rates. In 2010/11, the City had issued two Certificates of Obligation for self-supporting debt. The City issued $3.7 million for golf course improvements and $2.2 million in a TIRZ streetscape project. The golf course debt will paid from golf related revenues and the TIRZ debt will be paid by participation of the TIRZ taxing entities. The City has had five Certificates of Obligation issues for improvements at the Greenways Public Improvement District and for improvements at the Colonies Public Improvement District. The Certificates of Obligation issued for Greenways and Colonies improvements are funded by special assessments on the property owners of those subdivisions and do not require the levy of a property tax. Most of the funds accumulated in our debt service funds are to satisfy the City's obligation to pay accumulated vacation, sick pay, and camp time. State law allows police officers and firefighters to accumulate unused sick leave without limit and requires that they be paid for up to 90 days of unused sick leave at termination. In addition to accumulating unused sick leave, all full-time employees can also accumulate up to 65 days of unused vacation pay. Traditionally, the City of Amarillo personnel rules had extended the 90-day payment of unused sick leave provision to full-time civilian employees with at !east 10 years of service. However, beginning in 2007, the City of Amarillo changed its sick leave and vacation leave policy for new civilian employees. Civilian new hires after 2007 will be allowed to accumulate up 60 days of unused sick leave and 30 days of unused vacation pay. Once a civilian employee reaches these new targets, all accruals stop until some of the accumulated time is used. The new sick leave and vacation policy should slow the accumulation of accrued sick leave and vacation pay. While the new policy is clearly not as good as the old policy, it is still an attractive benefit. The new policy does not apply to police officers or firefighters, which still represent a great deal of liability. It is the City's policy to indentify and prefund liabilities as opposed to a pay-as-you-go funding. In the past, the City has prefunded the liability for sick leave and vacation so that funds are available at termination to pay the benefit. The City only partially funded the sick leave and vacation benefit in 2009/10 and did not fund the benefit in 2010/11,2011/12, or 2012/13. At the current withdrawal rate, the sick leave and vacation accumulation will be exhausted in about 6 years. One of the best reasons to prefund a benefit is that the earnings on the accumulated funds can be used to reduce the cost. Unfortunately, there are not much earnings in this low interest rate environment and less of an incentive to prefund the sick leave and vacation benefit. In any event, we will have to begin funding this obligation again or pick it up on a pay-as-you-go basis in 6 years. While we have accrued the cost, we have not funded the liability for closure and post-closure costs at our landfill. Moreover, we have historically not prefunded the cost of our other post-retirement benefits, other than pensions. City employees can keep their City health coverage after retirement at very attractive rates that do not reflect the total cost of the benefit. The landfi!! costs are insignificant compared to the cost of post-retirement health coverage. Beginning January 1, 2013, we wl!! fund a trust dedicated to the costs associated with our other post-retirement health care benefits. We intend to allocate 1.96% of a!! full-time salaries to the new trust. We began the year with $12,942,655 in available funds set aside for the City's general obligations. We anticipate ending the 2011/12 fiscal year with $11,455,400; a decrease of $1,487,255. In 2012/13, available funds are expected to be $9,871,804 with $9.5 million set aside for compensated absences and $365 thousand for tax supported debt. Enterprise Funds: The Enterprise Funds are business-like activities that sell a product of service to the general public. The City of Amarillo Enterprise Funds consists of the Water and Sewer Fund, the Airport Fund, and the Drainage Utility Fund. All of these funds are self-sustaining and do not require any assistance from another fund. An enterprise fund provides for both operating and capital funding of their respective activities. Thus, the reserve of an enterprise fund consists of an operating reserve and a capital reserve. By policy, we target three months operating expenditures as an operating reserve plus about one year's normal capital expenditures as a capital reserve. In total, Enterprise Funds began the year with $56,275,606 in available funds. Ending the 2011/12 fiscal year, available funds are estimated to be $38,502, 157; a decrease of $17,773,449. In 2012/13, available funds are expected to decrease by $3,136,108 to $35,366,049 . Most of the above change in available funds would be attributable to the Water and Sewer Fund. Of the above $56,275,606 in beginning available Enterprise Funds, the Water and Sewer Fund represents $47,495,620 . At the end of 2011/12, we expect the Water and Sewer Fund to decrease to $31 ,981 ,094 . With the drought, water sales were very high in 2010/11. We therefore began our 2011/12 year with $24.7
43
CITY OF AMARILLO million more in beginning available funds than our original budget. Compared to budget, our water and sewer capital spending will also be higher. As we commit those funds, water and sewer available funds should decrease by $3,923,675 to $28,057,419 by the end of 2012/13. After considering our reserve for sick and annual leave of $1,381,889 and our legal reserves of $8,126,447, our net operating reserve would be $18,549,083. This is the best our water and sewer system reserves have been in years. Ideally, we would like to have a 3-month operating reserve of $10,841,617 and a one year capital reserve of about $10 million in our water and sewer system. We have very conservative methods of budgeting. For capital projects, we consider the funds are no longer available when they are budgeted for a project instead of projecting the future cash outflows of these projects. The Water and Sewer Fund had cash and investments at the beginning of the year of about $117.2 million, but after subtracting liabilities and capital project budgets of $69.7 million, we consider available funds to be $47.5 million. We should end 2011/12 with $32 million and $28.1 million in 2012/13. Please refer to the Enterprise Fund Summary of Resources and Expenditures for more detail on the available funds calculation. The Airport Fund began the year with $8,779,986 in available funds. We expect the available funds to decrease to $6,566,153 by the end of The 2012/13 2011/12, which is a decrease of $2,213,833 . In 2012/13, we expect airport available funds to decrease to $5,054,252 decrease is expected to be $1,511,901 . The above $5,054,252 of estimated available funds in 2012/13 is lower than our target of three months operating expenditures plus one year's normal capital expenditures. The target balance would be about $6.6 million: $1.6 million for a 3~month operating reserve and $5 million for a one~year capital reserve. The new Drainage Utility Fund began the year with $0 in available funds and we expect available funds to decrease to ($45,090) by the end of 2011/12. The new assessments begin October 1, 2012. After a full year of collections and operating and capital expenditures, we anticipate ending 2012/13 with $2,254,378 less legal reserves of $431,807 for a net $1,822,571. Our target reserve is $2.4 million: $423 thousand for a 3-month operating reserve and $2 million for capital reserve. Internal Service Funds: Internal Service Funds are similar to enterprise funds above in that they are used for business-like activities. However, the Internal Service Fund's customer is the sponsoring governmental entity. Internal Service Funds are used for activities where it is important to recognize the full cost of a function on the accrual basis. The City of Amarillo Internal Service Funds consists of the Municipal Garage Fund, the Information Technology Fund, the Risk Management Fund, and the Employee Insurance Fund. Like an Enterprise Fund, an Internal Service Fund provides for both operating and capita! funding of their respective activities. Thus, the reserve of an Internal Service Fund consists of an operating reserve and a capital reserve. By policy, we target three months operating expenditures as an operating reserve plus one year's normal capital expenditures as a capital reserve. The Risk Management Fund and the Employee Insurance Fund do not generally have capital expenditures; therefore, these funds would not need to provide for a capital reserve. However, we need available funds for large, out~ of~ordinary claims that may occur. ln total, the Internal Service Funds began the year with $23,036,613 in available funds. We are estimating that ending 2011/12 fiscal year, available funds will decrease by $4,588,610 to $18,448,003. In 2012/13, available funds are expected to decrease by $1,409,322 to $17,038,682 . In sum, our targeted reserve for the Internal Service Funds should be about $18.4 million: Municipal Garage $6.8 million, Information Technology $1.6 million, Risk Management Fund $5 million and $5 million for the Employee Insurance Fund. The 2012/13 balance of$17,038,682 is short of our targeted $18.4 million with most of the issue in the Garage Fund. The Garage Fund started with $8,300,402 in available funds, which was above their $6.8 million target. We increased garage rental rates by 5% in 2011/12 but still expect the available funds to decrease to $5,009,926 by the end of 2011/12. The 2011/12 decrease would be $3,290,476. Since revenues are not funding garage operating costs and rolling stock replacements, we anticipate continuing to increase rates in future years. In 2012/13 we increased garage rental rates by another 5%. However, we still expect 2012/13 garage available funds to decrease to $3,665,199. The 2012/13 available funds of $3,665,199 is less than the targeted balance of $6.8 million. We intend to increase rental rates again in 2013/14 and perhaps another year subsequently until we are closer to our targeted reserve. Like the Municipal Garage Fund, the Information Technology Fund has experienced abnormally large capital expenditures in the past few years, which has depleted their available funds. Beginning available funds for the Information Technology Fund were $3,054,643 . We expect Information Technology's available funds to decrease by $1 ,070,953 to $1,983,690 for the 2011/12 fiscal year. In 2012/13, available funds are expected to decrease by $213,069 to $1,770,621 Our estimated 2012/13 available funds of $1 ,770,621 would be enough to cover a threemonth operating reserve of $959,587 and leaves a balance for capital of $811,034. Since we usually need about $600 to 650 thousand annually for capita!, the Information Technology Fund should be fine. The Risk Management Fund (sometimes referred to as the Self~lnsurance Fund) provides coverage for most of the City's exposures including general liability, worker's compensation, employer's liability, police officer liability, public official liability, auto liability and auto physical damage. The Risk Management Fund purchases property insurance including boiler and machinery, police office liability, malpractice insurance for our clinic and carries excess worker's compensation insurance. We generally have very high deductibles or self~insurance reserves with our purchased coverage. State law protects the City with an overall liability limit of $250 thousand per occurrence; therefore, the City has not purchased excess coverage for auto or general liability. The City's main liability exposure would be in Federal Court. Our greatest exposure in Federal Court would be involving a police officer, thus we have purchased police officer liability coverage that protects both the officer and the City. Overall, our claims experience has been improving. The Risk Management Fund began the year with $4,378,070 in available funds. For 2011/12, we expect to end the year with $4,055,060 in available funds. For 2012/13, we anticipate a decrease in available funds of $168,760, We expect to end 2012/13 with available funds of $3,886,300. All known claims are fully funded at their estimated value based on an actuarial study. Additional available funds are necessary for incurred but not reported (IBNR) claims and for catastrophic claims. Obviously, !BNR claims and catastrophic claims are very difficult to predict and we would like to have about $5 million in available funds for these claims. Therefore, we will end 2012/131ess than our targeted reserves. The Employee Insurance Fund provides life and employee medical coverage, including dental, to City employees and retirees along with their dependants. The Employee Insurance Fund purchases life coverage, but is self~insured for medical and dental. However, we have individual stop-loss coverage if a claim is more than $750 thousand that resets annually. Dental is entirely employee/retiree funded. Employee healthcare is largely employer~funded, but employees and retirees are also required to make contributions.
44
CITY OF AMARILLO We currently have a very good health plan. Plan deductibles are $800 per person, and the maximum out-of-pocket expense is $2,600. The maximum out-of-pocket is all an employee/retiree would be required to pay in a calendar year before the plan pays at 100%. We would rather make smaller incremental changes to the Plan in an effort to refrain from having to make more drastic changes in plan design. Moreover, we strive not to have both employee/retiree contribution increases and increases in deductibles and co-pays in the same year. While the Plan is still in good shape, we increased the employer contribution by 1% October 1, 2012 and the employee/retiree rate will increase by 1% January 1, 2013. Grandfathered plans !ike our plan are prohibited in increases more than 5%. Thus, we opted to make a small change in 2012/13 to avoid a potentially larger change in future years. We have four drug tiers with progressively larger co-pays where generic drugs make up the first tier. The tiers and the co-pay increase corresponding to the cost of the drug. Participants are required to pay the entire plan cost for drugs that have an over-the-counter equivalent; such as proton pump inhibitors and non-sedating antihistamines. The plan cost is still a substantia! discount compared to the retail pharmacy price of the drug. Even when we have had to increase drug co-pays, we have kept the generic co-pay at the same !eve! for several years to encourage more generic utilization. We currently have over 70% generic utilization. The Employee Insurance Fund's available funds are expected to increase by $95,830 in 2011/12. The Employee Insurance Fund began the year with $7,303,498 and is expected to end 2011/12 with $7,399,328 and $7,716,561 in 2012/13. We estimate the liability for !BNR claims in the Employee Insurance Fund based on a claims lag report The Employee Insurance Fund's IBNR claims are calculated at 16.25% of the paid claims. We also recognize the liability for large claims including their corresponding treatment plan. We target a $5 million reserve for catastrophic claims. The above $7.7 million is on target. Special Revenue Funds: With the exception of the Public Improvement Districts, the Special Revenue Funds do not have a target reserve balance. Most of the Special Revenue Funds are grant funds that are bound by the grant agreement and operate on a pay-as-you-go basis. If funds are accumulated in a grant fund, they will usually be spent the following year(s). Funds accumulated in the Housing Assistance Program and the Home Program are rolled over to future years in the budget process. Monies in the Court Technology Fund will be used to upgrade the software at the court. The Court Security Fund is used to pay the salary and benefits of the court's bailiffs and security improvements at the court. The accumulated funds in the APD (Amarlllo Police Department) Seized Property Fund are used for the operating expenses of our Drug Task Force, excluding salaries. The Task Force Officers' salaries and benefits are included in the Police Department's budget. APD Seized Property is derived from court order forfeitures. At the current rate of expenditures, the seized funds would be exhausted in 2013/14. Unless we receive more seized funds, these costs will need to be budgeted in the Police Department, which is in the Genera! Fund. The LEOSE Fund is a Law Enforcement Training grant and available funds will be spent in future budgets. We do not anticipate receiving any additional LEOSE funding in 2012/13 and are unsure if we will receive more funding in future years. The funds accumulated in the Hazardous Transportation Planning grant should be spent in the subsequent years. The target reserve for the Public Improvement District is three months operating expenditures, unless funds are being accumulated for some type of improvement. Some of the Public Improvement Districts do not meet the above target reserve at the end of 2012/13 and wll! need to build up reserves in future years. Assessment fees have been increased in two of the P!Ds, as mentioned above, to address the low amount of reserves. Capital Improvement Funds: Capital Improvement Funds are set up to provide for the addition, improvement, and renovation of the City's fixed assets and infrastructure. Like most Cities, we have an aging infrastructure and most of our capital spending is for replacement capital. While there may be some incremental improvement in operating costs for the particular improvement, it most likely will not be noticed with our aging infrastructure. Generally, our target reserve for a capital improvement fund is one year's capital spending. Our main capita! improvement fund is the General Construction Fund, which can be used for any genera! government purpose such as buildings, street improvements, libraries, parks and drainage improvements. The estimated ending available funds of $5.9 million are consistent with our targeted balance. One year of capital expenditures in this fund is between $5 and $6 million. The Street Assessment Fund was originally set up for street improvements involving special assessments where the property owners participate in the cost of the renovation. The Street Assessments Fund does not have a targeted fund balance and needs to have available funds to pay contractors and recoup the owner's participation over time. As the name implies, the Street Improvement Fund is dedicated specifically for street improvements. Historica!!y, we have targeted about $3 million in reserve funds for the Street Improvement Fund. Available reserves in the Street Improvement Fund, along with additional funds from the Genera! Fund, have been used to meet ADA (Americans with Disabilities Act) required street improvements. Moreover, one year's capital would between $1 and $2 million. Therefore, the estimated 2012/13 balance of $1.2 million would be consistent with one year's capital spending. Traditionally, the Golf Improvement Fund was funded by $1 of the green fee being set aside for course improvement. Beginning in 2011, the fee was raised to $2 to help pay the Certificates of Obligation issued for course improvements. We also plan on a premium green fee to pay for the renovated course. The increase in the premium green fee will also go to the Golf Improvement Fund for debt service. We would like to accumulate at least a half year of debt service in the amount of $330 thousand before any golf improvement funds are used for the courses. The Civic Center Improvement Fund is funded by the hotel tax. The hotel tax is first used to offset the operating deficit of the Civic Center complex including the Civic Center and the Globe News Center. The remaining funds are transferred to the Civic Center Improvement Fund to be used for future improvements. The Civic Center Improvement Fund should end 2011/12 with about $2 million and end 2012/13 with over $2.1 million in available funds. One year's capital spending would be $1 to $2 million and the $2.1 estimated 2012/13 balance is slightly over target. However, we are currently evaluating the Civic Center's needs and funding wl!l be necessary for future improvements. Historically, we have targeted about $2 million in available funds for the Civic Center Improvement Fund. The Bivins Improvement Fund is specifically set aside for improvements of the historic Bivins home that houses our Chamber of Commerce and several not-for-profit organizations. The Bivins Improvement Fund should have about $255 thousand in available funds at the end of 2012/13, which should be sufficient for any major expenditure. We have been accumulating funds in our Solid Waste Improvement Fund for some major improvements at our landfill and improvements to our transfer station, which began in 2006/07. Funds are transferred annually from the General Fund, representing part of the sanitation charge for improvements at the landfill. For 2012/13, a total of $1,250,000 is budgeted to transfer to the Solid Waste Improvement Fund.
45
CITY OF AMARILLO Over the next five years, these annual landfill improvements should average $2.4 million annually; the largest estimated annual expenditure over the next five years is projected to be $6,000,000 in 2013/14. At the end of 2012/13, we anticipate having remaining available funds over $1.9 million. The above capital needs will require larger General Fund transfers in the future.
BUDGET CHANGES AND HIGHLIGHTS
The most significant change in the 2012/13 budget is the Drainage Improvement fund. The Drainage improvement fund should generate about $4.3 annually. With this new funding source, we should be able to bond some large much needed drainage projects and be more proactive in maintaining our drainage system. The typical home in Amarillo will have a $2.51 per month drainage fee. Our property tax rate remained the same as last year: $0.32009. An average house in Amarillo would pay $363.45 annually for the City portion of their property taxes. We also increased Water & Sewer rates by 5%. This is the last rate increase need to cover the debt issuances for the Potter County Well Field, purchase of additional water rights and the improvements at our water treatment plant. The Potter County Well Field is in full production with a capacity of just over 20 million gallons per day. The well field is the first new well field in over 50 years and the well field is expandable to about 40 million gallons a day. The Potter County Well Field Project is the largest single capital project in our history. The funding from the Texas Water Development Board for the Potter County Well Field project was at about 2%. The importance of our water supply cannot be overemphasized. Last year the City sold some water rights obtained in 1954 at about a $7 million profit. The water rights were sold because they were in the opposite direction of more recent purchases. These funds have been set aside for future water rights. The City of Amarillo is the 3rd largest owner of water rights in the State of Texas, with the State of Texas as the number one owner and CRMWA as the number two owner. Moreover, the City of Amarillo is a 40% owner of CRMWA. The brightest stop in the budget is the return of our sales tax. After a couple of lackluster years, our 2010/11 receipts were a record year. Moreover, 2011/12 is on pace to outperform 2010/11. We also included a 2% sales tax increase in our 2012/13 budget. The increasing General Fund revenues were put to good use. In total we added a net 25 full-time positions to the 2012/13 budget and 6 part-time positions. We added 10 police officers, 4 firefighters, a fire mechanic, and a civilian administrative assistant (from part-time to full-time) in the 2012/13 budget. Our target is 2 officers per 1,000 citizens, which would mean total staffing of 389. With the 4 new firefighters in 2012/13, we will have a total of 7 including the 3 from 2011/12. We hope to open Fire Station number 13 in 2013/14. Station 13 will be a two company station. We will need to add 5 more firefighters for the minimum staffing of Station 13. Nine employees were transferred from the Street Department and 7 more were added to the Utility in the 2012/13 budget. The trade associations requested an additional electrical inspector and were willing to pay for the position with increased fees. Six park maintenance full-time employees were downgraded to part-time positions; we added two park maintenance mechanics and a zoo keeper. The Zoo Keeper is for our new Education Building that opened in 2012. The Transit Department added one Spec-Trans van operator to the 2012/13 budget. The driver will operate another demand response van and allow the Department to maintain compliance with the ADA. We also added four full-time positions to our Water & Sewer Utility and eliminated one fulltime position at the Airport. We have made great strides in staffing over the last couple of budgets. We should be adding police officers and firefighters next budget, but most departments are in pretty good shape in terms of approved positions. The challenge will be in filling the positions. To help with staffing, the 2012/13 budget includes an overall 2.75% pay increase. The increase is comparable to other local employers. To help attract and retain employees we upgraded our TMRS pension. We added five year vesting and updated service credits to TMRS this year. Most TMRS employers have five year vesting. Unfortunately, we had to drop the TMRS Cost of Living Adjustment (COLA) for retirees in 2010/11. We would like to restore a COLA benefit, but under current law, a city has to make up for all the COLA that were skipped. This provision makes it very expensive and difficult to restore the current COLA benefit. We have tried in both the 2009 and 2011 legislative session to get a true ad hoc COLA benefit, but have failed. However, we intend to pursue it again in 2013. While we don't need it at this time, the budget includes a 1% increase for the employee health insurance for both the City and the employee. Since the Affordable Care Act now limits increase to no more that 5%, we do not want the plan to get in a position of needing more than a 5% increase. We have had a 13% employee increase in the past. While we have some excess coverage we are largely self insured of employee health. However, the Employee Insurance fund is in excellent shape. The City has a significant investment in streets, parks, buildings, rolling stock, our solid waste collection system and landfill, our Water and Sewer Utility and other infrastructure. Historically, a great deal of our capita! budget is for replacement of our infrastructure. The 2012/13 capital budget is $40,769,015. The largest project in the 2012/13 capital budget is in our new Drainage Utility. The $4.2 million project is on Farmers Ave from Georgia to Western Street. The Farmers Ave project will improve drainage in some of our newer subdivision and provide for future growth. Moreover, the Farmers project will also bring in $1.7 million of State funds for the project. Streets are always a capital priority. One of the larger projects is rehabilitation of 581h Street at $1.75 million and we have another $1.2 million for street improvements. Our capital budget includes police cars for the additional officer, upgrades to our bus stops, a new spray pad for one of our parks, radio 1 upgrades, new auditorium seating, and a new car rental facility for our airport. The beginning of the remodeling of our building at 8 h & Pierce is also in the capital budget. This is a multi-year project that will cost about $6 million. About $3.3 million in 2012/13 capital project funding will be provided by grants. Most of the grant funding ($2.9 million) will be for airport projects. Airport projects total $5.7 million. Water and sewer projects total $13 million. Civic Center Improvements total $418 thousand. The blow fence the landfill will cost $24 thousand. There are also funds for improvements to our communications system, expansion of our siren alerting system, reroofing buildings and replacement of items in building and improvements. Revenues generated from the red light cameras wm be used for traffic signal improvements. About $144 million in new property was added to the tax roll this year compared to $170 million last year and $201 million the year before. Our taxable values increased to $10.5 billion. However, due to the frozen taxes, $8.7 billion was subject to levy at the 2012/13 tax rate of
46
CITY OF AMARILLO $0.32009 . The previous year's tax rate was $0.32009 . The $0.32009 rate is a 0.79% increase over the effective rate of $0.31757. We have projected a 2.0% increase in our sales tax receipts over our 2011/12 revised projections for next year. FUTURE OUTLOOK Amarillo is the 14th-largest city, by population, in the state of Texas and the largest in the Texas Panhandle. Amarillo was originally known for
agriculture and oil and gas production, and these activities are still very important to our economy. However, Amarillo now has a more diversified local economy. Amarillo is a regional trade center and medical center for a vast area including the Panhandle of Texas, parts of New Mexico, Colorado, Oklahoma and even southern Kansas. Amarillo also has diverse major industries in the defense industry, aviation/aerospace, food production, traffic and transportation, medical & health care and business and financial services. Amarillo started as a railroad town and the railroad is still important. According to the Globe News, the Burlington Northern Santa Fe (BNSF) Railway complex in Amarillo moves 700 to 900 cars daily, carrying different types of merchandise including coal, chemicals, agricultural and consumer products. The BNSF yard has about 70 miles of rails. The Union Pacific Railroad also sends substantial shipments to or through Amarillo. Due to our central location, we expect travel and transportation to remain major industries in Amarillo. Amarillo is located on Historic Route 66. Traffic and transportation have historically been an important industry in Amarillo. Amarillo is centrally located in the United States and well connected by highway, air, and rail systems. Interstate 40 runs through Amarillo, making for easy access from California all the way to North Carolina. Interstate 27 bisects the city from north to south. Amarillo is the only major city between Albuquerque and Oklahoma City going east-west. Also, Amarillo is the only major city to the ski resorts of New Mexico and Colorado from the Dallas/Ft. Worth Metroplex. The large traffic volume from Interstate 40, Interstate 27, and State Highway 287 helps support our hotel industry along with restaurants and tourism. A large portion of our hotel tax is allocated to support and encourage travel and tourism in our community. Half of our hotel tax is appropriated to conventions and tourism through a contract with our local Chamber of Commerce. For the 2012/13 budget, a total of $2,414,103 has been appropriated to our convention and tourism efforts with an additional $289,413 to subsidize events at our Civic Center and $65,000 for a combination Visitor Center/Gift Shop located at the Civic Center. Our 2011/12 year will also be another record year for hotel tax collections, surpassing the previous 2010/11 record year. Thus, 2012/13 will be difficult to better, but we are forecasting a slight increase. Amarillo also serves as a regional airport for the area. The Rick Husband Amarillo International Airport has 42 flights daily, with destinations to major airline hubs including Dallas, Ft. Worth, Denver, and Houston. In 2011, our remodeled air terminal was in service. The remodeled terminal is a big improvement over the before September 11, 2001 terminal. Before the remodel, we were not able to use one the concourses. Moreover, food and beverage service and retail sales were inadequate on the secure side of the terminal before the remodeL We had a drop in Airline boardings in 2011/12. In 2010/11 airline boardings were 415,228. In 2011/12 airline boardings were 404,032. During this period, Delta withdrew in March 2011. American cut their flights from 8 round trips to 3 during the early part of their bankruptcy. American flights were restored to 8 in April 2012. We expect them to improve next year. Amarillo serves as a regional medical center for our area and the medical community is very important to Amarillo's economy. Amarillo is home to a Veteran's Hospital, which includes a 120-bed veteran's nursing home. Amarillo's two major hospitals are Baptist Saint Anthony's Hospital (BSA) and Northwest Texas Hospital (NWTH). Baptist Saint Anthony's Hospital rated in the top 100 hospitals in the United States for several years. Northwest Texas Hospital is home to the area's only Ieveii!! designated trauma center. As the population continues to age, we expect the medical community to become more important in the future. Texas Tech University has a consolidated 20-acre medical center comprising the schools of pharmacy, medicine and allied health located in west Amarillo. The allied health school trains students in physical therapy. The medical school produces family physicians, pediatricians, obstetrics and gynecology doctors and doctors specializing in internal medicine. Historically, oil and gas production were major industries in the Panhandle. According to the September 2012 Amarillo Economic Analysis we have 75 active drHiing rigs in the Panhandle compared to 78 last year. Oil prices have been erratic, but compared to this time last year, oil is up at $87.25 per barrel compared to $76.361ast year. Natural gas is at $2.82 per mcf compared to $6.791ast year. The Texas Panhandle is one of the most unique and diversified agricultural areas in the world. The temperate weather conditions and the availability of irrigation water have made the area wei! suited to a number of agricultural enterprises. According to the Agilife Extension Office the area consists of 14 million acres of agricultural land with 9 million acres in pasture and 5 million acres in crops. Agriculture is still an important industry in the Panhandle and we have been in a drought the last couple of years. In fact, calendar year 2011 was the lowest year on record for precipitation. Principal crops are corn, wheat, cotton, and sorghum. However, more than 25 crops are grown commercially in our trade area according to Agilife Extension Office. Most local commodity prices are doing well. Wheat and corn prices are all better than last year. According to the September 2011 Amarillo Economic Analysis. area wheat was at $8.48 per bushel up from $7.61 the year before; corn is at $7.90 per bushel compared to $7.61 last year. Cotton dropped to $70.40 per pound compared to $106.22 last year and $87.14 the year before. In recent years, the Panhandle has also become a major hog and dairy production area. The Texas Panhandle is often referred to as the Cattle Feeding Capital of the World. The Texas Cattle Feeders Association is located in Amarillo and represents cattle feeders in Texas, Oklahoma and New Mexico; an area known as Cattle Feeding Country. According to the Texas Cattle Feeders Association, the above cattle feeding area is the largest in the nation. Also according to the Texas Cattle Feeders Association, this cattle feeding area produces about 7 million fed cattle annually, which is about 30% of the nation's beef. Our area has an ample harvest of locally grown feed grains, a mild climate, and large major meat packers have modern plants in our area. The meat packing industry is a major employer in Amarillo. The September 2012 Amarillo Economic Analysis reported fed cattle at $123 per hundred weight compared to $112.50 the year before. One of our largest employers is Tyson Foods, which operates a beef processing plant in Amarillo. We have seen steady growth in our tax base since 1993. However, over the last few years, additions to the tax roll were at a decreasing rate. We still expect additions to the tax roll in the near-term. As previously mentioned, sales tax is our largest single revenue source. Our 2011/12 year will be a record year for sales tax receipts surpassing our 2010/11 previous record. We expect sales tax receipts to increase next year, but at a more modest rate. Historically, sales tax receipts have done well. Our unemployment rate is still one of the lowest in the State. Our unemployment rate dropped to 5% in August according to the Bureau of Labor Statistics. The national unemployment rate for August was 8.1% and the State of Texas unemployment rate was 7.1%.
47
CITY OF AMARILLO
Amarillo has experienced continued growth in population. We expect the population to continue to grow by 1.5% to 2% annually. Amarillo's census population for the year 2000 was 173,627 compared to 157,615 in 1990. The 2012 population is estimated to be 194,375. According to a recent study, Amarillo is expected to grow to about 240 thousand by 2020. Building increases bottomed out in 2009 and rebounded in 2010. However, the 2010 increased mainly due to commercial building. In 2009, we had $124,991,767 in new residential permits and $54,552,931 in new commercial permits. Building rebounded somewhat in 2010. In 2010, we had $128,042,161 in new residential permits and $109,596,401 in commercial permits. Both 2010/11 and 2011/12 we good years for construction with building permits at slightly over 192 million. Both 2010/11 and 2011/12 had were lead by residential building, which is less erratic than commercial building. Interest rates are still low and should benefit both residential and commercial building. The City has taken a multi~pronged approach to redevelop downtown. One of the most important steps was the creation of a downtown Tax Increment Reinvestment Zone (TIRZ). Taxes from the increase in property value in the TIRZ will be earmarked for, and reinvested in, the TIRZ. Since three other taxing entities participate in the TIRZ, more funds will be invested in the TIRZ. Ever since the creation of the TIRZ we have seen steady increase in the TIRZ property values. In 2006, the base year, TIRZ property values were $139 million. In 2012, TIRZ values are $193 million. We have engaged a developer for a convention hotel, parking garage and multi~purpose event center. The Amarillo Local Government Corporation was created in 2011 to oversee the project The TIRZ helped the historic Fisk building be redeveloped as a Courtyard Marriott; the TIRZ agreed to rebate a portion of the taxes paid back to the Courtyard. Downtown hotels were some of the anchors indentified in our Downtown Strategic Action Plan, as well as residential housing, convention hotel(s), more retail, commercial and office development and family venue(s). The City has contracted with Center City of Amari!!o Inc. for several years. Center City Inc. is dedicated to the revitalization of Downtown Amarillo by focusing on community, social, recreational and economic interests. Center City is a nationally recognized member of both the Texas and National Main Street programs. The City contracted with Center City Inc. for $135,000 to provide administration and facade improvements downtown. During the summer months, Center City's "High Noon on the Square" provides live music and their annual Block Party is always well attended. More recently, the City contracted with Downtown Amarillo Inc. (DAI} to further advance successful implementation of the Downtown Amarillo Strategic Action Plan, which is major part of our downtown TIRZ initiative. The City appropriated $276,298 in 2012/13; $286,432 in 2011/12 and $212,262 in 2010/11 for lhe DAI contract. The Amarillo Economic Development Corporation has been the main economic development engine for our community since its creation. The Amarillo Economic Development Corporation, established by vote of the citizenry in 1989, seeks to promote the growth and diversification of the local economy by directly assisting primary businesses in locating or expanding here. A one~half cent portion of the local sales tax is dedicated to an ongoing economic development program that funds the Amarillo EDC. Typically referred to as the Economic Development Sales Tax, these revenues are used to help companies create and retain highly skilled jobs at above average wage rates. During the past 21 years, the Amarillo EDC has engaged in more than 100 projects with more than 100 companies, building a Portfolio of Success. The portfolio includes: 42 Retention & Expansion Projects, 14 Relocation Projects and 40 Entrepreneurialism Projects. According to the Perryman Group study one in three jobs in Amarillo area is linked to an AEDC project. The Amarillo EDC approach to assisting businesses recognizes company's expected contribution to the local economy through job creation, increased payroll, and capital investment. Among financial incentives available are job creation grants, which are based on the total number of new jobs a company plans to create and the overall average wage rate of those jobs. Job creation grants may be used for facilities, equipment, leasehold improvements, or other direct uses within the business that are deemed appropriate. There are performance requirements included as part of all project agreements that describe both the company's commitments and Amarillo EDC's commitments. The Amarillo EDC's targeted industries are Aviation/Aerospace, Business and Financial Services, Diversified Manufacturing, Transportation and Logistics, Food Processing, and Technology. Bell Helicopter Textron is the most notable aviation industry AEDC client. The company established its aircraft assembly operations in Amarillo in 1998 and now employs 1,200. In addition to Bell, AEDC has helped other companies in the aviation industry including TACAir, Tradewind Turbines, Leading Edge Aviation and Headsets, Inc. In the business and financial services industry, AEDC has helped Western National, VALIC, Nationwide Insurance, SITEL, Health Care Services Corp, Atmos Energy, Servi~Tech and Dental Network of America. AEDC's diversified manufacturing clients include Amarillo Gear, Arden/Paradise, Roc!a Concrete Tie Inc., Tech Spray, and SciCron Technologies, AirUps, Sage Oil Vac, and Alstom .. Alstom Power is a French multinational conglomerate that recently began producing 3 megawatt wind turbines at its new Amarillo facility. AEDC's transportation and logistics clients include Ben E. Keith Foods, Affiliated Foods, Hastings, Anderson Merchandisers, Affiliated Foods, Progress Rail Services, AmeriCold Logistics, McCarty~Hu!l, Inc and Coastal Transport. AEDC participated in a statewide initiative to bring Hilmar Cheese to the Panhandle of Texas. AEDC has an established record of successful projects which makes the City of Amarillo very competitive in attracting and retaining companies. In addition to employment and business opportunities, Amarillo offers a high quality of life for our citizens. The arts are well represented in Amarillo. The G!obe~News Center for the Performing Arts is home to the Amarillo Symphony, Amarillo Opera and the Lone Star Ballet, while also hosting a variety of concerts, touring shows and special performances. Located in downtown Amarillo, the 10-story, 70,000 square~foot facility has a 1 ,300~seat auditorium with state~of~the~art acoustics. The theater has a full proscenium stage and stage equipment. The Center also serves as an education center, has a large rehearsal hall and support facilities such as offices, dressing rooms, and wardrobe rooms. The Globe News Center serves as an education center for a five~state region of Texas, Oklahoma, New Mexico, Colorado, and Kansas. The Center's 'Window on a Wider World' works with arts, science, cultural organizations, and educational institutions to promote excellence in interdisciplinary arts, science and cultural programs. 1ts primary goal is to integrate arts, science and cultural programming into the core curriculum of math, science, language arts and social studies.
48
CITY OF AMARILLO The Globe News Center above is a part of our Civic Center Complex. Our Civic Center has a coliseum, auditorium, and meeting room space. The coliseum has 4,870 permanent seats and an additional 1,800 seats can be added to the floor. The auditorium seats 2,500. The Civic Center has conventions, concerts, musicals, and plays; and is home to our hockey team and arena football team. There is currently an architectural study of the Civic Center underway, which should have some recommendations for updating the facility. Amarillo's baseball team is currently located at Memorial Stadium at the fairgrounds. The fairground is also home to the Amarillo National Center (ANC). The ANC is a 113,400 square foot livestock area with approximately 4,900 fixed seats. The ANC has attracted and hosted several large livestock events, the American Quarter Horse Association's Adequan Select Championship, the West Texas Futurity Cutting and the Tri-State Fair Rodeo. The ANC has made us very competitive in attracting new events to Amarillo. The American Quarter Horse Association's home is in Amarillo. The American Quarter Horse Association is the world's largest equine bread registry and membership organization. The American Quarter Horse Association hosts the Quarter Horse Museum, which is adjacent to their headquarters on Interstate 40. The Amarillo Museum of Art is located on the Amarillo College campus and features painting, prints and sculptures. The Panhandle Plains Historical Museum, which is located in nearby Canyon, Texas is the largest museum in the State of Texas. The Panhandle Plains Museum has archeology, paleontology and geology exhibits, an art collection and hosts traveling exhibits. For the children, we have the Don Harrington Discovery Center and Space Theater, which has several hands-on exhibits and a planetarium.
There are several outdoor activities in the Amarillo area. We now have 65 parks in Amarillo. The Palo Duro Canyon State Park, Caprock Canyon State Park and the AHbates Flint Quarries National Monument are all in the Amarillo area. The outdoor musical drama, Texas, is held each summer at Palo Duro Canyon State Park. We have a zoo, an amusement park, a water park, two skate parks, and the Amarillo Botanical Gardens. Amarillo has a state-of-the-art shooting complex facility located on 34.8 acres of land. The site includes a 5,000 square-foot building, 36 highpower rifle-shooting positions and 20 pistol-shooting positions. The complex is intended for joint public use and police training. Other area law enforcement agencies also utilize the facility. Amarillo is well represented by higher education. Texas Tech University has a medical and pharmacy school here in Amarillo, along with a graduate engineering program. The Texas Tech School of Medicine trains 3rd and 4th-year medical students and offers residency training in family and community medicine, obstetrics and gynecology, internal medicine and pediatrics. The Texas Tech School of Allied Health Sciences currently offers a master's degree in physical therapy. The School of Pharmacy has a four year Doctor of Pharmacy degree. Amarillo's community college is Amarillo College. West Texas A & M University (WTAMU) is located in nearby Canyon. With help from the AEDC, WTAMU now has a campus in downtown Amarillo. Both Amarillo College and West Texas A & M University are known for producing high quality graduates. Amarillo has an ample workforce, low taxes and utilities and the best-funded economic We believe the future for Amarillo is bright. development corporation in the State. Amarillo has a diverse economy, business and employment opportunities, and education and recreation opportunities.
49
CITY OF AMARILLO CALENDAR FOR BUDGET PREPARATION
Apri118, 2012
Budget instruction meeting: Budget materials and budgeting guidelines for next fiscal year.
Aprll18, 2012
Budget training begins.
May4, 2012
Division Directors submit operating and capital budget requests to Accounting.
June 1, 2012
Audit of Departmental operating and capital budgets are complete.
June 8, 2012
Finance submits operating and capital budgets with cash flows to City Manager for review.
August 3, 2012
City Manager submits operating and capital budgets with related budget material to City Commission. Operating and capital budgets filed with City Secretary for public inspectiQn.
August 6, 2012- August 10, 2012
City Manager reviews operating and capital budgets with City Commission.
Second and Third Weeks of September
Various hearings on the operating and capital budgets and the adoption by the City Commission.
October 1, 2012
Budget goes into effect.
50
CITY OF AMARILLO COMMUNITY STATISTICS
DEMOGRAPHICS
POPULATION
RACEI"ETHNICITY
AGE
1890
482 Under 18
28% White
77.0%
1900
1,442 18 thru 64
60% Black
6.6%
1950
74,246 65 and older
12% Asian
3.2%
1990
157,615
Other
13.2%
2000
173,627
2010
190,695
Hispanic*
28.8%
I
I
LAND USE PROPORTIONS
LABOR FORCE
2010 HOUSING UNITS
Right of Way
16% September 2011
Residential
23% Employment
Commercial
8%
Industrial
3% Amarillo MSA
5.5% Mobile Homes
3,363
Public
12% Texas
8.5% TOTAL
80,006
Vacant
38% United States
9.0%
101,563 Single Family 95,555(94.1%) Duplex
Unemployment:
PUBLIC SAFETY
Multi-Family
59,842 2,717 14,084
PHYSICAL INFRASTRUCTURE
Annual calls for Police services
132,509 Miles of streets
Annual calls for all Fire services
18,832 Miles of street overlay (2010-11)
995.99 9.65
Number of fire stations
12 Number of street lights
10,765
Number of fire hydrants
3,732 Signalized intersections
261
89 Miles of storm sewers
119.46
Number of outdoor warning sirens
AMARILLO INTERNATIONAL AIRPORT
SOLID WASTE MANAGEMENT
Number of solid waste customers (residential and commercial)
Number of passenger airlines
4
Scheduled flights (weekday commercial flights)
42 Landfill acreage
65,206 662
Annual number of passengers
413,775 Tons of waste collected
154,900
Annual Aircraft Operations
83,439 Tons of waste landfilled
213,350
51
CllY OF AMARILLO COMMUNilY STATISTICS
CULTURE AND RECREATION
Number of libraries Total library holdings
Library volumes loaned annually Civic Center (auditorium, coliseum, Grand Plaza)
Civic Center event days Civic Center annual attendance Number of Parks and Playgrounds Park acreage
5 Rounds of golf played annually (2 courses) 544,719 Municipal swimming pools 1,752,006 Annual swimming pool attendance 410,000 SF Tennis Courts
656,523 Soccer fields
60,981
32,859 65
65 Jogging trail mileage
38.45
2,927 Baseball and softball fields
Number of wastewater treatment plants
3
37
1,986 Tennis Center attendance
MUNICIPAL SEWER UTILilY
88,089
30
TRANSIT SYSTEM 2 Number of buses
19
Daily average of sewage treated (gallons)
17,887,000 Miles of fixed route service (annual)
686,118
Daily average of reclaimed water sold to industries__i9anons)
13,150,184 Fixed route passengers (annual)
367,480
943.36 Spec-Trans passengers (annual)
35,362
Wastewater collection mains (miles)
MUNICIPAL WATER UTILilY
Active water accounts
69,754 Water distribution mains (miles)
1,106
Daily average water production (gallons)
51,308,710 Number of water wells
Surface water allocation (gallons)
1,885,254,000
Maximum daily production capacity
(Lake Meredith) 141,000,000 Roberts County (CRMWA) water allocation (gallons)
8,827,731,000
(gallons)
117
CLIMATE
Annual Average Temperature
57' Annual Average Snowfall
18"
Annual Average Rainfall
20" Average Wind Speed (miles per hour)
13.1
PROFESSIONAL SPORTS
Amarillo Bulls- North American Hockey League Amarillo Venom - Indoor Football af2 League Amarillo Sox Baseball Club- American Association of Professional Baseball
52
CllY OF AMARILLO COMMUNilY STATISTICS
PUBLIC SCHOOLS
Intermediate/
Elementary Schools
High Schools
Middle Schools
Amarillo Independent School District
37
10
4
Canyon Independent School District
8
4
2
River Road Independent School District
1
2
1
Bushland Independent School District
1
1
1
Highland Park School District (same facility)
1
1
1
HIGHER EDUCATION FACILITIES
West Texas A & M University- more than 7,800 enrollment per semester Amarillo College- more than 11,500 enrollment per semester Texas Tech University Health Sciences Center~ School of Medicine- 82 medical students and 79 residents Texas Tech University Health Sciences Center- School of Allied Health- 60 students Texas Tech University Health Sciences Center- School of Pharmacy- 115 first-year students Texas A & M Research and Extension Center
Wayland Baptist University Amarillo Campus
TEN LARGEST TAXPAYERS (2011 TAX ROLL)
Taxpayer
Type of Business
Taxable Value
Percent of Total
Northwest Texas Healthcare
Hospital
$86,142,476
0.857%
Wai-Mart Stores Inc.
Retail Store
$84,559,955
0.841%
Southwestern Public Service
Electric Utility
$68,128,704
0.678%
Amarillo Mall LLC
Westgate Mall
$63,954,470
0.636%
Burlington Northern Santa Fe Railroad
Rail Transport
$48,810,972
0.485%
Ben E Keith Company
Grocery Wholesale
$47,962,029
0.477%
Amarillo Economic Development Corporation
Economic Development
$37,797,485
0.376%
Amarillo National Bank
Financial Institution
$37,357,833
0.372%
Case Newport LP
Apartment Complexes
$33,337,825
0.332%
Southwestern Bell Telephone
Telephone Utility
$32,582,759
0.324%
53
CITY OF AMARILLO COMMUNITY STATISTICS
MAJOR NON-GOVERNMENTAL EMPLOYERS IN AMARILLO
Taxpayer
Type of Business
Estimated Number of Employees
Tyson Foods
Beef Slaughter and Production
3,700
BaptisVSt. Anthony's Health Systems
Hospital
2,700
Northwest Texas Healthcare
Hospital
1,490
Xcel Energy
Energy Provider
1,431
Bell Helicopter, Incorporated
V22 Osprey Production
1,382
Affiliated Foods
Food Distributor
1,250
Western National Life Insurance
Insurance Provider
1,035
Burlington Northern Santa Fe Railroad
Rail Transport
805
Wai-Mart Supercenters
Retail Sales
781
Toot 'n Tatum
Convenience Stores
700
54
CITY OF AMARILLO PROFILE OF AMARILLO
Location and Climate The City of Amarillo is located on the boundary of Potter and Randall Counties in the High Plains of the Texas Panhandle, and is currently the county seat of Potter County. The City is located at the crossroads of Interstate Highway 40 and Interstate Highway 27, with the Burlington Northern and Santa Fe Railways intersecting the heart of the City. Amarillo is approximately 120 miles north of Lubbock, 360 miles northwest of Dallas-Fort Worth, 285 miles east of Albuquerque, New Mexico, and 265 miles west of Oklahoma City, Oklahoma.
Geographically, Amarillo is located within the High Plains section of the Great Plains. The High Plains is a vast, gradually sloping apron of material that washed down from the Rocky Mountains. Beneath the limestone caprock covering the High Plains is an agglomerate of gravel, sand, and clay carried down from the Continental Divide called the Ogallala Formation. The Ogallala is significant to the Panhandle as it provides irrigation water and a portion of the industrial and municipal water for this region. Amarillo has a dry, semi-arid climate with four distinct seasons. The annual average temperature is 57 degrees. Spring and autumn temperatures usually range from 60 to 80 degrees in the daytime and from 30 to 50 degrees at night. Summer days are warm with average daytime temperatures around 90 degrees, while nights are cool with temperatures falling into the 60s. Rainy days are rare, whereas annual rainfall averages 20 inches and can vary considerably from year to year. Most of the annual rainfall occurs between April and September due to thunderstorm activity. Average winter temperatures range from daytime highs in the 50s and nighttime lows in the 20s. Snow can fall between October and April, and average approximately 18 inches annually. The year-round humidity averages 56%. With little wind resistance in the area, average wind speeds are approximately 13.1 miles per hour. Amarillo is known for its spacious skies and clean air. History The City of Amarillo had its beginnings in 1887 near a bend in the Fort Worth and Denver (FW&D) Railroad, then under construction. This railroad was the first in the Panhandle of Texas, opening the way for settlers. By way of showing the importance of the railroad to early settlement, the first streets were laid parallel to the railroad lines. The economy was based on cattle, becoming one of the largest cattle shipping points in the world.
The intersection of the FW&D and Santa Fe railroads, completed in 1898, formed a logical site for the growth of what was to become the Panhandle's premier city, Amarillo. Completion of the Santa Fe railway assured the City's future and inaugurated a new period of stability. Amarillo was incorporated in 1899, and the young city grew quickly. With the discovery of natural gas in the area during the early 1900s, Amarillo became the heart of the Panhandle's oil and gas business. By 1910, new churches, schools, and a library were built and water, gas, and electric systems were in place. Three new railroad depots were built as the City became linked to a new transcontinental rail line. The first automobiles were used and a new streetcar system was initiated. In 1913, following state-enabling legislation, Amarillo wrote its own charter and became one of the first cities in the United States to adopt the commissionmanager form of government. This was considered quite progressive and was part of a movement to clean-up government. From cattle trails and railroads, to highways and airports; transportation has always been the cornerstone of Amarillo's economy. In the 1920s, the City boomed both in population and assembly when the construction of Route 66 passed through Amarillo, connecting Chicago to Los Angeles. West Sixth Street was paved as part of Route 66 in 1921. The interstate highway system allowed Americans to become more mobile, and since the early days of automotive travel, Amarillo has been an important stopping point for travelers. During the 1930s, the City was significantly influenced by a growing reliance on automobiles. Oil and gas production kept Amarillo from feeling the full effects of the Depression. With increased traffic, the downtown area became congested and more parking was needed. The opening of Wolflin Village Shopping Center drew retail trade out of downtown and into the southwestern portion of the City. As a result, downtown became the financial heart of the city with its banks and other office buildings.
55
CITY OF AMARILLO Amarillo's next link to the world was heralded by the opening of the Amarillo Army Air Base in 1942 (later known as the Amarillo Air Force Base). With the Air Base closing in 1968, Amarillo's population decreased by approximately 11,000 by 1970. Strong leadership helped the City survive and thrive after this event Over time, the Air Base would become the Amarillo International Airport, now known as the Rick Husband International Airport. In the 1950s, due to the increase in traffic along Route 66, the highway moved from Sixth Street to Amarillo Boulevard. Interstate Highway 40 opened in 1976, continuing Amarillo's tradition as a respite for travelers and further connected the region. Other changes in the 1960s included a bond election passed to build a new Civic Center, the start of the Amarillo Medical Center, and construction of the new international airport terminaL The 1960s provided the building blocks for Amarillo's future as a regional center with cultural, medical, and transportation services. The 1970s were a period of recovery for Amarillo, as the population and development grew during this decade. Moderate growth continued into the late 1980s and early 1990s. Amarillo's downtown saw major private investment in buildings, predominately banking facilities and offices. A new regional mall in western Amarillo was constructed as well as numerous apartment complexes in the area. A maximumsecurity prison, named the Clements Unit, located east of the city limits became operational in 1990 and housed 3,619 inmates. In 1994, the prison expanded to house 1,000 additional inmates. Also completed in 1994 was the Neal Unit; a new women's prison housing 1,667 inmates. In 1997, this unit was converted to a prison for men. In 2008, Amarillo finalized a Downtown Strategic Action Plan. Key goals included maintaining Downtown as a strong financial, civic, and governmental center, continuing to support the Historical District by attracting urban-type lifestyle living, and developing quality hotels in an effort to draw a variety of conventions and conferences to the area. Renovations of the 11-story historic Fisk Building, originally constructed in 1927, began in 2009. The $12 million project was completed and the Courtyard by Marriott held its grand opening on January 1, 2011. In 2009, the City of Amarillo hired a consultant to assist the community in developing a new Comprehensive Plan. The Comprehensive Plan is a document designed to represent the Community's vision and goals regarding development, redevelopment, and community enhancement over the next 15 to 20 years. Through a variety of community and leadership outreach efforts, the appointed Steering Committee helped sharpen the focus of each section of this Plan and on October 12, 2010, the Plan was adopted by Amarillo's City Commissioners. Today, new residential areas continue to develop in various parts of Amarillo. Between 2000 and 2010, approximately 7,500 living units were constructed. The first six months of 2012 have seen 70 new residential lots platted with approximately 446 new residential lots pending at year-end. Amarillo's Relationship to the Region and the State The regional trade territory surrounding Amarillo is made up of 55 counties and portions of five states. Amarillo is the regional service center for the Texas Panhandle. Its isolation is one of the City's assets and most significant characteristics in regards to managing major transportation facilities and regional wholesale and retail trade. Wholesale and retail trades comprise about 18% of the metropolitan area's employment. Average retail sales for the area total approximately $3.8 billion annually (U.S. Bureau of the Census, Economic Census, 2007).
According to the 2010 U.S. Census Bureau, Amarillo is the 14'" largest city in Texas with a population of approximately 190,695. Having an average increase of 1% to 2% each year, Amarillo is an important developing metropolitan center in the southwest. The conversion of Amarillo from a local to regional urban service center over the past several decades reflects a nationwide trend toward dominant urban centers and the City's commitment to meeting the needs of surrounding communities.
56
CITY OF AMARILLO LOCAL ECONOMY
Although Amarillo was a city built solely on agriculture and energy production, Amarillo's economic base has divers'1fied significantly. Today's economy is comprised of business and industry ranging from energy research and development, beef processing, agriculture, copper refining, wholesale distribution, fiberglass production, defense contracting, aviation maintenance, metal machining and finishing, to oil and gas production. The economy consists of all the manufacturing and service tools necessary for the operation of the City and the region. Amarillo's business attitude, central location, and low cost of living make it an attractive destination for new businesses. In the 2010 spring edition of Forbes magazine, Amarillo ranked twentieth as one of the best cities in the country for new jobs. Local governmental entities ·In the Amarillo area have remained extremely strong, and are presently in sound financial condition. The City of Amarillo adheres to a policy of a balanced budget and conservative management of the City's resources, as do all local taxing entities. Planned construction is carefully budgeted on a "pay as you go" basis and consequently, the City has maintained a strong financial condition for the benefit of the taxpayers. Another indicator of the City's traditionally stable and strong economy is total sales tax collections. In 1980, the City's tax receipts for retail sales were $7.7 million. In 1989, the citizens of Amarillo displayed their pro-business attitude by approving a 1% sales tax increase of which half is dedicated to property tax relief and the other half is dedicated to economic development. Due in part to the nation's recession, the 2009 tax receipts fell to $41.98 million. However, tax receipts for retail sales recovered in the 2010-2011 fiscal year and grew to an all-time high of $45.61 million. The 2011-2012 fiscal year forecasts similar totals of tax receipts. Amarillo was created as an agricultural servicing center and a significant portion of its economy is still based upon the important economic activity. In fact, the Texas High Plains is one of the most unique and diversified agricultural areas in the world. The temperate weather conditions and the availability of irrigation water have made the area well suited for a number of agricultural enterprises. Cash receipts for crops, value-added livestock, and livestock products totaled in excess of $3.7 billion in the 26 counties known as the High Plains Trade Area. The total of value-added agricultural commodities, government payments to producers, and payroll of agribusiness firms averaged more than $5 billion per year in the trade area for 2005 through 2008. According to the Texas Cattle Feeders Association, cattle production provides more than 3,500 jobs in direct employment at area feed yards, with more than $140 million in the combined annual payroll of area feed yard operations. On an annual basis, cattle on feed within a 150-mile radius of Amarillo total approximately 6 million head or 28% of the nation's fed beef. Appropriately so, the High Plains is often referred to as the Cattle Feeding Capital of the World with approximately 2.6 billion pounds of beef produced each year. The area has access to an ample supply of feed grains, a mild climate, and large major meat packers with modern plants which makes it ideal for cattle feeders. The total benefit to the Texas High Plains Area from the cattle feeding industry is approximately $15 billion. The same conditions that brought the cattle industry to the area have also attracted the hog and dairy industries. In 2010, the Texas High Plains Area raised 95% of the state's hogs linking over $125 million in cash receipts to the area. Three of the five top milk producing Texas counties are also located within this region. The 2011 Texas Farm Bureau indicated that approximately 190 million gallons of milk are produced in these three counties. The Texas Association of Dairymen acknowledged Castro County, located within the Texas Panhandle, for becoming the number one milk producer in the State. Crop production is also important to the region's economy. More than 25 crops are grown commercially in the area. The top three wheat producing counties are within the High Plains Trade Area and over 65% of the state's corn is produced in the region. Other major crops for this area include grain sorghum, silage, hay, and cotton. A number of industries in Amarillo are related to agriculture, including grain storage and distribution, livestock feed companies, meat and cheese processing, packaging and distributing as well as fertilizer and pesticide distribution. As has been the case in the past, the future of agricultural production in the High Plains is bright.
57
CITY OF AMARILLO Amarillo is also an important hub for natural resource storage and/or extraction. Mined resources include oil, gas, and helium. Although Amarillo is not located directly in a major oil-producing field, it benefits heavily from the region's petroleum industry. Despite stabilization and cutbacks in petroleum development, the industry will remain a significant element of the Amarillo economy. Amarillo is known as the "Helium Capital of the World" due to a large percentage of the world's helium supply is located within 250 miles of Amarillo. The Cliffside Gas Field is owned by the federal government and operated by the Bureau of Land Management. The Amarillo Helium Plant, on the western edge of the City, was built in 1929 to process helium-rich natural gas. Although the Plant has closed, area gas fields will continue to store government and privately owned crude helium for many years to come. The professional and technical services segment of the economy includes such services as medical, financial, real estate, insurance, and other miscellaneous services. There has been an increase in employment in these types of services in the past decade. There is expected to be a continued gradual increased demand for such required services in the Amarillo area. Manufacturing firms employed 10% of the total work force in the Amarillo area according to 2006-2010 American Community Survey data. Additionally, Amarillo's centralized geographic location is an ideal strategic transportation service hub for the United States, accounting for 6.2% of Amarillo's employment. Amarillo has become a strong leader in the aviation manufacturing industry. The Bell Helicopter Amarillo Assembly Center is a leader in the latest vertical lift aircraft technology. Bell Helicopter's facility in Amarillo is the final assembly and delivery site for the V-22 Osprey, the UH-1Y Yankee, AH-1Z Zulu, and the OH-58D Kiowa Warrior--all destined for the Armed Forces of the United States. Bell's Amarillo facility is also planning for future commercial work on Bell's newest helicopter, the Bell 525 Relentless, the firstever super-medium helicopter. Employment numbers have reached an all-time high with nearly 1,500 employees. The recent decision to add commercial work to the facility's programs will fit easily into the plant's overall growth plan by benefiting from the state-of-the-art facilities as well as partnerships with the City of Amarillo and the Amarillo Economic Development Corporation. Because of the numerous attractions in and around Amarillo, tourism is a major industry. Some of the more prominent tourist attractions include Route 66, Panhandle-Plains Historical Museum, Don Harrington Discovery Center, Amarillo Art Center, Amarillo Little Theatre, the Lone Star Ballet, Amarillo Symphony, the American Quarter Horse Hall of Fame and Museum, Wonderland Amusement Park, Cadillac Ranch, and Palo Duro Canyon State Park, which hosts "TEXAS", a musical production, in the Pioneer Amphitheater. Also, annual events such as the World Championship Ranch Rodeo, Farm and Ranch Show, July 41h fireworks display, Tri-State Fair and Rodeo, Pirates of the Canyon Balloon Festival, Center City Block Party, Good Times Celebration Barbeque Cook-off, and various professional sporting events bring numerous visitors to Amarillo each year. Tourism and convention activities in Amarillo contributed to over $324 million to the area's economy in 2011. The variety of attractions in this area of Texas not only add to the economy, but also to Amarillo's quality of life. The government sector of Amarillo's economy encompasses a wide array of public employers, such as the independent school districts, higher educational institutions, prison systems, and other state operated facilities; federal agencies, including the United States Postal Service, United States Department of Agriculture, and the Pantex Plant operated by the Department of Energy; and local public employers, such as the City of Amarillo as well as Potter and Randall Counties. Local, state, and federal governments continue to be a consistent and growing source for employment in the Amarillo area. According to the 2006-2010 American Community Survey data, approximately 13,085 government workers were employed in Amarillo. This accounts for nearly 14% of the workforce. The adequate reserves of land and energy, along with Amarillo's geographical location, are an ideal place for business and industry. The same type of commitment that has made Amarillo what it is today drives current City leaders to continue to vigorously undertake strategies to attract future business and industrial development.
58
CITY OF AMARILLO COST-OF-LIVING/QUALITY OF LIFE
The cost-of-living index measures relative price levels for consumer goods and services in many cities throughout the nation. The cost-of-living index does not measure inflation but it does compare relative prices at a single point in time using a national average of 100 as a base. The following table shows the differences between Amarillo's overall cost-of-living and that of other Texas cities. Cost-of-Living Comparison' Composite Index
AMARILLO Austin Corpus Christi Dallas El Paso Lubbock Odessa San Antonio
92.7 95.7 91.8 99.8 91.0 88.4 93.3 88.8
Percent Difference' Base
+3.0% -0.9% +7.1% -1.7% -4.3% +0.6% -3.9%
*Between Amarillo and other cities Source: American Chamber of Commerce (ACCRA Cost-of-Living Index), 1'1 Quarter, 2012. CONSUMER PRICE INDEX
The consumer price index (CPI) represents price changes for items individuals purchase for living such as food, clothing, automobiles, homes, home furnishings, fuel, etc. This index measures only prices and does not take into account changes due to quantity or quality differences. Many times, CPI is used by economists to determine whether prices are increasing or decreasing from month to month. A variation of this national index has been developed for the Amarillo area to measure the prices of a fixed basket of goods and services representing consumption patterns of the community. It is realized that in a dynamic economy, measures such as CPI are complicated by the fact that many factors vary including price levels, employment, output, value of assets, and demographic patterns. The local CPI is an individual area index which measures the change in prices in a particular area. It does not determine whether prices or living costs are higher or lower compared to other locations. Amarillo's CPI is as follows: Amarillo Annual Average CPI (Base 1988=100) Year Amarillo CPI Dec 2000 201.90 Dec 2001 210.51 Dec 2002 216.88 Dec 2003 221.72 Dec 2004 179.60 Dec 2005 206.70 Dec 2006 181.30 Dec 2007 210.79 Dec 2008 188.10 Dec 2009 202.32 Dec 2010 220.95 Dec 2011 199.09 July 2012 217.00
59
CITY OF AMARILLO QUALITY OF LIFE
The City of Amarillo and the associated region have a high quality of life that make living and working in the area very attractive. Below is a brief discussion of various quality of life aspects in and around Amarillo. Schools Educational institutions in Amarillo, from the public elementary schools to the higher learning institutions, are highly valued symbols of community identity and achievement Amarillo is well represented on every educational level. Texas Tech has a medical and pharmacy school located in Amarillo; and with our nation's aging population, both schools should do very well in the future. Amarillo is home to Amarillo College (AC) and West Texas A&M University (WTAMU) is less than 20 miles from Amarillo. In the last legislative session, the legislature authorized Texas colleges and universities to set their own tuition. With higher education costs rising, both AC and WTAMU remain very good values. Amarillo's educational facilities are discussed in more detail below. School Districts Within the corporate city limits of the City of Amarillo, there are five independent school districts. The Amarillo Independent School District (AISD) is made up of 37 elementary schools including one magnet school centering on mathematics, science, and the arts; ten middle schools including one middle school focusing on mathematics, science, and technology; four high schools and two specialty campuses. Amarillo Area Center for Advanced Learning (AACAL) is an extension of the home high school campuses and offers classes in the following specialized areas: Automotive Technology, Computer Systems Technology, Engineering Technology, Health Science Technology, and Animal Science Technology. North Heights Alternative School focuses on credit recovery and preparing students to become selfdirected learners.
The Canyon Independent School District (CISD) has eight elementary schools; two intermediate schools (grades 5 and 6); two junior high schools (grades 7 and 8); two high schools and one alternative education high school in the Amarillo area. River Road Independent School District (RRISD) has one elementary, intermediate, middle, and high school respectively. Highland Park Independent School District (HPISD) has a facility that serves elementary, junior high, and high school students located within the Amarillo city limits. These school districts are generally located in areas of the City which are less densely developed than AISD. The Bushland Independent School District (BISD) has one elementary, middle school and high school respectively and is located in the southwestern portion of Potter County. There are also several private, religious, and vocational schools that meet the educational needs of the community. Higher Education Facilities West Texas A&M University (WTAMU), a member of the Texas A&M University system, celebrated its centennial year during 2010 with a long history of educational excellence. High quality academic offerings that are both engaging and challenging combined with a dedicated faculty committed to teaching excellence have helped WT AMU land a spot within the top 100 regional universities in the western United States by US. News and World Report.
University officials are preparing for WTAMU's second century with an ambitious plan to enhance the campus and set the stage for future growth. New facilities, high-tech classrooms, renovations and improvements along with the University's Amarillo Center guarantee that students of today and tomorrow will enjoy a college experience that prepares them for a life of learning, leadership, and service. Amarillo College (AC) is an accredited community college offering instruction on six campuses as well as one outreach center. AC averages more than 11,500 academic students a semester and 28,000 students enroll annually to continue their education. AC's Washington Street campus is nearly 31 acres in size, with 18 buildings, and is located adjacent to S.W. 241" Avenue and Washington Street The West Campus, being 42 acres in size and includes 10 buildings, is located north of the Amarillo Medical Center and is the primary location for Dental Assisting,
60
CITY OF AMARILLO Nursing, Emergency Management Training and many more vocational programs. An 8-acre downtown campus houses the Business and Industry Center while the East Campus, located near the Rick Husband Amarillo International Airport, mainly focuses on Industrial and Transportation Technologies. Community Link, AC's outreach center in Northeast Amarillo, offers GED courses, basic computer training as well as English as a Second Language courses. AC has two additional campuses located in the outlying communities of Hereford to the southwest of Amarillo and Dumas to the north of Amarillo. Wayland Baptist University, whose main campus is in Plainview, Texas, conducts night and weekend classes in Amarillo for students earning degrees in business administration, human services, career technology education, Christian studies, management, and applied science. Texas Tech University Health Sciences Center (TTUHSC) in Amarillo currently has a School of Medicine providing training to 82 medical students and 79 residents; School of Allied Health Sciences offering a Doctor of Physical Therapy, and trains nearly 60 students annually; the state-of-the-art School of Pharmacy admits 115 first-year students annually, and the Laura W. Bush Institute for Women's Health improves the lives of women and their families by developing education, research, and outreach programs. TTUHSC in Amarillo offers first-class medical services in family medicine, internal medicine, surgery, obstetrics and gynecology, pediatrics, psychiatry, and geriatrics care to area residents. The Texas Agrilife Research and Extension Center provides information, technology, and assistance in the areas of agriculture, community development, along with family and consumer sciences. This is one of 13 research centers within the Texas A&M System. Texas Agrilife Research in Amarillo is dedicated to science that will aid in making crop and livestock production in the region more efficient. Also housed at the Agrilife Center is the district office of the Texas Agrilife Extension Service, which has a network of agents and specialists trained to aid producers, homeowners, and families with its many programs. The Texas A&M Veterinary Diagnostic Laboratory, located next door, assists veterinarians, feed yard managers, and cattlemen in diagnosing the causes of diseases and other health problems affecting livestock in the region. Amarillo's Professional Sports Teams In the fall of 2010, the Amarillo Bulls began their inaugural season in the North American Hockey League's Southern Division, by offering exciting, affordable family entertainment. The Bulls team consists of some of North America's best young hockey players, ranging from age 17 to 20, in an effort to advance their hockey careers. The Amarillo Bulls won the Southern Division Championship in 2011. Their sixmonth season runs from September to March, with 60 regular season games. With each home game, the puck drops in the "Bull Pen", better known as the Amarillo Civic Center's Coliseum, where nearly 3,000 spectators attend. Hockey has taken Texas by storm with a half dozen cities hosting teams.
This year, the Amarillo Sox Baseball Club completed their inaugural season of play in the American Association of Professional Baseball with 138,865 guests attending games at the Amarillo National Bank Sox Stadium. Since 2006, nearly 800,000 guests have enjoyed affordable family entertainment at the historic Potter County Memorial Stadium. The management core of the Amarillo Sox includes former major league pitcher and current Vice President/General Manager, Mark Lee. Lee was drafted by the San Diego Padres in the 13th round of the 1976 amateur draft. In 1977, Lee made his first appearance in Amarillo pitching for the Amarillo Gold Sox of the Texas League. A year later, he was pitching for the big league club, making his MLB debut with the San Diego Padres on April 23rd, 1978 against the Atlanta Braves. The Sox are managed by former major leaguer and Amarillo resident, John Harris. A three-time All-American at Lubbock Christian University, Harris was drafted in the 29th round by the California Angels and played professionally for nine years, spending three years in the major leagues with the Angels from 1979-1981. Amarillo welcomed the Amarillo Dusters, a professional indoor arena football team in 2004, and began their play in the Intense Football League. After winning the 2004 championship, the Dusters left the Intense Football League and joined the af2 League, where they played for five seasons. In 2010, the team moved to the Indoor Football League and changed their name to the Amarillo Venom. The team
61
CITY OF AMARILLO was successful in 2010, with 11 wins, 3 losses, and winning the Lonestar West Division Championship. The Venom had a rough 2011 season with only 4 wins and 10 losses, but bounced back in 2012 by winning the Lone Star Football League's Championship with a 10-4 record. PARKS AND RECREATION
Park land, open space, and recreational facilities serve an important function for the City of Amarillo. The park system improves the quality of life by providing recreational opportunities for people and protecting the natural environment. Location and design of park lands along with open space can be beneficial to Amarillo's image by providing a visual improvement to a neighborhood and, in some cases, serve as a buffer between differing land uses. Amarillo's park and open space facilities include school playgrounds and parks, neighborhood, community, and regional parks as well as four 18-hole golf courses. Amarillo currently has 64 park and recreation/athletic areas, totaling nearly 3,890 acres of dedicated open space, of which 60% has been developed for public use. In addition to Amarillo's parks system, recreational areas within the community are supplemented by athletic-type improvements found on elementary, middle school, and high school sites. Middle school sites that contribute to Amarillo's open space include Austin, Bonham, Bowie, Crockett, Fannin, Houston, Mann, Travis, Valleyview, and Westover. Facilities for recreational activities such as baseball, track events, and football are also found at high schools such as Amarillo, Caprock, Palo Duro, Tascosa, Randall, River Road, and Highland Park. Privately owned recreational facilities such as the Maverick Club, YMCA, numerous health clubs, as well as the Amarillo, Tascosa, and La Paloma Country Clubs also provide community services. Amarillo's municipal golf courses include Ross Rogers and Comanche Trail. In 2010, the City Commission voted to renovate the Ross Rogers golf course. In the 2010-2011 fiscal year, the Amarillo Zoo initiated the next phase for a proposed 3,485 square foot Zoo Education Center. This education center will feature a large interactive classroom, offices for zoo staff, and a large area to house the zoo's education animals. The education center is scheduled to be completed and opened to the public in April 2013. Ross Rogers "Old Course" Renovation, which includes an extensive redesign and construction of the old 18-hole east course was initiated in the 2010-2011 fiscal year. This renovation included a revised routing plan of the golf holes, new sand bunkers, larger greens and tees, and a state of the art computerized irrigation system. This $3.6 million renovation project is scheduled for completion in April 2013.
Parks Capital Improvements that were initiated and/or completed in the 2012-2013 fiscal year include the following: • •
Park improvements at Hamlet Park, including installation of a new playground, splash pad, and a new trail lighting system were completed in May 2012. Multi-use sports fields together with parking, restrooms, and a plaza area located near the Rick Klein baseball complex are to be completed in September 2013.
Major Regional Recreation Facilities The Texas Panhandle region is the location of numerous major recreational areas. These recreational areas allow Amarillo citizens to participate in outdoor activities such as fishing, camping, hiking, hunting, etc. Even though the regional facilities may range up to 55 miles from Amarillo, they are considered supplemental to Amarillo's park system because of the type, size, and quality of recreational opportunities provided.
Area lakes, such as Greenbelt Reservoir located north of Clarendon, Lake McClellan south of Pampa, Lake Mackenzie northwest of Silverton, and Lake Meredith near Fritch, offer excellent public fishing recreation. Due to low water levels at each lake, personal watercrafts have been prohibited since 2010. The Canadian River, located north of Amarillo, provides areas for hunting and off-road driving and riding, and the Buffalo Lake Conservation area, a wildlife refuge near Canyon, provides both active and passive recreational areas from hiking trails to picnic areas. Palo Duro State Park, located southeast of Amarillo,
62
CITY OF AMARILLO is one of Texas' most spectacular scenic features since the colorful and rugged terrain of this canyon provides a sharp contrast to the level plains of the Panhandle. The park offers camping, hiking, picnicking, mountain biking, and horseback riding. An amphitheater is also situated within the park where the Nation's best-attended outdoor musical drama "TEXAS" is performed seasonally. "TEXAS" has been named one of North America's 100 Best Events in 2012 by the American Bus Association. MUNICIPAL ADMINISTRATION
Municipal administration services are housed in Amarillo City Hall and associated public buildings. Amarillo's major municipal building needs are provided at the Municipal Complex located in the vicinity of S.E. 7'h Avenue and Buchanan Street. The complex includes the City Hall, Civic Center, Centennial Plaza, Central Library, Globe News Performing Arts Center, the Facilities Administration Building, and associated parking areas. The entire municipal complex is appropriately located at the edge of the Central Business District and is accessible to the major street network and transit system. City Hall The Amarillo News-Globe, on Sunday January 8, 1967, announced the Grand Opening of the new Municipal Building and estimated the attendance to be more than 8,000 people. The article read "First Jewel in the setting that will become the Civic Center Complex in 1968 is the new Municipal Building completed last month. It is now the home for 21 city governmental offices and has four levels that incorporate 84,000 square feet of floor space. The Municipal Building, like the Auditorium-Coliseum combination being constructed to the north, was financed through the sale of bonds authorized by the voters in 1964. It cost $2,126,427, including the land, architect fees, paving, lighting, and storm sewer relocation. The outside finish consists of pre-cast concrete panels in which marble chips have been mingled and it will conform architecturally with the auditorium-coliseum." Originally, a water fountain and pool were constructed at the main entrance with the stairs wrapping around either side of the water feature.
The Municipal Building today is known as the Amarillo City Hall Building and is currently home to 19 city departments. The building has several of its original design features; however, one notable change has been the removal of the water fountain and pool adjacent to the main entrance to make room for the installation of a ramp and steps, making the building more accessible for all community members. City Hall is home to the Mayor's office, the City Commissioners, Finance Department, Utility Billing, Vital Statistics, Planning Department, Community Development, Building Safety, Public Works, Utility Engineering, Parks and Recreation Administration, Human Resources, the City Attorney offices and many other departments. As established in 1968, the City Hall building remains a focal point for the citizens to access their city officials and services. Amarillo Civic Center Complex When the Amarillo Civic Center opened in 1968, it housed a coliseum (7,200 capacity) and an auditorium (2,324 capacity). In 1978, the first expansion of the Civic Center added what is now known as the South Exhibit Hall and Regency Room. In 1989, the coliseum was renamed the Cal Farley Coliseum in memory of Mr. Farley. In 1990, the Grand Plaza was added. This unique venue for banquets, parties, and dances enclosed an outdoor area, giving the Civic Center its first indoor ballroom complete with Texas shaped terrazzo floor and Gulf of Mexico fountain. In 2003, the most recent expansion was completed, adding the North Exhibit Hall and the Heritage Ballroom. Additional parking was added throughout the years to accommodate the expansions.
A jewel in the heart of downtown Amarillo, the Globe-News Center for the Performing Arts houses a 1,300 seat auditorium and the Gilliland Education Center. Opened in January 2006, the facility is owned by the City of Amarillo and operated as part of the Amarillo Civic Center Complex. The idea behind the facility was birthed in 1999, when Caroline Bush Emeny opened fund raising for the Center with a very generous donation. The overall project cost was approximately $32 million. The acoustically sound, state-of-the-art facility was designed by Holzman Moss Architects and hosts an average of 100 ticketed performances and nearly 200 other events annually. The Amarillo Civic Center and the Globe-News Center for the Performing Arts are the center of cultural activity in Amarillo; including symphonies, concerts, ballets, Broadway shows, and sporting events.
63
CITY OF AMARILLO Conventions, conferences, graduations, community meetings, parties, and consumer shows round out the bulk of events that take place at the facility. Totaling over 400,000 square feet, nine separate events can be accommodated at any one time within the complex. Resident companies and primary use tenants include the Amarillo Venom, Amarillo Bulls, Amarillo Opera, Amarillo Symphony, Lone Star Ballet, and the Broadway Spotlight Series. Approximately 700,000 patrons attend over 1,000 events each year. Police Department and Municipal Courts Building In 1992, the Police Department and Municipal Courts relocated to a newly renovated building located at S.E. 3'd Avenue and Taylor Street in downtown Amarillo. This facility was purchased from private owners who absorbed the entire cost of renovation. The facility allows all Police Department functions, with the exception of the City Jail, to be located in one building. Additionally, the Municipal Court received a much needed court document storage space, as well as larger jury and customer service areas. This facility has improved the Police Department by enhancing efficiency and improving crime fighting capabilities. Solid Waste Collection The City of Amarillo provides its citizens with a state-of-the-art solid waste collection system, which utilizes dumpsters and fully automated loading trucks. This system collects approximately 155,000 tons of solid waste annually and transports it to the Amarillo Sanitary Landfill. There are approximately 61,919 residential accounts and 3, 708 commercial accounts. The dumpster system has proven to be a very cost effective operation because one person driving and operating a self-loading truck can serve 1,400 residences daily. The automated system saves on labor and labor-related costs. A fully automated system also eliminates most of the hazards to collection work such as back injuries resulting from heavy lifting and other injuries associated with physical contact of waste materials. There are 58 automated residential routes, four hand pick-up residential routes, and 19 commercial routes served. However, with expanding development, more routes will be needed in the near future. Amarillo Sanitary Landfill The Sanitary Landfill for the City of Amarillo is five miles west of the city limits in Potter County. Sanitary landfilling is a method of disposing solid waste on land without creating nuisances or hazards to public health or safety. Principles of engineering are used to confine the waste to the smallest practical volume and to cover it with layers of earth at pre-set intervals.
The current landfill site is permitted by the Texas Commission of Environmental Quality to include 662 acres of which 486 acres are suitable for disposing of solid waste. The existing site is ideal and is expected to be utilized for another 100 years. Amarillo, therefore, has a long-term commitment to burying its solid waste at this location. The landfill disposes of approximately 220,000 tons of waste per year. The Amarillo Sanitary Landfill has been successful in disposing of its solid waste because of proper preliminary planning and design of the site, the application of proper engineering principles, and the competent operation of the facility. The benefits of disposing waste in this fashion include the relatively low cost of disposal, no pollution of air, land or water, and the potential future use of the site once operations are completed. Amarillo Animal Control and Shelter The Amarillo Animal Control Department is located in southeast Amarillo at 3501 South Osage Street. The Animal Control building and associated facilities are situated on a tract of land of about three acres in size and are open to the public from 10 am to 7 pm, Monday through Friday.
Amarillo's Animal Control Officers are State and nationally certified to protect and serve the Amarillo citizens relating to animal situations within the city limits. The Animal Control Department makes space available at their facilities to house the local Humane Society to assist with an array of services to our community and surrounding areas: • • • •
Offer pet education programs to daycares, elementary and middle schools, and civic groups. Offer bite prevention training and animal safety/welfare training programs. Annually participate with the Humane Society to provide a low cost vaccination clinic. Provide a low cost spay/neuter program when State grant funds are available.
64
CITY OF AMARILLO • • • • • • •
Offer domestic companion pets, some barnyard/livestock animals, and a few exotic pets for adoption. Conduct bite, cruelty and welfare investigations. Euthanizing animals, as necessary. Removing dead or injured animals from roadways. Holding animals for bite observation. Impounding abandoned, stray or lost animals and providing a safe haven until owners reclaim their lost pet Return lost pets to their owners that have been tagged or micro-chipped.
Rick Husband Amarillo International Airport The Rick Husband Amarillo International Airport became a public use airport in 1941 when the City of Amarillo purchased the current airfield portion of the airport in order to receive development assistance from the federal government The military utilized the airport in World War II and the airport became the Amarillo Air Force Base in 1951. The airport operated as a joint-use facility through 1968.
In February of 2003, Amarillo City Commissioners voted to change the name of the Amarillo International Airport to Rick Husband International Airport in memory of Astronaut Colonel Rick Husband who was born and raised in Amarillo, Texas. Colonel Husband was the Commander of the Space Shuttle Columbia and died alongside his entire crew, ironically over Texas, on February 1, 2003 as the shuttle disintegrated upon reentry after their 16-day mission in space. In 2008, the Rick Husband International Airport began a multi-million dollar air terminal rehabilitation project The project included a major renovation of the existing terminal building consisting of a dedicated meet-and-greet area, a consolidated gate area, a spacious security screening checkpoint, new passenger boarding bridges, and a new inline baggage screening system. The major components of this project were completed and opened July 12, 2011. The overall project was completed in March 2012. In addition to terminal renovations were projects that added a cell phone waiting area as well as reconstruction of the ticket level bridge and lower'level roadways. In 2011, the airport had over 70,000 annual operations that included commercial, general aviation, and military aircraft During calendar year 2011, more than 820,000 passengers flew in and out of the airport. Presently, American Eagle, United, and Southwest Airlines serve the airport with up to 44 scheduled airline arrivals and departures daily. Amarillo Public Library Amarillo citizens have enjoyed library service since 1902, when a group of women know as the JUG (Just Us Girls) Club formed a lending library of 123 books. Potter County assumed responsibility for the library in 1921, until the City of Amarillo took over in 1940.
Today, the Amarillo Public Library System consists of a Central (Downtown) Library and four branches, serving well over 2,000 people every day. The library collection includes more than 800,000 books, magazines, and media materials which circulate over two million times per year. The library maintains 83 public computers which supply more than 100,000 hours of internet access per year. Non-profit organizations from across the state take advantage of meeting facilities available for a small fee at all five library locations. The Amarillo Public Library also offers a great many other resources and services, including Story Time for Young Children, Summer Reading Program, Xtreme Reading (summer reading for teens), book clubs, film series, and the community reading program (AMARILLO READS) recipient of the 2008 Highsmith Library Award from the Texas Library Association. Visit the library's website at www.amarillolibrary.org for information on a wealth of online resources including homework assistance, test preparation, language instruction software, animated picture books, and research tools. The website also allows patrons to access the online catalog, place materials on hold or request additions to the library collection.
65
CITY OF AMARILLO Amarillo Public Library Locations and Contact Information: 1 Downtown Library 413 E 4 " Ave. East Branch 2232 E 27'" Ave. 1 North Branch 1504 NE 24 " Ave. 1 Northwest Branch 6100 W 9 " Ave. 1 Southwest Branch 6801 W 45 " Ave.
(806) 378-3054 (806) 342-1589 (806) 381-7931 (806) 359-2035 (806) 359-2094
The Amarillo Public Library System is a member of, and serves as the headquarters for, the Harrington Library Consortium (HLC). HLC is the only multi-institutional cooperative library network in Texas, allowing public, school, academic, and special libraries to share resources and provide additional services to patrons. The Consortium also offers member libraries consulting services, continuing education opportunities, and support for literacy, English as a Second Language, and automation projects. HLC membership enables the Amarillo Public Library to increase the quality and quantity of resources available to the citizens of Amarillo and to serve as a leader in library innovations throughout the state of Texas. Fire Stations The Amarillo Fire Department (AFD) responds to approximately 18,800 alarms annually (2011 ). This means dedicating more than 23,000 man hours to emergency incidents. Seventy percent of the Department's call volume is comprised of basic and advanced life support. The AFD is also responsible for mitigating emergencies involving structural and grassland fires, hazardous materials, technical rescue, aircraft emergencies, and assistance calls.
The time it takes for the AFD to respond to an incident scene is a critical measure of effectiveness in saving lives. Response times are measured from when the firefighters are dispatched until their arrival at the incident scene. Emergency response times in Amarillo are approximately 4 minutes and 17 seconds per alarm, which is outstanding for a metropolitan area the size of Amarillo. These times are closely related to the distribution of fire stations throughout the City. In the last fifty years, Amarillo has experienced a significant growth; from 33 square miles to over 100 square miles. Before 2009, the AFD had not added a single fire station to keep up with the City's expansion. The leaders of the City began to address this problem when Fire Station #11 opened in the Westcliff subdivision. A new fire station (Fire Station #12) near The Shores subdivision was constructed and staffed in 2011. Additional fire stations in the southeast and southwest quadrants of Amarillo, as well as a new station in the Hospital District, are in the planning stages. With these new stations, the AFD will ensure firefighters continue to arrive quickly at the scene of life-threatening emergencies in all areas of the City. Major Medical Facilities Amarillo is a major health care center for portions of five states and includes three acute care hospitals, several medical-education facilities, long-term health care facilities, and medical clinics. The major hospitals and their respective locations are identified below: Location 6010 W Amarillo Blvd. (Medical Center) 1600 Wallace Blvd. (Medical Center) 1501 S Coulter St. (Medical Center)
Hospital Veterans Affairs (VA) Medical Center Baptist Saint Anthony's Hospital Northwest Texas Health Care System
Amarillo Medical Center In 1959, Amarillo began developing into a regional health care center and continues to be committed to providing an array of health care services to a large geographic area. Under the sponsorship of the Amarillo Area Foundation, the Medical Center is the product of cooperation and interaction among private enterprise, local and county governments, and voluntary nonprofit groups. This multi-purpose medical complex, consisting of facilities which provide hospital and health care, medical research, as well as vocational and professional training; is designed to promote the development of a coordinated program of health care by concentrating a full range of services in a single location. Significant institutions include Texas Tech University, Veteran's Hospital, Baptist Saint Anthony's Hospital, and Northwest Texas Health Care Systems.
66
CITY OF AMARILLO Texas Tech University has a consolidated 20-acre medical center comprising the schools of pharmacy, medicine, and allied health located in Amarillo. The pharmacy and medical research have brought in millions of research dollars to Amarillo from several health organizations and pharmaceutical companies. Amarillo is home to the Southwest Veteran Affairs Health Care Network, which provides extended care and primary specialty care for veterans in the region. The Veteran's Hospital treats nearly 25,000 patients annually. Geriatric and extended care can also be provided in the 120-bed skilled nursing home care unit. Community-based outpatient clinics located in Lubbock, Childress, and Clovis, New Mexico also serve veterans. Baptist Saint Anthony's Hospital (BSA), a major hospital in Amarillo, was rated in the top 100 hospitals in the United States by Thompson Reuters in 2012. It was also named in the top 5% of all hospitals for patient safety. BSA undertook a substantial upgrade of its facilities under the hospital's long-range plan known as "Creating the Future". BSA opened a part of its $60 million building project in February 2007. The BSA construction project provided a six-story addition to the existing hospital that houses a ground level Outpatient Diagnostic Imaging Center, four floors totaling 120 new private rooms and expanded Pediatric services. Northwest Texas Healthcare System, also a major hospital in Amarillo, specializes in advanced trauma and was certified as an advanced primary stroke center in 2012. Northwest Texas Healthcare System is also known for their excellence in pediatric and neonatal intensive care, as well as women's, heart, and mental healthcare. A 44-bed freestanding rehabilitation facility opened in a joint venture between Northwest Texas Healthcare System and RehabCare Group, Inc. in October 2006. All three acute care hospitals in Amarillo are within the medical center where ample undeveloped property for additional facilities is available. Therefore, most major medical facilities are expected to be constructed in the medical center area in the future. Amarillo Economic Development Corporation On November 7, 1989, the citizens of Amarillo voted to increase the City sales tax by Y,% to fund economic development in the City. The Amarillo Economic Development Corporation (AEDC) was created to foster economic development in the City and to manage the revenues from the Y,% City sales tax that started April 1, 1991. The Corporation consists of a five-member board appointed by the City Commission. Excluding the administration costs, the majority of the funds (90%) must be used for economic development projects with up to 10% of the sales tax receipts available for promotional activities. The AEDC has been instrumental in bringing new business and industry to Amarillo and assisting existing companies via variety of incentive programs that provide grants and loans. Center City of Amarillo, Inc. In 1989, a group of community leaders began to share their concerns about the decline of the central area of the City. Out of the process grew Center City of Amarillo, Inc. Center City is a private, nonprofit organization dedicated to historic preservation and revitalization of Downtown Amarillo, focusing on community, social, aesthetic, recreational, and economic interests in Amarillo's historic core area. Center City is a nationally recognized member of the Texas and National Main Street programs.
Center City events include: • High Noon on the Square, a series of events held each Wednesday in June and July on the Potter County Courthouse lawn, • Center City Block Party, a festival situated downtown open to the public, • The Center City Electric Light Parade, a citywide Christmas parade and tree lighting event, • Hoof Prints of the Great American Quarter Horse, an art in public places project, • Design Review, a partnership with the City of Amarillo to provide fa9ade grants, • Restoration of historical signage along Polk Street including the Paramount sign and the Kress sign, • Partnerships with other downtown organizations including the Center City Tax Increment Reinvestment Zone and Downtown Amarillo, Inc.,
67
CITY OF AMARILLO • Partnerships with other nonprofit organizations which bring people downtown, including the Susan G. Komen Race for the Cure, Go Red for Heart, the Hispanic Chamber of Commerce, and the Amarillo Chamber of Commerce, • Historical preservation efforts with the Amarillo Historical Preservation Foundation, the Texas Historical Commission and Preservation Texas, • A street banner program to welcome residents and visitors to the downtown neighborhood, and • Downtown business alliances to retain and recruit new businesses to the downtown area ENHANCEMENT PROJECTS Sixth Street Sixth Street in Amarillo is Texas' most intact collection of commercial buildings possessing significant associations with early Route 66. This area is on the National Register of Historic Places as it represents the roadside architecture and development produced by the first transcontinental highway linking midAmerica to the west coast. The Sixth Street Enhancement Project consists of landscaping, beautification, and historic preservation. A Route 66 mural is in place and a landscaped gateway near the Georgia Street entrance was completed in 1995. Rails to Trails Project A 3.88-mile section of the former Chicago, Rock Island, & Pacific rail line was purchased by the City of Amarillo to construct bike and pedestrian trail and linear park. The multi-use trail extends from the intersection of SW y'h Avenue and Crockett Street to Coulter Street. The trail was named the Rock Island Rail Trail to give recognition to the historical significance of the railroads that once traveled this section of the City. Amarillo-Potter Events Venue District On January 17, 1989, voters of the City of Amarillo and Potter County approved a venue project along with corresponding tax levies. The approved project consisted of expanding the Civic Center convention facility and constructing the Tri-State Fairgrounds Event Center. The Tri-State Fairgrounds Event Center (officially the Amarillo National Center) is used for community events or other events including rodeos, livestock shows, agricultural expositions, promotional events and other civic or charitable events. The facility is designed to complement, not compete with, the existing Civic Center facility and was completed during the 1999/2000 fiscal year. The Civic Center expansion is used for banquet and meeting rooms in conjunction with the Amarillo National Center. Strategic Action Plan for Downtown In 2008, the City of Amarillo adopted the Strategic Action Plan for Downtown Amarillo after almost two years of study. Center City of Amarillo, a nonprofit organization dedicated to downtown revitalization, and the City of Amarillo commissioned the Fort Worth firm, Gideon Toal, Inc. to develop the Plan. After a series of community meetings and months of research, the Plan concluded that Amarillo's downtown was ready for redevelopment. Gideon Toal pointed to downtown assets including the new Globe-News Center for the Performing Arts and a workforce of 20,000 people who work either in downtown or within a five-mile radius.
The Plan covers a large area from the railroad tracks north of downtown, to 12'h Avenue on the south, and from the east railroad tracks to Washington/Adams Street on the west. This accounts for nearly a 116square block area. Recommendations in the Plan included the formation of a Tax Increment Reinvestment Zone, which was established in 2006 and a proposed Business Improvement District for downtown. Other goals in the Plan include developing approximately 400 to 600 new housing units in downtown, attract multiple retail centers, draw family-friendly venues, develop one or more quality hotels with at least 300 rooms to support and meet needs of the revitalized downtown area, and retain and grow downtown as a financial, business, and government center. In 2010, the City adopted the Downtown Amarillo Urban Design Standards; an overlay zoning district, in order to provide guidance for modifications to building exteriors, walkways, landscaping and signage within downtown. These standards are to aid in protecting downtown property owners' investments by providing for quality redevelopment in a safe, attractive, pedestrian-friendly environment, producing a better livable downtown. A Local Government Corporation Board was formed to encourage, implement,
68
CITY OF AMARILLO and manage downtown projects. This Board explores the feasibility of potential projects as well as expedites and facilitates construction of City projects. Completed Downtown projects include: 1. Courtyard by Marriott near Polk St. and 7'h Ave. 2. Ellwood Park near Washington St. and Park Pl. 3. Happy State Bank near Pierce St. and 1oth Ave. 4. Cal Farley's Alumni Housing near Monroe St. and 11th Ave. 5. Amarillo College Streetscape near Downtown campus 6. Potter County Streetscape project near 6th Ave. and Taylor St.
Potential Downtown projects include: 1. Convention Hotel near Pierce St. and 6th Ave. 2. Multi-level Parking Garage near Buchanan St. and 7'h Ave. 3. Multi-Purpose Entertainment Venue which will include a baseball park near Buchanan St. and 7'h Ave. 4. Toot 'n Tatum near 10th Ave. and Buchanan St.
69
CITY OF AMARILLO
--
~
70
CITY OF AMARILLO
BOARDS AND COMMISSIONS Advisory Commission for People with Disabilities Airport Board Amarillo Economic Development Corporation Amarillo Hospital District Amarillo Housing Corporation Amarillo Housing Finance Corporation Amarillo Industrial Development Corporation Amarillo Local Government Corporation Amarillo-Potter Events Venue District Animal Control Board Bi-City-County Public Health Board Board of Appraisal Review Board of Hospital Managers Board of Review for Landmarks and Historical Districts Canadian River Municipal Water Authority Civil Service Commission
~--·-·-·-·-
. I
I
~D
BOARDS AND COMMISSIONS
ORGANIZATION CHART
JUDICIAL
EMERGENCY ADMINISTRATION
ADVISORY BOARDS & COMMISSIONS
Community Development Advisory Committee Construction Advisory and Appeals Board Convention and Visitors Council Downtown Urban Design Review Board Emergency Care Advisory Board Guyon Saunders Resource Center Oversight Committee Health Facilities Corporation Library Board Parks and Recreation Commission Photographic Traffic Signal Enforcement Committee Planning and Zoning Commission Ports to Plains Board of Directors Potter-Randall Appraisal District Potter-Randall County Emergency Communications District Board of Directors Public Improvement District Boards Tax Increment Reinvestment Zone #1 Board (TIRZ) Texas Panhandle Centers Traffic Commission Zoning Board of Adjustment
A.C.M. PUBLIC SERVICES
",...
METROPOLITAN PLANNING ORGANIZATION
CLINIC
---
CITY OF AMARILLO
72
CITY OF AMARILLO SUMMARIES -ALL FUNDS 2012/2013 RESOURCES $ 49,253,826
SALES & MIXED BEVERAGE TAX
16%
46,696,991
WATER SALES
15%
33,225,325
PROPERTY TAXES
11%
21,847,368
GROSS RECEIPTS BUSINESS TAXES
7%
18,333,900
SANITATION CHARGES
6%
28,012,128
OTHER GENERAL FUND REVENUE
9%
4,455,044
DRAINAGE ASSESSMENT
1%
20,769,787
SEWER CHARGES
7%
12,414,635
AIRPORT
4%
12,103,630
MUNICIPAL GARAGE
4% 1%
4,589,025
ALL OTHER REVENUE
19,715,395
SPECIAL REVENUE FUNDS
6%
9,170,237
CAPITAL PROJECTS
3%
22,836,287
EMPLOYEE INSURANCE
7%
BOND PROCEEDS
3%
8,765,000 0%
$312,188,578
10%
20%
30%
40%
60%
50%
70%
80%
90%
100%
TOTAL REVENUE (Boforelntorfund Transfers)
EXPENDITURES $ 152,303,266
GENERAL FUND
47%
5,154,149
DEBT SERVICE
2%
71,868,014
WATER AND SEWER UTILITY
22%
13,926,536
AIRPORT
4%
8,220,576
DRAINAGE UTILITY
3%
4,392,598
INFORMATION SERVICES
1%
16,148,356
MUNICIPAL GARAGE
5%
18,021,233
EMPLOYEE INSURANCE
6%
4,666,580
RISK MANAGEMENT
1%
19,851,112
SPECIAL REVENUE
6%
9,208,179
CAPITAL
3%
0%
$323,760,599 52.490,400 $271,270,199
10%
20%
30%
40%
50%
60%
70%
80%
90%
TOTAL EXPENDITURES (Boforolntorfund Transfers) INTERFUND TRANSFERS NET EXPENDITURES
Budgeted expenditures exceed estimated revenues by $11 .6 million for the 2012/2013 fiscal year. Excess reserves will be used to fund capital projects in the General Fund, the Water and Sewer Fund, the Airport Fund, the Municipal Garage Fund and the Capital Projects Funds. Total expenditures do not include non-cash budgeted items such as depreciation. 73
100%
SUMMARY OF RESOURCES AND EXPENDITURES ALL BUDGETED FUNDS- FISCAL YEAR 2012/13 GENERAL INTEREST & REDEMPTION
ENTERPRISE FUNDS
INTERNAL SERVICE FUNDS
41,653,101
12,942,655
56,275,606
23,036,613
Sales, Receipts & Revenue Other Sources
143,786,177
3,671,709
73,724,227 5,445,000
37,681,971
M & 0 Expenditures Less: Depreciation Capital Expenditures Debt Service
144,789,674
64,793,929 (17,206,550) 32,886,138
40,219,707 (4,922,700) 6,973,574
GENERAL --------------------------------------------------------------------------------------------------AVAILABLE FUNDS: Balance 10/01/11 (See Below) Fiscal Year 2011/12
Total Expenditures AVAILABLE FUNDS: Balance 10/01/12 Fiscal Year 2012/13 Sales, Receipts & Revenue Other Sources M & 0 Expenditures Less: Depreciation Capital Expenditures Debt Service Total Expenditures AVAILABLE FUNDS: Balance 10/01/13 DETAIL OF BALANCES AT 10/01/13 Reserves for S/L & AIL Debt Service Reserves * Committed for Future Capital/Projects BALANCE Available funds calculation: Cash & Investments (Appreciation) Depreciation in Investments Assets to be converted to Cash Less: Liabilities & Encumbrances Less: Construction in Progress Balances Balance 10/01/11
-------------------------------------~'!.?..~,~~~------------l~c~?-~c!?_Q _________________________ _ 144,789,674
5,158,964
96,942,676
42,270,581
40,649,603
11,455,400
38,502,157
18,448,003
147,033,930
3,570,553
81,902,465 8,976,553
39,119,446 2,700,000
68,746,909 (17,354,824) 24,959,000
40,822,939 (5, 104,692) 6,943,249
152,303,266
-------------------------------------~'!.?..~,!i~------------!L~?icQ~_! _______________ ?._~?~~?_:I__
_________ _:lg?_Q?~?-~?--------------~''!?..~,'!i~------------~icQ'!.?..c!?.~------------~?~?-~~~?..~!._ 35,380,268
9,871,804
35,366,049
17,038,682
9,871,804
1,554,465 2,547,237
623,878
1'110,841
________________________g____________?_1_c~?-~c~~-~------------!?~i'!±,!!Qi_
-----------~~,~~~,i~?
35,380,268
9,871,804
35,366,049
17,038,682
41,139,358 (202,648) 9,244,530 (8,528,139)
13,007,464 (37,538) 79,695 (106,966)
119,611,139 (77,538) 9,843,288 (24,853,146)
42,974,809 (46, 100) 907,581 (20,024,874)
============== ============== ============== ==============
--------------------------------------------------··················{~.S..,?.~~,.!.3..?.L..........................(!.?.~,.Il.9.3.} 41,653,101
12,942,655
56,275,606
23,036,613
*The Debt Service Reserve in the General Fund is an appropriation of the maximum potential lease payment to the Venue District.
74
SPECIAL
CAPITAL
BUDGET TOTAL BEFORE
INTERFUND
NET
__________________________f3.§Y-~-~!-:!5 ____1_f!'1_P._f32Y.~-1!'1-~-~::r:~_________l_~::r:~_f3f:~fcJ_f?_l? _________::r:~-~§f_~_f3§_1?_1.,1Q§.§!_~Q-~_l,I~Q~2,519,595
13,061,956
149,489,526
0
149,489,526
20,963,102
9,868,127
289,695,314 5,445,000
(50,786,812)
238,908,502 5,445,000
21,248,226
1,556,612
272,608,148 (22,129,250) 48,811,991
(50,786,812)
221,821,336 (22,129,250) 48,811,991
8,952,279
·------------------------------------------------------------------------~!,?~~,1-~~-------------------------------------~1-·~~!!·-~?;J._ 21,248,226
10,508,891
320,919,012
(50,786,812)
270,132,200
2,234,471
12,421,193
123,710,828
0
123,710,828
19,715,395
9,170,237
300,512,025 11,676,553
(52,490,400)
248,021,625 11,676,553
19,851,112
341,413
282,065,639 (22,459,516) 40,769,015
(52,490,400)
229,575,239 (22,459,516) 40,769,015
8,866,766
·------------------------------------------------------------------------~~,~-~§'~-~1-------------------------------------~?...;J.~?.. :!~L
________________________ 1_~,~~-~,!1-~-------------~"~Q!!._~!Q _________}~~,?-~Q,~-~~----------j~_~,~~-q,~p_q)___ ______~_!.!..~!Q._~~Q2,098,754
12,383,251
1,353,340 ·---------------------------~~-~,~1-~
112,138,807
0
3,531,683 13,529,882
112,138,807
3,531,683 13,529,882
____________g;J.~?"~§_:I_ ___________Q§,Q!.?,?_~?________________________q____________~?"Q??..·~~~-
2,098,754
12,383,251
2,899,780
40,048,375 (39,112) 302,532 (2,074,290)
112,138,807
0
112,138,807
========:============== ============== ============== ============== ============== 2,547,891 (2,928,076)
·----------------------------------------------_(~~"-~!?"?..~!ll 2,519,595
13,061,956
75
CITY OF AMARILLO ALL FUNDS 2012/2013 RESOURCES OTHER REVENUE TRANSFERS 3%
PROPERTY TAXES
BOND PROCEEDS GROSS RECEIPTS BUSINESS TAXES 7%
OTHER GOVERNMENTAL REVENUE 8%
INTERDEPARTMENTAL RENTAL & USE 5% HEALTH & FLEX CONTRIBUTIONS
SALES & MIXED BEVERAGE TAX
6% RENTAL CHARGES 3%
UTILITY SALES, SANITATION CHARGES & DRAINAGE ASSESSMENT 28%
16%
$312,188,578 TOTAL RESOURCES
EXPENDITURES TRANSFERS 3%
DEBT SERVICE 8%
SALARIES & BENEFITS
40% CAPITAL _ __
13%
OTHER CHARGES
13% CONTRACTUAL SERVICES
9%
14%
$323,760,599 TOTAL EXPENDITURES
Utility sales, sanitation charges, and drainage assessment make up the largest source of revenue at $88,623,077. This includes water and sewer sales along with charges for solid waste collection and drainage utility assessments. The second largest revenue source is sales tax of $49,253,826. Budgeted salaries and benefits make up $130,812,145 or 40% of the City's total budgeted expenditures. Noncash items such as depreciation are not included in the above graph , and interdepartmental reimbursements of $4,345,537 are netted against other charges.
76
CITY OF AMARILLO GENERAL FUND REVENUE SUMMARY
U>
c 0
$30 -t----:="""'L-t$20 $10 $0 Ad Valorem Taxes
Sales Tax
Business Receipts
Sanitation
Culture & Recreation
Fines & Forfeits
•2010/11
1:12011/12
02012/13
$139,783,552 Actual
$143,786,177 Budgeted
$147,033,930 Budgeted
Interest
Other
The above graph compares actual 2010/2011 revenues to budgeted 2011 /2012 and budgeted 2012/2013 . Sales tax makes up the largest portion of General Fund revenue for the 2012/2013 fiscal year at 34%, followed by property taxes at 20% . Actual sales tax receipts for the 2010/2011 fiscal year were up at $46 .6 million, and are projected to increase to approximately $48.3 million for the 2011 /2012 fiscal year. We have included a slight increase to $49.3 million for the 2012/2013 budget year. Business receipts and sanitation receipts account for approximately 27% of total General Fund budgeted revenue for the 2012/2013 fiscal year. All other revenue categories make up approximately 19% of total revenue.
77
CITY OF AMARILLO WATER AND SEWER REVENUE SUMMARY $60 $50 $40 tn s:::
= 0
$30
::E
$20 $10 $0 Water Sales
Sewer Sales
Bond Proceeds
Interest
• 2010/11
ID 2011/12
02012/13
$76,940,964
$68,204,966
$67,944,339
Actual
Budgeted
Budgeted
Other
The above graph compares actual 2010/2011 revenues to budgeted 2011/2012 and budgeted 2012/2013 revenues. Water and Sewer sales account for 99% of the total revenue budgeted in the Water and Sewer Fund for the 2012/2013 fiscal year. The 2012/2013 budget includes a 5% increase in the water charges based on normal water usage and a 5% increase in sewer charges. During fiscal year 2010/2011 , the City received a reduced amount of rainfall and moisture, so water sales were above the normal levels.
78
CITY OF AMARILLO AIRPORT REVENUE SUMMARY $6 $5 $4 VI
t:
0
- $3 :E $2 $1 $0 Airfield
Hanger Bid
Terminal
Interest
Grants
•201 0/11
6 2011/12
02012/13
$10,926,623
$10,964,261
$12,414,635
Actual
Budgeted
Budgeted
Other
The above graph compares actual 2010/2011 revenues to budgeted 2011 /2012 and budgeted 2012/2013 revenues . Revenue budgeted from the terminal building area accounts for approximately 45% of total receipts budgeted for the Airport during the 2012/2013 fiscal year. The hangar buildings and grounds revenue represents 11% of total budgeted funds, while airfield, interest and other revenue account for 21 % of total revenue. For the 2012/2013 fiscal year, grant revenues of $2 .9 million (23% of total revenue) are estimated to fund capital projects.
79
CITY OF AMARILLO SALES TAX COLLECTIONS $60 $50 $40 (/)
c 0
·:E
$30 $20 $10 $0 2003/04
2004/05
2005/06
2006/07 2007/08
2008/09
2009/10
2010/11
2011 /12 2012/13
ESTIMATED
During the 1990/1991 fisca l year a Y2 cent sales tax increase was implemented. After implementing the additional Y2 cent, sales tax revenue became the most significant revenue source compromising 16% of total City funds and 33% of the General Fund revenue. Projections for the 201 1/2012 fiscal year provide for an increase of approximately 3.6%, while projections for the 2012/2013 fiscal year have been increased slightly, 2% over the 2011/2012 revised estimate.
80
CITY OF AMARILLO PROPERTY TAX COLLECTIONS $35 30.53
31.72
31.98
$30 $25 t/)
c
$20
:e
$15
0
··-
$10 $5 $0 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13
ESTIMATED
From 1990 to 1994 the City's tax base eroded . However, during this period other revenue sources, especially the sales tax revenue, mitigated this decrease in property values. During 1995, the tax base increased over the previous high 1991 level by 2.6%. An nually from 1995, the City has seen modest increases in the tax base, which is reflected in the above graph with slight yearly property tax collection increases. We expect this trend towards higher tax base values to continue and expect to see a modest increase in property values next year. During May of 2000, City of Amarillo voters approved a 12% pay increase for Police Officers and Fire Fighters and a corresponding 20% property tax increase, which will be used to fund the 12% salary increase. Also during the 2000 fiscal year, voters approved the issuance of General Obligation bonds to pay for the construction of a new library branch . During 2007 the City Commission approved the 2007 Certificates of Obligation bonds. The debt service property tax rate increased from $0.00584 cents per $100 property value to $0 .02866 cents per $100 property value. The tax rate for the 2012/2013 fiscal year is $0 .32009 per $100 property value with a maintenance and operating rate of $0.29276 and a debt service rate of $0.02733.
81
CITY OF AMARILLO ASSESSED PROPERTY VALUES $14 11.6
$12 10.8 ;---
9.8
$10
tn
c
~-
$8 -
-
9.2
-8.8
-
11.2
-
12.4
12.1
11.7
- -
;---
-
r--
1-
-
-
-
;---
r--
-
r--
-
-
1-
r--
-
-
0
- $6
-t-
-
r--
-
r--
-
'----
r--
r--
-
-
$4
1-
-
1-
-
1-
-
r--
1-
1-
-
-
$2
1-
-
1-
-
1-
-
-
1-
1-
-
I-
m
$0 2003/04 2004/05
2005/06
2006/07
2007/08
2008/09 2009/10 2010/11
2011/1 2 2012/13
ESTIMATED
Property taxes decreased during the 1990/1991 fiscal year from 40.40 cents per $100 of assessed property value to 27.20 cents. In that same fiscal year an additional % cent sales tax was implemented to offset the property tax decrease. Assessed values have annually increased from $8.3 billion in the 2003/2004 fiscal year to $12.4 billion for the 201 2/2013 fiscal year. For the current fiscal year, the tax rate is $0.32009 cents per $100 of property value. A rate increase was approved by city of Amarill o voters to fund a 12% pay increase for Police Officers and Fire Fighters during the 2000/2001 fiscal year. In a separate bond election voters approved $6 million of general obligation bonds to fund the building of a new library. During 2007 the City Commission authorized the issuance of the 2007 Certificates of Obligation bonds. The debt service portion of the property tax rate is $0.02733 cents per $100 of property values for the 201 2/2013 fiscal year.
82
CITY OF AMARILLO GENERAL FUND SUMMARY OF EXPENDITURES $70 $60 $50 II>
c: $40
.2
= $30
:E
$20 $10 $0 General Government
Public Services
Finance
Admin & City Info Public Works Public Safety Community Services Technology Services
• 2010/11
IJ 2011/12
0 2012/13
$137,576,437
$147,392,221
$152,303,266
Actual
Budgeted
Budgeted
Parks & Recreation
The above graph compares actual 2010/2011 expenditures to budgeted 2011/2012 and budgeted 2012/2013 expenditures. Public Safety expenditures are the most significant portion of the total budget, representing 42% of total budgeted expenditures. Public Safety budgeted expenditures for the 2012/2013 fiscal year include $38,035.423 for the Police Department and $25,755,359 for the Fire Department. Public works represents 17% of the General Fund total budgeted by expenditures with the majority of the expenditures going towards the Street ($9,055,929) and Solid Waste Departments ($11 ,504.457).
83
CITY OF AMARILLO WATER AND SEWER EXPENDITURE SUMMARY
Utilities Office
Director of Utilities
Water Production
Water Surface Water Transmission Treatment
Water Distribution
• 2010/11
0 2011/12
02012/13
$49,639,521 Actual
$54,348,475 Budgeted
$56,032,981 Budgeted
Wastewater Collection
Wastewater Treatment
Other
The above graph compares actual2010/2011 expenses to budgeted 2011/2012 and budgeted 2012/2013 operating expenses. Capital Project expenditures are not included in the above graph. The Wastewater Treatment line includes the River Road Water Reclamation Plant ($3,096,287) and the Hollywood Road Wastewater Treatment Plant ($4,030,857), as well as the Laboratory Administration ($1 ,559,286) for the 2011/2012 fiscal year.
84
City of Amarillo Revenue Summary
DESCRIPTION 1000 - General Fund 30200 Ad Valorem Tax Collectio 30400 Gross Receipts Business 30600 Sales Tax 31400 Business License and Per 31900 Non-Business License & P 32800 Other Governmental Reven 33200 General Government 33300 Public Safety and Health 33500 Sanitation 33600 Operating Revenues 33700 Culture and Recreation 34400 Terminal Building Area R 35000 Fines and Forfeitures 35500 Other Governmental Reven 37109 Interest Earnings 37150 Rent 37199 Administrative Charges 37400 Miscellaneous Revenue 391 00 Operating Transfers In TREVENUE Total Revenues
Actual 2010/2011
Revised Estimate 2011/2012
Budgeted 2012/2013
28,094,898 20,695,496 46,635,703 663,509 1,621,256 3,377,532 45,374 2,647,610 17,890,290 214,666 4,186,405 1,466 4,546,940 890,779 613,351 3,156,874 3,500,684 830,461 170,259 139,783,552
29,184,837 21,446,483 48,298,401 661,337 1,285,748 3,813,371 40,659 2,706,650 18,191,556 161,970 4,294,447 0 4,742,673 971,020 450,600 3,224,403 3,248,114 956,992 106,917 143,786,177
29,586,708 21,847,368 49,253,826 665,243 1,402,806 3,968,188 42,915 2,873,367 18,333,900 166,470 4,996,658 0 4,827,840 939,825 528,424 3,334,978 3,228,639 929,858 106,917 147,033,930
2010- CDBG Fund 35300 Construction Participati 35500 Other Governmental Reven 37199 Administrative Charges 37400 Miscellaneous Revenue 39100 Operating Transfers In TREVENUE Total Revenues
37,737 1,808,312 -1 16,988 6,846 1,869,882
37,912 2,872,649 0 0 16,000 2,926,561
0 1,454,536 0 '0' 16,000 1,470,536
2020 - Housing 35000 Fines and Forfeitures 35300 Construction Participati 35500 Other Governmental Reven 371 09 Interest Earnings 37400 Miscellaneous Revenue 39100 Operating Transfers In TREVENUE Total Revenues
13,592 375 8,723,098 9,401 31,105 0 8,777,571
30,000 500 8,279,661 10,240 35,050 4,696 8,360,147
30,000 500 8,655,984 10,240 36,550 5,676 8,738,950
2030- Home Investment Partnership 35500 Other Governmental Reven 39100 Operating Transfers In TREVENUE Total Revenues
316,965 26,515 343,480
887,971 0 887,971
579,998 0 579,998
2040 - Shelter Plus Care Fund 35500 Other Governmental Reven 37400 Miscellaneous Revenue TREVENUE Total Revenues
222,102 0 222,102
346,302 150 346,452
353,228 150 353,378
85
City of Amarillo Revenue Summary
DESCRIPTION
Actual 2010/2011
Revised Estimate 2011/2012
Budgeted 2012/2013
2050 ·Supportive Housing Fund 35500 Other Governmental Reven 37400 Miscellaneous Revenue TREVENUE Total Revenues
203,831 0 203,831
206,564 300 206,864
206,564 300 206,864
2060 ·Affordable Housing Fund 35500 Other Governmental Reven 37109 Interest Earnings TREVENUE Total Revenues
200,000 156 200,156
100,000 227 100,227
0 0 0
2070 • TX Emergency Shelter Grants 35500 Other Governmental Reven TREVENUE Total Revenues
126,442 126,442
0 0
0 0
2075 • HMIS 35500 Other Governmental Reven 39100 Operating Transfers In TREVENUE Total Revenues
77,876 0 77,876
85,002 21,251 106,253
91,726 22,932 114,658
2080 ·Court Technology Fund 35000 Fines and Forfeitures TREVENUE Total Revenues
143,783 143,783
145,000 145,000
147,900 147,900
2090 ·Court Security Fund 35000 Fines and Forfeitures TREVENUE Total Revenues
107,443 107,443
108,000 108,000
110.000 110,000
2100 ·Texas State Library Funds 35500 Other Governmental Reven TREVENUE Total Revenues
523,993 523,993
304,341 304,341
0 0
2210 • Safe and Sober TXDOT Program 35500 Other Governmental Reven 39100 Operating Transfers In TREVENUE Total Revenues
21,510 8,403 29,913
120,308 62,750 183,058
120,308 62,750 183,058
2300 • Summer Lunch Program 35500 Other Governmental Reven TREVENUE Total Revenues
240,627 240,627
222,020 222,020
235,194 235,194
2400 - Hazardous Material Transp Fun 39100 Operating Transfers In TREVENUE Total Revenues
50,732 50,732
0 0
0 0
2420 • Urban Transportation Planning 35500 Other Governmental Reven TREVENUE Total Revenues
310,786 310,786
317,235 317,235
378,612 378,612
86
City of Amarillo Revenue Summary
Actual 2010/2011
Revised Estimate 2011/2012
Budgeted 2012/2013
2425 • Photographic Traffic Enforceme 35000 Fines and Forfeitures TREVENUE Total Revenues
793,697 793,697
675,000 675,000
600,000 600,000
2430 • Emergency Mgt Service & Equip 35500 Other Governmental Reven TREVENUE Total Revenues
1,000,065 1,000,065
763,431 763,431
398,645 398,645
2500 • Public Health Fund 32800 Other Governmental Reven 35500 Other Governmental Reven 37400 Miscellaneous Revenue TREVENUE Total Revenues
944,426 1,251,704 30,938 2,227,067
831,254 1,341,511 30,413 2,203,178
1,009,420 1,489,457 1,500 2,500,377
2530 · WIC Grant Fund 35500 Other Governmental Reven TREVENUE Total Revenues
1,377,560 1,377,560
2,087,244 2,087,244
2,538,273 2,538,273
2610 ·Justice Assistance Grant Fund 35500 Other Governmental Reven TREVENUE Total Revenues
233,511 233,511
128,481 128,481
128,481 128,481
2660 • Leose Training Program Fund 35500 Other Governmental Reven 37109 Interest Earnings TREVENUE Total Revenues
23,383 90 23,474
0 91 91
0 4,516 4,516
2670 · AlP Pantex Project Fund 35500 Other Governmental Reven TREVENUE Total Revenues
118,863 118,863
118,300 118,300
109,060 109,060
2700 • Greenways at Hillside Fund 30200 Ad Valorem Tax Collectio 37109 Interest Earnings 37400 Miscellaneous Revenue TREVENUE Total Revenues
331,799 168 50 332,018
366,591 154 0 366,745
394,474 150 0 394,624
2720 • Brennan Boulevard Fund 30200 Ad Valorem Tax Collectio 37109 Interest Earnings TREVENUE Total Revenues
14,069 17 14,086
13,929 17 13,946
13,887 24 13,911
DESCRIPTION
87
City of Amarillo Revenue Summary
DESCRIPTION
Actual 2010/2011
Revised Estimate 2011/2012
Budgeted 2012/2013
2730 • Colonies 30200 Ad Valorem Tax Collectio 37109 Interest Earnings TREVENUE Total Revenues
314,013 91 314,104
317,281 83 317,364
429,301 100 429,401
27 40 - Tutbury Public lmprv Dist 30200 Ad Valorem Tax Collectio 37109 Interest Earnings TREVENUE Total Revenues
13,176 18 13,194
16,296 18 16,314
16,296 24 16,320
2750 • Point West PID 30200 Ad Valorem Tax Collectio TREVENUE Total Revenues
52,000 52,000
52,000 52,000
52,000 52,000
2760 • Quail Creek Public lmprov Dist 30200 Ad Valorem Tax Collectio 37109 Interest Earnings TREVENUE Total Revenues
6,873 5 6,878
6,873 6 6,879
6,873 6 6,879
0 0
0 0
3,760 3,760
102,802 102,802
100,000 100,000
110,000 110,000
3200 • General Obligation Debt 30200 Ad Valorem Tax Collectio 37109 Interest Earnings 39100 Operating Transfers In TREVENUE Total Revenues
2,750,167 27 429,334 3,179,528
2,831,557 30 740,123 3,571,709
2,722,026 250 738,277 3,460,553
4000 ·Capital Project Funds 32800 Other Governmental Reven 33700 Culture and Recreation 35300 Construction Participati 35500 Other Governmental Reven 37109 Interest Earnings 37400 Miscellaneous Revenue 39100 Operating Transfers In TREVENUE Total Revenues
0 147,800 156 0 162,927 2,886 9,184,303 9,498,072
0 164,600 0 0 160,803 1,200 9,541,467 9,868,071
356,000 206,336 0 100,000 160,360 0 8,347,541 9,170,237
2770 - Vineyards PID 30200 Ad Valorem Tax Collectio TREVENUE Total Revenues 3100 ·Compensated Absences Fund 37109 Interest Earnings TREVENUE Total Revenues
88
City of Amarillo Revenue Summary
DESCRIPTION 5200 • Water and Sewer System Fund 34000 Utility Sales & Services 34200 Tap Fees and Frontage Ch 35000 Fines and Forfeitures 35300 Construction Participati 37109 Interest Earnings 37150 Rent 37400 Miscellaneous Revenue TREVENUE Total Revenues
Actual 2010/2011
Revised Estimate 2011/2012
Budgeted 2012/2013
67,996,732 354,191 1,114,010 103,916 191,137 182,899 6,998,078 76,940,964
63.471,902 368,641 1,165,012 99,155 201,874 173,155 70,227 65,549,966
65,925,765 376,001 1,165,012 0 200,020 200,587 76,954 67,944,339
5400 ·Airport Fund 34300 Airfield Fees and Commis 34400 Terminal Building Area R 34600 Other Building & Ground 34800 Other 35500 Other Governmental Reven 37109 Interest Earnings 37150 Rent 37400 Miscellaneous Revenue 39100 Operating Transfers In TREVENUE Total Revenues
2,123.427 4,138.467 1.454,906 36,096 0 82.411 1,500 3,089,817 2,514.425 13.441,048
2,239,653 4.459,970 1,363.414 36,312 2,790,000 62,369 1,500 11.D42 0 10,964,261
2,304,656 5,552,000 1.412,676 38,000 2,911,553 79,250 1,500 115,000 0 12.414,635
0 0 0
0 0 0
4,363.412 91,632 4.455,044
6100 ·Municipal Garage Fund 34900 lnterdepart Rental & Use 35300 Construction Participati 37109 Interest Earnings 37400 Miscellaneous Revenue 39100 Operating Transfers In TREVENUE Total Revenues
10,565,957 378,833 55,172 -272,094 16,657 10,744,526
11,213,850 0 32,654 181,984 130,224 11,558,713
11,929,182 0 35,000 139.448 0 12,103,630
6200 • Information Technology Fund 34900 lnterdepart Rental & Use 37109 Interest Earnings 37400 Miscellaneous Revenue 391 00 Operating Transfers In TREVENUE Total Revenues
3,858,810 24,266 891 8,533 3,892,500
3,974,328 19,034 -71,125 0 3,922,237
4,164.449 15,080 0 0 4,179,529
6300 • Risk Management Fund 37109 Interest Earnings 37199 Administrative Charges 37400 Miscellaneous Revenue TREVENUE Total Revenues
87,684 3,895,859 4,535 3,988,078
74,165 3,963,383 45,500 4,083,048
115,000 4,337,320 45,500 4.497,820
5600 ·Drainage Utility Fund 34800 Other 35000 Fines and Forfeitures TREVENUE Total Revenues
89
City of Amarillo Revenue Summary
DESCRIPTION 6400- Employee Insurance Fund 34800 Other 37109 Interest Earnings 37400 Miscellaneous Revenue TREVENUE Total Revenues 6500 - Employee Flexible Spnding Fund 34800 Other 371 og Interest Earnings 37400 Miscellaneous Revenue TREVENUE Total Revenues
Actual 2010/2011
Revised Estimate 2011/2012
Budgeted 2012/2013
16,686,906 53,761 309,401 17,050,068
17,312,401 39,860 330 17,352,592
17,512,965 75,000 395 17,588,360
812,800 13 -286 812,527
765,275 15 91 765,382
750,092 15 0 750,107 303,423,578
Bond Proceeds
8,765,000
Total Revenue
312,188,578
90
City of Amarillo Summary of Expenditures by Activity Classification ACTUAL 2010/2011
Budgeted 2011/2012
Budgeted 2012/2013
101,991 835,312 3,037,368 0
121,289 991,717 2,901,960 0
103,108 1,042,786 3,251,214 481,279
Public Services 1110 Human Resources 1241 Civic Center Promotions 1243 Civic Center Operations 1245 Civic Center Sports 1248 Box Office Operations 1249 Globe News Center 1260 Library 1720 Planning 1740 Building Safety
561,462 229,247 1,733,313 207,190 329,568 275,856 3,418,368 468,236 2,005,314
724,944 343,058 1,818,038 242,209 360,139 311,770 3,637,396 508,348 2,293,812
716,314 336,237 1,885,313 296,587 356,775 313,093 3,740,503 491,068 2,378,017
Finance 1120 Risk Management 1305 Municipal Court 1310 Teen Court 1315 Finance 1320 Accounting 1321 Payroll 1325 Purchasing 1335 Vital Statistics 1340 Benefits 1345 Central Stores 1350 General Fund Transfers
290,860 1,487,448 36,789 809,940 1,065,202 157,141 380,475 48,210 272,536 398,266 11,241,244
351,580 1,647,657 39,010 835,152 1,165,801 181,115 517,307 53,044 288,041 314,616 12,515,827
379,100 1 '173,635 39,560 860,992 1,150,423 191,003 522,040 53,431 292,769 318,270 13,862,965
Administrative and City Services 1210 Legal 1220 City Secretary 1231 Communications 1232 Emergency Management Services 1251 Custodial Services 1252 Facilities Maintenance 1270 AECC 1970 EMS Support
986,753 276,538 124,086 376,600 1,138,829 1,701,093 4,234,065 40,330
934,961 366,618 140,113 416,632 1,362,133 1,927,447 4,139,369 0
966,562 368,724 239,817 429,293 1,417,110 1,897,088 4,273,142 0
69,262
0
0
DESCRIPTION 1000 General Fund General Government 1011 Mayor and Commission 1020 City Manager 1030 Tourism & Economic Develo 1040 Judicial
Information Technology 1330 Municipal Office Services
91
City of Amarillo Summary of Expenditures by Activity Classification ACTUAL 2010/2011
Budgeted 2011/2012
Budgeted 2012/2013
1 '182,982 7,860,077 7,484,286 3,048,104 2,347,198 1,357,957
1,491,519 9,492,286 7,889,111 3,407,242 2,331,662 1,479,742
1,085,657 9,055,929 7,984,055 3,520,402 605,483 3,340,187
Police 1610 Police 1640 Civilian Personnel 1670 Tobacco Senat Bill 55
31,010,702 3,957,628 8,300
32,608,802 3,849,243 . 8,300
33,999,968 4,035,455 0
Community Services 1710 Animal Control 1750 Environmental Health 1761 Transit Fixed Route 1762 Transit Demand Response 1763 Transit Maintenance
1,384,115 763,626 2,080,110 1,038,558 387,859
1,514,791 1,030,482 2,557,598 1,209,577 416,726
1,574,993 1,019,268 2,670,143 1,358,580 431,402
Parks and Recreation 1811 Ross Rogers 1812 Comanche Trail 1820 Parks & Rec Administratio 1830 Tennis Center 1840 Swimming Pools 1850 Parks & Recreation Progra 1861 Park Maintenance 1862 Zoo Maintenance 1863 ZooSchool Education Progr 1870 Athletic Administration 1871 Softball Program 1872 Basketball Program 1873 Track Program 1874 Volleyball Program 1875 Flag Football Program 1876 Baseball 1877 Soccer
2,037,966 1,305,192 498,534 79,153 421,481 425,176 5,809,200 332,458 7,471 120,627 201,780 12,100 4,122 116,345 16 3 0
1,940,752 1,355,934 523,277 89,501 452,901 463,536 5,949,412 365,910 0 161,980 235,926 13,102 4,691 113,296 16 603 0
2,120,443 1,429,798 526,069 93,092 450,308 468,577 6,009,544 404,114 0 169,946 217,565 21,184 4,697 122,230 0 602 0
Fire 1910 Fire Operations 1920 Fire Support 1940 Fire Civilian Personnel
20,331,937 2,544,597 1,077,882
20,948,983 2,839,522 1 '194,691
21,575,623 2,975,323 1,204,413
DESCRIPTION Public Works 1410 Engineering 1420 Street Department 1431 Solid Waste Collection 1432 Solid Waste Disposal 1731 Traffic Administration 1732 Traffic Field Operation
92
City of Amarillo Summary of Expenditures by Activity Classification ACTUAL 2010/2011
Budgeted 2011/2012
Budgeted 2012/2013
309,893 15,775 54,386 145,794 444,488 0 266,529 310,068 5,000 317,949 1,869,882
340,744 40,000 56,466 150,437 606,304 180,000 318,558 426,237 75,000 294,143 2,487,889
309,307 75,000 58,373 150,437 507,705 0' 217,730 151,984 0' 0' 1,470,535
640,510 24,452 7,934,863 0 8,599,825
15,411 30,247 8,314,489 0 8,360,147
16,391 30,247 8,326,982 365,330 8,738,949
2030 Home Investment Partnership Public Services 20310 Home Administration 20320 Home Projects 2030 Home Investment Partnersh
126,579 216,901 343,480
88,806 799,169 887,975
57,998 522,000 579,998
2040 Shelter Plus Care Fund Public Services 20400 SHELTER PLUS CARE 2040 Shelter Plus Care Fund
222,362 222,362
346,452 346,452
353,378 353,378
2050 Supportive Housing Fund Public Services 20500 SUPPORTIVE HOUSING 2050 Supportive Housing Fund
203,733 203,733
206,864 206,864
206,864 206,864
2060 Affordable Housing Fund Public Services 20600 AFFORDABLE HOUSING 2060 Affordable Housing Fund
137,312 137,312
100,000 100,000
22,932 22,932
2070 TX Emergency Shelter Grants Public Services 20700 TX Emergency Shelter Gra 2070 TX Emergency Shelter Gran
126,442 126,442
0 0
0 0
DESCRIPTION 2010 CDBG Fund Public Services 20110 Program Management 20115 Code Enforcement 20116 Code Inspector 20125 Rehab Support 20130 Housing Rehab 20135 Park Improvements 20140 Public Services 20155 Neighborhood Facilities 20165 Micro Loan Program 20170 HPRP 2010 CDBG Fund 2020 Housing Public Services 20210 Housing Assistance 20220 Mod Rehab 20230 Housing Vouchers 20250 5 YEAR MAINSTREAM VOUCHE 2020 Housing
93
City of Amarillo Summary of Expenditures by Activity Classification ACTUAL 2010/2011
Budgeted 2011/2012
Budgeted 2012/2013
102,279 102,279
96,278 96,278
114,658 114,658
2080 Court Technology Fund Finance 20800 Court Technology 2080 Court Technology Fund
139,722 139,722
81,240 81,240
133,230 133,230
2090 Court Security Fund Finance 2091 0 Court Security Fund 2090 Court Security Fund
154,549 154,549
125,133 125,133
125,857 125,857
2100 Texas State Library Funds Public Services 21113 Interlibrary Loan 21115 Library System Admin 21118 Continuing Education 21119 Consulting 21122 Networked Resources 21128 Tech Asst Negotiated Gra 21130 Lone Star Library Grant 2100 Texas State Library Funds
131,905 81 '136 7,352 4,919 198,256 66,372 34,054 523,993
0 77,370 0' 0 146,971 80,000 0' 304,342
0 0 0 0 0 0 0 0
2210 Safe and Sober TXDOT Program Police 22150 Safe and Sober TXDOT Pr 22160 Click It or Tickit 221 0 Safe and Sober TXDOT Prog
19,031 10,623 29,654
172,358 10,700 183,058
172,358 10,700 183,058
2300 Summer Lunch Program Public Services 23100 Summer Lunch Program 2300 Summer Lunch Program
227,757 227,757
190,000 190,000
235,194 235,194
2400 Hazardous Material Transportation Administrative and City Services 24130 Metropolitan Medical Res 2400 Hazardous Material Transp
102,245 102,245
0 0
0 0
2420 Urban Transportation Planning Public Services 24200 Urban Transportation Pia 2420 Urban Transportation Plan
310,786 310,786
327,743 327,743
378,612 378,612
DESCRIPTION 2075HMIS Public Services 20755 HMIS 2008-2010 2075 HMIS
94
City of Amarillo Summary of Expenditures by Activity Classification ACTUAL 2010/2011
Budgeted 2011/2012
Budgeted 2012/2013
804,455 10,840 815,295
859,817 0 859,817
600,000 0 600,000
2430 Emergency Mgt Service & Equip Administrative and City Services 24333 MMRS HSGP GDEM 24380 State Homeland Sec Prog 24390 SHSP LEAP 2430 Emergency Mgt Service & E
287,771 190,248 522,046 1,000,065
375,821 532,703 70,000 978,524
222,469 0 176,176 398,645
2500 Public Health Fund Community Services 25011 Public Health Administr 25012 Refugee Health 25013 TDH Immunizations 25014 HIV Prevention 25015 Core Public Health 25020 Bioterrorism Grant 25021 EM R Project 25022 HIV Surveillance 25045 Local Tuberculosis 2500 Public Health Fund
894,357 350,375 227,399 156,127 98,332 288,139 76,389 47,758 88,192 2,227,067
863,478 387,314 286,049 218,000 114,716 272,141 0 53,636 91,000 2,286,334
908,603 475,658 290,624 217,400 145,301 302,045 0 53,681 107,065 2,500,378
2530 WIC Grant Fund Community Services 25311 WIC Administration 25312 WIC Nutrition Education 25313 WIC Breastfeeding 25314 WIC Client Services 25315 WIC Farmers Market 25317 WIC Lactation Consultant 25318 WIC Peer Counselor 25319 WIC Vendor Operations 25320 WIC Contractors 25321 WIC Obesity Prevention 25322 WIC R D Grant 2530 WIC Grant Fund
161,877 469,238 49,892 561,059 4,157 8,581 82,682 0 6,096 28,498 5,479 1,377,560
310,795 808,628 93,719 918,503 18,229 8,140 65,441 0' 100,000 27,370 17,500 2,368,324
323,664 837,300 98,093 962,101 19,823 17,264 111,623 0 100,000 28,846 39,559 2,538,273
DESCRIPTION 2425 Photographic Traffic Enforcement Public Works 24250 Photographic Traffic Enf 24260 Let It Ring Educ Prog 2425 Photographic Traffic Enfo
95
City of Amarillo Summary of Expenditures by Activity Classification ACTUAL 2010/2011
Budgeted 2011/2012
Budgeted 2012/2013
15,735 0 137,546 0 74,514 0 1,127 4,590 233,511
120,000 40,000 0 0 0 0 0 0 160,000
0 0 0 2.470 46,900 500 26,420 52,190 128.481
2620 APD Seized Property Fund Police 2621 0 Narcotics Unit 2620 APD Seized Property Fund
145,960 145,960
147,966 147,966
120,925 120,925
2660 Leose Training Program Fund Police 26610 Lease Training-Police 26620 Lease Training- Fire Civ 26630 Lease Training- Airport 2660 Lease Training Program Fu
17,823 2,411 1 '157 21,391
23,000 840 1,500 25,340
23,000 0 1,500 24,500
2670 AlP Pantex Project Fund Administrative and City Services 26710 AlP Pantex Project Fund 2670 AlP Pantex Project Fund
118,863 118,863
106,300 106,300
109,060 109,060
2700 Greenways at Hillside Fund Finance 27100 Greenways at Hillside 2700 Greenways at Hillside Fund
357,081 357,081
393.453 393.453
414,654 414,654
2720 Brennan Boulevard Fund Finance 27200 Brennan Improvement District 2720 Brennan Boulevard Fund
12,612 12,612
16,156 16,156
16,300 16,300
2730 Colonies Finance 27300 Colonies 2730 Colonies
366,345 366,345
354,133 354,133
380,118 380,118
27 40 Tutbury Public lmprv Dist Finance 27400 Tutbury Public lmprv Dist 2740 Tutbury Public lmprv Dist
13,861 13,861
28,618 28,618
16,236 16,236
DESCRIPTION 2610 Justice Assistance Grant Fund Police 26110 JAG Traffic Enforcement 26120 JAG Directed Patrol 26130 FY10 JAG Program 26140 JAG 2010 Directed Patrol 26150 FY11 JAG Program 26170 FY09 JAG Program 26180 JAG FY09 Recovery Dir Pa 26190 FY09 Recovery Act JAG 2610 Justice Assistance Grant
96
City of Amarillo Summary of Expenditures by Activity Classification ACTUAL 2010/2011
Budgeted 2011/2012
Budgeted 2012/2013
40,092 40,092
42,491 42,491
50,286 50,286
5,576 5,576
6,437 6,437
6,232 6,232
0 0
0 0
3,760 3,760
3000 Debt Service Funds Finance 3100 Compensated Absences Fund 3200 General Obligation Debt 3000 Debt Service Funds
1,591,569 3, 144,138 4,735,708
1,690,700 3,460,550 5,151,250
1,700,700 3,453,449 5, 154,149
5200 Water and Sewer System Finance 52100 Utilities Office 52120 Water & Sewer General 52121 Sewer General 52122 Water General
2,023,813 1,188,699 3,960,614 7,156,321
2,082,012 1,112,140 2,306,809 8,896,053
2,163,888 1,523,359 2,479,216 9,277,509
Utilities 5211 0 Director of Utilities 52123 Water & Sewer- Transfer 52200 Water Production 52210 Water Transmission 52220 Surface Water Treatment 52230 Water Distribution 52240 Waste Water Collection 52260 River Road Water Reclama 52270 Hollywood Road Waste Wat 52281 Laboratory Admin 5200 Water and Sewer System Fu
1,565,001 311 5,665,838 3,016,507 8,827,897 5,044,781 3,353,530 2,693,790 3,695,276 1 ,447,142 49,639,521
1,647,815 11,297,000 6,403,561 3,904,673 9,980,179 5,410,251 3,745,337 3,211,713 4,087,390 1,560,542 65,645,475
1,675,911 13,144,000 6,595,217 4,734,163 9,238,541 5,724,290 3,934,459 3,096,287 4,030,857 1,559,286 69,176,981
5400 Airport Fund Administrative and City Services 54110 Department of Aviation 54120 Airport Transfers 54160 Flood Recovery 2010 5420 Airport PFC fund 5400 Airport Fund
8,497,454 0 3,158,438 2,514,425 14,170,317
10,293,968 5,550,000 0 1,874,626 17,718,594
11,564,847 5,720,000 0 0 17,284,847
DESCRIPTION 2750 Point West PID Finance 27510 Point West PID 2750 Point West PID 2760 Quail Creek Public lmprov Dis! Finance 2761 0 Quail Creek PID 2760 Quail Creek Public lmprov 2770 Vineyards PID Finance 2771 0 Vineyards PID 2770 Vineyards PID
97
City of Amarillo Summary of Expenditures by Activity Classification ACTUAL 2010/2011
Budgeted 2011/2012
Budgeted 2012/2013
0 0 0
0 0 0
1,805,576 6,095,000 7,900,576
6100 Municipal Garage Fund Public Works 61110 Municipal Garage Operati 61120 Equipment Replacement 6100 Municipal Garage Fund
8,614,035 9,629,788 18,243,823
8,478,387 9,596,945 18,075,332
9,217,275 10,862,813 20,080,088
6200 Information Technology Fund Information Technology 62110 IT Administration 62120 IT Operations 62130 IT Systems 62140 IT Infrastructure & Supp 62150 IT Capital 62160 IT Public Safety 62170 IT GIS 62180 IT Print Services 6200 Information Technology Fu
651,829 474,774 548,233 1,951,624 0 455,598 52,971 0 4,135,028
779,030 588,404 754,170 1,798,099 1,442,805 408,578 62,676 85,099 5,918,862
792,629 540,808 725,184 1,851,520 554,249 417,396 61,166 87,606 5,030,558
6300 Risk Management Fund Finance 63110 Self Insurance General 63115 Unemployment Claims 63120 Fire & Extended Coverage 63125 Workers Compensation 63160 General Liability 63170 Police Professional 63185 Automobile Liability 63190 Auto Physical Damage 63195 City Property 6300 Risk Management Fund
462,732 49,336 489,071 3,580,661 422,936 0 351,802 206,377 24,857 5,587,772
478,268 97,660 376,568 2,154,934 395,000 0 415,000 310,394 45,000 4,272,824
471,407 82,500 459,452 2,136,799 577,100 188,496 388,400 337,569 24,857 4,666,580
6400 Employee Insurance Fund Finance 641 00 Health Plan 64200 Dental Plan 64300 City Care Clinic 6400 Employee Insurance Fund
27,116,398 767,340 639,852 28,523,590
15,554,158 749,325 668,243 16,971,726
15,692,220 900,000 684,851 17,277,071
DESCRIPTION 5600 Drainage Utility Fund Public Works 561 00 Drainage Utility 56200 Drainage Utility Transfers 5600 Drainage Utility Fund
98
City of Amarillo Summary of Expenditures by Activity Classification
DESCRIPTION 6500 Employee Flexible Spnding Fun Finance 65100 Employee Flex Plan 6500 Employee Flexible Spnding
ACTUAL 2010/2011
Budgeted 2011/2012
Budgeted 2012/2013
824,989 824,989
872,830 872,830
744,162 744,162 319,469,390 9,208,179
Capital Improvement Programs Total Expenditures
328,677,569
Depreciation Water and Sewer Debt Service Airport Debt Service Drainage Utility Debt Service Municipal Garage Debt Service lnterfund Transfers Net Expenditures
(22,459,516) 15,357,546 1,330,000 320,000 535,000 (52,490,400) 271 ,270,199
99
City of Amarillo Summary of Expenditures by Object Classification
DESCRIPTION 1000 - General Fund 41 000 Personal Services 51 000 Supplies 60000 Contractual Services 70000 Other Charges 78500 Program Expenses 80000 Capital Outlay SUB_TOTAL Sub Total 90000 Inter Reimbursements 92000 Operating Transfers TEXPENSES Total Expenses
ACTUAL 2010/2011
Budgeted 2011/2012
Budgeted 2012/2013
91,704,117 10,700,330 22,650,810 5,003,993 4,594 490,678 130,554,523 -1,680,927 8,702,841 137,576,437
98,774,948 11,623,169 24,158,147 5,523,391 0 141,720 140,221,375 -1,458,834 8,629,680 147,392,221
101,941,947 12,239,347 25,544,189 5,988,958 0 120,648 145,835,090 -1,853,865 8,322,041 152,303,266
2010 • CDBG Fund 41 000 Personal Services 51000 Supplies 60000 Contractual Services 70000 Other Charges SUB_TOTAL Sub Total 90000 Inter Reimbursements 92000 Operating Transfers TEXPENSES Total Expenses
315,366 22,775 1,379,153 130,576 1,847,871 -4,504 26,515 1,869,882
383,645 20,790 1,945,179 139,276 2,488,889 -1,000 0 2,487,889
394,490 20,790 940,411 115,843 1,471,535 -1,000 0 1,470,535
2020- Housing 41 000 Personal Services 51000 Supplies 60000 Contractual Services 70000 Other Charges SUB_TOTAL Sub Total 90000 Inter Reimbursements 92000 Operating Transfers TEXPENSES Total Expenses
390,806 18,381 7,980,077 215,945 8,605,209 -5,384 0 8,599,825
377,434 146,430 7,687,Q42 149,240 8,360,147 -565,207 565,207 8,360,147
355,717 219,511 7,989,550 174,172 8,738,949 -557,438 557,438 8,738,949
2030 • Home Investment Partnership 41 000 Personal Services 51000 Supplies 60000 Contractual Services 70000 Other Charges SUB_TOTAL Sub Total TEXPENSES Total Expenses
92,087 78 216,901 34,414 343,480 343,480
66,258 0 799,169 22,548 887,975 887,975
37,699 0 522,000 20,299 579,998 579,998
2040- Shelter Plus Care Fund 60000 Contractual Services 70000 Other Charges SUB_TOTAL Sub Total 90000 Inter Reimbursements 92000 Operating Transfers TEXPENSES Total Expenses
218,632 3,791 222,423 -61 0 222,362
342,732 1,200 343,932 0 2,520 346,452
348,678 1,200 349,878 0 3,500 353,378
100
City of Amarillo Summary of Expenditures by Object Classification ACTUAL 2010/2011
Budgeted 2011/2012
Budgeted 2012/2013
202,344 1,827 204,171 -438 0 203,733
204,088 600 204,688 0 2,176 206,864
204,088 600 204,688 0 2,176 206,864
2060 • Affordable Housing Fund 60000 Contractual Services 70000 Other Charges SUB_TOTAL Sub Total 92000 Operating Transfers TEXPENSES Total Expenses
137,312 0 137,312 0 137,312
100,000 0 100,000 0 100,000
0 '0' '0' 22,932 22,932
2070 - TX Emergency Shelter Grants 60000 Contractual Services SUB_TOTAL Sub Total 92000 Operating Transfers TEXPENSES Total Expenses
121,938 121,938 4,504 126,442
0 0 0 0
0 0 0 0
2075 · HMIS 41 000 Personal Services 51000 Supplies 60000 Contractual Services 70000 Other Charges 80000 Capital Outlay SUB_TOTAL Sub Total TEXPENSES Total Expenses
40,394 11,134 13,321 37,430 0 102,279 102,279
49,332 1,000 25,500 17,946 2,500 96,278 96,278
52,698 0 42,390 19,570 0 114,658 114,658
2080 ·Court Technology Fund 51000 Supplies 60000 Contractual Services 80000 Capital Outlay SUB_TOTAL Sub Total 92000 Operating Transfers TEXPENSES Total Expenses
7,769 57,183 0 64,952 74,770 139,722
2,400 78,840 0 81,240 0 81,240
5,290 82,440 45,500 133,230 0 133,230
2090 ·Court Security Fund 41 000 Personal Services 51000 Supplies 60000 Contractual Services 70000 Other Charges 80000 Capital Outlay SUB_TOTAL Sub Total TEXPENSES Total Expenses
118,559 9,155 606 564 25,666 154,549 154,549
115,579 7,200 0 2,354 0 125,133 125,133
120,423 3,100 0 2,334 0 125,857 125,857
DESCRIPTION 2050 • Supportive Housing Fund 60000 Contractual Services 70000 Other Charges SUB_TOTAL Sub Total 90000 Inter Reimbursements 92000 Operating Transfers TEXPENSES Total Expenses
101
City of Amarillo Summary of Expenditures by Object Classification ACTUAL 2010/2011
Budgeted 2011/2012
Budgeted 2012/2013
176,332 39,318 248,282 60,060 523,993 523,993
84,596 38,084 157,179 24,482 304,342 304,342
0 0 0 0 0 0
2210 - Safe and Sober TXDOT Program 41 000 Personal Services SUB_TOTAL Sub Total TEXPENSES Total Expenses
29,654 29,654 29,654
183,058 183,058 183,058
183,058 183,058 183,058
2300 - Summer Lunch Program 51 000 Supplies 70000 Other Charges SUB_TOTAL Sub Total 92000 Operating Transfers TEXPENSES Total Expenses
202,160 434 202,594 25,163 227,757
155,066 434 155,500 34,500 190,000
192,000 494 192,494 42,700 235,194
2400 - Hazardous Material Transp Fun 41 000 Personal Services 51000 Supplies 60000 Contractual Services 70000 Other Charges SUB_TOTAL Sub Total TEXPENSES Total Expenses
101,464 70 460 251 102,245 102,245
0 0 0 0 0 0
0 0 0 0 0 0
2420- Urban Transportation Planning 41 000 Personal Services 51000 Supplies 60000 Contractual Services 70000 Other Charges SUB_TOTAL Sub Total TEXPENSES Total Expenses
242,425 976 1,086 66,299 310,786 310,786
241,589 4,850 3,900 77,404 327,743 327,743
260,388 5,000 3,600 109,624 378,612 378,612
2425 - Photographic Traffic Enforcement 41 000 Personal Services 51000 Supplies 60000 Contractual Services 70000 Other Charges SUB_TOTAL Sub Total 92000 Operating Transfers TEXPENSES Total Expenses
37,066 0 370,418 201,349 608,833 206,462 815,295
45,542 1 '100 358,900 224,576 630,117 229,700 859,817
45,522 1,100 358,900 106,231 511,753 88,247 600,000
DESCRIPTION 2100- Texas State Library Funds 41 000 Personal Services 51 000 Supplies 60000 Contractual Services 70000 Other Charges SUB_TOTAL Sub Total TEXPENSES Total Expenses
102
City of Amarillo Summary of Expenditures by Object Classification ACTUAL 2010/2011
Budgeted 2011/2012
Budgeted 2012/2013
160,963 141,377 5,199 31,939 660,587 1,000,065 1,000,065
197,836 445,359 805 62,967 271,557 978,524 978,524
148,330 3,000 900 53,654 192,761 398,645 398,645
2500- Public Health Fund 41000 Personal Services 51000 Supplies 60000 Contractual Services 70000 Other Charges 80000 Capital Outlay SUB_TOTAL Sub Total TEXPENSES Total Expenses
1,501,897 173,757 299,069 226,124 26,220 2,227,067 2,227,067
1,641,271 125,294 208,746 311,022 0 2,286,334 2,286,334
1,787,502 193,596 234,000 285,280 0 2,500,378 2,500,378
2530- WIC Grant Fund 41 000 Personal Services 51 000 Supplies 60000 Contractual Services 70000 Other Charges 80000 Capital Outlay SUB_TOTAL Sub Total TEXPENSES Total Expenses
905,163 97,444 85,079 218,845 71,029 1,377,560 1,377,560
1,837,566 208,018 119,679 203,060 0 2,368,324 2,368,324
1,968,355 214,632 163,172 192,114 0 2,538,273 2,538,273
2610- Justice Assistance Grant Fund 41 000 Personal Services 51000 Supplies 70000 Other Charges 80000 Capital Outlay SUB_TOTAL Sub Total TEXPENSES Total Expenses
1,127 40,155 166,150 26,080 233,511 233,511
40,000 0 80,000 40,000 160,000 160,000
28,891 47,695 0 51,895 128,481 128,481
2620- APD Seized Property Fund 51000 Supplies 60000 Contractual Services 70000 Other Charges 80000 Capital Outlay SUB_TOTAL Sub Total TEXPENSES Total Expenses
35,396 1,229 66,942 42,392 145,960 145,960
34,967 10,000 78,000 24,999 147,966 147,966
32,425 10,000 78,500 0 120,925 120,925
2660- Leose Training Program Fund 51000 Supplies 60000 Contractual Services 70000 Other Charges SUB_TOTAL Sub Total TEXPENSES Total Expenses
0 4,352 17,038 21,391 21,391
2,000 1,500 21,840 25,340 25,340
2,000 1,500 21,000 24,500 24,500
DESCRIPTION 2430- Emergency Mgt Service & Equip 41 000 Personal Services 51000 Supplies 60000 Contractual Services 70000 Other Charges 80000 Capital Outlay SUB_TOTAL Sub Total TEXPENSES Total Expenses
103
City of Amarillo Summary of Expenditures by Object Classification ACTUAL 2010/2011
Budgeted 2011/2012
Budgeted 2012/2013
2670- AlP Pantex Project Fund 41000 Personal Services 51000 Supplies 60000 Contractual Services 70000 Other Charges SUB_TOTAL Sub Total TEXPENSES Total Expenses
87,014 8,495 16,437 6,918 118,863 118,863
92,342 2,958 3,500 7,500 106,300 106,300
86,927 3,200 15,933 3,000 109,060 109,060
2700 - Greenways at Hillside Fund 41 000 Personal Services 51000 Supplies 60000 Contractual Services 70000 Other Charges SUB_TOTAL Sub Total 92000 Operating Transfers TEXPENSES Total Expenses
25,053 108,216 68,903 16,493 218,665 138,416 357,081
12,188 107,376 95,638 29,069 244,271 149,182 393,453
11 '137 115,063 101,722 36,626 264,548 150,106 414,654
2720- Brennan Boulevard Fund 41 000 Personal Services 51 000 Supplies 60000 Contractual Services 70000 Other Charges SUB_TOTAL Sub Total TEXPENSES Total Expenses
452 2,841 8,105 1,215 12,612 12,612
700 3,338 10,004 2,114 16,156 16,156
678 3,505 10,005 2,112 16,300 16,300
2730- Colonies 41 000 Personal Services 51000 Supplies 60000 Contractual Services 70000 Other Charges SUB_TOTAL Sub Total 92000 Operating Transfers TEXPENSES Total Expenses
16,251 97,653 79,124 16,169 209,197 157,148 366,345
12,003 78,688 72,732 32,807 196,230 157,903 354,133
11,907 92,066 80,479 35,108 219,560 160,558 380,118
2740- Tutbury Public lmprv Dist 51 000 Supplies 60000 Contractual Services 70000 Other Charges 80000 Capital Outlay SUB_TOTAL Sub Total TEXPENSES Total Expenses
2,767 9,782 1,312 0 13,861 13,861
2,147 9,362 2,109 15,000 28,618 28,618
2,552 11,362 2,322 0 16,236 16,236
2750- Point West PID 51000 Supplies 60000 Contractual Services 70000 Other Charges SUB_TOTAL Sub Total TEXPENSES Total Expenses
15,457 21,056 3,580 40,092 40,Q92
16,960 18,080 7,451 42,491 42,491
25,471 18,100 6,715 50,286 50,286
DESCRIPTION
104
City of Amarillo Summary of Expenditures by Object Classification ACTUAL 2010/2011
Budgeted 2011/2012
Budgeted 2012/2013
2,397 2,941 238 5,576 5,576
3,319 2,880 238 6,437 6,437
2,418 2,880 934 6,232 6,232
0 0 0 0
0 0 0 0
2,250 1,510 3,760 3,760
3100- Compensated Absences Fund 41 000 Personal Services SUB_TOTAL Sub Total TEXPENSES Total Expenses
1,591,569 1,591,569 1,591,569
1,690,700 1,690,700 1,690,700
1,700,700 1,700,700 1,700,700
3200 - General Obligation Debt 89000 Debt Service SUB_TOTAL Sub Total TEXPENSES Total Expenses
3,144,138 3,144,138 3,144,138
3,460,550 3,460,550 3,460,550
3,453,449 3,453,449 3,453,449
4000 - Capital Project Funds 80000 Capital Outlay SUB_TOTAL Sub Total 92000 Operating Transfers 93000 Fixed Asset Transfers TEXPENSES Total Expenses
111,780 111,780 470,630 14,717,651 15,300,062
12,694,090 12,694,090 1,522,988 0 14,217,078
8,866,766 8,866,766 341,413 0 9,208,179
5200 - Water and Sewer System Fund 41 000 Personal Services 51 ooo Supplies 60000 Contractual Services 70000 Other Charges 80000 Capital Outlay 89000 Debt Service SUB_TOTAL Sub Total 90000 Inter Reimbursements 92000 Operating Transfers TEXPENSES Total Expenses
11,204,779 6,236,851 4,271,612 23,481,928 364,016 4,588,392 50,147,579 -509,369 1,311 49,639,521
12,378,370 5,849,550 4,776,973 26,545,547 11,856,980 4,641,290 66,048,709 -403,234 0 65,645,475
12,728,827 6,547,175 4,847,127 27,329,385 13,672,844 4,504,857 69,630,216 -453,234 0 69,176,981
DESCRIPTION 2760- Quail Creek Public lmprov Dist 51000 Supplies 60000 Contractual Services 70000 Other Charges SUB_TOTAL Sub Total TEXPENSES Total Expenses 2770 - Vineyards PID 51 000 Supplies 60000 Contractual Services SUB_TOTAL Sub Total TEXPENSES Total Expenses
105
City of Amarillo Summary of Expenditures by Object Classification
DESCRIPTION 5400 • Airport Fund 41 000 Personal Services 51000 Supplies 60000 Contractual Services 70000 Other Charges 80000 Capital Outlay 89000 Debt Service SUB_TOTAL Sub Total 92000 Operating Transfers TEXPENSES Total Expenses
ACTUAL 2010/2011
Budgeted 2011/2012
Budgeted 2012/2013
2,178,686 707,560 364,266 5,227,387 3,175,993 2,000 11,655,892 2,514,425 14,170,317
2,655,475 770,586 575,664 5,542,617 5,705,000 594,625 15,843,968 1,874,626 17,718,594
2,678,672 848,052 561,292 6,782,156 5,870,000 544,675 17,284,847 0 17,284,847
5600 • Drainage Utility Fund 41 000 Personal Services 51 000 Supplies 60000 Contractual Services 70000 Other Charges 80000 Capital Outlay 89000 Debt Service SUB_TOTAL Sub Total TEXPENSES Total Expenses
0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0
693,537 149,200 725,869 123,150 6,095,000 113,820 7,900,576 7,900,576
6100 ·Municipal Garage Fund 41 000 Personal Services 51 000 Supplies 60000 Contractual Services 70000 Other Charges 80000 Capital Outlay 89000 Debt Service SUB_TOTAL Sub Total 90000 Inter Reimbursements TEXPENSES Total Expenses
2,240,577 6,638,445 76,945 5,354,940 5,367,324 0 19,678,232 -1,434,409 18,243,823
2,592,795 6,175,775 91,737 5,309,525 5,385,500 0 19,555,332 -1,480,000 18,075,332
2,577,234 6,964,333 97,967 5,460,283 6,428,000 32,271 21,560,088 -1,480,000 20,080,088
6200 • Information Technology Fund 41 000 Personal Services 51000 Supplies 60000 Contractual Services 70000 Other Charges 80000 Capital Outlay SUB_TOTAL Sub Total TEXPENSES Total Expenses
2,098,426 303,387 693,980 931,562 107,672 4,135,028 4,135,028
2,500,847 129,070 886,368 804,771 1,597,805 5,918,862 5,918,862
2,489,461 138,720 884,292 812,335 705,749 5,030,558 5,030,558
6300 - Risk Management Fund 51000 Supplies 60000 Contractual Services 70000 Other Charges SUB_TOTAL Sub Total TEXPENSES Total Expenses
389,510 131,976 5,066,286 5,587,772 5,587,772
398,044 151,650 3,723,130 4,272,824 4,272,824
433,256 275,100 3,958,224 4,666,580 4,666,580
106
City of Amarillo Summary of Expenditures by Object Classification
DESCRIPTION 6400 • Employee Insurance Fund 41 000 Personal Services 51000 Supplies 60000 Contractual Services 70000 Other Charges SUB_TOTAL Sub Total TEXPENSES Total Expenses 6500 • Employee Flexible Spending Fund 70000 Other Charges SUB_TOTAL Sub Total TEXPENSES Total Expenses
ACTUAL 2010/2011
Budgeted 2011/2012
Budgeted 2012/2013
454,612 77,054 63,558 27,928,365 28,523,590 28,523,590
505,271 78,700 86,790 16,300,965 16,971,726 16,971,726
508,047 102,506 69,940 16,596,578 17,277,071 17,277,071
824,989 824,989 824,989
872,830 872,830 872,830
744,162 744,162 744,162
Total Expenditures
328,677,569
Reconciliation to Summary of Resources and Expenditures
328,677,569
Depreciation Water and Sewer Debt Service Airport Principal Debt Service Drainage Utility Principal Debt Service Municipal Garage Principal Debt Service lnterfund Transfers Net Expenditures
(22,459,516) 15,357,546 1,330,000 320,000 535,000 (52,490,400) 271 ,270,199
107
CITY OF AMARILLO RELATIONSHIP BETWEEN CITY ORGANIZATION AND BUDGET AND FUND STRUCTURE As presented on the presiding page, the City of Amarillo is organized into ten functional areas we call divisions. Each division is further divided into activities we call departments. The City is organized with similar or related functions in each division while the budget and account structure are developed along the lines of funding sources. The Budget Summary by Division report, included in the summary section of the budget, recaps the budget across funds for a budget presentation by organizational unit. All divisions report ultimately to the City Manager who is responsible to the Mayor and Commission, with the Mayor and Commission being elected by the citizens of Amarillo. The Finance Division is organized into nine departments and reports to the Finance Director and the Assistant City Manager of Financial Services. Most of the activities in the Finance Division are budgeted and accounted for in the City's General Fund. However, the Utilities Office is part of the Water and Sewer Fund, an enterprise fund. The Vital Statistics Department is under the Utility Billing Department and does not have a separate department head. Teen Court is a sub-unit of the Municipal Court and has a separate budget for billing purposes. The Public Improvement District (PID) Funds are budgeted for in the Special Revenue Section of the Budget and include the Greenways PID, the Brennan PID, the Colonies PID, the Tutbury PID, the Point West PID, the Quail Creek PID, and the Vineyards PI D. These funds are used to finance and maintain improvements in each of these subdivisions. The Finance, Planning, and Parks Departments work together to administer the Public Improvement Districts. The Public Works Division is organized into six activities. The Municipal Garage function in Public Works is accounted for and budgeted in an internal service fund. The Drainage Utility Fund is budgeted in an enterprise fund. The other departments of Public Works are budgeted in the General Fund. Solid Waste Collection and Disposal are budgeted in two departments, but have the same Department Head. Traffic Engineering includes both Traffic Administration and Traffic Field Departments. The Utilities Division is budgeted entirely in the Water and Sewer Fund. The Utility Billing portion is organizationally in the Finance Division. The Parks and Recreation Division is budgeted entirely in the General Fund. In the past, our Recreation Program and Athletics Programs were combined into the Recreation budget. The planning and administration of our Athletic Program have been separated into the Athletic Administration Budget. For cost accounting purposes, we have individual budgets for swimming pools, tennis center, and the rifle ranges as part of the overall Recreation Program. Similarly, we have separate budgets in our Athletic Program for softball, volleyball, basketball, and flag football. Parks maintenance and zoo maintenance are part of the overall Parks Maintenance Operation. Each golf course is managed by a separate golf pro under the direction of the Director of Parks and Recreation. The Fire Department, along with Fire Civilian Personnel, is budgeted in the City's General Fund. Also, the Police Department with its administrative unit, Civilian Personnel, is budgeted in the General Fund. In previous years, both Fire and Police Civilian Personnel were budgeted in one department. Civilian Personnel has been separated and Fire Civilian Personnel has been combined with the Fire Prevention function to form a new Fire Civilian Personnel Department. Both the Fire and Police Departments are responsible for grants that are budgeted in special revenue funds in the Special Revenue portion of our Budget. Organizationally, both the Police and Fire Departments have a well-defined reporting structure and clearly delineated areas of responsibility. The organization structure for both departments is shown with their budget. However, both departments' budgets are shown in total. Our Public Service Division crosses several funds and is found in the General Fund and in the Special Revenue Section. Human Resources, Civic Center, Library, Building Safety, and Planning are all General Fund functions. Most of the City's grant receipts are managed in our Community Development Department. The Community Development Program and the Housing Assistance Program have several functional areas and are under the Direction of the Assistant City Manager of Public Services. The Community Services Division includes Transit, Environmental Health, and Animal Control within the General Fund. Our Public Health Fund and Women, Infants, and Children Nutrition Program also have several functional activities. The Transit Department budgets at its functional activity level and has a budget for Demand Response and Fixed Route Service.
108
CITY OF AMARILLO RELATIONSHIP BETWEEN CITY ORGANIZATION AND BUDGET AND FUND STRUCTURE
The Administrative and City Services Division reports directly to the Deputy City Manager. Most of the departments in Public and Staff Services are in the General Fund. However, the City's Airport is budgeted as an enterprise fund. The Clinic is budgeted as part of the City's Employee Insurance Fund, an internal service fund. The Information Services Division is included as an internal service fund. Also included in this division is the Municipal Office Systems, which is budgeted in the General Fund.
109
CITY OF AMARILLO RATIO OF TAX COLLECTIONS TO CURRENT YEAR'S LEVY ALL FUNDS CURRENT ROLL COLLECTIONS
LEVY
FISCAL
£>RIOR ROLL COLLECTIONS
FROZEN
WITH FROZEN
TAXES
TAXES
% LEVY
l!MOUNT
% LEVY
TOTAL TAX COLLECTIONS
AMOUNT
% LEVY
!\MOUNT
98.4%
427,713
2.1%
20,915,882
100.4%
98.6%
324,694
1.5%
21,772,445
100.1%
22,101,623
98.1%
262,638
1,2%
22,364,261
99.3%
100.0%
23,260,930
98.1%
388,949
1,6%
23,649,879
99.7%
100.0%
25,533,797
98.5%
362,495
1. 4%
25,896,292
*99.9%
29,389,553
100.0%
28,937,279
98.5%
326,883
1.1%
29,264,162
99.6%
30,255,996
100.0%
29,886,200
98.8%
368,736
1.2%
30,254,936
100.0%
4,272,559
30,501,001
100.0%
30,291,598
98.9%
360,943
1.1%
30,652,541
100.0%
27,548,588
4,445,410
31,993,998
100.0%
31,516,062
98.1%
338,222
1.1%
31,854,284
99.2%
28,006,428
4,607,880
32,61.4,308
100.0%
31,798,950
97.5%
350,596
1,1%
32,149,546
98. 6%
YEAR
LEVY
2003/2004
20,826,748
20,826,748
100.0%
20,488,169
2004/2005
21,750,688
21,750,688
100.0%
21,447,751
2005/2006
22,519,910
22,519,910
100.0%
2006/2007
23,716,402
23,716,402
2007/2008
25,933,603
25,933,603
2008/2009
25,353,095
4, 036,458
2009/2010
26,078,116
4,177,880
2010/2011
26,228,442
2011/2012(Est) 2012/2013(Est)
**
% LEVY
ANALYSIS OF PROPERTY VALUATIONS AND TAX RATE ASSESSED VALUE REAL ESTATE YEAR
l!MOUNT
•
2003/2004
7,226,216,296
87.1%
BUSINESS £>ERSONAL !\MOUNT
1, 069,853,131
TOTAL
•
l!MOUNT
•
GENERAL
I&R
TOTAL
12.9%
8,296,069,427
100.0%
0.28686
0.00751
0.29437
2004/2005
7, 538,307,247
85.7%
1,262,875,966
14.3%
8, 801,183,213
100.0%
0.28199
0.00707
0.28906
2005/2006
7, 938,381,440
86.5%
1, 240,508,943
13.5%
9, 178,890,383
100.0%
0.28035
0.00677
0. 28712
2006/2007
8,518,092,297
86.9%
1, 284,058,473
13.1%
9, 802,150,770
100.0%
0.27736
0.00635
0.28371
2007/2008
9, 437,359,663
87.6%
1, 336,466,293
12.4%
10,773,825,956
100.0%
0.27787
0.00584
0.28371
2008/2009
9,848,073,262
87.6%
1, 399,857,654
12.4%
11,247,930,916
100.0%
0.28143
0,02866
*0.31009
2009/2010
10,147,687,093
87.8%
1, 413,365,790
12.2%
11,561,052,883
100.0%
0.28239
0.02770
0.31009
2010/2011
10,299,410,694
87.8%
1, 351,284,199
12.2%
11,650,694,893
100.0%
0.28279
0.02730
0.31009
2011/2012
10,737,236,627
88.6%
1, 379,495,572
11. 4%
12,116,732,199
100.0%
0.29230
0.02779
0.32009
2012/20.13
10,941, 419,006
88.5%
1, 417,493,921
.11. 5%
12,358, 912,927
100.0%
0.29276
0.02733
0.32009
CITY TAXES AND PROPERTY VALUATIONS From 1990 to 1993, the City's tax: base has eroded; however, during this period, other revenue sources --especially the sales tax revenue -- mitigated this decrease in property values. have increased annually.
From 1994 to 2008, the City's assessed values
As the chart above reflects,
we have seen increasing assessed values for the last nine
years from $8.3 million in 2003 to $12,4 million in 2012.
'rhe assessed values for the 2008/2009 fiscal year included
values of approximately $1.4 billion that have frozen taxes,
compared to approximately $J.. 8 billion for the 2012
fiscal year. Included in the tax: levy is a property tax increase to fund the 2007 Certificates of Obligation bonds issue. The City is participating in the Downtown Tax: Increment Reinvestment Zone.
The City's participation will be
$60,299 for the 2007/2008 tax: year,
$89,272 for the 2008/2009 tax year, $120,921 for the 2009/2010 tax year,
$126,241 for the 2010/2011 tax year,
$137,216 for the 2011/2012 tax year, and $168,318 for the 2012/2013 tax
year,
110
CITY OF AMARILLO GENERAL FUND 2012/2013 REVENUE SALES & MIXED BEVERAGE TAX
33%
29,586,708
PROPERTY TAXES
20%
23,330,558
CHARGES FOR SERVICES
16%
21,847,368
GROSS RECEIPTS BUSINESS TAXES
15%
4,827,840
FINES & FORFEITURES
3%
18,187,630
OTHER REVENUE
$49,253,826
0%
10%
$147,033,930
20%
50%
40%
30%
60%
13%
70%
80%
90%
100%
TOTAL REVENUE
EXPENDITURES $12,038,169
PARKS & RECREATION
7,054,386
COMMUNITY SERVICES
63,790,782
POLICE & FIRE
41.9%
25,591,713
PUBLIC WORKS
16.8%
9,591,736
ADMINISTRATIVE & CITY SERVICES
6.3%
4,981,221
FINANCE
3.3%
10,513,907
PUBLIC SERVICES
6.9%
4,878,387
GENERAL GOVERNMENT
3.2%
13,862,965
GENERAL FUND TRANSFERS
9.1%
0.0%
10.0%
$152,303,266
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
7.9%
80.0%
90.0%
TOTAL EXPENDITURES
Public Safety (Police and Fire Departments) requires the greatest funding, which is more than double the next largest category of Public Works. No single revenue source will fund Public Safety, although the sales tax comes nearest. Of the $63,790,782 budgeted for Public Safety, Police is $38,035,423 and Fire is $25,755,359.
111
100.0%
City of Amarillo Revenue 1000General Fund ACTUAL
Revised
Budgeted
FV2010
FY20j1
FY2012
27,499,746 335,218 259,934
28,617,355 315,634 251,848
28,915,458 343,743 327,507
28,094,898 7,665,779 2,731,433 1,642,486 768,247 1,387,421 1,717,263 4,782,868
29,184,837 8,080,428 2,636,182 1,921,385 826,507 1,345,781 1,771,710 4,864,489
29,586,708 8,080,429 2,636,182 2,096,598 901,736 1,345,782 1,824,861 4,961,780
30400 Gross Receipts Business 30610 General Sales Tax 30620 Mixed Beverage Sales Ta
20,695,496 46,033,627 602,075
21,446,483 47,768,627 529,774
21,847,368 48,724,000 529,826
30600 Sales Tax 31510 Liquor Licenses 31520 Beer & Wine Licenses 31610 Food Handling & Daycare 31620 Food Manager Certificat 31710 Electrician Licenses 31720 Plumbers License & Reg 31725 Irrigation License & Reg 31730 Dance Hall License 31740 Heating & Aircondng Lie 31750 Roofers License 31760 Builders/Contractors Li 31770 Taxicab Licenses 31780 Right of Way License 31790 Right of Way License Ap 31795 Cert of Appropriateness 31797 FMV Pmts- Vacated Prope 31800 Other Business Licenses
46,635,703 56,523 20,380 427,128 30,120 4,940 140 1,540 600 4,865 2,730 21,255 5,087 81,397 1,650 200 0 4,955
48,298,401 59,228 18,034 439,485 33,030 3,480 0 1,200 1,000 3,900 1,651 16,000 5,010 71,750 1,400 200 1,000 4,970
49,253,826 59,200 18,947 439,084 33,372 3,480 0 1,200 1,000 3,900 1,650 16,000 5,000 72,250 1,500 400 0 _1),260
31400 Business License and Per 31910 Building Permits 31920 Electrical Permits 31930 Plumbing and Gas Permit 31940 Heating & Aircondng Per 31950 Sewage Disposal Permits 31960 Mobile Home Park Permit 31970 Transient Business Perm 31980 Solicitation Permits 31990 After Hour Inspection Fe
663,509 1,120,019 123,521 237,645 59,546 64,345 6,960 825 4,675 3,720
661,337 870,002 65,000 188,209 52,000 67,932 36,450 1,075 4,180 900
665,243 886,000 86,000 248,210 72,000 69,631 36,450 780 2,835 900
31900 Non~Business License & P 32820 Teen Court Participation
1,621,256 988 411,267 1,399,575 502,011 47,000 131,893 760,612 7,985 116,200
1,402,806 763 403,966 2,143,520 280,000 47,000 200,080 760,000 9,740 123,119
3,377,532 36,706 900 4,445 3,323
1,285,748 1,976 396,940 1,693,051 617,484 47,000 155,000 765,616 9,740 12~2!34 3,813,371 35,000 1,200 4,080 379
3,968,188 37,000 1,200 4,080 635
45,374
40,659
42,915
DESCRIPTION 30300 Current Year's Levy
30320 Prior Year's Levy 30330 Penalty and lnt-Delinquc:_~-·---·~· 30200 Ad Valorem Tax Collectio 30410 Eleclricily Utilitiy 30420 Gas Utility 30430 Water Utility 30435 Sewer Utility 30440 Telecommunications Uti! 30450 Cable TV 30469 Hotel Occupancy Tax
32825 TxDOT Assistance 32830 Transit Oper/Cap Assista 32835 ARRA Funding 32840 Hiway Signal Maint Reim 32860 County Emrg Mgmt Partici 32870 Police School Liason Par 32880 Arrest Fee Collection 32900 Fiscal Agent Fees 32800 Other Governmental Reven 33210 Zoning Platting Fees
33220 Zoning Board Appl Fees 33225 Abandoned Vehicle Notifi 33230 Sale of City Publicatio ___ 33200 General Government
112
City of Amarillo Revenue 1000General Fund --·--~·----··-·-··
ACTUAL
Revised
Budgeted
FY2010
FY2011
FY2012
33310 Fire Inspection Fees 33320 Traffic Accident Report 33330 Warrant Fees 33340 Animal Shelter Fees 33341 Path Exam 33342 Euthanasia Fee 33350 Vital Statistic Fees 33360 DSC Admin Fee 33370 Water Sample Collection 33380 Vet Clinic Disposal Fee 33400 Fire Service Fee - ~irpo
23,285 59,233 612,233 136,846 280 3,900 296,312 24,267 2,278 4,073 1,484,904
25,690 50,000 640,000 133,883 1,000 5,408 309,341 30,000 2,190 5,250 1,503,888
26,460 50,000 652,800 133,883 1,000 5,408 309,300 20,000 2,242 5,250 1,667,024
33300 Public Safety and Health 33510 Collection and Disposal 33520 Landfill Charges 33530 Recyclable
2,647,610 16,445,195 1,357,254 87,842
2,706,650 16,569,891 1,525,574 96,091
2,873,367 16,620,000 1,608,500 105,400
33500 Sanitation 33610 Passenger Fees 33620 Demand Response Fee 33630 Bus and Bus Stop Advert 33640 Miscellaneous Bus Reven
17,890,290 145,015 29,269 9,300 31,082
18,191,556 113,514 24,228 0 24,228
18,333,900 118,014 24,228 0 24,228
33600 Operating Revenues 33710 Civic Center Rentals 33711 Civic Center Facility Fe 33715 Extra Charge 33720 Civic Center Concessions 33725 Equipment Charges 33730 Civic Center Advertising 33735 Civic Center Novelties 33740 Box Office Fees 33750 Library Late Charges 33760 Library Copy Charges 33765 No Res Lib Fee 33780 Golf Green Fees 33790 Golf Green Fees Premium 33800 Golf Permit Fees 33805 Golf Cart Commission 33806 Golf Beverage Concession 33807 Driving Range Commissio 33808 Push/Pull Cart Rentals 33809 Club Set Rental 33810 League Entry Fees 33815 Tournament Revenue 33820 Admission Fees 33835 Player Card Sales 33850 Swimming Pool Revenues 33855 Swimming Lessons 33860 Field Rentals 33861 Soccer Field Rentals 33870 Shooting Complex Revenu 33875 Scoreboard Advertising 33880 Shooting Merchandise Sal 33890 Tennis Center Fees 33900 Tennis Memberships 33920 Adult Zoo Admission 33930 Child Zoo Admission 33940 Senior Zoo Admission 33970 Group Zoo Admission 33990 Special Zoo Event 37160 Concession
214,666 878,837 0 20,316 231,455 109,331 18,120 21,838 299,077 136,880 21,941 11,844 298,668 619,905 251,226 272,378 8,654 21 '187 810 2,138 406,155 37,800 697 3,827 139,973 45,224 55,624 12,493 67,053 0 8,876 2,489 1,194 98,987 20,679 4,613 10,657 15,722 29,738
161,970 898,452 57,790 23,309 242,794 106,411 8,470 24,698 320,000 119,475 24,284 12,000 259,852 627,936 232,113 301,993 7,583 26,997 915 981 397,230 33,790 -37 2,940 142,149 49,062 51,500 13,140 60,000 4,500 10,451 3,734 1,612 100,000 23,000 4,473 10,893 22,000 67,958
166,470 1,042,325 250,000 23,747 246,020 105,480 10,770 23,400 320,000 119,500 24,000 10,000 212,938 785,339 230,433 420,084 7,059 32,999 1,200 1,450 410,965 78,950 0 2,920 144,000 49,350 55,020 13,720 60,000 4,500 10,000 4,854 1,773 140,000 46,000 7,500 8,000 25,000 67,363
DESCRIPTION
-·------·-·------
·-----·--·
--·-··--··-------
113
City of Amarillo Revenue 1000General Fund ACTUAL
Revised
Budgeted
FY2010
FY2011
FY2012
4,294,447 0
4,996,658 0
34400 Terminal Building Area R 35105 Admin Fee--Defensive Dr 35106 Admin Fee- Teen Court 35110 Traffic Fines 35115 Other Traffic Court Cos 35120 Misdemeanor Fees 35130 Parking Fines 35133 Auto Theft Invest Fee 35135 Violation City Ordinanc 35145 Misdemeanor Probation R 35157 MC Assessed- Child Safe 35175 Judicial Fund Local 35210 Bond Forfeitures 35215 Forfeited Oisct-Sanitat
4,186,405 1,466 ·---·-··--· 1,466 6,613 7,420 3,141,432 56,448 590,400 153,593 1,080 131,339 5,225 24,083 -1,370 74,287 356,389
0 4,000 10,220 3,090,000 55,000 712,000 226,000 2,520 167,000 5,447 18,522 28,000 50,000 373,964
0 4,080 16,200 3,151,800 56,100 726,240 230,520 1,000 170,340 0 18,000 28,560 51,000 374,000
35000 Fines and Forfeitures 35510 AECC- AMR Rate 35515 Medical Director Service 35610 Grant In Aid- Federal
4,546,940 769,901 30,000 90,878
4,742,673 793,831 43,500 133,689
4,827,840 813,123 48,000 J8,702
890,779 299,766 72,036 241,549
971,020 250,600 0 200,000
939,825 328,424 0 200,000
37109 Interest Earnings 37151 Amusement Park Lease 37152 Municipal Building Rent 37153 Polk Street Rental 37154 Other Rental Income 37155 Surface Land Rental 37170 Payment in Lieu of Prope
613,351 113,308 109,250 69,137 41,935 15,100 2,808,144
450,600 112,243 113,221 69,137 41,615 15,100 2,873,088
528,424 115,050 114,554 69,137 42,100 15,100 2,979,037
37150 Rent 37210 Water & Sewer Utility 37220 Airport 37225 Weed Collection 37230 Weed Mowing Services 37231 Bad Debt Exp/Recovery 37235 PID Reimbursements 37240 State Court Cost 37245 Court Cost-Arrest Fees 37246 Dismissal Fee~Drivers Li 37247 Municipal Court Time Pmt 37248 Judicial Admin Efficienc 37250 Indirect Cost Reimbursem
3,156,874 1,297,956 198,582 169,487 118,524 -387,647 48,603 192,886 157,947 35,139 64,175 16,061 1,588,970
3,224,403 1,260,096 222,059 200,000 126,850 50,000 128,000 159,000 27,000 76,000 19,000 1,373,873
3,334,978 1,235,482 99,214 200,000 110,000 -368,870 48,000 130,560 162,180 27,540 77,520 19,380 1,487,633
3,500,684 3,364 2,128 34,572 223,194 6,222 24,175 81,436 22,898 58,985 606 58,371 0 297,996 1,578
3,248,114 2,300 1'120 32,000 253,668 5,500 26,018 85,000 11,382 75,000 1,000 56,000 0 398,004 0
3,228,639 2,300 1,200 34,000 222,944 5,500 26,018 85,000 8,500 75,000 400 55,000 1,000 397,996 0
DESCRIPTION
33700 Culture and Recreation 34450 Telephone Commissions
35500 Other Governmental Reven 37110 Interest Income 37115 Unrealized GiL 37125 Other Interest Income
37199 Administrative Charges 37130 Discounts Earned 37140 Returned Check Fees 37141 Merchant Service Fees 37410 Miscellaneous Revenue 37412 Auction Expense Recovery 37415 Appraisal Dist Rf. 37417 Wrecker Service Contract 37420 Donations 37428 Procurement Card Rebate 37435 Sale of Scrap 37 445 Sales to Outside Utiliti 37 448 Private Develop/ETJ Engr 37455 Events Dist Oper Asst 37460 Gn/Lss on Prop Disposal
-.
114
-393.164
City of Amarillo Revenue 1000General Fund ACTUAL
Revised
Budgeted
DESCRIPTION
FY2010
FY2011
FY2012
37463 Parks Tree Workshop 37466 Education 37 468 Graffiti Donations
1,613 13,321 0
0 10,000 0
0 10,000 5,000
37400 Miscellaneous Revenue 39350 Tsf In from Gen Construe 39370 Tsf In fr St & Drainage 39390 Tsf In fr Park lmproveme 39555 Tsf In fr Summer Lunch 2
830,461 136,762 13,803 1,377 18,317
956,992 75,000 13,000 600 18,317
929,858 75,000 13,000 600 18,317
39100 Operatir:tJt Transfers In
170,259
106,917
106,917
TREVENUE Total Revenues
139,783,552
143,786,177
147,033,930
115
--
CITY OF AMARILLO
-
~
116
GENERAL GOVERNMENT
JUDICIAL
MAYOR & COMMISSION
----- --------------
TOURISM SUPPORT SERVICES
CITY MANAGER
- - - - - • FUNCTIONAL ACTIVITIES
117
City of Amarillo Summary of Expenditures by Activity Classification
DESCRIPTION 1000 General Fund General Government 1011 Mayor and Commission 1020 City Manager 1030 Tourism & Economic Develo 1040 Judicial
118
ACTUAL 2010/2011
Budgeted 2011/2012
Budgeted 2012/2013
101,991 835,312 3,037,368 0
121,289 991,717 2,901,960 0
103,108 1,042,786 3,251,214 481,279
CITY OF AMARILLO MAYOR AND COMMISSION (1011) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS
The Mayor and City Commission establish and promote municipal policies for the positive, orderly growth and planned development of Amarillo. The Mayor and City Commissioners serve as the policywmaking body of the City of Amarillo. This body makes final decisions on matters specified in the Amarillo Municipal Code of Ordinances including zoning matters, holds public hearings on items of public interest, reviews and adopts the Annual City Budget, makes determinations of the appropriation of grant and bond funds and franchises, approves the purchases of goods and services for the municipal organization, and awards contracts for the provision of said services. The City of Amarillo, by Charter, operates under the Commission~Manager form of government.
GOALS Establish municipal policies to enhance and encourage the orderly, positive growth and development of Amarillo. Encourage and support both public and private Economic Development activities to obtain new business and industry for Amarillo. Encourage and support both public and private convention and tourism activities to attract visitors to Amarillo and the surrounding area. Continue to encourage cooperation and communication with other governmental agencies in order to reduce governmental program duplication and increase program and service efficiency. Continue to enhance the awareness of City of Amarillo services and policies through the recruitment and appointment of citizens to City Boards and Commissions.
OBJECTIVES
* * *
* * * *
*
Continue to develop ordinances that allow for the positive, orderly, and planned growth of Amarillo; oversee the creation of the new Amarillo Comprehensive Plan. Continue to promote policies and ordinances to make Amarillo a safe, attractive, and healthy place in which to live and work. Encourage the continued development of Rick Husband Amarillo International Airport for aviation industries, general industrial business use and commercial and general aviation growth. Promote cooperation and communication between the City, the Amarillo Economic Development Corporation, the Chamber of Commerce, and the private sector in the performance of economic development activities. Encourage the development and expansion of business and industry. Maintain cooperation and communication between the City, the Amarillo Economic Development Corporation, the Amarillo~Potter Events Venue District, the Chamber of Commerce, and the private sector in the performance of promoting convention and tourism activities. Promote cooperation and communication with the Tax Increment Reinvestment Zone No. 1 Board, Local Government Corporation and Downtown Amarillo, Inc. and other partners for the development and growth of the downtown area. Continue efforts between the City and other Amarillo area governmental institutions to consolidate services, reduce duplication of services, and promote the provision of services in the most cost~efficient manner to citizens of the community. Actively recruit and encourage qualified citizens to serve on City Boards and Commissions.
119
City of Amarillo
and Wages 4201 0 Social Security - Medica 42020 Social Security- OASDI 42300 State Unemployment 42400 Workers Compensation
38 32 14 9 2,691 8,200 0
41000 Personal Services 51110 Office Expense 51200 Operating
2,377 6,607 84
51000 Supplies 61100 Communications Billing 61200 Postage 61300 Advertising 61400 Dues 61410 Tuition 61600 Unassigned 62000 Professional
6,691 0 591 20,654 23,754 0 0 5,375
6,715 6,000 960 8,690 34,500 500 11,000 0
8,200 6,000 960 8,690 22,500 500 5,000 0
60000 Contractual Services
71100 Insurance and Bonds 72000 Communication 74000 Printing and Binding 75100 Travel 75110 Recruitment Expense 75300 Meals and Local 77100 Court Costs 77900 Other Agencies 781 00 Contingencies
50,374 252 594 0 15,183 5,930 3,241 2,054 14,758 537
61,650 252 596 2,500 20,000 0 6,000 3,000 14,890 3,000
43,650 315 612 2,500 18,000 0 7,750 3,000 14,890 1,500
70000 Other Charges TEXPENSES Total Expenses
42,548 101,991
50,238 121,289
48,567 103,108
City of Amarillo Department Staffing Report Department:
Mayor and Commission
Number of Employees Classification Part-Time Positions 1.00 CAM100 4.00 CAM110 5.00
5.00
Personal Services Total
Description MAYOR CITY COMMISSIONER Total Permanent Positions
2,691
Total Department
120
CITY OF AMARILLO CITY MANAGER (1 020) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS
The City Manager professionally administers the municipal policies and directives established by the Amarillo Mayor and City Commission, and performs those organizational management duties and responsibilities prescribed in the City Charter. The City
Manager, through delegation and administration of his staff members: directs, coordinates, and facilitates the effective and cost-efficient provision of municipal services to the citizens of Amarillo. The City of Amarillo, by Charter, operates under the Commission-Manager form of government. Due to such, the City Manager is responsible for all City personnel policies and procedures and the financial and operational management of the City of Amarillo.
GOALS Ensure that the provision and delivery of City services are done in an efficient, effective, and cordial manner to the public. Develop and promote strategies and programs for a safer, more attractive and healthy environment for the citizens of Amarillo to live and work. Implement policies and programs to provide for the positive, orderly, and planned growth and development of the City. Continue to manage and administer the operations and services of the City in a professional and fiscally~responsible manner. Continue to develop and encourage service, operational, and training programs, and employee performance attitudes that create a positive internal and external public perception of municipal government. Continue to cooperate and communicate with administrators of other governmental entities, to provide City expertise and assistance, and promote the provision of services and programs with the least amount of duplication and optimum amounts of efficiency. Continue to communicate and provide assistance to the Tax Increment Reinvestment Zone No. 1 Board, Local Government Corporation and Downtown Amarillo, Inc. and other partners on matters concerning downtown development. Continue to provide professional management expertise and guidance to the Mayor and City Commission, and assist them in the proper and orderly performance of their duties. Provide professional expertise and guidance to the Amarillo Economic Development Corporation, the Amarillo~Potter Events Venue District, the Chamber of Commerce, and the private sector in matters pertaining to Economic Development and Convention and Tourism Activities.
OBJECTIVES
* *
* * * *
* * *
Coordinate the implementation of ordinances, policies, and procedures that will allow for the positive, orderly, and planned growth of the City in regard to the Amarillo Comprehensive Plan. Evaluate and review the operational policies and procedures of all City departments to maintain the provision and delivery of services in the most efficient, effective, and cordial manner. Maintain fiscally~responsible management policies and procedures to operate the City in the most cost~efficient manner. Continue to promote and utilize long~range organizational planning to prioritize annual and future capital improvement needs and maximize investment and return on City funds. Maintain responsiveness in a pleasant, professional, and ethical manner to citizens with complaints and comments regarding municipal services and programs. Monitor employee needs and analyze and direct new employee performance training and benefit programs to ensure high morale, desire, and performance of the staff. Maintain an open door policy with employees to be responsive to questions, concerns, and needs. Deliver timely and relevant information regarding City activities to internal and external customers. Coordinate the assistance of the City organization and staff in Amarillo Economic Development and Convention and Tourism Activities through active promotion of Rick Husband Amarillo International Airport for aviation industries and general industry and business, the use of the City Enterprise Zone and its industry and business incentives, the promotion of Tax Abatement policies, Amarillo Economic Development Corporation, and the development of new policies and programs to encourage economic visitor development in the Amarillo community.
121
City of Amarillo
41300 Incentive 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation 42510 Car Allowance
42550 Communications Allowance
602 32,541 50 8,734 22,487 92,762 0 195 399 19,518 4,814
0 39,830 62 11,600 33,154 111,824 0 269 496 22,080 4,800
0 40,229 83 11,774 31,152 101,156 11,867 269 487 22,080 4,800
41000 Personal Services 51110 Office Expense 51115 Employee Recognition Pro 51700 Education
782,980 5,149 63 0
1,002,051 3,788 0 500
1,013,806 3,788 2,500 500
51000 Supplies 61200 Postage 61400 Dues 61410 Tuition 62000 Professional
5,212 947 4,671 0 27,335
4,288 1,332 9,400 250 30,000
6,788 6,000 6,400 250 48,000
60000 Contractual Services 71100 Insurance and Bands
32,953 1'123 2,145 0 8,576 2,323
40,982 1 '123 2,423 500 13,100 2,250
60,650 2,576 2,616 18,500 10,100 2,750
14,167 0
19,396 -75,000
36,542 -75,000
0 835,312
-75,000 991,717
-75,000 1,042,786
72000 Communication 74000 Printing and Binding 751 00 Travel 75300 Meals and Local 70000 Other Charges
90190 Payroll Reimbursements 90000 Inter Reimbursements TEXPENSES Total Expenses
City of Amarillo Department Staffing Report Department:
City Manager
Number of Employees Classification Permanent Positions 1.00 1.00 1.00 1.00 1.00 5.00
ADM001 ADM010 ADM011 ADM012 ADM015
Personal Services Total
Description CITY MANAGER ASSISTANT CITY MANAGER- FINANCIAL SERVICES ASSIST ANT CITY MANAGER - PUBLIC SERVICES DEPUTY CITY MANAGER MANAGEMENT ANALYST PUBLIC SAFETY Total Permanent Positions
Part-Time Positions 1.00 HRL920
COLLEGE INTERN
6.00
Total Department
1,013,806
122
City of Amarillo
63500 Center City Inc. 63510 Downtown Development Com 63600 Chamber of Commerce 63700 Civic Center Activitiy 63750 Visitor Center 63900 Event Development
102,246 212,262 0 1,548,436 169,432 64,992 940,000
125,000 286,432 71,400 2,080,371 273,757 65,000 0
35,000 276,298 71,400 2,414,103 289,413 65,000 0
60000 Contractual Services TEXPENSES Total Expenses
3,037,368 3,037,368
2,901,960 2,901,960
3,251,214 3,251,214
63520 Amarillo Local Govemmen
123
124
CITY OF AMARILLO JUDICIAL (1040) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The judges in the Municipal Court have responsibility for presiding over jury and non-jury trials and other court proceedings and for the general administration of the court. Additionally, the judges are magistrates and may perform magistrate functions outside the criminal and civil jurisdiction of the Municipal Court, including the issuance of search and arrest warrants and orders for the enforcement of city ordinances. Judges in the Municipal Court provide a fair, independent and impartial forum for the adjudication of both criminal and civil matters filed in the court. The court has one presiding judge and three associate judges.
GOALS Judges in the Municipal Court will provide for the administration of justice in a fair, independent and impartial manner, following and enforcing applicable city, state and constitutional law and ensuring the right of each person to due process of law. Judges will process the case!oad of the court in a timely and efficient manner.
OBJECTIVES
* * * *
*
Ensure public confidence in the fair, independent and impartial administration of justice. Maintain competence in the knowledge and administration of the law through continuing legal education. Process the court's dockets in a timely and efficient manner. Afford all citizens due process and the opportunity to be heard. Supervise the functions and conduct of court staff, including the clerks, bailiffs and court reporter, to ensure compliance with law and the court's orders.
125
City of Amarillo Judicial
41620 Unscheduled 41 B20T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security - OASDI 42110TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation
0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0
5,300 22,482 50 5,202 16,030 44,951 5,274 195 1 '112
41000 Personal Services 51110 Office Expense 51200 Operating 51350 Chemical and Medical 51950 Minor Office Equipment 55100 Publications
0 0 0 0 0 0
0 0 0 0 0 0
459,350 4,500 75 65 150 3,100
51000 Supplies 61200 Postage 61400 Dues 62000 Professional
0 0 0 0
0 0 0 0
7,890 500 2,039 5,000
60000 Contractual Services 75100 Travel
0 0
0 0
7,539 6,500
70000 Other Charges TEXPENSES Total Expenses
0 0
0 0
6,500 481,279
City of Amarillo Department Staffing Report Department:
Judicial Personal Services Total
Number of Employees Classification Permanent Positions 1.00 ADM110 1.00 ADM115 1.00 CLR110 3.00
MUNICIPAL COURT JUDGE ASSOCIATE MUNICIPAL COURT JUDGE COURT REPORTER Total Permanent Positions
Part-Time Positions 1.00 HRL115
MUNICIPAL COURT JUDGE
4.00
Description
459,350
Total Department
126
FINANCE DIVISION
SAFETY
BOARDS: • Amarillo Fireman's Relief and Retirement Trust • Amarillo Hospital District • Amarillo Housing Finance Corporation • Amarillo Industrial Development Corporation • Health Facilities Corporation
A.C.M. FINANCIAL SERVICES
DIRECTOR OF FINANCE
TEEN COURT
-----
ACCOUNTING
COMMITTEES: • Records Retention Committee • Investment Committee
MUNICIPAL COURT
*UTILITIES OFFICE
RISK MANAGEMENT
BENEFITS
-----
VITAL STATISTICS
PURCHASING
CENTRAL STORES
PAYROLL
- - - - - · FUNCTIONAL ACTIVITIES
* DEPARTMENT DETAILS IN OTHER FUNDS
127
City of Amarillo Summary of Expenditures by Activity Classification
DESCRIPTION 1000 General Fund Finance 1120 Risk Management 1305 Municipal Court 1310 Teen Court 1315 Finance 1320 Accounting 1321 Payroll 1325 Purchasing 1335 Vital Statistics 1340 Benefits 1345 Central Stores 1350 General Fund Transfers
ACTUAL 2010/2011
Budgeted 2011/2012
Budgeted 2012/2013
290,860 1,487,448 36,789 809,940 1,065,202 157,141 380,475 48,210 272,536 398,266 11,241,244
351,580 1,647,657 39,010 835,152 1'165,801 181,115 517,307 53,044 288,041 314,616 12,515,827
379,100 1'173,635 39,560 860,992 1'150,423 191,003 522,040 53,431 292,769 318,270 13,862,965
2080 Court Technology Fund Finance 20800 Court Technology 2080 Court Technology Fund
139,722 139,722
81,240 81,240
133,230 133,230
2090 Court Security Fund Finance 20910 Court Security Fund 2090 Court Security Fund
154,549 154,549
125,133 125,133
125,857 125,857
2700 Greenways at Hillside Fund Finance 27100 Greenways at Hillside 2700 Greenways at Hillside Fund
357,081 357,081
393,453 393,453
414,654 414,654
2720 Brennan Boulevard Fund Finance 27200 Brennan Improvement District 2720 Brennan Boulevard Fund
12,612 12,612
16,156 16,156
16,300 16,300
2730 Colonies Finance 27300 Colonies 2730 Colonies
366,345 366,345
354,133 354,133
380,118 380,118
2740 Tutbury Public lmprv Dist Finance 27400 Tutbury Public lmprv Dist 2740 Tutbury Public lmprv Dist
13,861 13,861
28,618 28,618
16,236 16,236
2750 Point West PID Finance 27510 Point West PID 2750 Point West PID
40,092 40,092
42,491 42,491
50,286 50,286
128
City of Amarillo Summary of Expenditures by Activity Classification ACTUAL 2010/2011
Budgeted 2011/2012
Budgeted 2012/2013
5,576 5,576
6,437 6,437
6,232 6,232
0 0
0 0
3,760 3,760
3000 Debt Service Funds Finance 3100 Compensated Absences Fund 3200 General Obligation Debt 3000 Debt Service Funds
1,591,569 3, 144,138 4,735,708
1,690,700 3,460,550 5,151,250
1,700,700 3,453,449 5,154,149
5200 Water and Sewer System Finance 52100 Utilities Office 52120 Water & Sewer General 52121 Sewer General 52122 Water General
2,023,813 1 '188,699 3,960,614 7,156,321
2,082,012 1 '112, 140 2,306,809 8,896,053
2,163,888 1,523,359 2,479,216 9,277,509
6300 Risk Management Fund Finance 63110 Self Insurance General 63115 Unemployment Claims 63120 Fire & Extended Coverage 63125 Workers Compensation 63160 General Liability 63170 Police Professional 63185 Automobile Liability 63190 Auto Physical Damage 63195 City Property 6300 Risk Management Fund
462,732 49,336 489,071 3,580,661 422,936 0 351,802 206,377 24,857 5,587,772
478,268 97,660 376,568 2,154,934 395,000 0 415,000 310,394 45,000 4,272,824
471,407 82,500 459,452 2,136,799 577,100 188,496 388,400 337,569 24,857 4,666,580
6400 Employee Insurance Fund Finance 641 00 Health Plan 64200 Dental Plan 64300 City Care Clinic 6400 Employee Insurance Fund
27,116,398 767,340 639,852 28,523,590
15,554,158 749,325 668,243 16,971,726
15,692,220 900,000 684,851 17,277,071
824,989 824,989
872,830 872,830
744,162 744,162
DESCRIPTION 2760 Quail Creek Public lmprov Dist Finance 27610 Quail Creek PID 2760 Quail Creek Public lmprov 2770 Vineyards PID Finance 27710 Vineyards PID 2770 Vineyards PID
6500 Employee Flexible Spnding Fun Finance 65100 Employee Flex Plan 6500 Employee Flexible Spnding
129
---
-
CITY OF AMARILLO
CITY OF AMARILLO RISK MANAGEMENT (1120) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The Risk Management function, in the Finance Division, is a support service to all City departments for the coordination and the administration of various claims generated from City operations. This includes workers' compensation, auto liability, general liability, and unemployment claims. This service also includes assistance with accident investigations, in-service safety training programs, administering safety programs and policies, and developing and revising safety programs as needed. Risk Management also assists the Finance Department in evaluating current insurance needs throughout the City. Existing policies are evaluated for coverage options and renewed as needed.
GOALS The Risk Management function seeks to carry out accurate and timely recordings of losses incurred from City operations, and reporting these losses to appropriate outside service agencies. The Risk Management function also seeks to assist all levels of management and employees to maintain safety programs and practices that will ensure the safe and effective completion of City services and reduce accidents and injuries. Risk management will continue to seek the best possible coverages for insurance needs verses selfinsurance. Risk Management will strive to maintain high standards of compliance with the State of Texas requirements by paying medical bills on time and accurately reporting information to the State.
OBJECTIVES
* * * * *
Maintain accurate and informative claim files on City losses, monitor progress, and coordinate needed settlements. Utilize the City Safety Committee as a proactive tool in analyzing and addressing safety concerns of the City. Summarize and analyze accident history and tosses for trends and effectively implement loss control measures. Analyze all departments' policies and functions to better utilize loss prevention techniques as an everyday departmental function. Analyze all insurance policies for effective coverages and policy terms.
OPERATING STATISTICS/PERFORMANCE MEASURES Workers' Compensation claims Medical bills paid Medical bill timely payment General, Auto Liability, and Auto Physical claims DOT Drug and alcohol testing
Actual 2010/11
Estimated 2011/12
Estimated 2012/13
181 2,540
169 2,500
160 2,500
94%
99%
100%
346 215
325 215
300 215
ACCOMPLISHMENTS Risk Management has utilized accident statistics to identify trends of workers' compensation injuries to better tailor training needs within departments. A large safety training library is available to departments to aid in their training efforts. This has resulted in a reduction of many types of injuries. The drug and alcohol testing program and other training programs for employees holding commercial drivers' licenses or in safety-sensitive positions continues to be effective. A small group of these employees are randomly tested every month, and the program continues to remind us how much this program is needed. The back injury prevention-training program will continue, as it has proven to be a very good tool to reduce injuries. Software has streamlined Risk Management functions, provided more accessibility to the data, and reduced the overall cost. Trending from this kind of software continues to be a valuable tool to focus training. 'Risk Management continues to conduct in-service defensive driving courses for employees required to drive City vehicles. This training also includes commercial-size City vehicles. Small deficiencies have been encountered in several insurance policies during evaluation. These have been corrected and when renewed, provide much better coverage and more efficient use of premiums. Risk Management has been testing candidates on their ability to complete the essential job duties for the job they are applying. The purpose of this program is to reduce injuries by better fitting the candidates' physical abilities to the job. The program has proven very successful and has been expanded into other areas. Risk Management has promoted the Smith System driver training to begin a behind-the-wheel safety-training program for bus drivers. This program has proven very beneficial in Transit. Other departments are being evaluated to determine if this system can be beneficial in reducing accidents. Risk Management continues to administer and monitor the City's Driving Review Board that evaluates and renders decisions on City motor vehicle collisions and red light camera violations. Recent efforts have changed the makeup and improved efficiency of the review process. A new emphasis on Safety Management has occurred that will focus on accident and injury prevention. This new focus is being accomplished by dedicating the Safety Manager's time to evaluation of operations, job safety analysis and working closely with departments to train on specific safety hazards and then monitor results for outcomes and adjust the program as needed. Each department continues to take a more active role in safety and accident prevention. The safety footwear program continues to justify itself by keeping our foot injuries and slip and fall injuries low. Risk Management continues to evaluate and improve this program to increase effectiveness. Risk Management has placed arc flash suits in positions exposed to medium and high voltage to comply with NFPAstandards. Also, the City's uniforms for field employees have been evaluated to meet minimum NFPAstandardsforemp!oyees that are occasionally exposed to low voltage. Prescription safety eyewear has been placed in several departments as a pilot program and will be evaluated for effective results. Fit testing for full face respirators have been initiated for employees that must work in confined spaces.
130
City of Amarillo
41820T Health Insurance 41900Ufe 42010 Social Security- Medica 42020 Social Security- OASDI 42110TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation 42510 Car Allowance 42550 Communications Allowance
609 15,989 35 2,730 11,158 27,800 0 191 947 6,897 2,396
600 16,129 37 3,153 12,545 30,569 0 195 1 ,011 9,000 2,400
600 24,934 67 3,387 14,484 29,272 3,434 195 1,098 9,000 2,400
41000 Personal Services 51110 Office Expense 51200 Operating 51300 Clothing and Linen 51400 Photographic 51700 Education 51950 Minor Office Equipment 51980 IT Hardware 55100 Publications
256,679 2,823 342 23 13 2,524 0 0 0
285,532 3,625 0 500 475 9,020 9,430 1,900 0
312,887 3,625 0 500 475 9,020 9,430 0 400
51000 Supplies 61200 Postage 61400 Dues 61410 Tuition 62000 Professional
5,725 1,310 697 6,895 14,276
24,950 2,604 2,760 9,500 12,195
23,450 2,604 2,760 9,500 12,195
60000 Contractual Services 71100 Insurance and Bonds 72000 Communication 74000 Printing and Binding 751 00 Travel 75300 Meals and Local
23,177 720 2,175 0 2,350 35
27,059 720 1,916 2,100 9,053 250
27,059 905 1,896 2,100 10,553 250
70000 Other Charges TEXPENSES Total Expenses
5,280 290,860
14,039 351,580
15,704 379,100
City of Amarillo Department Staffing Report Department:
Risk Management
Number of Employees Classification Permanent Positions 1.00 1.00 1.00 1.00 4.00 4.00
ADM135 ADM610 CLR420 MGT610
Personal Services Total
Description RISK MANAGEMENT DIRECTOR SAFETY MANAGER ADMINISTRATIVE ASSISTANT V CLAIMS ADMINISTRATOR Total Permanent Positions
312,887
Total Department
131
CITY OF AMARILLO MUNICIPAL COURT (1305) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The role of the Municipal Court is to provide a fair, independent and impartial forum for the adjudication affine-only cases arising within the Amarillo City limits. These offenses include criminal, traffic and city ordinances. The Court provides all persons the right to a trial by judge or jury and follows the procedures set forth under Texas Law. In addition to the above primary function, the Court is responsible for the collection of fines, state fees, and processing alternative methods of disposition, such as deferred adjudication, defensive driving, and other sanctions of the Court. This also includes processing, tracking, and collecting fees on all warrants issued. The Court is responsible for maintaining permanent records of a!! cases and the dispositions of those cases according to State Law.
GOALS The goal of the Municipal Court is to efficiently process and administer all matters coming into and before the Municipal Court. The Municipal Court strives to promote a high level of public confidence and sense of fairness through efficient and courteous public service.
OBJECTIVES
* Efficiently administer justice in a fair and impartial manner. * Provide accurate, efficient, and courteous customer service for individuals interacting with the Court. * Ensure that Court records are accurate, available and properly retained. * Utilize all possible resources to reduce cost and ensure defendants' compliance with judicial orders. OPERATING STATISTICS/PERFORMANCE MEASURES
Actual 2010/11
Estimated 2011112
Estimated 2012/13
New Cases Filed Dispositions Paid By Fines Cases Dismissed Compliance Dismissals Warrants Issued Warrants Cleared Warrant Clearance Rate Cases Seen on Wa!kw!n Docket Defendants Seen During Walk-In Docket Cases Set For Trial
57,662 32,396 3,162 14,471 29,268 26,041 89% 37,043 16,760 15,351
71,802 49,620 4,396 17,674 29,684 26,715 90% 53,584 25,812 17,890
60,545 34,016 3,320 15,195 30,731 27,343 91% 38,895 17,598 16,119
ACCOMPLISHMENTS The Court has continued to address and implement more onwline services. This year, the Court has made the ability to request and pay for Defensive Driving and/or Court approved Deferred Adjudications available to the public via the web. As one of the only courts in the Texas Panhandle that has converted to a paperless environment, the Court has seen an increase in effectiveness and efficiency, as seen in the fact that Amarillo Municipal Court collected $7,832,642.08 dollars in court cost and fines. The paperless system has also addressed docket management and has shortened court appearance times to an average of 5 weeks, whereas the previous average was 12 weeks. In an attempt to address case backlog, the Court also added another jury trial docket. The Court now has jury trials three days a week. Amarillo Municipal Court remains one of the leading courts in Texas regarding the complete use of ETechnology from working with the Amarillo Police Department by utilizing electronic ticket writers to electronic records management and video arraignment with the Randall County JaiL
132
City of Amarillo
642,321 4,800 36,736 127,532 367 9,365 38,278 80,926 9,494 1,176 2,002
i 41300 Incentive 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation
5,311 21,212 127,176 292 13,751 45,013 139,592 0 1,539 3,089
5,700 40,000 142,399 312 14,578 54,282 141,352 0 1,365 3,117
41000 Personal Services 51110 Office Expense 51200 Operating 51300 Clothing and Linen 51350 Chemical and Medical 51950 Minor Office Equipment 55100 Publications
1,320,075 38,394 351 232 0 0 1,771
1,417,754 48,596 511 0 460 1,000 3,600
952,998 42,096 436 0 395 800 500
40,748 37,128 335 5,656 17,993 0 1,723 13,846 250 10,455
54,167 38,052 2,039 5,000 31,000 34,000 1,707 12,000 406 0
44,227 50,552 0 5,000 26,000 8,000 1,752 34,000 406 0
87,386 5,371 0 14,797 6,163 12,498 411 0
124,204 5,371 122 15,064 12,500 18,000 267 208
125,710 7,991 122 15,612 8,500 18,000 267 208
39,239 1,487,448
51,532 1,647,657
50,700 1,173,635
51000 Supplies 61200 Postage 61400 Dues 61410 Tuition 62000 Professional 62050 Collection Expense 63210 Armored Car Service 63350 Credit Card Fees
67320 Extermination 69300 Leased Computer Software 60000 Contractual Services 71100 Insurance and Bonds 71250 Paid Claims
72000 Communication 75100 Travel 77100 Court Costs 78210 Cash Over/Short 78230 Loss on Bad Debt 70000 Other Charges TEXPENSES Total Expenses
133
City of Amarillo Department Staffing Report Department:
Municipal Court Personal Services Total
Number of Employees Classification Permanent Positions 1.00 ADM111 1.00 ADM112 1.00 CLR113 1.00 CLR130 4.00 CLR400 1.00 CLR405 1.00 CLR410 11.00 CLR415 1.00 MGT117 22.00
MUNICIPAL COURT CLERK AND ADMINISTRATOR DEPUTY COURT CLERK & ASST. ADMINISTRATOR ARRAIGNMENT CLERK ADMINISTRATIVE SUPERVISOR ADMINISTRATIVE ASSISTANT I ADMINISTRATIVE ASSISTANT II ADMINISTRATIVE ASSISTANT Ill ADMINISTRATIVE ASSISTANT IV OPERATIONS MANAGER Tolal Permanent Positions
Part-Time Positions 2.00 HRL111
OATA ENTRY OPERATOR HOURLY
24.00
Description
Total Department
952,998
134
CITY OF AMARILLO
135
CITY OF AMARILLO TEEN COURT (1310) FUNCTIONS, GOALS AND OBJECTIVES FUNCTION
Amarillo Teen Court is an alternative system of justice which offers young offenders an opportunity to make restitution for their offenses through community service, thus avoiding fines and sentences handed down by the adult criminal justice system and keeping the offense off their record. By bringing them before a jury of their peers, which sentences them to community service and jury terms, this program seeks to deter teens from future unlawful practices. Teen Court provides direct experience in the judiciary system. Additionally, the community reciprocally benefits from those youths' involvement with their programs.
GOALS The goals of the Amarillo Teen Court are to hold juvenile offenders responsible for their behavior and to make them recognize that the consequences are a direct result of their actions. In making juvenile offenders accountable and providing them with a positive experience in the judicial system, Teen Court hopes to fulfil! the ultimate goal of reducing recidivism among teenage defendants.
OBJECTIVES
* To promote service in the community through the Teen Court program and to benefit the local community agencies. * Establish positive relationships between the community and youth, which create greater understanding and communication. * Allow defendants in Teen Court an opportunity to be sentenced by a jury of peers who are volunteers from local secondary *
schools and/or who are previous Teen Court defendants. Promote participation from the various government agencies in the Amarillo area.
OPERATING STATISTICS/PERFORMANCE MEASURES Teens Referred Successfully Completed Community Service Hours Completed Community Service$ Amount at Minimum Wage ($7.25) Jury terms Type of Offense: Criminal Traffic
Actual 2010111
Estimated 2011/12
Estimated 2012113
400 421 12,869 $93,300 922
809 592 17,748 $128,673 1,336
408 430 13,126.38 $95,166 941
49% 51%
64% 36%
65% 35%
ACCOMPLISHMENTS The Amarillo Teen Court teamed up with the Junior League of Amarillo to create a Public Service Announcement (PSA) to target a wider juvenile audience. The PSA was seen on News Channel 10, Channel 10 Too, LATV, and on the Amarillo Teen Court website. The PSA aired for nine months from January through December during the 2011 school year. Speakers from Manage Care, and Amarillo lSD provided educational opportunities to defendants on topics such as the dangers of drug abuse, juvenile laws, bullying, and anger management. In August 2011, a group of Teen Court defendants participated in Kid sF est 2011. Kid sF est provided an opportunity for parents and children to get free school supplies. Teen Court defendants helped make this a successful event by organizing and distributing school supplies.
136
City of Amarillo Teen Court
49 66
28,247 0 12 386 1,652 3,746 0 49 64
412 1,762 3,560 418 49 68
41000 Personal Services 51110 Office Expense 51700 Education
32,732 2,234 0
34,156 1,530 510
34,699 1,530 510
51000 Supplies 61200 Postage 61400 Dues 61410 Tuition 62000 Professional
2,234 144 0 352 0
2,040 564 100 102 204
2,040 564 100 0 300
71100 Insurance and Bonds 72000 Communication 75100 Travel 75200 Mileage
496 87 295 945 0
970 87 298 1,360 100
964 97 300 1,360 100
70000 Other Charges TEXPENSES Total Expenses
1,327 36,789
1,845 39,010
1,857 39,560
41620 Unscheduled 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation
60000 Contractual Services
0
17
City of Amarillo Department Staffing Report Department:
Teen Court
Number of Employees Classification Permanent Positions 1.00 CLR118
1.00
Personal Services Total
Description TEEN COURT/COMMUNITY SERVICE COORDINATOR
34,699
Total Department
137
CITY OF AMARILLO DIRECTOR OF FINANCE (1315) FUNCTIONS, GOALS, AND OBJECTIVES
FUNCTIONS The Finance Division is responsible for the administration of the City's financial activities as described in Article V., Section 27 of the City Charter. The departments in the Finance Division are: Accounting, Payroll, Central Stores, Municipal Court, Purchasing, Vital Statistics, Risk Management, Benefits, and Utility Billing. Additional responsibilities include Cash Management, Bank Relations, Debt
Management, Risk Management, Budgetary Coordination, and administrative functions for the Amarillo Firemen's Relief and Retirement Fund (AFRRF). The Finance Division also acts as fiscal agent for the Harrington Library Consortium, the Amarillo Chamber of Commerce, the Visitors Council, the Amarillo Potter Events Venue District, the Tax Increment Reinvestment Zone #1, and the Amarillo Economic Development Corporation. The Finance Department, in conjunction with the Accounting Department, is also responsible for the accounting and financial reporting of the Amarillo Hospital District.
GOALS The Finance Division's goal is to promote and maintain excellence and efficiency in the accounting, budgeting, and reporting functions of the City. The Finance Division aims to preserve the safety and liquidity of City investments, while maximizing interest earnings, as well as to monitor the City's banking relationships to verify that the City is in compliance with all State regulations and to protect City assets. The Finance Division's goal in debt management is to issue debt in such a fashion that both the citizens and bondholders are protected. The Finance Division administers the Amarillo Firemen's Relief and Retirement Fund to provide benefits for both firefighter retirees and current employees. As the accounting service provider to other entities, the Finance Division's goal is to maintain excellence in reporting and provide payroll needs for these entities. The Finance Division also strives to establish and maintain an effective system of organizational internal controL
OBJECTIVES
* * * * * * *
Ensure protection of the City's financial assets and the assets of other entities. Successful implementation of the JD Edwards Financial System. Continue to strive for awards given by the Government Finance Officers Association (GFOA). Monitor bank collateral and verify that the City is in compliance with State regulations and the City's investment policy. Ensure timely reports are available to City departments and outside users. Perform surprise cash counts, cash handling training, and payroll distributions to test departmental internal controls. Test internal controls with contractor audits, departmental audits, and departmental performance auditing.
OPERATING STATISTICS/PERFORMANCE MEASURES
Actual 2010/11
Estimated 2011/12
Estimated 2012113
Amarillo Firemen's Retirement Fund meetings attended by Finance Staff Public Funds Investment Act Reporting Compliance Bonded debt ratings Departmental payroll and cash audits completed Contractor audits completed Internal control audits completed Firemen's actuarial study completed
100% 100% AAA,Aa2 100% 10 16 NIA
100% 100% AAA,Aa2 100% 10 15 100%
100% 100% AAA,Aa2 100% 10 15 NIA
ACCOMPLISHMENTS
* * *
The City of Amarillo has received the Certificate of Achievement for Excellence in Financial Reporting for the last 31 years. The Government Finance Officers Association of the United States and Canada awards this certificate to the governmental unit whose financial report is judged to conform substantially to the high standards for financial reporting established by the Association. The City of Amarillo has received the Distinguished Budget Presentation Award for 21 years. The City has, at all times, been in compliance with the Public Funds Investment Act. Our stated objective in the Investment Policy is to optimize return within the constraints of preserving capital and maintaining liquidity. During July of 2009, the City's General Obligation debt rating was upgraded by Standard and Poor's to AAA. S & P noted that the City has a strong and stable economic base as well as good management policies and historically strong financial performance. In July of 2011, Standard and Poor's increased the City of Amarillo Waterworks and Sewer System Revenue bond rating from AA+toAAA.
138
City of Amarillo
and Wages
i
413001ncentive
42550 Communications Allowance
602 200 28,310 50 3,529 14,016 36,607 0 237 664 1,203
600 500 28,389 50 3,746 14,363 36,327 0 248 657 1,200
600 1,000 30,129 67 3,950 15,214 34,134 4,005 244 681 1,200
41000 Personal Services 51110 Office Expense 51115 Employee Recognition Pro 51700 Education 51950 Minor Office Equipment
337,264 5,126 377 195 0
343,851 6,300 750 500 900
363,044 6,300 750 500 900
51000 Supplies 61200 Postage 61300 Advertising 61400 Dues 61410 Tuition 62000 Professional 63100 Appraisal District Servi 69300 Leased Computer Software
5,698 525 596 3,245 1,931 54,916 388,474 7,908
6,450 1,620 5,500 2,565 1,600 60,850 387,988 8,000
6,450 1,620 5,500 2,565 1,600 63,350 387,988 12,000
60000 Contractual Services 71100 Insurance and Bonds 72000 Communication 75100 Travel 75200 Mileage 75300 Meals and Local 70000 Other Charges TEXPENSES Total Expenses
457,595 1,999 2,012 4,717 381 273
466,123 1,999 1,929 10,000 300 500
474,623 2,168 1,908 10,000 300 500
9,383 809,940
14,728 835,152
14,876 860,992
41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation
City of Amarillo Department Staffing Report Department:
Finance Personal Services Total
Number of Employees Classification Permanent Positions 1.00 ADM100 1.00 CLR400 1.00 CLR941 1.00 PRF100 4.00
DIRECTOR OF FINANCE ADMINISTRATIVE ASSISTANT I ADMINISTRATIVE TECHNICIAN INTERNAL AUDITOR Total Permanent Positions
Part-Time Positions 1.00 HRL920
COLLEGE INTERN
5.00
Total Department
Description
363,044
139
CITY OF AMARILLO ACCOUNTING (1320) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The function of the Accounting Department is to maintain a financial system that will accurately record all receipts and disbursements for the City of Amarillo, provide timely reporting to individual departments, assist departments in the preparation of the Annual Budget, and in preparing the Comprehensive Annual Financial Report. The Accounting Department also carries out City policies pertaining to internal control of financial matters and auditing payments of vendors and contractors. In addition to periorming the Accounting and Reporting functions for the City of Amarillo, the Accounting Department provides accounting and reporting services for the AmariHo Economic Development Corporation, Amarillo Hospital District, Amarillo/Potter Events Venue District, Tax Increment Reinvestment Zone 1, Amarillo Local Government Corporation, Amarillo Chamber of Commerce and the Harrington Library Consortium.
GOALS The goal of the Accounting Department is to provide accurate and timely financial information to the general public, City officials, and all City departments. The Department will continue to work with new software to take advantage of everything it has to offer. For the next fiscal year, the Department will be working to increase the number of vendors paid through the ACH payment software. Implementation of CCH Workpaper Manager software wm aid in streamlining the annual audit and assist in preparing the annual CAFR as well as provide better interim financial reporting. CCH will be linked for our other reporting entities by fiscal year end 2012. The Department's goal is to use current and developing technology to enhance our budgeting and financial reporting. This new technology will integrate, within one financial package, the budget, purchasing, and accounting processes. The end result will provide a better flow of information across all levels within the organization. The Accounting Department will stay up-to-date on new accounting pronouncements and their effect on financial reporting. In fiscal year 2011/12, the IT Department will be transitioning our financial software to a new operating platform. The Accounting Staff will be involved in testing as this platform migration takes place. In the next fiscal year, the financial software will be upgraded to version 9.1, which will require additional testing time. The Accounting Department wi!! capitalize on any improvements in the upgraded version(s). Additional work will be done in the financial system software to streamline menus for end users.
OBJECTIVES
* * * *
Provide access to financial information in a format that the end users desire and financial reports that are in conformity with generally accepted accounting principles. Continue to review and reorganize the financial chart of accounts, to facilitate financial reporting to departments and outside users of the City's financial information. Continue development of current and new software. Develop timelines to ensure a smooth transition from our existing processes to newer technologies.
OPERATING STATISTICS/PERFORMANCE MEASURES
Actual 2010/11
Estimated 2011/12
Estimated 2012/13
Pool Checks issued Vendor ACH Payments W-2's issued 1099's issued Individual funds Reporting entities Procurement Card Transactions Procurement Card Rebate Quarterly Interim Financial Statements 20 days after Qtr End Single Audit Findings
24,097 4,507 2,949 738 108 8 25,160 $58,985 4 4
25,000 5,500 3,100 750 108 8 26,000 $74,922 4 0
25,000 6,000 3,100 750 108 8 26,000 $80,000 4 0
ACCOMPLISHMENTS The Department is continuing to expand the utilization of on-line bank software including, but not limited to, vendor ACH and direct deposit and procurement card software. Accounting purchased CCH Workpaper Manager, which was implemented for fiscal year ended September 30, 2010. This software is being expanded for use with our Component Unit Reporting. The Department began producing interim financials for management with the CCH Workpaper Manager software during fiscal year 2010/2011. The upgrades to systems software have enabled the Department to produce the Comprehensive Annual Financial Report (CAFR) in-house, and provide all required schedules to our outside auditors. GASB 54 "Fund Balance Reporting and Governmental Fund Type Definitions," which changes the classification of fund balance on the financial statements, was successfully implemented for fiscal year ending 9/30/11. The Quadrant cash registering software was installed at the Zoo during fiscal year 2009/2010 and additional merchant terminals were installed in various departments during fiscal year 2010/2011. Implemented security updates to the City's JDEdwards software and have successfully migrated to version 8.12. Expanded procurement card system to the Amarillo Chamber of Commerce. Assisted in preparation of the GFOA Popular Annual Financial Report that has been submitted for an award from GFOA.
140
City of Amarillo
i 41300 Incentive 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security - OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment
42400 Workers Compensation 42550 Communications Allowance
245 244 66,904 136 8,769 34,954 92,875 0 686 3,286 1,203
0 0 83,650 150 10,D48 39,874 92,816 0 793 3,502 1,200
600 0 88,930 217 9,802 40,190 84,722 9,939 832 3,448 1,200
41000 Personal Services 51110 Office Expense 51950 Minor Office Equipment
839,993 32,177 124
931,509 27,200 1,000
915,264 27,800 1,000
51000 Supplies 61200 Postage 61400 Dues 61410 Tuition 63140 Audit Fee 6321 0 Armored Car Service 63350 Credit Card Fees 68610 Office Equipment
32,301 18,728 4,235 3,187 147,725 1,723 5,543 2,991
28,200 22,500 5,000 3,000 149,050 1,707 8,000 3,000
28,800 22,500 5,000 2,400 149,050 1,752 8,000 3,000
60000 Contractual Services 71100 Insurance and Bonds
75100 Travel 75200 Mileage 75300 Meals and Local 78210 Cash Over/Short 78230 Loss on Bad Debt 78240 Late Payment Charges 78245 Discounts Lost
184,132 2,264 8,348 2,578 85 40 8 -4,561 0 15
192,257 2,264 8,171 3,000 100 150 100 0 50 0
191,702 3,014 8,244 3,000 100 150 100 0 50 0
70000 Other Charges TEXPENSES Total Expenses
8,777 1,065,202
13,835 1,165,801
14,658 1,150,423
72000 Communication
141
City of Amarillo Department Staffing Report Department:
Accounting Personal Services Total
Number of Employees Classification Permanent Positions 1.00 ADM120 1.00 ADM121 1.00 CLR120 1.00 CLR121 1.00 CLR135 1.00 CLR405 1.00 CLR410 1.00 CLR420 1.00 PRF120 1.00 PRF125 1.00 PRF126 2.00 PRF128 13.00
CITY AUDITOR ASSISTANT CITY AUDITOR ACCOUNTING ASSISTANT ACCOUNTS PAYABLE CLERK II COLLECTIONS CLERK ADMINISTRATIVE ASSISTANT II ADMINISTRATIVE ASSISTANT Ill ADMINISTRATIVE ASSISTANT V FINANCIAL ACCOUNTANT/GRANTS MANAGER ACCOUNTANT I ACCOUNTANT II ACCOUNTANT Ill Total Permanent Positions
Part-Time Positions 1.00 HRL 145 1.00 HRL920 1.00 HRL941 3.00
COLLECTIONS CLERK COLLEGE INTERN ADMINISTRATIVE TECHNICIAN Total Part-Time Positions
16.00
Description
Total Department
915,264
142
CITY OF AMARILLO
143
CITY OF AMARILLO PAYROLL (1321) FUNCTIONS, GOALS, AND OBJECTIVES
FUNCTIONS The Payroll Department oversees preparation of the City's biMweek!y payroll for all employees. Using Federal, State, and other laws and regulations, the Department processes timely and accurate payments to all employees. The Payroll Department withholds and submits all taxes, garnishments and child support payments and interfaces Krenos for all time sheet information and processes special
payments. The Department also processes and transmits all direct deposits for employees; processes and adjusts employee's mandatory and nonwmandatory deductions; audits employee master information in the HRIS system and deductions, benefits and accruals for accuracy and setup errors. Payroll is responsible for the processing of performance appraisals and the pay adjustments related to the appraisal. In addition, Payroll works closely with Human Resources, Accounting and Benefits to ensure that the proper pay types, deductions, benefits and accruals are correct for each employee.
GOALS The Payroll Department's goal is to provide cost~effective payroll processing that is accurate, timely, and in compliance with the policy of the City of Amarillo and all federal and state tax agencies. The Department also strives to maintain a high level of involvement and quality communications with the departments to ensure that service is responsive to each department's particular needs and is supportive of each department's goals.
OBJECTIVES
* * *
Process timely and accurate payments to all employees. Comply with taxes, garnishment and child support agencies. Focus on improving communication and availability of payroll solutions through a single source of contact.
OPERATING STATISTICS/PERFORMANCE MEASURES Total payroll processed
Actual 2010111
Estimated 2011112
Estimated 2011112
85,702,673
87,845,239
90,041,371
SIGNIFICANT CHANGES The Payroll Department consists of one employee previously of the Accounting Department and two employees formerly in Human Resources. To better assist employees, this is the first time the City has a oneHstop shop for any questions that arise from the employees pay. Each of the three employees has tremendous responsibilities within the payroll process. Cross training between these three employees will provide for better coverage and overall knowledge of each piece of the payroll process. Coordinating payroll requires close involvement with our timekeeping system, so each employee of the Payroll Department is also part of the Krenos Team that develops new processes, implements changes, and trains every employee about our timekeeping system.
144
City of Amarillo
and 41300 Incentive 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation
602 2 15,580 30 1,564 6,581 16,901 0 131 586
,696 600 0 21,273 37 1,773 7,582 17,195 0 146 618
600 0 21,486 50 1,816 7,766 15,694 1,841 146 639
41000 Personal Services 51110 Office Expense 51700 Education 51950 Minor Office Equipment
154,036 474 199 478
170,921 0 1,000 2,000
178,322 0 1,000 2,000
51000 Supplies 61200 Postage 61400 Dues 61410 Tuition
1,151 0 1,533 0
3,000 800 500 1,000
3,000 800 500 5,000
60000 Contractual Services 71100 Insurance and Bonds 72000 Communication 75100 Travel 75300 Meals and Local
1,533 0 0 364 56
2,300 0 894 3,000 1,000
6,300 470 912 1,000 1,000
70000 Other Charges TEXPENSES Total Expenses
420 157,141
4,894 181,115
3,382 191,003
City of Amarillo Department Staffing Report Department:
Payroll
Number of Employees Classification Permanent Positions 1.00 CLR096 1.00 CLR941 1.00 PRF128 3.00
3.00
Personal Services Total
Description DATA ADMINISTRATOR ADMINISTRATIVE TECHNICIAN ACCOUNTANT Ill Total Permanent Positions
178,322
Total Department
145
CITY OF AMARILLO PURCHASING (1325) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The Purchasing Department purchases goods, services, and equipment for all City departments and sells any City property that has been declared surplus. The Purchasing Department is also responsible for the bidding and contracting of both major and minor construction projects. These responsibilities are carried out in the manner set forth by Texas State Law, the City Charter and City Policy. The Purchasing Department insures fair and equitable treatment to all vendors without regard to political pressure or discrimination on the basis of race, color, religion, national origin, handicap or sex.
GOALS The first goal of the Purchasing Department is to ensure fair and equal access to all governmental procurements by any responsible vendor or contractor, and to conduct business activities in such a manner as to assure public confidence in the Purchasing Department. Purchasing strives to obtain the most value for each dollar spent, to purchase all materials and services of the correct quality and quantities from the proper sources, and to reach all responsible vendors who can furnish materials and services that meet specifications. Furnish to all City departments: supplies, equipment, and service at the best possible price. Work to enhance professionalism within the Department by seeing that every employee receives customer service training and professional training related to their job duties. Improve perceived responsiveness of the Purchasing Department to our customers and vendors through the application of better two-way communications and followMup. Raise safety awareness by discussing related issues at staff meetings. Provide basic JD Edwards training to each new endMuser and each person that change to a position that requires a change of security prior to them receiving a password. Provide Purchasing Policy and Procedure training to every City Division Director and Department Head and Supervisor involved in the purchasing process on an annual basis. Provide procurement card training to every cardholder at the time of card renewal. Continue to work to gain efficiency in the Purchasing Department and decrease throughput time on routine purchases while maintaining a high level of due diligence. Protect the interests of taxpayers in expenditures.
OBJECTIVES
* * * * * * *
Plan and follow good maintenance practices and help other departments plan for changes in their areas as their requirements change. Every employee of the Department should attend at least one customer service class and one professional development class in the coming year. Monthly staff meetings will be held to discuss improvements in the Department's performance from the point a requisition is submitted to the point the first action is taken on the requisition. The goal is to reduce the first action response time of 24 hours while enhancing the amount of due diligence on each item. Discussion of safetyMrelated issues will be a component of each meeting. Review credit card transactions to determine if there are opportunities to purchase the various items at a better price. In conjunction with this review, determine the vendors where most items are purchased, in an effort to solicit discounts from those vendors. Reconfigure the way that the City Auction is completed, with two goals in mind: maintain the current high level of income of approximately $300,000 per year and reduce City personnel involvement to a minimum. Assist Central Stores and the Public Safety Buyer's area in becoming true field offices of Purchasing; able to perform all Purchasing functions on an asMneeded basis. Initiate State, Federal Contracts, lnterwlocal Agreements and Cooperative Purchasing Groups for additional items that could be obtained at a lower cost.
OPERATING STATISTICS/PERFORMANCE MEASURES
Actual 2010/11
Estimated 2011/12
Estimated 2012/13
Written bids processed Request for Proposals processed Annual contracts processed Purchase Orders processed Percent spent locally Auction revenues Number of City issued credit cards Amount spent on credit cards Average amount per credit card transaction Average number of days to have invoice paid after receipt
311 23 120 2,234 69% $163,619.40 544 $4,945,219.19 $957.82 4
325 20 120 3,000 70% $250,000.00 550 $5,439,720.00 $1,053.61 4
325 20 120 3,050 70% $250,000.00 555 $5,983,692.00 $1,158.98 4
ACCOMPLISHMENTS The Purchasing Department has successfully reorganized to facilitate an increase in overall efficiency by delegating the responsibility for taking the bids on the micro purchases (up to $5,000) to the using departments. The other major change was increasing the purchasing card per purchase limit from $1,000 to $2,500 when requested by the cardholder's Department Head. These actions allowed the Purchasing Department to allocate more resources to the higher value items. This has had the side affect of speeding up the throughput of Purchasing. The purchasing card program continues to be a tremendous time and paper saver.
146
City of Amarillo
41100 Salaries and Wages 41300 Incentive 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation 42550 Communications Allowance
238,618 1,203 15 38,346 81 3,307 13,834 35,198 0 370 628 122
41000 Personal Services 5111 0 Office Expense 51950 Minor Office Equipment
329,104 1,200 0 57,806 133 4,789 19,759 41,387 4,856 439 826 2,400
331,721 15,326 118
333,727 1,200 0 54,805 100 4,833 20,077 46,859 0 441 1,048 0 463,090 20,055 0
462,699 20,055 0
51000 Supplies 61200 Postage 61300 Advertising 61400 Dues
15,443 9,376 14,494 3,663
20,055 6,312 12,850 3,267
20,055 10,812 12,850 3,267
60000 Contractual Services
71100 Insurance and Bonds 72000 Communication 75100 Travel 75300 Meals and Local
27,532 812 3,936 934 97
22,429 812 4,103 5,700 1,119
70000 Other Charges TEXPENSES Total Expenses
5,779 380,475
11,734 517,307
26,929 1,326 4,212 5,700 1'119 12,357 522,040
City of Amarillo Department Staffing Report Department:
Purchasing Personal Services Total
Number of Employees Classification Permanent Positions 1.00 ADM140 1.00 ADM141 1.00 CLR400 1.00 CLR415 1.00 CLR941 1.00 CLR951 1.00 CLR952 1.00 CLR953 8.00
PURCHASING AGENT ASSISTANT PURCHASING AGENT ADMINISTRATIVE ASSISTANT I ADMINISTRATIVE ASSISTANT IV ADMINISTRATIVE TECHNICIAN BUYER II BUYER Ill BUYER IV Total Permanent Positions
Part-Time Positions 1.00 HRL111
DATA ENTRY OPERATOR HOURLY
9.00
Description
462,699
Total Department
147
CITY OF AMARILLO VITAL STATISTICS DEPARTMENT (1335) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS To ensure that every birth, death, and fetal death occurring in Amarillo is properly registered and to issue certified copies of birth and death records to qualified applicants. Gather, maintain, and make available to qualified agencies, statistical data relating to birth and death occurrences. Practice uniform observance of vital statistics rules, regulations, and statutes as established by the State of Texas Bureau of Vital Statistics.
GOALS Goals of the Department of Vital Statistics include carrying out the Department's functions in an effective and professional manner and promoting a good public image of the City of Amarillo and its employees by providing excellent customer service. To attend AOP Seminar to get recertified to issue birth certificates.
OBJECTIVES Meet the State Bureau of Vital Statistics criteria (Timeliness of filing; Promotion of electronic filing; Training) to earn the Five Star Vital Registration award.
OPERATING STATISTICS/PERFORMANCE MEASURES
Actual 2010/11
Estimated 2011/12
Estimated 2012/13
Registered Births Registered Deaths Birth and Death Records Issued
4,835 2,475 19,035
5,250 2,780 20,690
5,100 2,700 20,500
ACCOMPLISHMENTS City of Amarillo Vital Statistics was awarded the 2009 State of Texas Exemplary Five Star Award for excellence. The Texas Electronic Registrar is currently in use for both birth and death registration.
148
City of Amarillo Vital Statistics
100 Salaries and Wages 41820T Health Insurance 41900 Life 4201 0 Social Security - Medica 42020 Social Security - OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation
49 102
7,572 12 268 1,144 2,595 0 49 100
7,647 17 293 1,254 2,535 297 49 109
41000 Personal Services 51110 Office Expense 51950 Minor Office Equipment
29,871 9,494 2,811
32,061 7,500 2,500
32,429 7,500 2,500
51000 Supplies 61200 Postage
12,305 1,646
10,000 2,530
10,000 2,530
60000 Contractual Services 71100 Insurance and Bonds 72000 Communication 75100 Travel 77620 Data Processing -Other
1,646 130 627 0 3,631
2,530 130 623 500 7,200
2,530 136 636 500 7,200
70000 Other Charges TEXPENSES Total Expenses
4,388 48,210
8,453 53,044
8,472 53,431
City of Amarillo Department Staffing Report Department:
Vital Statistics
Number of Employees Classification Permanent Positions 1.00 CLR075 1.00
Personal Services Total
Description DEPUTY REGISTRAR Total Department
32,429
149
CITY OF AMARILLO BENEFITS (1340) FUNCTIONS, GOALS, AND OBJECTIVES FUNCTIONS
The Benefits Department administers employee and retiree life insurance, health, dental and vision benefits, flexible spending accounts and the wellness program.
GOALS To provide City employees, retirees and their dependents with high quality, cost effective medical, dental, vision and life insurance benefits.
OBJECTIVES
* *
* *
Process medical and dental clean claims within 14 days of receipt with a 90% accuracy rate. Increase direct deposit participation by 10% Continue to encourage employees to adopt healthy lifestyles by participation in the Live Healthy Wellness Program. Decrease emergency room visits 10% by educating plan members to utilize other after hour alternatives.
OPERATING STATISTICS/PERFORMANCE MEASURES
Actual 2010111
Estimated 2011112
Estimated 2012113
Claims processed (including medical, dental and flex)
52,394
58,000
62,500
ACCOMPLISHMENTS Medical, dental and flexible spending claims are processed weekly and reimbursement checks are mailed weekly. Clean claims are processed within two weeks of receipt. The Plan is in compliance with all HIPAA privacy regulations and accepts claims electronically. Direct deposit continues to be available for medical, dental and flex reimbursements. Claims that were adjudicated automatically increased to 40%. Generic drug utilization has increased to an average of 78%. The Live Healthy Wellness program was Implemented in 2012 with premium reduction incentives for 2013.
150
City of Amarillo
41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation
21,981 57 2,823 11,369 30,507 0 324 650
23,617 56 3,099 12,483 30,048 0 268 663
23,853 75 3,168 11,741 27,377 3,212 268 677
41000 Personal Services 61200 Postage
272,497 39
286,344 0
290,481 0
39 0 0
0 0 1,697
0 740 1,548
0 272,536
1,697 288,041
2,288 292,769
60000 Contractual Services
71100 Insurance and Bonds 72000 Communication 70000 Other Charges TEXPENSES Total Expenses
City of Amarillo Department Staffing Report Department:
Benefits Personal Services Total
Number of Employees Classification Permanent Positions 1.00 ADM620 1.00 CLR065 1.00 CLR420 1.00 CLR602 0.50 PRF600 4.50
BENEFITS ADMINISTRATOR BENEFITS COORDINATOR I ADMINISTRATIVE ASSISTANT V BENEFITS COORDINATOR II U. R. NURSE Total Permanent Positions
Part-Time Positions 1.00 HRL904
ADMINISTRATIVE ASSISTANT
5.50
Description
Total Department
290,481
151
CITY OF AMARILLO CENTRAL STORES (1345) FUNCTIONS, GOALS AND OBJECTIVES
FUNCTIONS The Central Stores Department maintains a warehouse inventory of the most commonly used operation and repair supplies for all City departments, as well as being an automotive parts room inventory of repair parts for city fleet vehicles. Responsibilities include the purchasing, receiving, issuing, and auditing of all stock items. Also included, is the purchase of emergency repair parts for city fleet
vehicles. All purchasing and inventory transactions are conducted within the guidelines of State Law, City Charter, and current standard purchasing procedures. Central Stores is responsible for all mail delivery for City departments.
GOALS The goal of the Central Stores Department is to maintain stock inventory at a level that will adequately serve the needs of City departments without accumulating overstocks. Evaluate all new stock requests based on the cost of holding the item in inventory. Execute all transactions promptly and accurately so inventory records are current and accurate. Conduct all interaction with City personnel and outside suppliers with professionalism and courtesy. Utilize the on~line inventory system to improve the accuracy of all inventory transactions and records and maximize efficiency. Minimize costs while stressing the importance of a safe work environment and safe work practices.
OBJECTIVES
* * * *
*
Maintain total inventory at an average level of $900,000.00. Continue to monitor emergency stock items so the total does not exceed 7% of total inventory value. Continue monitoring all costs and charges to eliminate duplicate procedures, and direct costs to the proper using department. Provide basic hazmat, forklift operations, and workplace safety training to all Central Stores personnel and provide advanced training for all supervisory personnel. Have monthly safety meetings.
OPERATING STATISTICS/PERFORMANCE MEASURES Stock Value Items In Inventory Stock Issues Inventory Turnover Emergency Stock Material Tickets Issued Counter Material Tickets Issued Work Orders Average value per ticket issued Fill rate percentage on tickets issued Backorder's fill rate average days
Actual 2010/11
Estimated 2011112
Estimated 2012/13
$1,398,391.00 3,315 $2,710,159.49 1.94% 7.00% 9,830 8,460 $148.18 95% 2
$900,000.00 3,300 $2,950,000.00 3.28% 7.00% 10,300 8,600 $156.09 96% 2
$900,000.00 3,300 $3,250,500.00 3.62% 7.00% 10,800 8,700 $166.70 97%
2
ACCOMPLISHMENTS The Central Stores emergency stock items have remained at approximately 7.0% for fiscal year 2011/12. 100% of Central Stores employees have been trained on Material Safety Data Sheets. Central Stores has reduced backorder time to an average of 2 days. Citywide access to the warehouse MSDS's through the Hummingbird software program.
152
City of Amarillo Central Stores
41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation
1,770 42,951 99 3,669 15,686 39,116 0 390 4,250
3,015 36,779 87 2,860 12,227 27,728 0 341 3,837
3,015 38,601 117 2,925 12,507 25,277 2,965 341 1,089
41000 Personal Services 51110 Office Expense 51200 Operating 51250 Janitor 51300 Clothing and Linen 51350 Chemical and Medical 51850 Minor Tools
368,539 2,901 480 118 323 14 0
285,652 3,600 500 200 600 40 200
288,567 3,600 500 200 600 40 200
51000 Supplies 61200 Postage 61400 Dues 61410 Tuition 69210 Rental City Equipment
3,836 1 0 0 14,664
5,140 12 400 250 15,060
5,140 12 400 250 15,696
60000 Contractual Services 71100 Insurance and Bonds 72000 Communication 75100 Travel 75300 Meals and Local 78250 Inventory Over/Short
14,665 784 2,760 2,080 122 886
15,722 784 2,801 3,268 250 1,000
16,358 807 2,880 3,268 250 1,000
70000 Other Charges 78255 Inventory Credit Card
6,632 4,594
8,103 0
8,205 0
78500 Program Expenses TEXPENSES Total Expenses
4,594 398,266
0 314,616
0 318,270
City of Amarillo Department Staffing Report Department:
Central Stores
Number of Employees Classification Permanent Positions 1.00 CLR166 4.00 CLR167 1.00 CLR955 1.00 MGT170 7.00 7.00
Personal Services Total
Description INVENTORY CLERK STORE CLERK MESSENGER CENTRAL STORES MANAGER Total Permanent Positions Total Department
288,567
153
City of Amarillo
General Fund Transfers
41000 Personal Services 77610 Information Technology-
1,182,431 2,703,716
2,693,362 2,847,562
70000 Other Charges 92013 Comp Step 2210 92014 Medical Planning 2400 92040 Solid Waste 92045 Street Improvement 92060 Civic Center lmprov 92085 Park Improvement 4550 92120 lnfonmation Services 92125 Municipal Garage 92130 General Construction
2,538,403 8,403 50,732 1,450,000 1,202,021 850,197 269 6,322 14,897 5,120,000
2,703,716 62,750 0 1,250,000 1,200,000 700,678 0 0 0 5,416,252
2,847,562 62,750 0 1,250,000 1,200,000 539,955 0 0 0 5,269,336
92000 Operating Transfers TEXPENSES Total Expenses
8,702,841 11,241,244
8,629,680 12,515,827
8,322,041 13,862,965
154
CITY OF AMARILLO MUNICIPAL OFFICE SERVICES (1330) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS Municipal Office Services provides full service printing to all City departments.
SIGNIFICANT CHANGES This Department has moved into the Information Services Division beginning 10/1/2011 and is called IT Print Services {62180).
155
City of Amarillo Municipal Office SeiVices
i 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42300 State Unemployment 42400 Workers Compensation
613 6,000 13 526 1,729 5,704 94 147
0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0
41000 Personal Services 5111 0 Office Expense 51200 Operating
52,682 739 -9,649
0 0 0
0 0 0
51000 Supplies 68650 Shop Equipment 69220 Rental Other Equipment
·8,910 1,800 17,349
0 0
0
60000 Contractual Services 71100 Insurance and Bonds
0
72000 Communication
19,149 325 886
0
0 0 0
70000 Other Charges 84900 Office Furniture & Fixtu
1,211 5,129
0 0
0 0
80000 Capital Outlay TEXPENSES Total Expenses
5,129 69,262
0 0
0 0
156
0 0
0 0
157
ADMINISTRATION & CITY SERVICES EMERGENCY
ADMINISTRATION~ EMERGENCY MANAGEMENT
COMMUNITY RELATIONS
LEGAL
v
BOAR OS:
•
DEPUTY CITY MANAGER
Airport Advisory Board
COM MITTEES:
• Local Emergency Planning Committee I Randall County Emergency • cp otter ommunications
CITY SECRETARY
AMARILLO EMERGENCY COMMUNICATIONS CENTER
DEPARTMENT OF AVIATION
FACILITIES ADMINISTRATION
:
I I I
COMMUNICATIONS
CUSTODIAL
- - -- - · FUNCTIONAL ACTIVITIES
158
City of Amarillo Summary of Expenditures by Activity Classification ACTUAL 2010/2011
Budgeted 2011/2012
Budgeted 2012/2013
986,753 276,538 124,086 376,600 1,138,829 1,701,093 4,234,065 40,330
934,961 366,618 140,113 416,632 1,362,133 1,927,447 4,139,369 0
966,562 368,724 239,817 429,293 1,417,110 1,897,088 4,273,142 0
2400 Hazardous Material Transportation Administrative and City Services 24130 Metropolitan Medical Res 2400 Hazardous Material Transp
102,245 102,245
0 0
0 0
2430 Emergency Mgt Service & Equip Administrative and City Services 24333 MMRS HSGP GDEM 24380 State Homeland Sec Prog 24390 SHSP LEAP 2430 Emergency Mgt Service & E
287,771 190,248 522,046 1,000,065
375,821 532,703 70,000 978,524
222,469 0 176,176 398,645
2660 Leose Training Program Fund Administrative and City Services 26630 Leose Training- Airport
1,157
1,500
1,500
2670 AlP Pantex Project Fund Administrative and City Services 26710 AlP Pantex Project Fund 2670 AlP Pantex Project Fund
118,863 118,863
106,300 106,300
109,060 109,060
5400 Airport Fund Administrative and City Services 54110 Department of Aviation 54120 Airport Transfers 54160 Flood Recovery 2010 5420 Airport PFC fund 5400 Airport Fund
8,497,454 0 3,158,438 2,514,425 14,170,317
10,293,968 5,550,000 0 1,874,626 17,718,594
11,564,847 5,720,000 0 0 17,284,847
DESCRIPTION 1000 General Fund Administrative and City Services 1210 Legal 1220 City Secretary 1231 Communications 1232 Emergency Management Services 1251 Custodial Services 1252 Facilities Maintenance 1270 AECC 1970 EMS Support
159
CITY OF AMARILLO LEGAL (1210) FUNCTIONS, GOALS AND OBJECTIVES
FUNCTIONS
The City Attorney's Office acts as legal advisor and attorney for the City Commission and all employees and departments of the City. The Amarillo Municipal Code dictates that the City Attorney represent the City in all litigation and legal proceedings. The City Attorney's office is also required to prepare or approve all proposed ordinances and resolutions, as well as approve all documents, contracts, and other legal instruments in which the City has an interest. The City Attorney's Office furnishes written opinions on questions of law pertaining to City government or involving the powers of an officer, board, employee, or department of City government. The Office is also required to attend meetings of the City Commission and, upon request, meetings of other City boards and committees; conduct all prosecutions in Municipal Court and appeals therefrom; and to perform other duties as the City Commission or the City Manager may direct. The City Attorney's office provides similar legal services to the Amarillo Hospital District, the Amarillo-Potter County Events Venue District, the Bi-City-County Health District, and Tax Increment Reinvestment Zone #1.
GOALS To perform the routine functions of the office as efficiently as possible. As resources allow, to act proactively with other departments to prevent or minimize legal problems. (Examples: perform a legal audit of policies and procedures used by each department to assure compliance with current law; teaching classes to city employees on the legal aspects of their tasks; and updating standard contract clauses.) To be committed to continuing legal education so as to be informed of changes in the law that may affect the diverse operations and interests of the City government.
160
City of Amarillo
41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation 4251 0 Car Allowance 42550 Communications Allowance
14 54,335 100 8,479 31,925 90,118 0 422 522 4,392 1,203
0 51,634 100 8,778 32,633 85,114 0 390 507 4,380 1,200
0 66,449 150 9,847 37,024 85,093 9,983 439 543 4,380 2,400
41000 Personal Services 51110 Office Expense 51950 Minor Office Equipment 51980 IT Hardware 551 00 Publications
791,718 3,437 182 0 36,393
853,673 6,640 410 1,950 33,728
891,045 3,940 410 1,950 33,728
51000 Supplies 61200 Postage 61400 Dues 61410 Tuition 62000 Professional
40,011 952 3,646 1,745 133,384
42,728 1,476 4,500 6,335 4,500
40,028 1,476 4,000 5,335 4,500
60000 Contractual Services 71100 Insurance and Bonds 72000 Communication 75100 Travel 75200 Mileage 75300 Meals and Local 77100 Court Costs 78230 Loss on Bad Debt
139,728 1,586 3,038 9,377 203 118 1,323 -350
16,811 1,586 3,035 14,178 350 100 2,500 0
15,311 2,418 3,132 11,678 350 100 2,500 0
70000 Other Charges TEXPENSES Total Expenses
15,295 986,753
21,749 934,961
20,178 966,562
City of Amarillo Department Staffing Report Department:
Legal
Number of Employees Classification Permanent Positions 1.00 ADM070 1.00 ADM071 1.00 CLR400 1.00 PRF070 3.00 PRF071 2.00 PRF072 9.00
9.00
Personal Services Total
Description CITY ATTORNEY DEPUTY CITY ATTORNEY ADMINISTRATIVE ASSISTANT I LEGAL ASSISTANT ATTORNEY I ATTORNEY II Total Permanent Positions
891,045
Total Department
161
CITY OF AMARILLO CITY SECRETARY (1220) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS
The office of the City Secretary prepares the City Commission agenda and minutes, manages the official city records and contracts, administers the record management program, and is responsible for the conduct of the municipal elections. This office also includes the Community Relations Coordinator, who serves as the liaison to the public and the media for information by and about the City of Amarillo.
GOALS
The goal of the City Secretary's office is to identify and respond to the issues, concerns and needs of the Mayor and City Commission, City staff and citizens of Amarillo.
OBJECTIVES
* *
* *
Maintain extensive knowledge of pertinent federal, state and local laws, ordinances, statutes and regulations as they relate to the principles and practices of records management, records retention, preservation, protection and archiving. Stay familiar with the processes and protocol involved with the administration of municipal elections. Maintain effective working relationships with city staff and officials, other government officials, community groups, and the general public. Communicate with the general public, the business community, and the news media to provide information regarding City operations, programs, services, policies and procedures.
OPERATING STATISTICS/PERFORMANCE MEASURES Resolutions Ordinances
162
Actual 2010/11
Estimated 2011/12
Estimated 2012/13
41 54
40 50
50 60
City of Amarillo
and 41300 Incentive 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation 4251 0 Car Allowance 42550 Communications Allowance
13,376 25 2,614 10,786 27,391 0 97 117 0 0
600 22,259 37 3,430 14,205 33,264 0 146 147 3,000 1,200
0 21,025 50 3,465 14,439 29,943 3,513 146 143 0 1,200
41000 Personal Services 51110 Office Expense 51700 Education 51900 Election Supplies
238,434 174 69 29,735
311,273 1,700 400 40,000
312,898 1,700 400 40,000
51000 Supplies 61200 Postage 61400 Dues 61410 Tuition
29,978 416 345 0
42,100 840 575 400
42,100 840 575 400
60000 Contractual Services
761 550 707 5,565 543 0 0
1,815 550 829 7,500 2,000 350 200
1,815 949 912 7,500 2,000 350 200
7,365 276,538
11,429 366,618
11,911 368,724
71100 Insurance and Bonds 72000 Communication 74000 Printing and Binding 75100 Travel 75200 Mileage 75300 Meals and Local 70000 Other Charges TEXPENSES Total Expenses
City of Amarillo Department Staffing Report Department:
City Secretary
Number of Employees Classification Permanent Positions 1.00 ADM002 1.00 ADM020 1.00 ADM025 3.00
3.00
Personal Services Total
Description COMMUNITY RELATIONS COORDINATOR CITY SECRETARY ASSISTANT CITY SECRETARY Total Permanent Positions
312,898
Total Department
163
CITY OF AMARILLO COMMUNICATIONS (1231) FUNCTIONS, GOALS AND OBJECTIVES
FUNCTIONS
The Communications Department is responsible for the City's telephone and radio communication systems. Services to City departments include operating the City's radio repair facility and switchboard, providing installation, maintenance, and repair services
for all communication systems infrastructure and end-user equipment, management of communication services contracts, and maintenance of the outdoor warning siren system and Mobile Operations Center {MOC}. In addition, the department analyzes and plans for the overall communications needs of the City organization.
GOALS The goals of the Communications Department are to ensure communication costs are maintained at the lowest possible level while providing the highest quality services to City departments, to provide training to all City personnel on the use of communication equipment, to continuously upgrade equipment ensuring that current technology is best used to improve communication, and to manage a cost-effective repair facility.
OBJECTIVES
* * * * *
Provide cost effective, high quality installation, maintenance, and repair services for telephone and radio communications systems; Operate a customer service focused telephone switchboard to assist the public and City personnel with accessing all City services: Efficiently manage all City communication services contracts, ensuring accurate and timely processing of all contracts in the most cost effective manner: Continuously review City communication service needs, identifying and recommending solutions to ensure the City's communications needs are met: and Focus on personnel development, obtaining training to remain up-to-date and proficient in system management and maintenance techniques.
Actual 2010111
Estimated 2011112
Estimated 2012113
Telephone System Number of Stations on City Main PBX Number of Plexar Stations T-1 Carrier Lines
1,229 329 14
1,250 330 14
1,350 360 14
Radio System Radio Repeaters Towerrrransmitter sites Equipment maintained by Radio Repair Shop
32 21 2,900
34 21 3,000
34 21 3,000
OPERATING STATISTICS/PERFORMANCE MEASURES
ACCOMPLISHMENTS
Communications continues to strive to maintain overall communication costs at the most cost-effective level while offering new and expanded services to City departments. The primary focus for FY2011/12 has been the planning and implementation of FCC Part90 narrowband radio communication requirements. These efforts include extensive planning efforts both internally and regionally, reprogramming of all radio communication equipment, and replacement of any equipment not capable of meeting the narrowband requirements prior to the January 1, 2013 FCC mandate. Communications continues to provide extensive support to public safety agencies with outfitting new public safety units, maintenance of existing units, and support of remodeling efforts at the Police Department and building new Fire Stations. In addition, Communications is implementing a third City-wide Police Department radio channel and replacing the Police Department SWAT/Narcotics secure radio communication system. Communications is managing the replacement of the VA Radio Tower that will continue into the next fiscal year. As always, Communications personnel continue to install, maintain, and repair all aspects of the City's telephone and radio communication systems.
164
City of Amarillo Communications
41300 Incentive 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security - OASDI 42110TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation 42540 Tool Allowance
42550 Communications Allowance
2,568 11,778 55,132 105 3,518 14,258 38,771 0 461 1,807 0 1,203
2,700 0 66,284 112 3,897 15,825 37,790 0 487 3,642 0 1,200
1,200 0 76,549 167 4,415 18,054 38,148 4,476 536 7,298 6,300 1,200
41000 Personal Services 5111 0 Office Expense 51200 Operating 51300 Clothing and Linen 51700 Education 51800 Fuel & Oil 51850 Minor Tools 51950 Minor Office Equipment 51980 IT Hardware 52050 Auto Parts 52050LABOR Auto Parts Labor 53150 Electricity
374,598 2,569 19,082 939 0 1,249 1,477 688 0 468 375 1,823
421,716 3,750 19,000 1 '100 2,000 2,183 0 0 2,300 500 500 2,245
461,603 3,750 19,000 1 '100 2,000 1,226 0 0 0 500 500 1,703
51000 Supplies 61100 Communications Billing 61200 Postage 61400 Dues 62000 Professional 67320 Extermination 68615 Misc. Fuel Powered Equi
68710 Auto Repair and Maint 69210 Rental City Equipment
28,670 336,515 184 768 2,019 815 2,510 91,924 300 14,460
33,578 350,305 500 800 2,500 1,000 2,500 111,664 0 15,181
29,779 421,500 500 800 2,500 1,000 2,500 111,250 0 16,039
60000 Contractual Services 71100 Insurance and Bonds 72000 Communication 75100 Travel 75300 Meals and Local 78250 Inventory Over/Short
449,495 3,840 185 3,681 52 26,267
484,450 3,840 62 4,000 0 0
556,089 7,298 12 4,000 0 0
70000 Other Charges 90160 Other Departments
34,025 -762,703
7,902 -807,533
11,310 -818,964
90000 Inter Reimbursements TEXPENSES Total Expenses
-762,703
-807,533
124,086
140,113
-818,964 239,817
68670 Communications Equipmen
165
City of Amarillo Department Staffing Report Department:
Communications Personal Services Total
Number of Employees Classification Permanent Positions 2.00 CLR400 0.50 CLR410 2.00 MGT665 2.00 TEC900 2.50 TEC901 1.00 TEC905 10.00
ADMINISTRATIVE ASSISTANT I ADMINISTRATIVE ASSISTANT Ill RJT COMMUNICATION SUPERVISOR COMMUNICATIONS TECHNICIAN ASSISTANT COMMUNICATIONS TECHNICIAN COMMUNICATION TECHNICIAN ASSISTANT II Total Permanent Positions
Part-Time Positions 1.00 HRL053
PBX OPERATOR
11.00
Total Department
Description
461,603
166
167
CITY OF AMARILLO EMERGENCY MANAGEMENT SERVICES (1232) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The Office of Emergency Management (OEM) coordinates a comprehensive interjurisdictional emergency management program contributing to the safety of the citizens of the City of Amarillo, Potter County, and Randall County with other agencies and volunteer groups in compliance with Federal and State laws, County Court Orders, and City Ordinances. Responsibilities include development, maintenance, and implementation of an integrated all-hazards emergency management program that addresses mitigation/prevention, preparedness, response, and recovery from major or complex incidents or events. The Office of Emergency Management serves as a liaison between City, County, State, and Federal emergency management organizations and monitors the readiness of City and County Services.
GOALS Conduct a program of comprehensive emergency management within the City and Counties including the mitigation/prevention of, preparedness for, response to, and recovery from any man-made or natural disaster: develop and maintain relationships with local emergency response and support groups; conduct ongoing public awareness programs on emergency preparedness and protective actions; develop site-specific response plans for radiological and hazardous material locations including the U.S. DOE Pantex Plant; and address issues associated with homeland security and weapons of mass destruction.
OBJECTIVES
*
*
*
* *
Maintain emergency management plans and procedures; prepare and maintain an Emergency Operations Center and Mobile Operations Center: keep governing bodies informed of anticipated needs. Conduct, coordinate, and attend emergency training, programs, seminars, and disaster exercises. Maintain a maximum state of readiness to respond to and recover from any man-made or natural disaster utilizing all the resources assigned to the Office of Emergency Management and other City and County departments and services. Continue to expand the volunteer coordination program and the liaison programs with local volunteer organizations, special needs populations, community groups and local area businesses in the jurisdiction. Continue the ongoing public awareness program to increase the preparedness of the population of the local jurisdiction.
OPERATING STATISTICS/PERFORMANCE MEASURES OEM Emergency Response: Airport Alerts Hazardous Materials I WMD Incidents Major Fires I Grass Fires Red Flag Operations Mass Casualty Incidents Pantex Incidents Severe Weather Monitoring I Weather Watch Operations Warning System Activations Winter Storm Operations State or Regional Support Operations Miscellaneous Emergencies OEM Emergency Preparedness Activities: Presentations/Public Awareness Activities (hours) Discussion-Based Exercises Operations-Based Exercises
Actual
Estimated
Estimated
2010/11
2011/12
2012/13
6 19 340 66 0 1 5 6 7 13 4
10 15 10 20 0 0 10 0 3 2 5
6 18 10 15 0 0 12 1 6 2 5
49.25 1 1
45 5 4
45 6 3
ACCOMPLISHMENTS OEM continues to implement a comprehensive interjurisdictional emergency management program for the City of Amarillo, Potter County, and Randall County maintaining an Advanced level of preparedness based on State of Texas standards. In the aftermath of the unprecedented 2011 wildfire/drought impacts on the Texas Panhandle, OEM continued to facilitate recovery efforts through the processing of two FEMA Fire Management Assistance Grants and a Federal major disaster declaration DR1999 for the City of Amarillo, City of Canyon, Potter County, and Randall County. These efforts resulted in limited Federal recovery reimbursement for the affected jurisdictions. OEM coordinated the conduct of two full-scale operations-based exercises; in October, the City of Amarillo and Potter County participated in U.S. DOE Pantex Plant exercise and in May, the City of Amarillo conducted the triennial exercise at Rick Husband Amarillo International Airport. In addition, OEM coordinated WTAMU Active Shooter series of law enforcement agency dril!s and conducted several discussion-based exercises. OEM continued to ensure NIMS compliance of the jurisdictions, providing intermediate and advanced NIMS training. OEM continues to work on the 5-year review of the interjurisdictional Hazard Analysis and Mitigation Action Plan and provides management services for the City's participation in Homeland Security Grant Programs.
168
City of Amarillo
and Wages 41300 Incentive 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110TMRS 42115 Post Employment Benefits 42300 State Unemployment
42400 Workers Compensation 42550 Communications Allowance
1,203 18,565 31 2,292 9,801 24,739 0 122 785 2,407
1,200 18,966 31 2,359 10,087 22,874 0 122 3,123 2,400
1,200 19,156 42 2,584 11,049 22,330 2,620 122 779 2,400
41000 Personal Services 5111 0 Office Expense 51200 Operating 51300 Clothing and Linen 51350 Chemical and Medical 51700 Education 51950 Minor Office Equipment 52050 Auto Parts 52050LABOR Auto Parts Labor 53100 Natural Gas 53150 Electricity 53200 Water and Sewer
222,779 4,541 3,765 190 0 3,570 50 85 0 1,854 2,500 1,177
244,329 4,500 5,000 800 100 2,000 0 350 350 2,391 13,803 1,228
239,299 4,500 5,000 800 100 2,000 0 350 350 1,541 12,134 1,069
51000 Supplies 61100 Communications Billing 61200 Postage 61400 Dues 68100 R & M- Building 68300 R & M- Improvements 68610 Office Equipment 68620 Computer Equipment 68660 AudioNideo Equipment 69210 Rental City Equipment
17,733 0 733 935 555 3,330 231 556 200 19,824
30,522 0 900 800 0 5,000 0 500 1,000 20,896
27,844 4,500 900 800 0 6,000 0 500 1,000 21,919
60000 Contractual Services 71100 Insurance and Bonds
751 00 Travel 75200 Mileage 75300 Meals and Local 77610 Information Technology-
26,363 973 23,159 2,858 10,764 3,875 68,098
29,096 973 24,645 3,500 14,000 3,500 66,067
35,619 1,385 25,644 4,000 20,000 3,500 72,002
70000 Other Charges TEXPENSES Total Expenses
109,726 376,600
112,685 416,632
126,531 429,293
72000 Communication
169
City of Amarillo Department Staffing Report Department:
Emergency Management Services
Number of Employees Classification Permanent Positions 1.00 ADM050 1.00 ADM051 0.50 CLR410 2.50
2.50
Personal Services Total
Description EMERGENCY MANAGEMENT COORDINATOR ASSISTANT EMERGENCY MGMT COORDINATOR ADMINISTRATIVE ASSISTANT Ill Total Permanent Positions
239,299
Total Department
170
CITY OF AMARILLO
171
CITY OF AMARILLO CUSTODIAL SERVICES (1251) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS
The Custodial Services Department is responsible for maintaining the cleanliness and appearance of City buildings. Daily, the Department cleans, disposes of trash, sanitizes restrooms, and maintains floors in order to provide the employees of the City and the citizens of Amarillo a clean, healthy, hazard free, and functional environment.
GOALS The Department will continue to establish and maintain efficient work routines in order to promote a high level of cleanliness in a!l City buildings, and present a positive, professional image demonstrating pride and the highest quality of work.
OBJECTIVES Continue employee training in areas such as chemical mixing and safe work practices through monthly safety meetings. Evaluate new products and equipment to ensure that the best possible service is performed through the most economical means.
OPERATING STATISTICS/PERFORMANCE MEASURERS City Hall Municipal Court/Police Building Central Library Southwest Branch Library East Branch Library North Branch Library Northwest Branch Library WIG (Heallh Building) WIG (North Branch) Service Center Bivins Animal Shelter Public Health AECC Building (City Care, Dispalch, EOC) All Other Areas Total
83,508 Sq. Ft. 126,000 Sq. Ft. 64,378 Sq. Ft. 18,706 Sq. Ft. 9,752 Sq. Ft. 10,274 Sq. Ft. 16,132 Sq. Ft. 19,206 Sq. Ft. 4,223 Sq. Ft. 29,675 Sq. Ft. 18,042 Sq. Ft. 3,461 Sq. Ft. 11 ,560 Sq. Ft. 26,325 Sq. Ft. 8,318 Sq. Ft. 449,560 Sq. Ft.
172
City of Amarillo
Custodial Services
41300 Incentive 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security - OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation
13,236 121,888 277 6,397 26,467 69,625 0 1 '197 32,561
13,800 143,217 312 7,472 31,950 72,453 0 1,218 35,856
12,600 158,947 450 8,164 34,906 70,544 8,276 1,316 39,185
41000 Personal Services 51200 Operating 51250 Janitor 51300 Clothing and Linen 51850 Minor Tools 53100 Natural Gas 53150 Electricity 53200 Water and Sewer
726,289 352 61,188 153 9 40,845 230,899 44,864
876,349 0 65,000 2,500 2,000 54,235 291,137 43,889
887,007 0 72,500 2,500 4,500 27,659 342,740 49,197
51000 Supplies 62000 Professional 67310 Janitorial Se!Vice Cant 67500 Laundry 68100 R & M- Building 69210 Rental City Equipment
378,311 10,456 12,190 3,533 3 4,104
458,761 1,450 11,945 5,044 0 4,344
499,096 1,450 14,445 5,044 0 4,616
60000 Contractual Services 71100 Insurance and Bonds
30,285 2,419 1,524
22,783 2,419 1,821
25,555 3,483 1,968
3,943 1,138,829
4,240 1,362,133
5,451 1,417,110
72000 Communication 70000 Other Charges TEXPENSES Total Expenses
City of Amarillo Department Staffing Report Department:
Custodial Services
Number of Employees Classification Permanent Positions 1.00 TRD045 2.00 TRD046 1.00 TRD047 23.00 TRD910 27.00
27.00
Personal Services Total
Description FACILITIES SUPERVISOR CUSTODIAN Ill CUSTODIAN II CUSTODIAN I Total Permanent Positions
887,007
Total Department
173
CITY OF AMARILLO FACILITIES MAINTENANCE (1252) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS
The Facilities Maintenance Department is responsible for the management, maintenance, and renovation of all City~owned buildings and properties. Specifications are written, contracts negotiated, bids evaluated, and work is supervised and inspected when performed by outside contractors. Assistance is given to other departments and divisions in evaluating buildings and equipment. The Department evaluates the future needs of various departments and divisions to plan accordingly.
GOALS The goals of the Facilities Maintenance Department are performing scheduled and unscheduled maintenance on buildings, and replacing and/or repairing equipment to achieve optimum performance. AU buildings and equipment will be inspected and evaluated on a routine basis in order to prevent unscheduled maintenance. The Department will train its personnel on new methods and procedures to keep the operations at peak performance.
OBJECTIVES Plan and follow good maintenance practices and help other departments plan for building changes in their areas as their requirements change. Maintain a!! buildings in an acceptable manner and upgrade all City~owned buildings as necessary. Reduce the amount of unscheduled maintenance by continuing with the preventive maintenance program.
OPERATING STATISTICS/PERFORMANCE MEASURES Maintenance Requests- Type of Service Building Maintenance Plumbing Problems Heating/Air Conditioning Appliance Repair Electrical Problems Total
Actual
Actual 2010/11
2011112
Estimated 2012/13
904 385 229 31 606 2,155
1,097 362 206 27 502 2,193
1,100 400 200 30 550 2,280
ACCOMPLISHMENTS Facilities had another very productive year with all of the new construction and remodels performed and overseen by the Department as well as the standard day~to~day operations that is shown in the Operating Statistics above. The following is a list of projects the Facilities Department was involved in:
* * * *
* * * * * * * * * * * * * *
* *
Construction of new 6,500 sq ft warehouse and loading dock for WIC on Austin St. Repair and reseal parking lot for WIC on Austin St. Parking lot lighting renovations and security system at WIC on Austin St. Managed the renovation and addition of Ballistic Walls at City Police Department Gun Range Work on preliminary plans for downtown utilities relocation and development Worked in conjunction with other departments on the addition to Solid Waste Transfer Station Rebuilt and replaced major components of the truck wash facilities at the Service Center Managed the renovation on the 3rd and 61h floors of the Police/Municipal Court Building Refurbished Municipal Court lobby and painted interior halls of the Police Department Designed, bid, & managed the restroom and dressing room modifications for the Civic Center Rebuilt the ammonia system for the lee Plant at the Civic Center Managed the re-roofing project on the east side of the Civic Center Replaced old tiled concrete in the Grand Plaza at the Civic Center Began design and installation of door security for the Police/Municipal Courts Building Designed safety railing and new curb for the east ramp at City Hall Managed space planning efforts at City Hall and the AECC building at 808 S. Buchanan Design & spec replacement of domestic and heating water boilers at the Police/Municipal Courts Building Designed the new Fire Station No. 13 to be located at John Stiff Memoria! Park Design & spec new metal roof for Fire Station No. 4 Created new sub department for building automation and security
174
City of Amarillo Facilities Maintenance
41300 Incentive 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment
42400 Workers Compensation 4251 0 Car Allowance 42540 Tool Allowance 42550 Communications Allowance
10,229 951 153,722 288 11,491 49,133 124,596 0 1,148 31.709 2,536 14,522 0
10,200 0 167,616 300 12,825 54,838 124,357 0 1,170 42,571 2,940 15,300 0
10,200 0 178,857 417 13,249 56,652 114,493 13,432 1,218 33,467 3,000 15,300 2,400
41000 Personal Services 5111 0 Office Expense 51200 Operating 51250 Janitor 51300 Clothing and Linen 51350 Chemical and Medical 51400 Photographic 51700 Education 51800 Fuel & Oil 51850 Minor Tools 52050 Auto Parts 52050LABOR Auto Parts Labor 52120 Tires and Tubes Other 53150 Electricity
1,210,416 1,799 16,335 89 2,523 0 0 201 2,627 5,955 0 0 0 372
1,355,498 3,349 19,000 1,000 4,800 300 100 500 1,622 7,100 100 500 100 411
1,343,235 3,349 19,000 1,000 4,800 300 100 500 3,900 7,100 100 500 100 277
51000 Supplies 61200 Postage 61400 Dues 61410 Tuition 67320 Extermination 68100 R & M- Building 68300 R & M - Improvements 68640 Machinery 68650 Shop Equipment 68680 Other Equipment 69210 Rental City Equipment 69220 Rental Other Equipment
29,901 115 615 495 7,480 326,228 456 0 156 1,063 62,868 0
38,882 24 900 4,000 9,000 340,000 20,000 500 1,000 2,000 70,734 500
41,026 24 900 4,000 9,000 350,000 10,000 500 1,000 2,000 70,668 500
60000 Contractual Services 72000 Communication 74000 Printing and Binding 75100 Travel 75300 Meals and Local
399,476 39,183 21,731 -45 368 63
448,658 39,183 22,427 300 5,000 500
448,592 35,358 23,076 300 5,000 500
70000 Other Charges 841 00 Auto-Rolling Stock & Equ
61,300 0
67,410 17,000
64,234 0
80000 Capital Outlay TEXPENSES Total Expenses
0 1,701,093
17,000 1,927,447
0 1,897,088
71100 Insurance and Bonds
175
City of Amarillo Department Staffing Report Department:
Facilities Maintenance
Number of Employees Classification Permanent Positions 1.00 ADM060 1.00 ADM061 1.00 CLR410 2.00 PRF060 1.00 PRF061 2.00 TEC107 1.00 TEC115 1.00 TEC215 1.00 TRD060 11.00 TRD906 3.00 TRD915 25.00 25.00
Personal Services Total
Description FACILITIES MANAGER ASSISTANT FACILITIES MANAGER ADMINISTRATIVE ASSISTANT Ill FACILITIES COORDINATOR I FACILITIES COORDINATOR II SPECIAL PROJECTS MANAGER BAS CONTROLS TECHNICIAN DESIGN TECHNICIAN II ELECTRICIAN II BUILDING MECHANIC Ill ELECTRICIAN I Total Permanent Positions
1,343,235
Total Department
176
CITY OF AMARILLO
-177
CITY OF AMARILLO AMARILLO EMERGENCY COMMUNICATIONS CENTER (1270) FUNCTIONS, GOALS, AND OBJECTIVES FUNCTIONS The Amarillo Emergency Communications Center (AECC) provides citizens with assistance via a 24~hour emergency phone service by gathering information and sending appropriate resources to help them and also provides instructions via phone. The Center provides public safety responders with correct and appropriate information so that they can better assist citizens in need and remain safe during their responses.
GOALS
Goals of the Amarillo Emergency Communications Center are to improve the quality of service provided to both citizens and responders through the consolidation of emergency communications for multiple public safety response departments. The AECC strives to provide a high level of customer service to all clients and will continue to develop and improve processes in order to provide citizens and responders with the highest level of support. The Center will provide training and education to personnel in order to maintain high professional standards, monitor outcomes in order to make improvements, and work with stakeholders to meet expectations.
OBJECTIVES
* * *
To continue to improve and expand the employee training program so that they may better serve the public and support responders. To begin work towards status as a National Center for Missing and Exploited Children call center partner. To continue to improve call entry and dispatch times in order to better meet client agency and citizen needs. To work to stabilize staffing in order to reduce overtime costs and improve efficiency. To continue work with client agencies in order to develop operating procedures that meet all needs. To begin to work toward national Academy of Emergency Dispatch Medical Protocol Accreditation. To begin to work toward APCO P-33 Training Standards Accreditation.
* * * *
OPERATING STATISTICS/PERFORMANCE MEASURES
Actual 2010/11
Estimated 2011112
Estimated 2012/13
Total Calls
565,978
637,222
637,222
Incoming to 911 and Emergency 7-digit
143,020
145,582
145,582
From Landline
48,160
48,217
48,217
From Cell Phone
94,231
95,435
95,435
From VOIP
629
630
630
Incoming to Administrative Lines
422,958
432,958
432,958
CAD Entered Calls
191,233
269,197
269,197
Animal Control
30,606
31,805
31,805
EMS
32,999
34,755
34,755
Fire
18,921
19,510
19,510
Police
174,815
179,423
179,423
3,664
3,704
3,704
Unassigned Calls
ACCOMPLISHMENTS The AECC has successfully consolidated three separate emergency communications centers and is providing quality service to the public and response agencies. A training program for new hires has been implemented and continues to be reviewed and improved. A quality assurance program has been successfully implemented in order to provide useful statistics on performance. AECC employees have worked with the Potter-Randall911 District to educate the public about 911. A program has been implemented to show employee appreciation with the result of raising morale. Employees have attended training on several different topics that allowed them to receive both state and city-mandated certifications and an improved professional knowledge to put into practice. The Department continues to work successfully with client agencies and the public to provide the most efficient and highest quality service possible.
178
City of Amarillo
42550 Communications Allowance
83,620 462,714 313,730 671 39,567 144,759 414,941 0 4,327 7,477 57 2,156
8,931 87,900 240,000 351,407 761 33,616 139,433 325,961 0 3,168 7,187 0 2,400
2,405,542 89,400 240,000 469,562 1,118 36,177 150,817 312,616 36,676 3,460 7,734 0 3,600
41000 Personal Services 5111 0 Office Expense 51115 Employee Recognition Pro 51200 Operating 51300 Clothing and Linen 51950 Minor Office Equipment 51970 Software
3,754,461 8,920 461 2,171 3,911 8,368 0
3,710,765 10,000 500 0 2,000 1,665 0
3,756,702 10,000 5,120 0 2,000 500 3,160
51000 Supplies 61200 Postage 61400 Dues 61410 Tuition 62000 Professional 68610 Office Equipment 69300 Leased Computer Software
23,831 434 1,583 11,718 799 0 256,958
14,165 175 1,390 5,792 4,044 0 249,061
20,780 175 1,758 12,366 3,544 3,600 260,910
60000 Contractual Services 71100 Insurance and Bonds
271,492 0 66,000 7,268 107,505
260,462 0 15,129 13,500 125,347
282,353 39,263 18,732 9,954 145,358
84900 Office Furniture & Fixtu
180,773 3,508
153,976 0
213,307 0
80000 Capital Outlay TEXPENSES Total Expenses
3,508 4,234,065
0 4,139,369
0 4,273,142
i and Wages 41300 Incentive 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security - OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation 42520 Uniform/Clothing Allowan
72000 Communication 751 00 Travel 77610 Information Technology70000 Other Charges
179
City of Amarillo Department Staffing Report Department:
AECC Personal Services Total
Number of Employees Classification Permanent Positions 1.00 ADM093 1.00 ADM095 58.00 CLR770 1.00 MGT043 3.00 MGT044 3.00 MGT046 67.00
ASSISTANT EMERGENCY COMMUNICATIONS CENTER MANAGER EMERGENCY COMMUNICATIONS CENTER MANAGER EMERGENCY COMMUNICATIONS SPECIALIST TRAINING/QUALITY ASSURANCE SUPERVISOR SENIOR COMMUNICATIONS SUPERVISOR COMMUNICATIONS SHIFT SUPERVISOR Total Permanent Positions
Part·Time Positions 4.00 HRL770
EMERGENCY COMMUNICATIONS SPECIALIST
71.00
Description
3,756,702
Total Department
180
CITY OF AMARILLO
181
CITY OF AMARILLO EMS SUPPORT (1970) FUNCTIONS, GOALS AND OBJECTIVES FUNCTION Serves as administrative support for the contractual and operational implementation of emergency medical services in Amarillo. Provides professional support to the Emergency Care Advisory Board (ECAB}. Offers advanced reporting mechanisms regarding the provision of emergency medical care, as well as support and coordination for City Medical Director and City Manager.
SIGNIFICANT CHANGES This Department has been combined with the City Manager Department (1 020) beginning 10/1/2011.
182
City of Amarillo
i 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42300 State Unemployment 42400 Workers Compensation
7,612 13 754 3,224 8,367 49 44
0 0 0 0 0 0 0
0 0 0 0 0 0 0 0
41000 Personal Services 62000 Professional
76,328 39,002
0 0
0 0
60000 Contractual Services 90190 Payroll Reimbursements
39,002 -75,000
0 0
0 0
90000 Inter Reimbursements TEXPENSES Total Expenses
-75,000 40,330
0 0
0 0
183
PUBLIC SERVICES DIVISION BOARDS:
COMMITTEES:
• Board of Appraisal Review
• Fami! y Self Sufficiency Program Coordinating Comm ittee
A.C.M. PUBLIC SERVICES
• Guyo n Saunders Resource Center Oversight Com mittee
• Board of Review for Landmarks and Historical Districts • Civil SeNice Commission • Community Development Advisory Committee • Construction Advisory and Appeals Board • Library Advisory Board • Planning and Zoning Commission •
Policy Advisory Committee for the MPO
• Tax Increment Reinvestment Zone #1 Board (TIRZ) • Zoning Board of Adjustments
COMMUNITY DEVELOPMENT
HUMAN RESOURCES
BUILDING SAFETY
;
I I
I I I
PROGRAM MANAGEMENT I I I I I
B I I I I
REHAB SUPPORT
EMERGENCY SHELTER GRANT
. I I I
I
HOMELESS MANAGEMENT INFORMATION SYSTEM
CITY CARE CLINIC
CIVIC CENTER I I I I
PROMOTIONS
HOUSING ASSISTANCE
PLANNING
:
I I I I I
I I I
TRANSITIONAL HOUSING
METROPOLITAN PLANNING ORGANIZATION
OPERATIONS
LIBRARY
ICE HOCKEY
I I I I
HOUSING VOUCHERS
I I I I
I I I I
MODERATE REHAB
'
I I I I
FUNCTIONAL ACTIVITIES
SHELTER
* DEPARTMENT DETAILS
+
IN OTHER FUNDS
CARE
184
City of Amarillo Summary of Expenditures by Activity Classification ACTUAL 2010/2011
Budgeted 2011/2012
Budgeted 2012/2013
561,462 229,247 1,733,313 207,190 329,568 275,856 3,418,368 468,236 2,005,314
724,944 343,058 1,818,038 242,209 360,139 311,770 3,637,396 508,348 2,293,812
716,314 336,237 1,885,313 296,587 356,775 313,093 3,740,503 491,068 2,378,017
2010 CDBG Fund Public Services 20110 Program Management 20115 Code Enforcement 20116 Code Inspector 20125 Rehab Support 20130 Housing Rehab 20135 Park Improvements 20140 Public Services 20155 Neighborhood Facilities 20165 Micro Loan Program 20170 HPRP 2010 CDBG Fund
309,893 15,775 54,386 145,794 444,488 0 266,529 310,068 5,000 317,949 1,869,882
340,744 40,000 56,466 150,437 606,304 180,000 318,558 426,237 75,000 294,143 2,487,889
309,307 75,000 58,373 150,437 507,705 0' 217,730 151,984 0' 0' 1,470,535
2020 Housing Public Services 20210 Housing Assistance 20220 Mod Rehab 20230 Housing Vouchers 20250 5 YEAR MAINSTREAM VOUCHE 2020 Housing
640,510 24,452 7,934,863 0 8,599,825
15,411 30,247 8,314,489 0 8,360,147
16,391 30,247 8,326,982 365,330 8,738,949
2030 Home Investment Partnership Public Services 20310 Home Administration 20320 Home Projects 2030 Home Investment Partnersh
126,579 216,901 343,480
88,806 799,169 887,975
57,998 522,000 579,998
2040 Shelter Plus Care Fund Public Services 20400 SHELTER PLUS CARE 2040 Shelter Plus Care Fund
222,362 222,362
346,452 346,452
353,378 353,378
2050 Supportive Housing Fund Public Services 20500 SUPPORTIVE HOUSING 2050 Supportive Housing Fund
203,733 203,733
206,864 206,864
206,864 206,864
DESCRIPTION 1000 General Fund Public Services 1110 Human Resources 1241 Civic Center Promotions 1243 Civic Center Operations 1245 Civic Center Sports 1248 Box Office Operations 1249 Globe News Center 1260 Library 1720 Planning 1740 Building Safety
185
City of Amarillo Summary of Expenditures by Activity Classification ACTUAL 2010/2011
Budgeted 2011/2012
Budgeted 2012/2013
2060 Affordable Housing Fund Public Services 20600 AFFORDABLE HOUSING 2060 Affordable Housing Fund
137,312 137,312
100,000 100,000
22,932 22,932
2070 TX Emergency Shelter Grants Public Services 20700 TX Emergency Shelter Gra 2070 TX Emergency Shelter Gran
126,442 126,442
0 0
0 0
2075 HMIS Public Services 20755 HM IS 2008-201 0 2075 HMIS
102,279 102,279
96,278 96,278
114,658 114,658
2100 Texas State Library Funds Public Services 21113 Interlibrary Loan 21115 Library System Admin 21118 Continuing Education 21119 Consulting 21122 Networked Resources 21128 Tech Asst Negotiated Gra 21130 Lone Star Library Grant 2100 Texas State Library Funds
131,905 81 '136 7,352 4,919 198,256 66,372 34,054 523,993
0 77,370 0' 0 146,971 80,000 0' 304,342
0 0 0 0 0 0 0 0
2300 Summer Lunch Program Public Services 23100 Summer Lunch Program 2300 Summer Lunch Program
227,757 227,757
190,000 190,000
235,194 235,194
2420 Urban Transportation Planning Public Services 24200 Urban Transportation Pia 2420 Urban Transportation Plan
310,786 310,786
327,743 327,743
378,612 378,612
DESCRIPTION
186
~-; CITY OF AMARILLO
---
~
187
CITY OF AMARILLO HUMAN RESOURCES (1110) FUNCTIONS, GOALS AND OBJECTIVES
FUNCTIONS The City of Amarillo Human Resources Department is a business partner, working with and for the departments and employees within the organization. We are dedicated to the highest quality public service with highly motivated individuals. We recognize that our employees are our most valuable asset. We provide assistance in their careers within the organization.
GOALS The City of Amarillo Human Resources Department works towards these goals daily: to make quality a part of the way we work, to enhance our ability to support the City of Amarillo and its goals, to improve the efficiency and effectiveness of human resources at all levels and to employ technology and methods which enhance service, communications and productivity. The Human Resources Department strives to help make the City of Amarillo a great place to work-- professionally and personally.
OBJECTIVES
* * * * *
Increase opportunity to afford training to all levels in the organization. Research different systems for performance management. Begin development of a training plan for the entire organization. Increase efficiency of Civil Service testing process. Continue to expand minority employment opportunities in areas of the City workforce where there has been a traditional under-representation of qualified minorities and females.
OPERATING STATISTICS/PERFORMANCE MEASURES New hires (fulltime) processed Hourly/seasonal employees processed Promotions Demotions Transfers Annual turnover (full time positions only) Retirements Employment applications received per month Average times a job posting was viewed per month Average times positions were "searched" per month Average "hits" to the application website per month
Actual 2010/11
Estimated 2011/12
Estimated 2012/13
414 258 175 11 46
225 290 90 7 32
220 290 75 8 25
13.22%
8.88%
8.0%)
47 1,071 15,177 88,77 92,25
50 870 17,035 10,471 13,833
55 970 15,000 10,000 12,500
ACCOMPLISHMENTS Partnership with the Amarillo Independent School District intern program continues to be very successful. The City sponsored 34 AlSO interns. The FMLA process has been stabilized and is compliant. The City celebrated Employee Appreciation Day on 03/01/2012. HR, along with the City Manager's Office and the Well ness Team, cooked hamburgers and hot dogs with all the trimmings for all City of Amarillo employees. HR partnered with the City Manager to begin bi-weekly, small-group employee meetings. The newly formed "Breakfast Club" meets on the 2nd and 4 1hWednesdayof each month. The first Breakfast Club meeting was held on 12/22/11. The Department continues to utilize document imaging software and reduction in paper storage. HR continues using the online applicant management system in all recruitment efforts.
188
City of Amarillo
Human Resources
and 41300 Incentive 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security - OASDI 42110TMRS 42115 Post Employment Benefits 42300 State Unemployment 42510 Car Allowance 42550 Communications Allowance
602 3 28,893 62 3,249 12,942 33,290 0 299 762 3,008 1,203
4,339 16,786 42,068 0 397 928 6,000 2,400
286,198 600 2,754 37,777 100 4,246 16,162 36,688 4,304 390 908 6,000 2,400
41000 Personal Services 51110 Office Expense 51115 Employee Recognition Pro 51200 Operating 51300 Clothing and Linen 51700 Education 51950 Minor Office Equipment
317,668 52,344 3,410 11,729 25,831 29,606 2,535
408,176 53,908 39,000 0 1,900 2,250 3,000
398,525 72,558 43,250 3,500 1,900 2,250 3,000
51000 Supplies 61200 Postage 61300 Advertising 61400 Dues 61410 Tuition 62000 Professional 63400 Employee Medical 69300 Leased Computer Software
125,455 1,653 5,343 1,275 1,056 7,972 69,588 16,750
100,058 3,000 20,000 2,500 5,000 34,500 63,000 37,250
126,458 3,000 20,000 2,500 5,000 34,500 63,000 37,250
60000 Contractual Services
74000 Printing and Binding 75100 Travel 75200 Mileage 75300 Meals and Local
103,636 2,517 7,148 -138 732 216 4,227
165,250 2,517 4,943 24,300 12,000 0 7,700
165,250 1,869 4,512 0 12,000 0 7,700
70000 Other Charges TEXPENSES Total Expenses
14,703 561,462
51,460 724,944
26,081 716,314
42400 Workers Compensation
71100 Insurance and Bonds 72000 Communication
189
City of Amarillo Department Staffing Report Department:
Human Resources Personal Services Total
Number of Employees Classification Permanent Positions 1.00 ADM600 1.00 ADM601 2.00 CLR405 1.00 MGT601 1.00 PRF250 6.00
DIRECTOR OF HUMAN RESOURCES ASSISTANT DIRECTOR OF HUMAN RESOURCES ADMINISTRATIVE ASSISTANT II RECRUITMENT COORDINATOR HUMAN RESOURCE GENERALIST Total Permanent Positions
Part-Time Positions 2.00 HRL904
ADMINISTRATIVE ASSISTANT
8.00
Description
398,525
Total Department
190
~~-j CITY OF AMARILLO -191
CITY OF AMARILLO AMARILLO CIVIC CENTER- PANHANDLE TICKETSGLOBE-NEWS CENTER FOR THE PERFORMING ARTS
(1241, 1243,1245, 1248, 1249) FUNCTIONS, GOALS, AND OBJECTIVES FUNCTIONS Provide administration, operation, and marketing for the 340,000 square foot Amarillo Civic Center and the 1 ,300 seat Globe-News Center for the Performing Arts.
GOALS Efficiently manage an active schedule for all areas of the Civic Center and Globe-News Center. Issue contracts and provide all necessary information to prospective clients/users pertaining to their individual needs. Provide timely and accurate billing for services. Supervise and audit accounting procedures including, but not limited to, Box Office and Concessions. Maintain the facilities in top quality condition. Supervise and assist promoters in planning and execution of events to achieve maximum satisfaction for clients and patrons. Market the facilities through positive community relations and industry contacts. Through Civic Amarillo, promote and sponsor a wide variety of events to enhance the area's quality of life.
OBJECTIVES
* * * * * * *
Focus on efficient planning in order to accommodate as many events as possible. Provide clean and well-maintained facilities to our clients and patrons. Make the facilities as attractive and inviting as possible in order to retain existing clients and to bring in new events. Maintain professionalism and cooperation in-house to retain clients already using the facilities. Maintain a positive teamwork attitude from all department employees to better serve our clients and patrons. Continue to enhance the area's quality of life by promoting a wide variety of events. Maintain a professional image through loc31, regional and national advertising.
OPERATING STATISTICS/PERFORMANCE MEASURES Event days Attendance
Actual
Estimated
Estimated
2010/11
2011/12
2012113
1,986 656,000
2,100 675,000
2,200 700,000
ACCOMPLISHMENTS The Amarillo Civic Center and Globe-News Center for the Performing Arts continue to operate at capacity during peak seasons and near capacity during other periods. Patrons and promoters continue to share their approval of the facilities' performance and reputation. The Globe-News Center receives high marks from patrons, and the variety of events in the facility continues to attract new audience members. Resident companies include Amarillo Opera, Amari!!o Symphony, Lone Star Ballet, and Window On A Wider World. Other primary use tenants include the Broadway Spotlight Series, Summer Youth Musical, NAHL's Amarillo Bulls and arena football's Amarillo Venom. The Amarillo Civic Center is also home of the WRCA's World Championship Ranch Rodeo, celebrating its 171h year in November. panhandletickets continues to grow, with outlets in six area communities and an active website providing ticket sales to several area venues and attractions. Major projects underway or recently completed include the redesign of our two websites -www.amarillociviccenter.com and www.panhandletickets.com, replacement of the Auditorium carpet, updating the Coliseum dressing rooms, and updating the Auditorium dressing rooms and shared backstage areas.
192
City of Amarillo Civic Center Promotions
20,736 33 1,616 6,911 17,941 0 187 252 2,054
1,800 130 28,389 50 1,959 8,376 18,995 0 195 260 2,400
1,800 0 22,482 67 1,965 8.402 16,981 1,992 195 257 1,200
41000 Personal Services 51110 Office Expense 51200 Operating 51250 Janitor 51400 Photographic 51850 Minor Tools 51950 Minor Office Equipment
167,946 311 3,833 192 112 0 3.473
197,979 0 4,451 0 500 1,000 50,059
189,059 0 15,000 0 500 1,000 35,959
51000 Supplies 61200 Postage 61300 Advertising 61400 Dues 61410 Tuition 68100 R & M- Building 68300 R & M - Improvements
7,921 981 776 1,535 0 9,335 445
56,010 3,500 10,529 2,000 0 30,000 12,570
52,459 3,500 10,000 2,000 3,000 30,000 11,000
60000 Contractual Services 71100 Insurance and Bonds 72000 Communication 74000 Printing and Binding 75100 Travel 75300 Meals and Local 77610 Information Technology-
13,071 695 9,571 1,071 5,410 717 6,365
58,599 695 10,099 3,000 9,000 2,000 5,675
59,500 882 10,260 3,000 13,000 2,000 6,076
70000 Other Charges 84200 Machinery General
23,828 16,481
30,470 0
35,219 0
80000 Capital Outlay TEXPENSES Total Expenses
16,481 229,247
0 343,058
0 336,237
41300 Incentive 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation 42550 Communications Allowance
City of Amarillo Department Staffing Report Department:
Civic Center Promotions
Number of Employees Classification Description Permanent Positions 1.00 ADM041 ASSISTANT CIVIC CENTER MANAGER 1.00 ADM042 CIVIC CENTER BUSINESS MANAGER 1.00 CLR140 MARKETING ADMINISTRATOR 1.00 CLR400 ADMINISTRATIVE ASSISTANT I 4.00 Total Permanent Positions
4.00
Total Department
Personal Services Total
189,059
193
City of Amarillo
41300 Incentive 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation 42550 Communications Allowance
13,695 753 133,275 280 8,806 37,385 95,043 0 1,251 31 ,Q48 1,203
13,200 2,520 157,374 287 9,454 40,425 91,673 0 1'121 32,599 1,200
10,800 0 163,391 384 9,235 39,487 79,801 9,362 1,121 34,777 1,200
41000 Personal Services 51110 Office Expense 51200 Operating 51250 Janitor 51300 Clothing and Linen 51800 Fuel & Oil 51850 Minor Tools 51950 Minor Office Equipment 52050 Auto Parts 52050LABOR Auto Parts Labor 53100 Natural Gas 53150 Electricity 53200 Water and Sewer
946,782 8,215 13,232 26,144 3,978 0 1,981 18,194 0 338 55,203 373,380 62,392
1,004,352 9,500 7,500 25,040 5,000 203 1,260 25,325 100 400 71,887 366,346 48,882
975,636 9,500 7,564 25,040 4,000 203 2,000 19,625 100 400 76,189 421,865 78,277
51000 Supplies 61410 Tuition 62000 Professional 63210 Armored Car Service 68100 R & M- Building 68300 R & M- Improvements 68710 Auto Repair and Main! 69210 Rental City Equipment
563,057 1,422 56,601 3,384 9,827 16,497 0 15,180
561,443 1,000 70,409 3,304 14,000 12,400 1,000 15,872
644,763 0 89,525 3,504 14,000 2,700 1,000 16,667
60000 Contractual Services 71100 Insurance and Bonds 72000 Communication 75100 Travel 77610 Information Technology78210 Cash Over/Short
102,911 42,808 23,518 33 49,128 -57
117,985 42,808 24,854 0 47,096 0
127,396 64,374 25,464 0 47,680 0
70000 Other Charges 84320 AudioNideo Equipment 84910 Other Equipment
115,429 5,134 0
114,758 14,500 5,000
137,518 0 0
80000 Capital Outlay TEXPENSES Total Expenses
5,134 1,733,313
19,500 1,818,038
0 1,885,313
194
City of Amarillo Department Staffing Report Department:
Civic Center Operations
Number of Employees Classification Permanent Positions 1.00 ADM040 1.00 CLR405 1.00 MGT040 2.00 MGT900 1.00 MGT902 12.00 TRD040 2.00 TRD041 2.00 TRD042 1.00 TRD043 23.00
23.00
Personal Services Total
Description CIVIC CENTER MANAGER ADMINISTRATIVE ASSISTANT II PRODUCTION MANAGER EVENTS SUPERVISOR EVENTS MANAGER BUILDING ATTENDANT I BUILDING ATTENDANT II BUILDING ATTENDANT Ill BUILDING TECHNICIAN II Total Permanent Positions Total Department
975,636
195
City of Amarillo
41300 Incentive 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation
783 0 9,330 22 609 2,603 6,573 0 111 2,271
326 13,701 25 727 3,110 7,053 0 97 2,288
600 326 12,382 33 768 3,286 6,640 779 97 4,547
41000 Personal Services 51200 Operating 51250 Janitor 51800 Fuel & Oil 51850 Minor Tools 53100 Natural Gas 53150 Electricity 53200 Water and Sewer
65,274 18,304 2,202 236 1,705 18,252 52,102 1,962
78,443 15,049 8,800 0 3,000 21,903 56,689 2,084
81,855 16,750 8,800 141 2,000 22,995 106,084 2,190
51000 Supplies 61200 Postage 62000 Professional 68100 R & M- Building
94,763 0 41,461 3,456
107,525 200 43,811 10,000
158,960 200 43,110 10,000
60000 Contractual Services 71100 Insurance and Bonds
72000 Communication
44,917 435 1,800
54,011 435 1,796
53,310 626 1,836
70000 Other Charges TEXPENSES Total Expenses
2,235 207,190
2,231 242,209
2,462 296,587
City of Amarillo Department Staffing Report Department:
Civic Center Sports
Number of Employees Classification Permanent Positions
Personal Services Total
Description
1.00 MGT900 1.00 TEC065 2.00
EVENTS SUPERVISOR PRODUCTION TECHNICIAN Total Permanent Positions
2.00
Total Department
81,855
196
City of Amarillo
41300 Incentive 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security· Medica 42020 Social Security· OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation
158,658 1,805 120 21,061 38 2,189 9,359 14,618 0 484 819
1,800 300 21,273 37 2,475 10,581 14,030 0 530 847
1,800 0 21,486 50 2,511 10,735 12,935 1,518 525 866
41000 Personal Services 51110 Office Expense 51950 Minor Office Equipment 51980 IT Hardware
209,150 438 1,219 0
221,580 0 1,300 2,045
223,775 0 4,900 0
51000 Supplies 61200 Postage 61300 Advertising 61400 Dues 62000 Professional 63350 Credit Card Fees 68610 Office Equipment
1,657 3,573 2,650 396 23,836 41,472 0
3,345 6,000 9,635 225 24,805 42,000 3,000
4,900 5,000 8,735 225 26,805 42,000 0
60000 Contractual Services 71100 Insurance and Bonds 72000 Communication 74000 Printing and Binding 77610 Information Technology-
71,927 561 1,477 11,729 25,459
85,665 561 1,491 14,905 24,593
82,765 933 1,524 16,550 26,328
70000 Other Charges 84500 Office Machines & Equipm 84910 Other Equipment
39,226 7,609 0
41,549 0 8,000
45,335 0 0
80000 Capital Outlay TEXPENSES Total Expenses
7,609 329,568
8,000 360,139
0 356,775
City of Amarillo Department Staffing Report Department:
Box Office Operations Personal Services Total
Number of Employees Classification Permanent Positions 1.00 MGT041 2.00 MGT270 3.00
Total Permanent Positions
Part-Time Positions 9.00 HRL040
CIVIC CENTER BOX OFFICE CLERK I
12.00
Description BOX OFFICE MANAGER ASSIST ANT BOX OFFICE MANAGER
223,775
Total Department
197
City of Amarillo
Globe News Center
i 41300 Incentive 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation
2,407 0 19,411 38 1,074 4,592 11,694 0 146 6,154
2,400 174 19,831 37 1,122 4,798 10,882 0 146 6,068
2,400 0 20,029 50 1 '157 4,946 9,995 1,173 146 6,254
41000 Personal Services 51200 Operating 51250 Janitor 51850 Minor Tools 51950 Minor Office Equipment 531 00 Natural Gas 53150 Electricity 53200 Water and Sewer
121,587 2,310 3,974 0 0 19,751 82,502 8,476
121,413 4,980 6,500 1'100 10,800 22,749 81,375 9,139
123,520 4,000 6,500 1,100 13,565 14,983 85,805 8,601
51000 Supplies 62000 Professional 68100 R & M- Building 68300 R & M - Improvements
117,012 6,160 2,735 0
136,643 17,839 8,000 700
134,554 16,928 8,000 0
60000 Contractual Services 71100 Insurance and Bonds 77610 lnfonmation Technology-
8,895 18,733 9,629
26,539 18,733 8,442
24,928 21,170 8,920
70000 Other Charges TEXPENSES Total Expenses
28,362 275,856
27,175 311,770
30,090 313,093
City of Amarillo Department Staffing Report Department:
Globe News Center
Number of Employees Classification Permanent Positions 1.00 MGT045 2.00 TRD040 3.00
3.00
Personal Services Total
Description ASSISTANT PRODUCTION MANAGER BUILDING ATTENDANT I
Total Permanent Positions 123;520
Total Department
198
CITY OF AMARILLO
--199
CITY OF AMARILLO LIBRARY {1260) FUNCTIONS, GOALS AND OBJECTIVES
FUNCTIONS
The Amarillo Public Library offers varied programs which link people and resources, provides opportunities for individual self-development, supplements formal educational programs, inspires civic engagement, and facilitates cultural activities. It is the Library's responsibility to serve the entire community rather than a specific clientele. The acquisition of materials to support lifelong learning; leisure reading, listening and viewing; cultural pursuits; and historical research is a basic requirement for library services.
GOALS The Amarillo Public Library's goals are to provide information services for area citizens and to develop, make available, and promote the use of relevant collections and programs by providing current and classic high quality resources. The Library strives to identify and address the information needs of Amarlllo citizens through cooperative efforts with other community agencies, institutions, and programs. The Library continues to protect intellectual freedom for the community and to communicate the Library's responsibility to make information available representing different views, ideologies, and perspectives. The Library strives to present a positive, progressive image to the community.
OBJECTIVES
* * * *
* *
* * * *
*
Collaborate with other local agencies and institutions in providing information and services relevant to the community. Continue participation and cooperation with area libraries in resource sharing. Increase community outreach efforts to promote library services, particularly Spanish language materials and resources related to workforce development Expand upon the successful hands~on technology training program offered to the public by providing guided instruction on job hunting and resumeMwriting available through the JobsNow online resource. Make available to other City departments the computer classroom and videoconferencing equipment located in the HLC Technology Center at the Downtown Library for the purpose of participating in remote meetings or training. Select material for content based on best available format, including electronic formats. Incorporate elements of the Library's Strategic Plan into programming and operational efforts. Continue following a dynamic marketing and programming plan that raises community awareness, appreciation, and usage of library materials and services. Continue coordination of programming and promotional endeavors among all library outlets. Continue to promote the wireless Internet access available at all five library locations. Expand upon successful programs such as ESL classes, the Conversation Club, and Adult Literacy Tutoring to assist disenfranchised residents in integrating themselves more fully into the community.
OPERATING STATISTICS/PERFORMANCE MEASURES
Total Library Service Transactions Total Internet Computer Log-Ins Total Library Visits
Actual 2010111
Estimated 2011112
Estimated 2012113
1,838.434 116,990 767,071
1,995,250 129,500 795.450
2,015,202 118,170 773,850
ACCOMPLISHMENTS
The Amarillo Public Library circulated 1.3 million items, provided approximately 117,000 Internet access sessions, and welcomed close to 770,000 visitors. Through Amarillo Public Library's membership in the Harrington Library Consortium (HLC), the library was able to continue subscriptions to weiiMreceived services such as World Book Online, OverDrive, Tumblebooks, and Brainfuse without requesting any additional funds; additionally, APL supplemented these resources with other online tools such as Mango Languages, ReferenceUSA, Ancestry.com, and the Automotive Repair Reference Center. After the inclusion last year of Kindle-compatible titles, the Library greatly increased its collection of e-books through the Overdrive service. In keeping with the ongoing objective to collaborate with other local organizations in providing information and services relevant to the community, the library continued to partner with Hastings, Amarillo College, the Globe News, and the Friends of the Amarillo Public Library to present "AMARILLO READS," an awardwinning city-wide reading initiative with events scheduled throughout the year, highlighting a number of different books. Services to non English-speaking residents were expanded through the implementation of weekly English as a Second Language (ESL) classes at the library, in addition to the more informal Conversation Club at North Branch. Both programs have proven to be very popular.
200
City of Amarillo
41300 Incentive 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation
27,878 45,371 307,061 682 24,518 92,912 265,117 0 3,895 1,557
25,800 0 366,598 721 26,669 102,583 258,594 0 3,798 1,620
27,000 0 369,643 966 27,667 106,863 239,078 28,048 3,802 1,868
41000 Personal Services 51110 Office Expense 51200 Operating 51350 Chemical and Medical 51950 Minor Office Equipment 53100 Natural Gas 53150 Electricity 53200 Water and Sewer 55210 Library Books 55230 Library Periodicals 55240 Library Book Rental 55250 Library Non-Print 55260 Bookfilm Repair
2,479,162 55,795 226 107 2,147 24,087 124,553 8,707 316,025 83,339 19,034 97,897 9,078
2,635,126 57,150 0 100 4,000 29,444 120,725 9,403 312,800 104,500 19,200 97,500 9,000
2,693,992 57,150 0 100 7,500 20,516 136,139 12,366 295,400 104,500 19,200 114,900 9,000
740,996 11,094 697 1,530 18,989 3,384 0 1,375 1,638 80,400 470 1,892 1,070
776,771 15,360 1,700 3,000 0 3,504 20,000 1,500 2,500 80,400 2,500 4,496 1'150
75100 Travel 75200 Mileage 75300 Meals and Local 77610 Information Technology77620 Data Processing - Other 78100 Contingencies 7821 0 Cash Over/Short 78230 Loss on Bad Debt
122,539 35,394 16,186 2,084 2,790 710 433 18,490 0 -435 20
763,822 15,354 1,700 3,000 0 3,304 0 1,500 2,500 80,400 3,900 4,258 1'150 117,066 35,365 16,354 3,000 3,900 1,850 0 61,000 0 -313 225
136,110 42,000 16,968 3,000 3,900 1,850 0 61,000 0 -313 225
70000 Other Charges 84910 Other Equipment
75,672 0
121,381 0
128,630 5,000
0 3,418,368
0 3,637,396
5,000 3,740,503
51000 Supplies 61200 Postage 61400 Dues 61410 Tuition 62050 Collection Expense
63210 Armored Car Service 63300 Collection Expense 67320 Extermination 68610 Office Equipment 68620 Computer Equipment 68660 AudioNideo Equipment 69210 Rental City Equipment 69220 Rental Other Equipment 60000 Contractual Services 71100 Insurance and Bonds
72000 Communication
80000 Capital Outlay TEXPENSES Total Expenses
201
City of Amarillo Department Staffing Report Department:
Library Personal Services Total
Number of Employees Classification Permanent Positions 0.90 ADM030 1.00 ADM031 22.00 CLR400 2.00 CLR410 1.00 CLR950 3.00 PRF030 4.00 PRF031 7.00 PRF032 1.00 PRF033 16.00 PRF034 57.90
DIRECTOR OF LIBRARY SERVICES ASSISTANT DIRECTOR OF LIBRARY SERVICES ADMINISTRATIVE ASSISTANT I ADMINISTRATIVE ASSISTANT Ill BUYER I LIBRARIAN I LIBRARIAN II LIBRARIAN Ill COORDINATOR OF PUBLIC RELATIONS & PROGRAMMING LIBRARY ASSISTANT Total Permanent Positions
Part-Time Positions 2.00 HRL032 18.00 HRL904 20.00
LIBRARY MESSENGER ADMINISTRATIVE ASSISTANT Total Part-Time Positions
77.90
Description
2,693,992
Total Department
202
203
CITY OF AMARILLO PLANNING (1720) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The Planning Department contributes to the citizens of Amarillo through short and long-range planning activities. These activities include: subdivision review and design, zoning, transportation planning, flood hazard ordinance compliance, historic preservation ordinance compliance, street, alley, and easement vacations, right-of-way and easement dedications, licenses to encumber City
right-of-way, airport zoning, land use studies, demographic studies, review and implementation
of various elements of the
Comprehensive Plan. The Department coordinates its activities through the Amarillo Planning and Zoning Commission, Downtown Design Review Board, Comprehensive Plan implementation Advisory Committee, Board of Review for Landmarks and Historic Districts and Public Improvement District advisory boards, and works with other City departments and local utility companies as well.
GOALS To promote the orderly and efficient growth and development of the City of Amarillo. Provide and apply sound, comprehensive planning principles, both for current and long range community planning, to help guide short and long-range development, which promote the health, safety, and welfare of Amarillo and its citizens. Provide the Planning and Zoning Commission, Downtown Design Review Board, Comprehensive Plan Implementation Advisory Committee, Board of Review for Landmarks and Historic Districts, and public improvement district advisory boards with appropriate data, and up-to-date information and professional staff support to aid in decision-making that affects the growth of Amarillo.
OBJECTIVES
* * * *
*
Continue implementation of high priority action steps as recommended by the 2010 Comprehensive Plan. Prepare the Amarillo area population estimates for January 2012. Review and evaluate the "Development Review" process for efficiency and improvement. Improve and expand implementation of geographic information system for subdivision, land use, and zoning purposes. Evaluate customer service and implement new processes/materials along with identifying performance measures for better service.
DEVELOPMENT RELATED DATA Rezoning Requests Annexations Plats Approved Residential acres platted Residential lots created Commercial acres platted
Actual
Estimated
Estimated
2010/11
2011112
2012/13
31 0 56 225 755 106
35 2 55 250 750 110
35 3 55 250 750 110
ACCOMPLISHMENTS On October 12, 2010, the City of Amarillo adopted the 2010 Comprehensive Plan. Staff is currently engaged in the implementation process of the Plan which has resulted in the implementation of a Drainage Utility fee (effective FY2012/13). Also, nearing completion is the incorporation of a new "pro-active" annexation policy. Staff continues to administer the Downtown Amarillo Urban Design Standards by approving Certificates of Occupancy for large projects such as Happy State Bank, Polk Street United Methodist Church, Vineyards Apartments, and Toot-n-Totum. The design standards have been an effective tool used in furthering redevelopment goals as set forth by the Comprehensive Plan and Downtown Amarillo Strategic Action Plan. The City of Amarillo established its eighth public improvement district and the Planning Department continues to expand its role as the administrative body for all public improvement districts and other special districts. The Planning Department continues to support the goals and actions of the downtown TIRZ#1 Board by being involved in the administration of three new development agreements to implement streetscape elements as recommended by the Downtown Amarillo Design Standards mentioned above. Planning staff continues to expand its GIS technology relating to Citywide base maps and other relevant graphical elements that have significantly improved the ability to provide graphical/geographical services to both internal and external customers.
204
City of Amarillo
411 00 Salaries 41300 Incentive 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation
1,203 4 39,305 82 4,364 18,660 46,714 0 312 710
1,200 0 43,987 87 4,889 20,906 47,408 0 341 742
1,200 0 46,881 117 4,586 19,610 39,631 4,649 341 696
41000 Personal Services 51110 Office Expense 51115 Employee Recognition Pro 51200 Operating
423,804 8,418 189 310
457,898 10,000 250 0
434,338 10,000 250 0
51000 Supplies 61200 Postage 61300 Advertising 61400 Dues 61410 Tuition 62000 Professional 68610 Office Equipment 69210 Rental City Equipment
8,918 1,289 5,986 2,147 473 0 1,409 3,360
10,250 2,000 9,000 2,500 2,000 0 2,000 3,571
10,250 2,000 12,000 2,500 1,500 6,000 1,000 3,696
60000 Contractual Services 71100 Insurance and Bonds 72000 Communication 74000 Printing and Binding 75100 Travel 75300 Meals and Local 77110 Filing Fees 78230 Loss on Bad Debt
14,665 1,231 4,350 925 1,541 561 3,818 8,424
21,071 1,231 4,398 3,500 5,000 500 4,500 0
28,696 1,308 4,476 1,500 5,000 1,000 4,500 0
70000 Other Charges TEXPENSES Total Expenses
20,850 468,236
19,129 508,346
17,784 491,068
City of Amarillo Department Staffing Report Department:
Planning
Number of Employees Classification Permanent Positions 1.00 ADM520 1.00 CLR941 2.00 PRF900 2.00 PRF902 1.00 TEC520 7.00
7.00
Personal Services Total
Description PLANNING DIRECTOR ADMINISTRATIVE TECHNICIAN SENIOR PLANNER PLANNER I PLANNING TECHNICIAN Total Permanent Positions
Total Department
434,338
205
CITY OF AMARILLO BUILDING SAFETY (1740) FUNCTIONS, GOALS AND OBJECTIVES
FUNCTIONS
The Department of Building Safety promotes safety in the built environment by achieving compliance with the City Ordinances and State Laws that regulate the construction, location, development, land use, renovation, repair, and maintenance of buildings, plus their associated equipment. The Department seeks to safeguard the public's safety and welfare while extending the longevity and serviceability of buildings. The Department of Building Safety regulates City and State licensing regulations for certain construction trades and occupational or business licenses that provide minimum standards for competency, safety and responsibility of trades people and contractors. The Department works to promote a livable city by mitigating nuisances within the City, such as unsafe buildings, junk vehicles, accumulations of junk and debris, and uncultivated vegetative growth. The Department of Building Safety generates and maintains extensive records regarding construction activity, nuisance abatement activity, and address assignments for use by the public and by other departments.
GOALS
* *
* *
To promote Amarillo's livability and ensure the public health, safety, and welfare in the built environment. To provide accurate plan review, permit, inspection, license, and information services, to promote compliance with all construction, development, and licensing regulations. To resolve all complaints concerning nuisances and zoning violations. To maintain current and accurate records of all departmental activities.
OBJECTIVES
* * * *
Provide well~trained personnel through educational and training programs. Provide accurate and prompt plan review, inspection, and licensing services in both quantitative and qualitative terms. Resolve occurrences of nuisances and zoning violations through voluntary compliance or legal action. Enhance services to customers through the use of electronic and online informational services.
OPERATING STATISTICS/ PERFORMANCE MEASURES Total inspections Total value of building permits Weed/junk and debris complaints Unoccupied unsafe building complaints Tenant occupied unsafe building complaints Junk vehicle complaints initiated Percentage of certified plan reviewers & inspectors Avg. inspections per inspector per work day Avg. miles driven per inspection Avg. days to permit calendar New Residential Avg. days to permit calendar~ All commercial M
Actual 2010111
Estimated 2011112
Estimated 2012/13
119,523 $351,478,056 15,169 60 263 231
128,385 $356,276,641 31,190 125 180 750
128,385 $361 ,276,641 48,337 125 180 960
84%
90%
96%
27 1.5 7.9 19
30 1.4 5.0 18
30 1.3 4.0 18
SIGNIFICANT CHANGES The Department of Building Safety continues its vision to focus significant emphasis on safety and a commitment to positive citizen impact, community education, and enhanced services. Building Safety continues to improve technology through friendlier web access and electronic submittal of plans. The Department began updating procedures to prepare for implementation of an Interactive Voice Recognition (IVR) system which will improve functionality for citizens as well as staff. The Department will maintain efforts to provide better customer service and time management by continuing the implementation of mobile computer access for inspectors.
ACCOMPLISHMENTS Building Safety continues to enhance inspector technology training on computer usage to increase efficiency and to improve inspector certifications and continuing education. Using Combination Inspectors necessitates fewer inspections. In May, 2011 the Department participated in celebrating the International Code Council's Building Safety Month which is a campaign to expand opportunities and increase awareness about the critical importance of building and designing safe, sustainable structures in the United States and worldwide. Building Safety began working with the Downtown Amarillo revitalization project to implement pedestrian lighting. The City's Building Official, Scott McDonald, was appointed by the Governor of Texas to the Industrialized Building Code Council.
206
City of Amarillo
41300 Incentive 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment
42550 Communications Allowance
32,513 18,686 183,218 356 16,037 66,383 170,084 0 1,694 15,997 3,008 1,203
34,000 30,465 197,372 374 17,805 73,370 172,641 0 1,616 23,231 3,000 1,200
26,400 30,465 188,251 500 18,203 75,398 157,299 18,454 1,601 1,381 3,000 2,400
41000 Personal Services 51110 Office Expense 51200 Operating 51300 Clothing and Linen 51400 Photographic 51700 Education 51800 Fuel & Oil 51850 Minor Tools 51950 Minor Office Equipment 52050 Auto Parts 52050LABOR Auto Parts Labor 52120 Tires and Tubes Other
1,616,001 27,404 404 189 287 79 1,516 2,280 1,724 956 1,488 50
1,805,953 32,000 500 150 500 0 0 1,750 1,000 0 0 0
1,804,977 35,200 500 150 500 0 2,001 1,750 1,000 1,000 1,500 200
36,377 39,206 6,584 2,283 7,195 1,437 3,066 0 169,712 819 64,920 -324
35,900 56,124 18,000 4,500 7,000 15,000 4,500 10,000 200,000 0 68,735 0
43,801 56,124 18,000 4,500 7,000 15,000 4,500 60,000 200,000 0 72,938 0
75100 Travel 75200 Mileage 75300 Meals and Local 77100 Court Costs 78230 Loss on Bad Debt
294,899 4,154 19,512 8,444 0 676 26,322 -1,070
383,859 4,154 20,456 11,000 400 500 31,091 500
438,062 6,814 22,872 11,000 400 500 31,091 500
70000 Other Charges 84100 Auto-Rolling Stock & Equ
58,038 0
68,101 0
73,177 18,000
80000 Capital Outlay TEXPENSES Total Expenses
0 2,005,314
0 2,293,812
18,000 2,378,017
42400 Workers Compensation 4251 0 Car Allowance
51000 Supplies 61200 Postage 61300 Advertising 61400 Dues 61410 Tuition
62000 Professional 63350 Credit Card Fees 67110 Demolition Condemned Pro 67400 Weed Contractor Expense 68610 Office Equipment 69210 Rental City Equipment 69230 Pedestrian Lighting 60000 Contractual Services
71100 Insurance and Bonds 72000 Communication
207
City of Amarillo Department Staffing Report Department:
Building Safety Personal Services Total
Number of Employees Classification Permanent Positions 1.00 ADM035 1.00 ADM073 1.00 ADM510 1.00 CLR941 1.00 MGT520 4.00 TEC400 6.00 TRD500 1.00 TRD505 2.00 TRD510 2.00 TRD511 1.00 TRD513 1.00 TRD514 1.00 TRD515 1.00 TRD516 4.00 TRD520 2.00 TRD525 1.00 TRD545 31.00
ASSISTANT BUILDING OFFICIAL DEPUTY BUILDING OFFICIAL BUILDING OFFICIAL ADMINISTRATIVE TECHNICIAN BUILDING SAFETY MANAGER PERMIT TECHNICIAN COMMUNITY SAFETY INSPECTOR COMMUNITY IMPROVEMENT CHIEF PLUMBING INSPECTOR I BUILDING INSPECTOR I CHIEF PLANS EXAMINER ELECTRICAL INSPECTOR I CHIEF ELECTRICAL INSPECTOR CHIEF PLUMBING INSPECTOR COMMUNITY IMPROVEMENT INSPECTOR PLANS EXAMINER CHIEF BUILDING INSPECTOR Total Permanent Positions
Part-Time Positions 1.00 HRL904 1.00 HRL920 1.00 HRL941 3.00
ADMINISTRATIVE ASSISTANT COLLEGE INTERN ADMINISTRATIVE TECHNICIAN Total Part-Time Positions
34.00
Description
Total Department
1,804,977
208
---
CITY OF AMARILLO
209
POLICE DIVISION
POLICE CHIEF
ASSISTANT CHIEF LINE OPERATIONS
INTERNAL AFFAIRS
ASSISTANT CHIEF STAFF OPERATIONS
SPECIAL CRIMES UNIT
NARCOTICS UNIT
I I
I I
:
:
DETECTIVE DIVISION
NARCOTICS INVESTIGATION I I I I I
UNIFORM DIVISION
FIREARMS RANGE
SERVICE DIVISION
TRAINING & PERSONNEL
CRIME PREVENTION
- - - - -. FUNCTIONAL ACTIVITIES
210
~
City of Amarillo Summary of Expenditures by Activity Classification ACTUAL 2010/2011
Budgeted 2011/2012
Budgeted 2012/2013
31,010,702 3,957,628 8,300
32,608,802 3,849,243 8,300
33,999,968 4,035,455 0
2210 Safe and Sober TXDOT Program Police 22150 Safe and Sober TXDOT Pr 22160 Click It or Tickit 2210 Safe and Sober TXDOT Prog
19,031 10,623 29,654
172,358 10,700 183,058
172,358 10,700 183,058
2610 Justice Assistance Grant Fund Police 26110 JAG Traffic Enforcement 26120 JAG Directed Patrol 26130 FY10 JAG Program 26140 JAG 2010 Directed Patrol 26150 FY 11 JAG Program 26170 FY09 JAG Program 26180 JAG FY09 Recovery Dir Pa 26190 FY09 Recovery Act JAG 2610 Justice Assistance Grant
15,735 0 137,546 0 74,514 0 1'127 4,590 233,511
120,000 40,000 0 0 0 0 0 0 160,000
0 0 0 2,470 46,900 500 26,420 52,190 128,481
2620 APD Seized Property Fund Police 26210 Narcotics Unit 2620 APD Seized Property Fund
145,960 145,960
147,966 147,966
120,925 120,925
2660 Leose Training Program Fund Police 26610 Leose Training-Police
17,823
23,000
23,000
DESCRIPTION 1000 General Fund Police 1610 Police 1640 Civilian Personnel 1670 Tobacco Senat Bill 55
211
CITY OF AMARILLO POLICE (1610) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS
The Police Department maintains social order within carefully prescribed ethical, constitutional, and legal restrictions. This is accomplished with prevention of crime, apprehension of offenders, recovery of stolen property, regulation of non~criminal conduct, and performance of miscellaneous community services. The success of the Department depends upon the ability to manage organizational resources to maintain financial stability, provide long~range program development, and ensure the taxpayers receive the greatest possible benefit for the money expended. Cooperation with other law enforcement agencies, other City departments, and interaction with citizens and community groups is essential to the Department's success.
GOALS It is the Police Department's goal to ensure the prese!Vation of community and personal safety, and perform community seiVice functions essential to the general public welfare.
OBJECTIVES
* *
* *
Educate the public and increase cooperation and support of the community through the Citizen's Police Academy. Improve the average response time to major crime scenes, expand community~policing efforts, and develop alternative methods of response to certain offenses. Reduce crimes against persons and property through an increase in prevention patrol time. Improve and expand the recruitment and selection process of new officers and employees, and their training.
OPERATING STATISTICS/PERFORMANCE MEASURES
Actual 2010/11
Estimated 2011112
Estimated 2012/13
Calls for Service Traffic Citations Adult Arrests Traffic Crashes Training Hours
166,996 46,037 10,993 5,605 33,252
203,735 40,513 11 ,297 5,800 40,000
248,557 35,651 11 ,015 6,000 45,000
Note 1: Due to Amarillo Emergency Communication Center policy and software, Calls for Se!Vice include items that historically have not been counted as Calls for Se!VIce, such as self~initiated activity by officers and some inbound telephone calls that do not require a police response. Note 2: Data from the Police Department Annual Report. ACCOMPLISHMENTS The Police Department moved one of its COPPS offices to a new facility at the Senior Park Complex in Elwood Park to increase police presence in the area of the park. The Department continues to spend overtime money to staff officers on special crime prevention and apprehension programs to control residential and business burglaries, auto burglaries, and drug activity. The APD has partnered with the NAACP and LULAC to offer a kid's camp that was named in memory of APD Cpl. Lisa Cherry. This program continues to be successful and allows the Department to reach out to our community. The Police Department has expanded its alternative reporting program to now include online reporting of select minor crimes. The Department developed a mass e~mail messaging system to better communicate with the community. The 911 call center and dispatch operations moved to the Amarillo Emergency Communications Center and the civilian dispatch staff transferred to that new City Division. The City Jail is closed and all City prisoners are booked in the Randall County Jail. The Department developed a multi~year plan to increase staffing and is adding police officers to our authorized strength each year. In 2012, the Patrol Division moved to new offices on the 6th floor of the Police Building; the vacated areas on the 3rd floor, along with the existing Detective Division, will be remodeled this year for use by a larger Detective staff.
212
City of Amarillo
and Wages 41200 Longevity 41300 Incentive 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation 42510 Car Allowance 42520 Uniform/Clothing Allowan
42550 Communications Allowance
311,924 584,556 1,730,693 2,113,485 3,919 246,941 3,177,391 0 15,922 645,766 13,903 226,055 16,474
339,455 582,420 1,050,575 2,279,663 4,031 250,185 2,901,413 0 15,741 680,061 15,960 232,560 16,800
344,138 633,360 1,200,575 2,341,867 5,588 266,672 2,689,835 315,567 16,326 708,416 17,280 241,200 16,800
41000 Personal Services 51110 Office Expense 51115 Employee Recognition Pro 51200 Operating 51250 Janitor 51300 Clothing and Linen 51350 Chemical and Medical 51400 Photographic 51550 Animal Feed and Medical 51700 Education 51800 Fuel & Oil 51850 Minor Tools 51950 Minor Office Equipment 52000 Ammunition 52050 Auto Parts 52050LABOR Auto Parts Labor 52120 Tires and Tubes Other 52300 Unassigned 53100 Natural Gas 53150 Electricity 53200 Water and Sewer 54000 Food
27,494,019 119,573 941 139,376 102 142,617 13,185 6,159 4,655 35,166 76,396 103,534 18,166 199,557 14,659 26,138 5,967 2,000 42,001 164,515 27,031 545
28,680,993 95,000 8,750 83,884 3,200 224,910 24,804 4,900 7,500 23,267 55,000 149,025 10,413 128,760 25,000 30,000 0 2,000 61,651 181,940 26,651 1,000
29,684,006 95,000 6,750 98,159 3,400 234,937 33,554 12,520 6,500 36,995 104,351 136,983 50,386 147,768 25,000 30,000 0 5,000 41,884 209,091 25,778 1,750
51000 Supplies
1,142,284
61100 Communications Billing
68100 R & M- Building 68300 R & M- Improvements 68610 Office Equipment 68615 Misc. Fuel Powered Equi 68620 Computer Equipment 68660 Audio/Video Equipment 68680 Other Equipment 68710 Auto Repair and Maint 69210 Rental City Equipment 69220 Rental Other Equipment 69300 Leased Computer Software
100,071 32,350 6,388 10,228 24,574 430 65,298 6,712 11,036 1,190 4,362 652 3,363 363 38,760 13,727 25,044 47,413 1,572,684 30 0
1,147,655 95,500 23,000 6,500 7,862 15,590 1,000 43,205 4,594 17,240 1,800 8,500 700 2,810 0 93,699 35,050 43,500 81,201 1,721,102 1'100 0
1,305,806 89,592 23,000 6,000 9,060 36,000 2,000 75,268 5,868 17,960 2,100 6,900 0 2,810 0 80,302 47,300 46,200 112,641 1,826,661 1,100 48,750
60000 Contractual Services
1,984,675
2,203,953
2,439,512
61200 Postage 61300 Advertising 61400 Dues 61410 Tuition 61420 Employee Reimbursement 62000 Professional 63210 Armored Car Service 63400 Employee Medical
67320 Extermination
213
City of Amarillo
71250 Paid Claims 72000 Communication 74000 Printing and Binding 75100 Travel 75200 Mileage 75300 Meals and Local 77900 Other Agencies 78210 Cash Over/Short 78230 Loss on Bad Debt 78250 Inventory Over/Short
4,181 202,260 1,871 94,921 0 2,849 0 80 -4,657
4,000 202,132 7,800 69,450 1,500 4,125 28,552 0 0 0
4,000 211,896 5,700 47,250 1,500 2,750 0 0 0 0
70000 Other Charges 84100 Auto-Rolling Stock & Equ 84610 Info Tech Equip!- PCs 84910 Other Equipment
387,871 0 0 36,928
523,981 30,000 0 22,220
540,643 0 30,000 0
80000 Capital Outlay 90170 Grant Fund Reimbursement 90190 Payroll Reimbursements
36,928 -333 -14,741
52,220 0 0
30,000 0
-15,074 31,010,702
0 32,608,802
0 33,999,968
90000 Inter Reimbursements TEXPENSES Total Expenses
-56
0
City of Amarillo Department Staffing Report Department:
Police
Number of Employees Classification Permanent Positions 2.00 ADM005 1.00 ADM700 4.00 POL720 13.00 POL730 71.00 POL740 70.00 POL750 184.00 POL760 345.00 345.00
Personal Services Total
Description ASSISTANT POLICE CHIEF POLICE CHIEF CAPTAIN LIEUTENANT SERGEANT COPORAL POLICE OFFICER Total Permanent Positions
29,684,006
Total Department
214
---
CITY OF AMARILLO
215
CITY OF AMARILLO CIVILIAN PERSONNEL- POLICE DEPARTMENT (1640) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The Civilian Personnel mission is the same as the police mission, which is maintenance of social order within carefully prescribed ethical, constitutional, and legal restrictions. This is accomplished by prevention of crime, apprehension of offenders, recovery of
stolen property, regulation of noncriminal conduct, and performance of miscellaneous community services. The success of the Department depends on managing organizational resources to maintain financial stability, providing tong-range program development, and ensuring that taxpayers receive the greatest possible benefit for the money expended. Cooperation with other law enforcement agencies, other City departments, and interaction with citizen and community groups is essential. Civilians are used to staff our Service Division and provide administrative office support in each division.
GOALS The Department's goals are to ensure the preservation of community and personal safety, and perform community service functions essential to the general public welfare.
OBJECTIVES
*
* * *
Continue to explore and implement alternative responses for requests for police service. Improve the average response to major crime scenes. Expand the Community Policing efforts. Develop alternative methods of response to certain offenses.
OPERATING STATISTICS/PERFORMANCE MEASURES
Actual 2010/11
Estimated 2011/12
Estimated 2012/13
Reports Typed Police Reports by Civilians, Internet, and Mail
41 ,631 2,900
40,000 5,200
41,000 6,344
ACCOMPLISHMENTS The Police Department Civilian Personnel take police reports via telephone that do not require a uniformed officer to collect evidence at a crime scene. Civilians also take some reports from citizens who come to the Police Department. Other reports are mailed to the Department by businesses or individuals. The Department implemented an on-line police reporting system for some minor offenses, further increasing the time field officers have for proactive patrol. The 911 and dispatch operations were relocated to a new City Division and facility outside the Police Department. The new Amarillo Emergency Communications Center combined police, fire, and ambulance dispatchers for the first time, and also introduced a common 911 and dispatch software platform to provide seamless exchange of emergency data. The City Jail has been closed. City prisoners are booked into the Randall County Jail pursuant to a contract to house all City prisoners.
216
City of Amarillo Civilian Personnel
63,838 0 17,838 279,513 604 20,947 80,069 206,011 0 3,077 10,157 132
84,408 4,620 70,747 299,968 636 21,439 86,754 207,880 0 2,729 9,662 180
83,808 0 70,747 288,299 851 21,893 87,316 189,190 22,195 2,778 3,020 180
2,117,938 1,279 0 1,829,884
2,206,993 3,323 30,400 1,600,000
2,203,826 3,323 18,400 1,800,000
71100 Insurance and Bonds
1,831,163 8,527
1,633,723 8,527
1,821,723 9,906
70000 Other Charges TEXPENSES Total Expenses
8,527 3,957,628
8,527 3,849,243
9,906 4,035,455
41300 Incentive 4161 0 Scheduled 41620 Unscheduled 41820T Health Insurance 41900 Life 4201 0 Social Security - Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation 42520 Uniform/Clothing Allowan 41000 Personal Services 61410 Tuition
62000 Professional 63215 Contract Jailor Expense 60000 Contractual Services
City of Amarillo Department Staffing Report Department:
Civilian Personnel Personal Services Total
Number of Employees Classification Permanent Positions 26.00 CLR400 5.00 CLR405 7.00 CLR410 3.00 CLR415 5.00 CLR775 1.00 CLR778 1.00 CLR779 1.00 CLR941 1.00 TEC770 2.00 TEC771 52.00
ADMINISTRATIVE ASSISTANT I ADMINISTRATIVE ASSISTANT II ADMINISTRATIVE ASSISTANT Ill ADMINISTRATIVE ASSISTANT IV CIVILIAN INVESTIGATOR TRAFFIC GUIDE POLICE DATA ADMINISTRATOR ADMINISTRATIVE TECHNICIAN PHOTO TECHNICIAN EVIDENCE TECHNICIAN Total Permanent Positions
Part-Time Positions 3.00 HRL725 1.00 HRL750 1.00 HRL775 5.00
RANGE OFFICER DISTRICT ATTORNEY LIAISON OFFICER CIVILIAN IDENTIFICATION TECHNICIAN Total Part-Time Positions
57.00
Description
2,203,826
Total Department
217
CITY OF AMARILLO TOBACCO GRANT· POLICE DEPARTMENT (1670) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS
The Amarillo Police Department receives grant money from the State of Texas. This funding is to provide for the inspection of businesses that sell tobacco. This program is a combination of education and enforcement of the laws prohibiting the sale of tobacco products to minors.
SIGNIFICANT CHANGES The Amarillo Police Department continues to participate in this program.
218
City of Amarillo Tobacco Sen at Bill 55
42010 Social Security- Medica 42110 TMRS 42300 State Unemployment 42400 Workers Compensation
25 927 3 14
48 1,093 0 0
0 0 0 0
41000 Personal Services 51200 Operating
7,545 185
7,539 48
0 0
51000 Supplies 67600 Temporary Labor
185 570
48 578
0 0
60000 Contractual Services 75100 Travel
570 0
578 135
0 0
70000 Other Charges TEXPENSES Total Expenses
0 8,300
135 8,300
0 0
219
FIRE
FIRE CHIEF
I SECRETARY
I
DEPUTY CHIEF EMERGENCY RESPONSE
DEPUTY CHIEF SPECIAL TEAMS
~ SECRETARY
DISTRICT CHIEFI SUPPORT (DAYS)
-
DISTRICT CHIEFI
SAFETY (DAYS)
DISTRICT CHIEF/
FLEET SUPERVISOR
1- PRE·PLANNING
MECHANIC SUPERVISOR
-
(2) MECHANICS
1...- COMMUNICATIONS
(A-SHIFT)
DISTRICT CHIEFI SUPPRESSION (A-SHIFT)
DISTRICT CHIEFI EMS& TRNG. ADMIN. (DAYS
TRAINING CAPTAIN (DAYS)
--1
SECRETARY
1--
DISTRICT CHIEFI ARFF& TRNG. ADMIN. (DAYS
t--
DISTRICT CHIEFI EMERGENCY PREPAREDNESS (B-SHIFT)
1--
DISTRICT CHIEFI RESCUE (B·SHIFT)
DISTRICT CHIEFI
L-
{C·SHIFT)
DISTRICT CHIEFI HAZARDOUS
MATERIALS {C·SHIFT)
220
FIRE
MARSHAL
{2) DEPUTY FIRE MARSHALS
PIO
INVESTIGATIONS
(2) DEPUTY
FIRE MARSHALS INSPECTIONS
-
City of Amarillo Summary of Expenditures by Activity Classification
DESCRIPTION 1000 General Fund Fire 1910 Fire Operations 1920 Fire Support 1940 Fire Civilian Personnel 2660 Leose Training Program Fund Fire 26620 Lease Training- Fire Civ
221
ACTUAL 2010/2011
Budgeted 2011/2012
Budgeted 2012/2013
20,331,937 2,544,597 1,077,882
20,948,983 2,839,522 1'194,691
21,575,623 2,975,323 1,204,413
2,411
840
0
CITY OF AMARILLO FIRE DEPARTMENT (1910) FUNCTIONS, GOALS AND OBJECTIVES
FUNCTIONS Protect lives and property in our community by providing the highest quality of professional services.
GOALS To maximize safety and well ness in all activities. Improve or preserve the quality of life through effective customer service. Preserve
property values through effective customer service and maximize service delivery through efficient and responsible financial management. Align decision-making to the mission of the Department through the continual development and support of organizational management.
OBJECTIVES
* * * *
Provide public protection consistent with national organization, deployment, and response standards. Continually improve customer service through the involvement, participation, and development of department members to support a tradition of excellent performance. Enhance the department's relationship with the public, as well as promote a personal safety attitude with our citizens to improve their safety. Promote an organizational teambuilding philosophy through the implementation of a "mentoring" program.
PERFORMANCE Average turnout time (From dispatch until leaving the station): 1 min, 12 sees. Total Incidents: 18,110 (49.6 per day) Tolal Fires (except Wildland): 922 Total Wildland/Grass Fires: 172 Life Threatening Emergencies, Life Support: 13,132 Public Service & Good Intent: 2,325 Increase in incidents over 2010: 9.3% Increase in total unit responses over 2010: 8.3%
ACCOMPLISHMENTS FY1 0 Operations: The Amarillo Fire Department conducted wildfire operations during the most significant wildfire season in many years. The City lost one home, but there were no significant injuries or deaths to either the citizens of Amarillo or to our firefighters. This included 99 incidents supporting Potter, Randall, and other Panhandle counties. The AFD also responded to a major railcar fire in the downtown area. Again, there were no significant injuries or property losses outside the immediate fire area. The AFD experienced a 9.3% increase in cal! volume over the previous year. Our 18,000 incidents represent a 135% increase over the last decade. FY1 0 Training: 1. Ensured 100% compliance with TCFP and DSHS training and operation requirements 2. Provided a 6-weeks orientation for 15 new firefighters 3. Conduct EMT-1 training for 16 firefighters 4. Conducted Instructor 1 for new fire officers 5. Provided Driver/Operator TCFP training courses for promoting drivers. 6. Conducted annual FAA inspection and tabletop exercise. In addition, the Amarillo Fire Department opened its second fire station in 3 years, Fire Station #12 located at 3100 S.W. 581h Ave.
222
City of Amarillo
i 41200 Longevity 41300 Incentive 41610 Scheduled 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42115 Post Employment Benefits 42120T FRRF T a tal 42300 State Unemployment 42400 Workers Compensation 4251 0 Car Allowance 42520 Uniform/Clothing Allowan
42550 Communications Allowance
199,515 319,000 451,501 1,044,711 1,721,174 2,954 180,928 0 2,688,271 11,934 220,975 14,887 170,646 4,814
203,472 354,588 464,713 798,365 1,798,377 2,983 181,672 0 2,675,454 11,648 221,841 13,500 172,080 4,800
198,252 362,808 466,713 798,365 1,842,530 4,037 193,505 223,735 2,713,733 11,794 225,751 13,500 174,240 4,800
41000 Personal Services 5111 0 Office Expense 51200 Operating 51700 Education 51800 Fuel & Oil 51850 Minor T oats 52050 Auto Parts
20,181,432 2,117 14,579 50,869 105 2,929 3,854
20,758,730 0 33,607 36,704 0 1,000 0
21,356,128 0 33,757 23,329 0 1,000 0
51000 Supplies 61410 Tuition 62000 Professional
74,453 24,941 0
71,311 32,250 15,000
58,086 53,400 16,500
60000 Contractual Services
24,941 43,193 19,496 320 24 -11,922
47,250 43,193 22,500 3,500 500 2,000
69,900 61,009 27,000 1,000 500 2,000
51,111 20,331,937
71,693 20,948,983
91,509 21,575,623
71100 Insurance and Bonds 75100 Travel 75200 Mileage 75300 Meals and Local 78250 Inventory Over/Short 70000 Other Charges TEXPENSES Total Expenses
223
City of Amarillo Department Staffing Report Department:
Fire Operations
Number of Employees Classification Permanent Positions 1.00 FIR810 2.00 FIR820 1.00 FIR830 119.00 FIR865 60.00 FIR870 37.00 FIR875 20.00 FIR880 6.00 FIR885 246.00 246.00
Personal Services Total
Description
ASST. FIRE CHIEF FIRE DISTRICT CHIEF (40 HR) FIRE CAPTAIN (40 HR) FIREFIGHTER FIRE DRIVER FIRE LIEUTENANT FIRE CAPTAIN FIRE DISTRICT CHIEF Total Permanent Positions 21,356,128
Total Department
224
City of Amarillo
42550 Communications Allowance
5,559 6,731 37,340 28,836 48 2,632 0 77,744 232 6,712 12,388 2,255 3,350
4,722 6,120 41,595 40,816 62 4,018 0 94,957 244 8,202 13,560 2,880 3,600
5,556 11,400 41,595 39,768 83 7,796 7,903 95,860 244 9,362 13,560 2,880 3,600
41000 Personal Services 51110 Office Expense 51200 Operating 51250 Janitor 51300 Clothing and Linen 51350 Chemical and Medical 51410 Vaccines 51450 Botany & Agrigulture 51700 Education 51800 Fuel & Oil 51850 Minor Tools 51950 Minor Office Equipment 52050 Auto Parts 52050LABOR Auto Parts Labor 52120 Tires and Tubes Other 53100 Natural Gas 53150 Electricity 53200 Water and Sewer
587,006 22,970 57,779 26,666 206,171 35,006 0 0 1,566 226,511 45,059 0 262,541 155,495 26,666 81,310 89,990 39,052
726,066 28,537 60,426 30,000 319,842 43,047 400 500 1,900 209,234 64,980 3,850 182,000 130,000 22,800 97,060 91,228 27,297
743,841 28,350 54,144 30,000 285,812 77,322 400 500 1,900 228,268 76,957 3,850 200,000 130,000 35,287 75,297 104,338 42,348
1,276,781 15,906 1,767 954 2,306 7,452 52,451 23,038 3,494 3,159 1,949 38,628 593,256 0
1,313,101 24,000 4,724 1,435 14,850 0 49,698 16,614 6,000 5,020 4,050 42,718 642,447 11,475
1,374,773 24,000 2,500 1,520 14,900 0 53,200 17,838 6,000 5,020 3,050 43,895 682,869 11 ,475
74000 Printing and Binding 75100 Travel 78250 Inventory Over/Short
744,361 26,568 52,938 4 10,057 1,613
823,031 26,568 56,957 1,800 21,500 500
866,267 36,026 58,416 1,000 24,500 500
70000 Other Charges 90180.LABOR Sales to Other Dep
91,181 -154,733
107,325 -130,000
120,442 -130,000
90000 Inter Reimbursements TEXPENSES Total Expenses
-154,733
2,544,597
-130,000 2,839,522
-130,000 2,975,323
41200 Longevity 41300 Incentive 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42115 Post Employment Benefits 42120T FRRF Total 42300 State Unemployment 42400 Workers Compensation 4251 0 Car Allowance 42520 Uniform/Clothing Allowan
51000 Supplies
61100 Communications Billing 61200 Postage 61400 Dues 61410 Tuition 62000 Professional 63400 Employee Medical 67500 Laundry 68100 R & M- Building 68300 R & M - Improvements 68620 Computer Equipment 68680 Other Equipment 69210 Rental City Equipment 69300 Leased Computer Software 60000 Contractual Services
71100 Insurance and Bonds 72000 Communication
225
City of Amarillo Department Staffing Report Department:
Fire Support
Number of Employees Classification Permanent Positions 1.00 ADM800 1.00 FIR810 2.00 FIR820 1.00 FIR830 5.00 5.00
Personal Services Total
Description FIRE CHIEF ASST. FIRE CHIEF FIRE DISTRICT CHIEF (40 HR) FIRE CAPTAIN (40 HR) Total Permanent Positions Total Department
743,841
226
---
CITY OF AMARILLO
227
CITY OF AMARILLO CIVILIAN PERSONNEL-FIRE (1940) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS To protect lives and property in our community by providing the highest quality of professional services.
GOALS The Department strives to maximize safety and well ness in all activities. To improve or preserve the quality of life through effective customer service. Preserve property values through effective customer service. Maximize service delivery through efficient and responsible financial management. Align decision-making to the mission of the Department through the continual development and support of organizational management.
OBJECTIVES
*
* * *
*
Provide public protection consistent with national organization, deployment, and response standards. Continually improve customer service through the involvement, participation, and development of department members to support a tradition of excellent performance. Enhance the department's relationship with the public, as well as promote a personal safety attitude with our citizens to improve their safety. Continually strive to improve the ISO property protection classification. Promote an organizational teambuilding philosophy through the implementation of a "mentoring" program.
PERFORMANCE
Fire Marshal's Office: Fire Inspections: 1 ,540, Priority 300, Re-inspections 260, Licensing 184, Complaints 11, Fire Prot. Systems 225, Construction Finals 70, Beer I Alcohol Premises 490 Fire Safety Education Programs: 234 with 17,217 attendees Construction/Fire Protection Plan Reviews: 150 Fire Investigations: 307, Accidental74, lntentional133, Undetermined 83 Adult Arrests: Felony 12, Misdemeanor 29 Juvenile Arrests: Felony 1, Misdemeanor 1
Fire Fleet- Civilian Personnel: Completion of over 80 preventive maintenance inspections Completion of over 25 pump tests Reduction of Fire Apparatus down time to less than 5% Reporting to station fire crews every repair made to their emergency vehicle Development of specifications and assistance in pre-construction of new fire engine and grass firefighting apparatus
ACCOMPLISHMENTS
Fire Marshal's Office: Inspections of hospitals and long-term care facilities, daycares, group homes, schools, hotels/motels, alcohol sales premises and major retail facilities were conducted. Fire safety education programs in all public and private elementary schools were conducted with the "Fire Safety House" trailer. Safety programs were provided to numerous business and neighborhood locations as well. Investigated 307 cases with a clearance rate of 22%. Our investigators consistently maintain a clearance rate that is equal to or above the national statistics for arson cases cleared. Investigators arrested 43 persons for fire cases with felony and/or misdemeanor charges.
Fire Fleet- Civilian Personnel: The fleet supervisor and three mechanics at the Fire Mechanic Shop have been successful at maintaining the Fire Department's fleet of over 50 fire engines, fire ladder trucks, and fleet vehicles. The fire mechanics were able have replacements for all active emergency response vehicles that need repairs or maintenance. The fire mechanics have had significant times when they were down to only two people maintaining the fleet due to injuries and personnel leaving. They have managed to maintain a fully operational fleet and respond to after-hour repair requests and emergency incidents. They were a tremendous on-scene asset to both the Department and outside fire departments that responded to the numerous wildfires in Amarillo, Potter and Randall Counties.
228
City of Amarillo
Fire Civilian Personnel
i 41300 Incentive 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation 4251 0 Car Allowance 42520 Uniform/Clothing Allowan 42540 Tool Allowance
12,858 61,966 84,526 146 10,765 42,595 112,409 0 812 10,934 2,707 3,600 4,050 0
801 12,480 71,827 92,449 150 10,364 41,899 97,309 0 722 11 ,473 2,700 3,600 4,500 3,240
10,980 71,827 104,471 234 11,398 46,416 95,716 11,229 814 11 ,501 2,700 3,600 4,500 3,900
1,042,096 2,957 347 2,205 449 5,071 856 444
1,154,626 2,354 1,056 2,100 1,501 6,600 1,476 650
1,161,637 2,354 1,056 2,100 1,400 6,701 1,476 650
51000 Supplies 61100 Communications Billing 61200 Postage 61300 Advertising 61400 Dues 61410 Tuition 6321 0 Armored Car Service 69210 Rental City Equipment
12,329 2,774 2,574 0 1,044 2,252 1,723 0
15,737 0 1,660 1,030 1,170 1,000 1,707 1,980
15,737 0 1,660 1,030 1,170 1,000 1,745 0
60000 Contractual Services
10,367 2,960 6,016 0 4,114 0 0
8,547 2,960 6,482 738 4,500 500 600
6,605 5,829 6,768 738 6,000 500 600
13,090 1,077,882
15,780 1,194,691
20,435 1,204,413
42550 Communications Allowance 41000 Personal Services 5111 0 Office Expense 51200 Operating 51300 Clothing and Linen 51400 Photographic 51700 Education 51850 Minor Tools 52000 Ammunition
71100 Insurance and Bonds 72000 Communication 74000 Printing and Binding 75100 Travel 75300 Meals and Local 77100 Court Costs 70000 Other Charges TEXPENSES Total Expenses
229
City of Amarillo Department Staffing Report Department:
Fire Civilian Personnel Personal Services Total
Number of Employees Classification Permanent Positions 1.00 CLR080 1.00 CLR085 1.00 CLR410 1.00 CLR947 1.00 MGT050 1.00 MGT870 1.00 PRF800 1.00 PRF870 3.00 PRF871 1.00 TRD230 1.00 TRD921 1.00 TRD922 1.00 TRD923 15.00
ADMINISTRATIVE SPECIALIST II EXECUTIVE ADMISTRATIVE ASSISTANT ADMINISTRATIVE ASSISTANT Ill ADMINISTRATIVE SPECIALIST I FLEET MANAGER FIRE MARSHAL FIRE INSPECTOR FIRE INVESTIGATOR/INSPECTOR I FIRE INVESTIGATOR/INSPECTOR II MECHANIC FOREPERSON II MECHANIC I MECHANIC II MECHANIC FOREPERSON I Total Permanent Positions
Part-Time Positions 1.00 HRL871 2.00 HRL970 3.00
FIRE INSPECTOR MESSENGER Total Part-Time Positions
18.00
Description
Total Department
1,161,637
230
CITY OF AMARILLO
---
-
~
231
COMMUNITY SERVICES DIVISION DIRECTOR OF COMMUNITY SERVICES
BOARDS: • Advisory Commission For Persons With Disabilities
• Bi City County Board of Public Health
PUBLIC HEALTH AUTHORITY
•WOMEN INFANTS & CHILDREN
ENVIRONMENTAL HEALTH
ANIMAL CONTROL
TRANSIT
*PUBLIC HEALTH I
FIXED ROUTE
ADMINISTRATION
ADMINISTRATION I I
I
r---------------,
1---------------1
I
I
I
NUTRITION EDUCATION
FARMER'S MARKET
DEMAND RESPONSE
I I
I I
REFUGEE HEALTH
HIV PREVENTION
'I I I I
CLIENT SERVICES
PEER COUNSELOR
COMMUNITY HEALTH
IMMUNIZATION
BREAST FEEDING
LACTATION CONSULTANT
COMMUNICABLE DISEASE
PUBLIC HEALTH PREPAREDNESS
'I
SPECIAL INITIATIVE
VENDOR OPERATIONS
----
FUNCTIONAL ACTIVITIES
* DEPARTMENT DETAILS IN OTHER FUNDS
232
STD PREVENTION
& TREATMENT
City of Amarillo Summary of Expenditures by Activity Classification
DESCRIPTION 1000 General Fund Community Services 1710 Animal Control 1750 Environmental Health 1761 Transit Fixed Route 1762 Transit Demand Response 1763 Transit Maintenance 2500 Public Health Fund Community Services 25011 Public Health Administr 25012 Refugee Health 25013 TDH Immunizations 25014 H IV Prevention 25015 Core Public Health 25020 Bioterrorism Grant 25021 EMR Project 25022 HIV Surveillance 25045 Local Tuberculosis 2500 Public Health Fund 2530 WIC Grant Fund Community Services 25311 WIC Administration 25312 WIC Nutrition Education 25313 WIC Breastfeeding 25314 WIC Client Services 25315 WIC Farmers Market 25317 WIC Lactation Consultant 25318 WIC Peer Counselor 25319 WIC Vendor Operations 25320 WIC Contractors 25321 WIC Obesity Prevention 25322 WIC R D Grant 2530 WIC Grant Fund
ACTUAL 2010/2011
Budgeted 2011/2012
Budgeted 2012/2013
1,384,115 763,626 2,080,110 1,038,558 387,859
1,514,791 1,030,482 2,557,598 1,209,577 416,726
1,574,993 1,019,268 2,670,143 1,358,580 431,402
894,357 350,375 227,399 156,127 98,332 288,139 76,389 47,758 88,192 2,227,067
863,478 387,314 286,049 218,000 114,716 272,141
908,603 475,658 290,624 217,400 145,301 302,045
161,877 469,238 49,892 561,059 4,157 8,581 82,682
0 6,096 28,498 5,479 1,377,560
233
0
0
53,636 91,000 2,286,334
53,681 107,065 2,500,378
310,795 808,628 93,719 918,503 18,229 8,140 65,441 0' 100,000 27,370 17,500 2,368,324
323,664 837,300 98,093 962,101 19,823 17,264 111,623
0 100,000 28,846 39,559 2,538,273
CITY OF AMARILLO ANIMAL CONTROL (1710) FUNCTIONS, GOALS AND OBJECTIVES FUNCTION
The Animal Control Department provides the services of impounding stray animals and providing a facility for such animals. Enforcement of City ordinances and State laws pertaining to animals are regulated by the Department. Education of the public is provided concerning the areas of population control, State and local laws, and rabies, tularemia, plague, or other zoonotic diseases.
GOALS
Prevention and reduction of health hazards due to foraging stray animals, and unsanitary animal conditions in the community. Documentation and investigation of animal welfare, cruelty, and bite cases and the subsequent possibility of rabies infection. Provide comprehensive education and training to personnel to help maintain professional standards. Concentrated efforts on community education and safety. We would like to see a marked increase in adoptions and a large reduction in euthanasia this fiscal year.
OBJECTIVES
* * *
* *
*
* * *
Maintain the Animal Control Department in accordance with Federal and State guidelines and encourage citizens to spay/neuter and vaccinate their animals. Field personnel will continue to arrive promptly and make accurate assessments at bite scenes and/or emergency situations. Continue to aid injured animals; investigate animal welfare and cruelty violations; provide food and shelter for impounded animals. Coordinate public education programs with the Humane Society, Amarillo Independent School District, the Amarillo Veterinary Association, Public Health Department and kennel clubs. Despite increased interest in wild animals, the Department advises against the harboring of wild animals as pets inside the City limits. Assist with the adoption and placement of pets and hold seminars for the training of certified officers. Ensure that pet stores provide the necessary animal care as mandated by Federal, State, and local laws. Provide comprehensive public information on epizootic outbreaks in Public Health Region I. Increase foster care through non-profit organizations.
OPERATING STATISTICS/PERFORMANCE MEASURES
Total Animals Picked Up: Of the Animals Picked Up, the Following Were: Euthanized: Dead on Arrival: Adopted: Returned to Owner: Reclaimed:
Estimated 2010/11
Estimated 2011112
Estimated 2012/13
30,000
30,000
35,000
10,500 5,000 3,000 2,000 2,500
9,500 5,000 3,000 2,500 2,500
9,000 5,000 3,000 2,500 2,500
ACCOMPLISHMENTS The Animal Control Department continues to pursue higher educational standards through Amarillo College, the Texas Animal Control Association, and the National Animal Control Association. ACO's participate in FEMA training, fire evacuation, and emergency shelter management. Employee Development: State and National certifications, seminars, Amarillo College, DSHS sponsored seminars and trainings. In-Service held monthly. Public Health Awareness Programs: Average two per month throughout the year. Public schools, civic organizations, facility tours, and animal welfare agencies. Public service announcements. Animal Adoptions: Target number of adoptions have been set by the Humane Society at 3,000 per year and the goal is to average 250 per month. Shelter Operations/Enforcement: Calls for service, impoundment of stray animals, citations, bite investigation, rescue of injured animals, reclaims, euthanasia, data entry. Shelter maintenance: animal facilities are cleaned and sanitized twice daily. Facility maintenance is required daily and animals are fed twice a day.
234
City of Amarillo Animal Control
41300 Incentive 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment
42550 Communications Allowance
15,103 33,608 143,050 302 11,170 46,830 119,605 0 1,481 17,219 6,016 3,894 2,436
35,880 25,000 169,802 312 11 ,433 48,712 110,467 0 1,234 17,558 6,000 4,320 2,400
31,200 25,000 176,405 417 12,676 54,006 109,143 12,805 1,236 19,o98 6,000 10,080 3,600
41000 Personal Services 51110 Office Expense 51115 Employee Recognition Pro 51200 Operating 51250 Janitor 51300 Clothing and Linen 51350 Chemical and Medical 51400 Photographic 51450 Botany & Agrigulture 51510 Animal Traps 51550 Animal Feed and Medical 51700 Education 51800 Fuel & Oil 51850 Minor Tools 52000 Ammunition 52050 Auto Parts 52050LABOR Auto Parts Labor 53100 Natural Gas 53150 Electricity 53200 Water and Sewer
1,153,770 6,671 427 6,858 7,109 7,060 15,638 898 155 0 12,185 1,963 107 8,328 738 781 300 20,049 9,186 9,776
1,254,170 5,000 0 6,000 9,000 7,000 18,000 1,000 500 0 16,000 2,000 124 9,000 750 250 250 22,885 7,701 10,956
1,288,615 5,000 0 7,000 9,000 7,000 19,000 1,000 500 2,500 16,000 3,000 119 9,000 750 500 500 17,001 11,294 18,214
108,229 3,238 89 0 1,250 1,518 3,384 1,435 2,839 495 0 41 51 525 107,136
116,416 7,800 276 250 2,000 1,000 3,200 571 4,000 1,000 3,000 3,000 250 2,000 111,421
127,378 7,800 276 1,000 2,000 3,000 3,504 571 5,000 1,000 1,000 3,000 250 2,000 117,540
74000 Printing and Binding 75100 Travel 75300 Meals and Local 78210 Cash Over/Short 78230 Loss on Bad Debt
122,000 3,692 5,641 3,162 1,385 278 -40 0
139,768 3,692 8,845 2,000 1,500 300 0 100
147,941 5,471 10,188 4,000 3,000 300 0 100
70000 Other Charges 90140 Airport
14,118 -14,004
16,437 -12,000
23,059 -12,000
42400 Workers Compensation 4251 0 Car Allowance 42520 Uniform/Clothing Allowan
51000 Supplies 61100 Communications Billing 61200 Postage 61300 Advertising 61400 Dues 61410 Tuition 63210 Armored Car Service 63350 Credit Card Fees 63400 Employee Medical
67320 Extermination 68100 R & M- Building 68300 R & M - Improvements 68650 Shop Equipment 68710 Auto Repair and Maint 69210 Rental City Equipment 60000 Contractual Services 71100 Insurance and Bonds
72000 Communication
235
City of Amarillo
1,574,993
TEXPENSES Total Expenses
City of Amarillo Department Staffing Report Department:
Animal Control Personal Services Total
Number of Employees Classification Permanent Positions 1.00 ADM590 1.00 ADM591 1.00 CLR420 1.00 CLR535 3.00 MGT590 6.00 TRD560 6.00 TRD592 3.00 TRD593 3.00 TRD594 25.00
ANIMAL CONTROL DIRECTOR ASSISTANT DIRECTOR OF ANIMAL CONTROL ADMINISTRATIVE ASSISTANT V DISPATCHER ANIMAL CONTROL SUPERVISOR ANIMAL CONTROL OFFICER ANIMAL CONTROL OFFICER I ANIMAL CONTROL OFFICER II ANIMAL CONTROL OFFICER Ill Total Permanent Positions
Part-Time Positions 1.00 HRL975
ANIMAL CONTROL OFFICER
26.00
Description
Total Department
1,288,615
236
237
CITY OF AMARILLO ENVIRONMENTAL HEALTH (1750) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The Environmental Health Department is responsible for the inspection and enforcement of laws regulating food establishments. Laws include Texas Food Establishment Rules for restaurants, bars, markets, bakeries, schools, hotels, hospital kitchens, child-care centers, nursing home kitchens, and other places that provide food to the public including mobile food units, celebrations and temporary events. This Department also processes the alcoholic beverage licenses for the City of Amarillo. Programs include inspection and permitting of on-site sewage facilities, inspection of public swimming pools and spas and mosquito control. The Department coordinates the internal hazard communication program, and conducts educational activities for food managers and food handlers. Information is conveyed to the public on routine matters through media interviews and public presentations to Civic groups. Finally, the Department collects and ships samples, which include water, meat, other foods, adult mosquitoes and mosquito larvae, to State laboratories for analysis.
GOALS It is the Department's goal to promote public health and safety through an efficient and effective educational and enforcement program to prevent the distribution of contaminated, adulterated, and unsafe foods. This goal will be accomplished through the inspection of facilities and products and will include the education and training of permit holders, citizens, and employees. To reduce the potential for the spread of disease brought by unsanitary or hazardous environmental conditions, the department responds to citizen concerns, correcting violations. By implementing a comprehensive mosquito surveillance and larviciding effort, the Department will act responsively and proactively to citizen reports of standing water and adult mosquitoes. Educating businesses and consumers in matters pertaining to environmental hygiene and sanitary theory will promote community appearance, safety, and attractiveness through the implementation of a comprehensive public health nuisance abatement program. By assisting other City departments in hazard communication, we help foster a unified approach to resolving and improving the quality of life for all citizens.
OBJECTIVES
* * *
* *
* * *
Address citizen complaints within 24 hours of receipt by completing a preliminary investigation. Educate food establishment operators by conducting thorough inspections of permitted facilities according to their assigned risk category. Reduce risk to the public by explaining why the violations are identified and how they relate to disease transmission. Assure correction of accumulated or repeated critical violations by conducting follow-up inspections and analyzing marked violations. Increase the understanding of bacteria and virus growth for food managers through training and expanding visual effects to demonstrate how these disease agents multiply. Permit and inspect on-site sewage facilities in Potter and Randall Counties to reduce the risk of enteric diseases spread by untreated surfacing sewage. Utilize GPS equipment to locate mosquito-sampling pools. Standardize one Registered Sanitarian in accordance with FDA Voluntary Standards Guidelines.
OPERATING STATISTICS
Actual 2010/11
Estimated 2011112
Estimated 2012/13
Total Inspections Total Conferences Environmental Complaints Investigated and Resolved
7,484 14,272 486
9,564 15,131 686
10,132 16,489 989
SIGNIFICANT CHANGES The Department operated with one-third of the inspection personnel positions vacant during this fiscal year. The Department processed 280 applications for new or changed ownership food establishments. The City continues to communicate with event organizers to facilitate planning for the safety of the public during special events. Every department responsible for regulations or has interests relating to special community celebrations is included at the beginning of the concept and communicates directly with sponsors and participants to encourage safety in several aspects. Some of the larger events included cook offs, fund raisers and the Amarillo Tri-State Fair.
ACCOMPLISHMENTS 96% of customer service requests to the Department were investigated and closed within departmental guidelines. 2,578 applications for food establishments were processed, inspected, and permits mailed according to departmental guidelines. 478 applications for temporary events were processed according to departmental guidelines. The Department received a grant from the FDA to enhance its compliance with the voluntary standards. All sanitarians received additional FDA training relating to inspectional standards. The Department filled all of its vacancies and is training newly hired sanitarians according to standard 2 of the FDA guidelines.
238
City of Amarillo
Environmental Health
41300 Incentive 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security - OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation 4251 0 Car Allowance
42550 Communications Allowance
5,771 6,762 74,585 134 6,402 26,919 70,194 0 624 7,623 3,008 1,203
6,600 7,500 90,933 162 9,104 38,256 88,279 0 688 13,892 8,460 1,200
4,200 7,500 96,044 217 9,183 38,598 79,351 9,309 682 887 8,460 1,200
41000 Personal Services 51110 Office Expense 51115 Employee Recognition Pro 51200 Operating 51300 Clothing and Linen 51350 Chemical and Medical 51850 Minor Tools 52050 Auto Parts 52050LABOR Auto Parts Labor 53150 Electricity 54000 Food
657,451 4,101 80 435 0 0 6,466 15 100 48 0
884,173 4,246 200 1,000 470 800 6,668 100 100 0 50
876,253 4,246 200 1,000 470 800 6,668 100 100 0 50
51000 Supplies 61200 Postage 61400 Dues 61410 Tuition 62000 Professional 63210 Armored Car Service 63350 Credit Card Fees 67320 Extermination 68610 Office Equipment 68720 Auto Accident Repair 69210 Rental City Equipment
11,246 2,443 2,067 353 0 1,723 2,045 21,213 0 0 54,072
13,634 3,308 6,387 4,170 250 1,707 4,245 42,354 2,260 1,000 56,680
13,634 3,308 6,387 4,170 250 1,752 4,245 35,354 2,260 1,000 58,952
60000 Contractual Services
74000 Printing and Binding 75100 Travel 78210 Cash Over/Short 78230 Loss on Bad Debt
83,916 1,559 5,963 0 3,491 0 0
122,361 1,559 6,204 300 2,050 100 100
117,678 2,649 6,504 300 2,050 100 100
70000 Other Charges TEXPENSES Total Expenses
11,D13 763,626
10,313 1,030,482
11,703 1,019,268
71100 Insurance and Bonds 72000 Communication
239
City of Amarillo Department Staffing Report Department:
Environmental Health Personal Services Total
Number of Employees Classification Permanent Positions 1.00 ADM500 1.00 ADM550 1.00 CLR410 1.00 CLR420 2.00 PRF551 2.00 PRF552 5.00 PRF553 13.00
DIRECTOR OF COMMUNITY SERVICES ENVIRONMENTAL HEALTH DIRECTOR ADMINISTRATIVE ASSISTANT Ill ADMINISTRATIVE ASSISTANT V SANITARIAN II SANITARIAN Ill SANITARIAN IV Total Permanent Positions
Part-Time Positions 1.00 HRL550
ENVIRONMENTAL HEALTH INVESTIGATOR
14.00
Description
876,253
Total Department
240
CITY OF AMARILLO
--241
CITY OF AMARILLO FIXED ROUTE (1761) FUNCTIONS, GOALS AND OBJECTIVES
FUNCTIONS
The Transit Department operates the City of Amarillo's public transportation system, Amarillo City Transit (ACT). ACT provides transportation on eight routes, Mondaythru Saturday, from approximately 6:30a.m. until6:30 p.m. and maintains 17 accessible buses. Amarillo receives capital and operating assistance from federal, state, and local authorities. As a condition of receiving these funds, the Department must comply with guidelines established by federal and state authorities for maintaining vehicles, garage and shop facilities for operation, cleanliness, and safety.
GOALS The Transit Department's goal is to provide Amarillo with courteous, dependable, and efficient public transportation in a cost effective manner.
OBJECTIVES
* * * *
Monitor routes for efficiency and productivity. Communicate and solicit public participation through the Advisory Commission for People with Disabilities. Improve employee training and comply with the Americans with Disabilities Act (ADA). Improve fixed route accessibility so that persons with disabilities may utilize the fixed route system.
FIXED ROUTE OPERATING STATISTICS
Actual 2010/11
Estimated 2011112
Estimated 2012/13
Number of Buses Fixed Route Miles One Way Passenger Trips Fare Actual Cost per One Way Fixed Route Passenger Trip Fixed Route Fare Box Revenue Designated Stops
17 698,162 368,491 $.75 $6.70 $147,843 453
17 680,000 375,000 $.75 $7.50 $150,000 453
17 680,000 375,500 $.75 $7.50 $150,000 453
$1,399,575 $502,011 $404,068 $986,207
$1,682,140 $438,440 $396,940 $1,285,200
$1,830,301 $439,102 $396,940 $1,433,361
Ogerating Assistance~ Fixed Route & Sgec-Trans Public Transgortation Federal ARRA State Local
SIGNIFICANT CHANGES The Transit Department placed 19 cutaway vans into route service this year. The use of smaller vehicles is an effort to offset the continuing increase in operations costs. Current vehicle repair costs are low because many of the vehicles have warranty. The engines have 3 years remaining and 2 on the drive train. As the warranties expire, the vehicle repair costs wll! increase. State funding is projected to continue to decrease over the next three years: although the cost of operation continues to increase. The reduction in state funds also affects fare box revenue. Many community service agencies have lost funding from the State and as a result, they are purchasing fewer bus tickets to give to their clients.
ACCOMPLISHMENTS The Department will continue to train persons with impairments on how to utilize an accessible fixed route bus. The Panhandle Independent Living Center (PILC) works closely with the Transit Department. PILC has received a second grant from the New Freedom Initiative and continues to provide inwclass and field training to persons with impairments on how to access the fixed-routes. The Federal Transit Administration conducted a Disadvantaged Business Enterprise (DBE) review of the Transit Departmenfs procurement operations. The Transit Department is now required to meet the DBE Goal $128,648 and spend $50,000 with small businesses. If the goal is not achieved, the Department must justify why the goal was not met and take steps to ensure the goal is met in the future.
242
City of Amarillo Transit Fixed Route
i 41300 Incentive 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment
889,115 42,600 54,296 198,652 550 13,553 57,952 117,120 13,740 1,612 82,841 3,000
28,555 80,129 114,006 293 12,145 44,406 126,677 0 1,805 65,492 3,008
42,600 54,296 144,752 300 12,367 43,285 119,913 0 1,610 69,936 3,000
41000 Personal Services 5111 0 Office Expense 51200 Operating 51250 Janitor 51300 Clothing and Linen 51350 Chemical and Medical 51700 Education 51800 Fuel & Oil 51850 Minor Tools 52050 Auto Parts 52050LABOR Auto Parts Labor 52120 Tires and Tubes Other 53100 Natural Gas 53150 Electricity 53200 Water and Sewer
1,236,254 19,140 19,288 264 10,493 214 0 329,836 134 91,772 1,688 21,967 12,014 16,620 4,278
1,344,369 12,000 20,000 3,000 16,000 100 3,000 492,000 11,115 250,000 0 50,000 14,234 16,466 3,942
1,475,031 12,000 20,000 3,000 16,000 100 3,000 431,556 11,115 250,000 0 50,000 9,662 19,093 6,528
51000 Supplies 61200 Postage 61300 Advertising 61400 Dues 61410 Tuition 62000 Professional 63210 Armored Car Service 63400 Employee Medical 67320 Extermination 68100 R & M - Building 68300 R & M- Improvements 68620 Computer Equipment 68650 Shop Equipment
527,706 804 2,329 0 281 0 3,201 1'199 550 2,391 2,957 0 1,741
891,857 1,380 1,500 2,000 4,000 10,000 3,128 1,800 540 5,000 5,000 0 3,000
832,054 1,380 1,500 2,000 4,000 10,000 3,312 1,800 540 5,000 5,000 12,500 3,000
60000 Contractual Services 71100 Insurance and Bonds
15,453 151,791 7,781 0 52 56,054 84,915
106
37,348 151,791 8,221 10,000 3,000 35,711 75,301 0 0
50,032 159,557 9,120 7,000 3,000 54,768 79,581 0 0
300,697 2,080,110
284,024 2,557,598
313,026 2,670,143
42400 Workers Compensation 4251 0 Car Allowance
72000 Communication 74000 Printing and Binding 75100 Travel 77450 Administrative Other 77610 Information Technology78210 Cash Over/Short 78230 Loss on Bad Debt 70000 Other Charges TEXPENSES Total Expenses
-3
243
City of Amarillo Department Staffing Report Department:
Transit Fixed Route
Number of Employees Classification Permanent Positions 1.00 ADM530 1.00 CLR420 1.00 MGT535 29.00 TRD530 1.00 TRD540 33.00
33.00
Personal Services Total
Description TRANSIT MANAGER ADMINISTRATIVE ASSISTANT V TRANSIT OPERATIONS SUPERVISOR BUS DRIVER SAFETY & TRAINING OPERATIONS SUPERVISOR Total Permanent Positions Total Department
1,475,031
244
-245
CITY OF AMARILLO DEMAND RESPONSE (1762) FUNCTIONS, GOALS AND OBJECTIVES
FUNCTIONS The Transit Department operates Spec~ Trans, which is the City of Amarillo's paratransit system. Spec-Trans provides curb~to-curb transportation Monday through Saturday from approximately 6:30 a.m. until 6:30 p.m. Spec-Trans is dedicated to people with disabilities who are unable to utilize an accessible fixed route system and bus. This is accomplished by transporting individuals for trips to and from work, doctors, hospitals, schools, shopping, and other activities. Spec-Trans receives capital and operating assistance from Federal. State, and local authorities. As a condition of receiving these funds, the Department must comply with guidelines established by Federal and State authorities for maintaining the vans, garage, and shop facilities for operation, cleanliness, and safety.
GOALS The Transit Department's goal is to provide Amarillo with courteous, dependable, and efficient public transportation in a cost effective manner.
OBJECTIVES
* *
Ensure that each certified rider is unable to utilize an accessible fixed route bus and system by interviewing prospective passengers twice a month. Increase efficiency in order to accommodate more citizens, maximize available resources, and maintain compliance with the Americans with Disabilities Act {ADA).
SIGNIFICANT CHANGES The Transit Department has partnered with Panhandle Independent Living Center {PILC) in an effort to inform Spec~ Trans applicants that the Fixed Routes are accessible to persons with disabilities. All eligibility interviews are conducted at PILC. Each interview includes a PowerPoint presentation that discusses accessibility on the fixed routes. After the presentation, a brief eligibility interview for Spec~ Trans service is held. From October 1, 11- March 31, 12, the Department interviewed 109 new applicants for Spec~ Trans service. State funding is projected to decrease again in the 2010/11 fiscal year. The reduction in state funds also affects fare box revenue. Many community service agencies have lost funding from the state and as a result, the agencies are purchasing fewer bus tickets to give to their clients. The reduction in state funds has also resulted in an increase in SpecRTrans applications as transportation options for people with disabilities continue to decline.
SPEC-TRANS OPERATING STATISTICS Number of Vans Spec~ Trans Miles One Way Passenger Trips Fare Actual Cost Per One Way SpecwTrans Passenger Trip Spec-Trans Fare Box Revenue 0Qerating Assistance ~Fixed Route & SQec~Trans Public TransQortation Federal ARRA State Local
Actual 2010/11
Estimated 2011/12
Estimated 2012/13
6 267,116 353,362 $1.50 $29.37 $57,523 453
7 311,633 37,468 $1.50 $29.00 $51,000
8 356,152 43,000 $1.50 $30.00 $64,500
$1,399,575 $502,011 $404,068 $986,207
$1,682,140 $438,440 $396,940 $1,285,200
$1,830,301 $439,102 $396,940 $1,433,361
ACCOMPLISHMENTS The Department will continue to train persons with impairments how to utilize an accessible fixed route bus. The Department will continue to work with Panhandle Independent Living Center to ensure eligibility for all persons certified to participate in the Spec-Trans program. The Independent Living Center also offers travel training to all persons who participate in a Spec~ Trans interview along with other services provided by the center. This partnership has resulted in a better informed community and community services to those who need them the most. The Department also continues to train drivers in an effort to improve safe driving practices. The Federal Transit Administration conducted a Triennial Review of Transit Operations. The Transit Department received a perfect review with no deficiencies. The review looks at the past 3 years to ensure the Department follows all Federal programs and policies.
246
City of Amarillo
41300 Incentive 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110TMRS 42115 Post Employment Benefits 42300 State Unemployment
42400 Workers Compensation
19,056 53,074 83,908 197 6,169 26,379 68,013 0 797 45,459
31,100 54,296 98,049 212 6,250 26,723 60,602 0 828 48,570
36,000 54,296 102,769 334 7,608 32,529 65,740 7,713 975 56,427
41000 Personal Services 51110 Office Expense 51200 Operating 51250 Janitor 51300 Clothing and Linen 51800 Fuel & Oil 51850 Minor Tools 52050 Auto Parts 52050LABOR Auto Parts Labor 52120 Tires and Tubes Other
687,300 1,733 72 2,407 1,361 192,999 0 39,033 625 13,868
847,198 3,000 8,000 1,500 3,600 195,549 500 50,000 0 8,000
885,699 3,000 8,000 1,500 3,600 272,915 500 50,000 0 8,000
51000 Supplies 61200 Postage 61300 Advertising 61410 Tuition
63210 Armored Car Service 68620 Computer Equipment
252,098 1,422 0 455 182 39,609
270,149 1,656 2,500 2,500 175 34,400
347,515 1,656 2,500 2,500 192 41,000
60000 Contractual Services 71100 Insurance and Bonds 72000 Communication 74000 Printing and Binding 75100 Travel 77450 Administrative Other
41,668 24,516 1,475 0 0 31,501
41,231 24,516 1,539 2,000 3,000 19,944
47,848 35,850 1,596 2,000 3,000 35,072
70000 Other Charges TEXPENSES Total Expenses
57,492 1,038,558
50,999 1,209,577
77,518 1,358,580
City of Amarillo Department Staffing Report Department:
Transit Demand Response
Number of Employees Classification Permanent Positions 5.00 CLR535 1.00 MGT535 15.00 TRD535 21.00
21.00
Personal Services Total
Description DISPATCHER TRANSIT OPERATIONS SUPERVISOR VAN OPERATOR Total Permanent Positions
885,699
Total Department
247
CITY OF AMARILLO TRANSIT MAINTENANCE (1763) FUNCTIONS, GOALS AND OBJECTIVES
FUNCTIONS The Transit Department received $3,574,296 in American Reinvestment and Recovery Act (ARRA) funds. The ARRA funds do not require a local match. The ARRA funds will be used to pay for vehicle maintenance for 1761 Fixed Route and 1762 Spec-Trans vehicles along with salaries for the Shop Foreman, the mechanics and utility workers. The ARRA funds will pay for these activities beginning with FY 08-09 and will continue until all funds are expended. The Department anticipates the ARRA funds will fund these activities for the remainder of FY 10/11, 11/12 and part of 12/13. In an effort to track these funds, Department 1763 was created.
GOALS The Transit Department's goal is to provide Amarillo with courteous, dependable, and efficient public transportation in a cost effective manner.
OBJECTIVES
* *
* *
Monitor routes for efficiency and productivity. Communicate and solicit public participation through the Advisory Commission for People with Disabilities. Improve employee training and comply with the Americans with Disabilities Act (ADA). Improve fixed route accessibility so that persons with disabilities may utilize the fixed route system.
SIGNIFICANT CHANGES The Transit Department received $3,574,296 in American Reinvestment and Recovery Act (ARRA) funds. The ARRA funds will pay for vehicle maintenance for 1761 Fixed Route and 1762 Spec~Trans vehicles along with salaries for the Shop Foreman, the mechanics and utility workers. The ARRA funds will also provide the City with a oneMtime 10% allocation or $357,429. The ARRA funds will pay for these activities beginning with the 08~09 fiscal year and will continue until all funds are expended. Depending on vehicle repair expenses, ARRA funds should continue thru May 2013. Approximately $281,000 will be available to fund FY 12/13. The ARRA funds do not require a local match and will reduce the amount of local dollars needed to fund the Fixed Route and Spec~Trans budget.
TRANSIT DEPARTMENT OPERATING STATISTICS
Actual 2010/11
Estimated 2011/12
Estimated 2012/13
Personal Services Vehicle Repair
$377,140 $146,979
$393,247 $130,000
$400,000 $300,000
$1,399,575 $502,011 $404,068 $986,207
$1,682,140 $438,440 $396,940 $1,285,200
$1,830,301 $439,102 $396,940 $1,433,361
0Qerating Assistance~ Fixed Route & SQec~Trans Public TransQortation Federal ARRA State Local
ACCOMPLISHMENTS The ARRA funds are 100% Federal dollars with no local match requirement. This grant reduces the local funds required to operate the Transit Department. ARRA funds should continue to fund 1763 from October 2012 thru May 2013.
248
City of Amarillo Transit Maintenance
41100 Salaries and Wages 41300 Incentive 41620 Unscheduled 41820T Health Insurance 41900 Life 4201 0 Social Security - Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation 42540 Tool Allowance
10,793 36,648 44,527 96 3,492 14,931 36,951 0 429 18,044 8,594
10,800 27,000 60,479 112 3,331 14,244 32,303 0 439 20,931 9,000
13,800 27,000 66,910 150 3,512 15,017 30,349 3,560 439 15,913 9,000
41000 Personal Services 71100 Insurance and Bonds 77450 Administrative Other
368,893 0 18,966
405,815 0 10,911
414,054 1,054 16,294
70000 Other Charges TEXPENSES Total Expenses
18,966 387,859
10,911 416,726
17,348 431,402
City of Amarillo Department Staffing Report Department:
Transit Maintenance
Number of Employees Classification Permanent Positions
Personal Services Total
Description
2.00 TRD920 2.00 TRD921 1.00 TRD922 1.00 TRD923 3.00 TRD930 9.00
MECHANIC APPRENTICE MECHANIC I MECHANIC II MECHANIC FOREPERSON I UTILITY WORKER Total Permanent Positions
9.00
Total Department
414,054
249
PUBLIC WORKS DIVISION DIRECTOR OF PUBLIC WORKS
BOARDS: • Traffic Commission
ASSISTANT DIRECTOR OF PUBLIC WORKS
ENGINEERING
SOLID WASTE COLLECTION
STREET
I
~ PHOTOGRAPHIC TRAFFIC ENFORCEMENT
SOLID WASTE DISPOSAL
TRAFFIC ----· ENGINEERING
TRAFFIC SHOP
- - --
FUNCTIONAL ACTIVITIES
250
MUNICIPAL GARAGE
DRAINAGE UTILITY
City of Amarillo Summary of Expenditures by Activity Classification ACTUAL 2010/2011
Budgeted 2011/2012
Budgeted 2012/2013
1'182,982 7,860,077 7,484,286 3,048,104 2,347,198 1,357,957
1,491,519 9,492,286 7,889,111 3,407,242 2,331,662 1,479,742
1,085,657 9,055,929 7,984,055 3,520,402 605,483 3,340,187
804,455 10,840 815,295
859,817
600,000
0 859,817
600,000
5600 Drainage Utility Fund Public Works 56100 Drainage Utility 56200 Drainage Utility Transfers 5600 Drainage Utility Fund
0 0 0
0 0 0
1,805,576 6,095,000 7,900,576
6100 Municipal Garage Fund Public Works 61110 Municipal Garage Operati 61120 Equipment Replacement 6100 Municipal Garage Fund
8,614,035 9,629,788 18,243,823
8,478,387 9,596,945 18,075,332
9,217,275 10,862,813 20,080,088
DESCRIPTION 1000 General Fund General Government Public Works 1410 Engineering 1420 Street Department 1431 Solid Waste Collection 1432 Solid Waste Disposal 1731 Traffic Administration 1732 Traffic Field Operation 2425 Photographic Traffic Enforcement Public Works 24250 Photographic Traffic Enf 24260 Let It Ring Educ Prog 2425 Photographic Traffic Enfo
251
0
CITY OF AMARILLO ENGINEERING (1410) FUNCTIONS, GOALS AND OBJECTIVES FUNCTION The Engineering Department is responsible for developing engineering plans, project construction management for streets, alleys, sidewalks and storm drainage improvements associated with the Capital Improvement Projects, Drainage Utility Projects, Parks, Community Service, CDBG, State and Federally funded projects, The department provides construction surveying, design, contract administration, and inspection of projects throughout the City including Private Development. The Engineering Department also provides project inspection and plan review in the Extraterritorial Jurisdiction area adjacent to the City. Public interests are protected through the review, comment, and application of city ordinances and the Storm Water Management Criteria Manual. Floodplain management and application of flood insurance regulations are provided. The Department maintains the Flood Insurance Rate Maps (FIRM) including all amendments and revisions. The Department also operates six storm water pumps to regulate storm water levels in five lakes within the City. Provide network system administration and file management services for a Computer Assisted Drafting Design (CADD) system consisting of fifteen workstations in five departments. CADD responsibilities include training, maintenance, and updating as necessary to provide a productive work environment for all users. Maintain public records to include City and State project plans, paving and base maps, and aerial photographs. Information and assistance for the public are provided from these sources. Administer the ordinances regulating public right of way to ensure a safe and efficient transportation and utility location system.
GOALS Provide quality design and inspections on infrastructure projects to ensure development of the community through enforcement of construction standards. Identify and monitor future infrastructure needs. Administer the public right of way ordinance to balance public need for efficient and safe transportation routes. Administer a CADD network effectively. Continue developing our digital mapping system to serve all City Departments. Use digital mapping system to record and update locations of utility facilities in the public right of way. Assist in the development of the Geographic Information System (GIS).
OBJECTIVES
* * * * *
*
Develop an Engineering Design Reference manual and project compliance map. Revise the Standard Specifications for construction. Continue updating GIS map data provided to digital formats. Maintain a drainage complaint system to assist tracking of drainage problems within the City. Develop a Pavement Design Manual. Revise the Developer Policy Manual.
OPERATING STATISTICS/PERFORMANCE MEASURES Miles of Local and Collector Street Paving Miles of Local and Collector Street Reconstructions Miles of Street Overlay Miles of Arterials Paving Miles of Arterial Reconstruction Miles of Paved Alley Miles of Alley Reconstruction Miles ofTxDOT MPO Number of Drainage Improvements Number of Airport Improvements Number of Landfill Improvements Number of Park Improvements Number of Facilities Improvements Number of Bridge Improvements
Actual
Estimated
Estimated
2010/11
2011/12
2012/13
2 0 10 2 1 1 1 1
0 0 17 0
0 0 15 2 2 1 0
1
1 0 1 0 1
4
1 0 1 2 0 2 0 1 1
1 6 0 1 0 0 1
ACCOMPLISHMENTS The Department has continued on a heavy design load, completing several city projects. This year, Engineering designed and completed several projects including the Transfer Station Expansion, Lawrence Lake Bank Stabilization and Storm Sewer Pipe Retrofit, Rehabilitation of Grand Street from Hastings to Amarillo Boulevard, Bus Stop Phases 11, Ill, and IV. 2011 Overlay of Various Streets, Downtown utilities Relocate, 61h & Fillmore Basement and sidewalk repairs, Fire Stations #12 & #13. Rehabilitation of Hillside Road from Bell Street to Western Street and SW 581h Avenue from Western Street to Georgia Street, Storm Water Drainage Utility properties, South Coulter from Hollywood to Sundown Lane, Landfill Stilling Basin, Construction of the North side of Hillside Road from Soncy to Nancy Ellen Street and various other projects. We have assisted in numerous developer projects including Center Port, Colonies, Greenways, Woodlands, La Paloma, Tradewinds, Westover Village, City View, Hillside Terrace Estates, Vineyards, Teresa D'Ann, Fox Hollow and various other developments. The Department has also assisted TxDOT with several projects within the City including the Grand Street Overpass, North Coulter Street from Weeping Willow to Loop 335 and Georgia Street from 581h to South of Fox Ridge.
252
City of Amarillo
i 41300 Incentive 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment
42550 Communications Allowance
1,805 1,624 112,465 220 12,111 50,024 129,596 0 945 8,988 8,483 4,634
175 2,400 2,000 138,529 262 14,486 59,636 140,465 0 1,023 17,316 8,460 4,800
2,400 2,000 147,271 350 14,989 61,321 129,529 15,196 1,023 2,688 8,460 4,800
41000 Personal Services 51110 Office Expense 51115 Employee Recognition Pro 51200 Operating 51250 Janitor 51300 Clothing and Linen 51350 Chemical and Medical 51700 Education 51850 Minor Tools 51950 Minor Office Equipment 52050 Auto Parts 52050LABOR Auto Parts Labor 53150 Electricity 53200 Water and Sewer
1,188,463 13,115 112 944 15 20 0 90 1,810 120 308 0 31,683 0
1,384,553 18,000 500 1,200 100 100 50 3,000 1,000 500 50 50 100,941 0
1,412,916 18,000 500 1,200 100 100 50 3,000 1,000 500 50 50 0 738
51000 Supplies 61200 Postage 61400 Dues 61410 Tuition 62000 Professional 63800 Keep Amarillo Beautiful 68300 R & M - Improvements 68310 R & MOther Improvements 68610 Office Equipment 68680 Other Equipment 69210 Rental City Equipment
48,217 1,842 5,144 0 2,883 169 658 44,691 350 719 33,458
125,491 3,000 5,195 1,700 2,000 0 4,300 10,000 1,400 1,000 33,723
25,288 3,000 6,115 1,700 4,000 0 4,300 0 1,400 1,000 36,924
60000 Contractual Services
77200 License and Permits
89,916 2,842 9,232 0 9,054 122 3,540
62,318 2,842 9,711 500 19,950 200 6,000
58,439 3,832 10,128 500 17,000 200 6,000
70000 Other Charges 90030 Municipal Garage 90180 Sales to Other Departmen
24,790 -75,048 -93,355
39,203 -75,046 -45,000
37,660 -53,646 -395,000
90000 Inter Reimbursements TEXPENSES Total Expenses
-168,403 1,182,982
-120,046 1,491,519
-448,646 1,085,657
42400 Workers Compensation 42510 Car Allowance
71100 Insurance and Bonds 72000 Communication 74000 Printing and Binding 75100 Travel 75300 Meals and Local
253
City of Amarillo Department Staffing Report Department:
Engineering
Number of Employees Classification Permanent Positions 1.00 ADM200 1.00 ADM201 1.00 ADM210 1.00 ADM211 1.00 CLR400 1.00 CLR415 1.00 CLR941 1.00 MGT210 1.00 PRF300 2.00 TEC212 2.00 TEC213 2.00 TEC918 1.00 TEC919 3.00 TEC921 1.00 TEC923 1.00 TEC925 21.00
21.00
Personal Services Total
Description DIRECTOR OF PUBLIC WORKS ASSISTANT DIRECTOR OF PUBLIC WORKS CITY ENGINEER ASSISTANT CITY ENGINEER ADMINISTRATIVE ASSISTANT I ADMINISTRATIVE ASSISTANT IV ADMINISTRATIVE TECHNICIAN PUBLIC WORKS PROJECT COORDINATOR CIVIL ENGINEER II ENGINEERING AIDE II INSTRUMENT OPERATOR PROJECT REPRESENTATIVE PROJECT REPRESENTATIVE II ENGINEERING ASSISTANT II ENGINEERING ASSISTANT IV SENIOR DESIGN TECHNICIAN Total Permanent Positions
1,412,916
Total Department
254
255
CITY OF AMARILLO STREET DEPARTMENT (1420) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The Street Department is responsible for the overall maintenance and repair of streets and alleys. This function includes both major
and minor asphalt repair, pothole patching, crack sealing, sealcoating, alley sealing, blading unpaved streets and alleys, snow and ice control, weed control, and administering the paving cut ordinance.
GOALS The primary goal of the Department is to provide the public with a safe network of clean, well~maintained streets and alleys at a costeffective price. Continued improvement in both paved and unpaved alley repair and the addition of other new programs, equipment, and facilities over the next four to five years, with special emphasis on the preventive maintenance programs, will enhance the ability to meet this goal. In addition to basic maintenance operations, all administrative functions are expected to become more efficient through expanded use of computer technology and organizational layout.
OBJECTIVES
* * * *
Maintain an appropriate level {1.3 million sq yd) of annual sealcoating maintenance to sealcoat all residential streets once every ten years. To coincide with the ten~year sealcoating program, it will be necessary to pour an annual minimum of 60,000 gallons emulsion asphalt for cracksealing maintenance. Pour 1,100 cu. yd. of redi~mix concrete for various utility cut repairs Placing approximately 18,000 tons of hot~mix asphalt in deteriorated portions of various streets and alleys.
Actual 2010/11
Estimated 2011/12
Estimated 2012/13
Overlaying: Annual Overlay Total Project Cost Lane Miles Overlaid
$922,880.00 10
$2,159,000.00 17
$1,200,000.00 10
Sealcoating: Square Yards Complete Equivalent Street Miles Seal Coating Operations Per SY
1,330,531 71.27 $1.1917
1,391,112 73.67 $1.2000
1,388,333 74.28 $1.2000
OPERATING STATISTICS/PERFORMANCE MEASURES
SIGNIFICANT CHANGES Significant changes include three proposed material price increases in account 68300- R & M Improvements. Due to the increased cost of liquid asphalt, an increase of $140,000 is requested to purchase AC~5, an increase of $72,000 is requested to purchase hot~ mix, and an increase of $14,800 is requested to purchase COS~50. Also in account 68300, an additional $264,500 is being requested to purchase pre~coated 84 seal coat aggregate again for the 2012/2013 sea!coat season. Presently, the additional funds necessary to purchase pre-coated versus non~coated aggregate must be requested each year. Other changes include an estimated increase of $55,000 in payments received in account 90180- Sales to Other Departments- to reflect the increased number of utility cuts being repaired for the Water and Sewer Departments.
ACCOMPLISHMENTS All objectives within the last year were either accomplished or reasonably close to expected levels. During the 2011 sealcoating season, the Street Department sealcoated approximately 1,330,000 square yards of paved residential streets with pre-coated sealcoat aggregate. Furthermore, the Street Department performed $398,802 in utility cut paving repairs for the Water and Sewer Department in 2010/2011, a forty-seven {47%) percent increase over the previous five-year average. Currently, the Street Department is on track to perform a similar amount of utility cut paving repairs in 2011/2012.
256
City of Amarillo
41300 Incentive 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110TMRS 42115 Post Employment Benefits 42300 State Unemployment
42400 Workers Compensation 42550 Communications Allowance
59,633 42,536 520,383 1,039 31,711 125,136 339,013 0 5,223 122,701 0
64,200 40,000 603,054 1'111 36,159 139,329 349,494 0 5,323 134,570 0
51,600 40,000 599,934 1.434 33,924 134,711 292,155 34,275 4,870 128,895 1,200
41000 Personal Services 51110 Office Expense 51115 Employee Recognition Pro 51200 Operating 51250 Janitor 51300 Clothing and Linen 51350 Chemical and Medical 51800 Fuel & Oil 51850 Minor Tools 52050 Auto Parts 52050LABOR Auto Parts Labor 52120 Tires and Tubes Other 53100 Natural Gas 53150 Electricity 53200 Water and Sewer
3,477,010 3.445 992 82,199 1,345 14,923 14,525 10,210 2,954 22,792 2,838 679 48,380 13,748 4,082
3,924,108 3,200 1,300 123,800 1.400 18,000 50,000 7,500 3,000 35,000 5,000 500 59,216 13,357 3,500
3,610,993 3.400 1,192 108,800 1,300 16,000 49,800 9,750 2,800 33,500 4,600 450 38,673 16,950 3,000
51000 Supplies 61200 Postage 61410 Tuition 62000 Professional 68300 R & M - Improvements 68610 Office Equipment 68615 Misc. Fuel Powered Equi 68650 Shop Equipment 68680 Other Equipment 69100 Rental Land & Buildings 69210 Rental City Equipment 69220 Rental Other Equipment
223,112 245 295 885 2,781,645 0 400 255 47,277 6,000 1,650,216 65.458
324,773 450 600 500 3,669,000 150 1,000 350 4,000 6,000 1,759,402 62,000
290,215 400 550 450 3,867,164 125 900 300 3,800 5,500 1.497,805 60,000
60000 Contractual Services
4,552,676 17,073 14,044 0 729 18,504
5,503,452 17,073 15,735 2,500 400 18,500
5,436,994 25,369 15,664 2,500 300 0
70000 Other Charges 84100 Auto-Rolling Stock & Equ
50,350 0
54,208 0
43,833 43,148
80000 Capital Outlay 90030 Municipal Garage 90080 Water Distribution 90110 Sewer System 90180 Sales to Other Departmen
0 -15,864 -16,236 -12,168 -398,802
0 -15,860 -16,233 -12,162 -270,000
43,148 -15,860 -16,233 -12,162 -325,000
90000 Inter Reimbursements TEXPENSES Total Expenses
-443,070 7,860,077
-314,255 9,492,286
-369,255 9,055,929
71100 Insurance and Bonds 72000 Communication 75100 Travel 77200 License and Permits 77760 Sewer
257
City of Amarillo Department Staffing Report Department:
Street Department Personal Services Total
Number of Employees Classification Permanent Positions 1.00 ADM220 1.00 ADM221 1.00 CLR220 1.00 CLR400 1.00 CLR405 1.00 CLR420 4.00 MGT220 2.00 MGT221 1.00 TEC225 2.00 TRD220 14.00 TRD221 3.00 TRD900 34.00 TRD930 11.00 TRD950 5.00 TRD951 4.00 TRD960 86.00
STREET SUPERINTENDENT ASSISTANT STREET SUPERINTENDENT STREET PROGRAM COORDINATOR ADMINISTRATIVE ASSISTANT I ADMINISTRATIVE ASSISTANT II ADMINISTRATIVE ASSISTANT V STREET SUPERVISOR I STREET FOREPERSON I TRAFFIC CONTROL SPECIALIST EQUIPMENT OPERATOR IV EQUIPMENT OPERATOR I WATCHGUARD UTILITY WORKER EQUIPMENT OPERATOR II EQUIPMENT OPERATOR Ill UTILITY OPERATOR Total Permanent Positions
Part-Time Positions 12.00 HRL930 1.00 HRL950 13.00
UTILITY WORKER EQUIPMENT OPERATOR II Total Part-Time Positions
99.00
Description
3,610,993
Total Department
258
--
~
259
CITY OF AMARILLO SOLID WASTE COLLECTION (1431) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The Solid Waste Collection Department's function is to collect solid waste from residences and businesses in order to ensure the health and welfare of the citizens of Amarillo. This includes removal of brush and junk and enforcement of the Solid Waste Collection Ordinances set forth by the City Commission.
GOALS To continue to improve in all areas of solid waste, give the citizens of Amarillo better service, improve our public relations with the public, and strive to maintain a good working relationship with all other departments in the City.
OBJECTIVES
* * * *
Provide for the efficient collection of residential and commercial solid waste, as well as to respond to all citizen inquiries in a timely fashion. Improve overall safety by training employees in the areas of bodily injury prevention as well as motor vehicle safety. Increase public awareness of the importance of recycling by continuing to maintain the City's drop-off recycling program. Work with the new Environmental Advisory Group, formed by the City Commission in April 2009, to promote a viable recycling and waste reduction effort.
SIGNIFICANT CHANGES After several commercial businesses and the A.I.S.D. participating in cardboard recycling, there has been a reduction in commercial revenue. With the completion of the Transfer Station Expansion Project, fewer commercial and residential routes on the west side of the City are being hauled directly to the landfill. The knuckleboom trucks have greatly increased the efficiency and frequency of the collection of large debris items in the alleys and other locations.
OPERATING STATISTICS/PERFORMANCE MEASURES Residential Solid Waste Collected Truck Loads Tons Collected Commercial Solid Waste Collected Truck Loads Tons Collected Brush & Junk Collected Truck Loads Tons Collected Grand Total Truck Totals Tons Collected
Actual 2010/11
Estimated 2011/12
Estimated 2012113
20,743 90,700
23,000 102,000
23,400 102,300
10,213 52,533
9,800 52,000
9,700 50,000
6,194 11 ,671
5,800 11,800
5,800 11,800
38,150 154,904
38,600 156,700
38,900 158,100
ACCOMPLISHMENTS Through continued employee safety awareness, extensive pre-employment physicals, and bi-weekly training, the accident and injury costs have been reduced in relation to previous years. The additional Solid Waste Service Coordinator position and balancing of the residential routes has greatly improved the overall efficiency and allowed for more prompt handling of customer requests and complaints. The knuckleboom, brush collection and tub grinder crews did an outstanding job of cleaning the alleys, street and brush sites of limbs after numerous windstorms.
260
City of Amarillo Solid Waste Collection
41100 Salaries and Wages 41300 Incentive 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation
2,794,743 77,392 18,191 629,559 1,281 39,554 167,175 426,509 0 5,631 205,889 1,203
2,958,859 80,400 34,633 711,572 1,348 43,188 183,715 418,772 0 5,373 217,079 1,200
2,951,451 79,200 34,633 702,651 1,801 43,944 186,965 379,740 44,551 5,345 196,050 1,200
5111 0 Office Expense 51115 Employee Recognition Pro 51200 Operating 51300 Clothing and Linen 51750 Recyclable 51850 Minor Tools 52050 Auto Parts 52050LABOR Auto Parts Labor 52120 Tires and Tubes Other 52200 Trash Bags 53150 Electricity
4,367,126 3,583 1,851 25,037 15,006 48,558 99,266 112 138 0 71,610 307
4,656,138 3,000 1,000 15,000 16,760 36,000 102,000 200 0 400 90,000 317
4,627,533 3,000 1,000 15,000 16,760 36,000 102,000 200 0 400 90,000 333
51000 Supplies 61200 Postage 61400 Dues 61410 Tuition 68300 R & M - Improvements 68630 Dumpster Boxes 68640 Machinery 68650 Shop Equipment 69210 Rental City Equipment
265,468 3,341 406 1,466 1,755 155,944 2,252 1,537 2,647,903
264,677 3,096 450 1,350 2,500 103,000 1,500 1,500 2,815,056
264,693 3,096 450 1,350 2,500 103,000 1,500 1,500 2,934,124
60000 Contractual Services 71100 Insurance and Bonds 75100 Travel 78230 Loss on Bad Debt
2,814,605 24,342 12,056 630 59
2,928,452 24,342 13,302 2,200 0
3,047,520 28,009 14,100 2,200 0
70000 Other Charges TEXPENSES Total Expenses
37,087 7,484,286
39,844 7,889,111
7,984,055
42550 Communications Allowance 41 DOD Personal Services
72000 Communication
261
44,309
City of Amarillo Department Staffing Report Department:
Solid Waste Collection Personal Services Total
Number of Employees Classification Permanent Positions 1.00 ADM240 1.00 ADM241 1.00 CLR400 1.00 CLR420 2.00 MGT240 5.00 MGT241 1.00 MGT260 1.00 TEC560 1.00 TEC915 2.00 TRD240 1.00 TRD241 19.00 TRD930 54.00 TRD952 18.00 TRD953 108.00
SOLID WASTE SUPERINTENDENT ASSISTANT SOLID WASTE SUPERINTENDENT ADMINISTRATIVE ASSISTANT I ADMINISTRATIVE ASSISTANT V SOLID WASTE SERVICE COORDINATOR ROUTE SUPERVISOR MAINTENANCE SHOP COORDINATOR SOLID WASTE SERVICE TECHNICIAN ASSISTANT SOLID WASTE SERVICE COORDINATOR WELDER! WELDER II UTILITY WORKER RESIDENTIAL EQUIPMENT OPERATOR COMMERCIAL EQUIPMENT OPERATOR Total Permanent Positions
Part-Time Positions 2.00 HRL930
UTILITY WORKER
110.00
Total Department
Description
4,627,533
262
263
CITY OF AMARILLO SOLID WASTE DISPOSAL (1432) FUNCTIONS, GOALS AND OBJECTIVES
FUNCTIONS The function of the Solid Waste Disposal Department is to operate the City of Amarillo sanitary landfill for disposal of all non~hazardous solid waste collected within the City. The Department also operates a Transfer Station for unloading and/or temporary storage and transfer of solid waste to the landfill. All facilities are operated in compliance with applicable Federal, State, and City regulations.
GOALS To ensure the health, safety, and quality of life for the citizens of Amarillo by administration of facilities for disposal of solid waste in accordance with all applicable Federal, State, and City regulations so that both facilities have a minimal negative effect on adjoining properties. Providing a safe, accessible site for unloading and disposal of public and municipal non~hazardous solid waste at the minimum cost while reducing personal and vehicular accidents through the use of Comprehensive Safety and Training Programs,
OBJECTIVES
* *
To operate the facilities so that the Federal, State and City regulations are abided by to ensure the health and safety of the citizens in Amarillo and the surrounding areas. To continue providing a safe place for employees by administering safety programs during bi~weekly meetings.
SIGNIFICANT CHANGES In order to ensure compliance with Texas Commission on Environmental Quality (TCEQ) and Storm Water Pollution Prevention Plan regulations, the landfill personnel, with the assistance of the collection department brush crews, has continued to help control wind blown trash, storm water control, dust suppression, ground water analysis, recycling, and general maintenance. Waste is being filled in the new first phase of Cell 10 landfill pit area and on top of the above~ground fill area of Cell 4.
OPERATING STATISTICS/PERFORMANCE MEASURES
Transfer Station Transfer Truck Loads to Landfill Tonnage Landfill Number of Loads Tons of Solid Waste Received
Actual 2010111
Estimated 2011/12
Estimated 2012113
8,167 152,698
8,200 153,300
8,220 153,700
32,169 212,567
32,500 215,000
32,700 216,500
ACCOMPLISHMENTS The Transfer Station expansion project and new fire suppression system were completed in the first part of 2012. The enlarged Transfer Station is more productive, efficient and a safer work environment. The new Environmental Compliance Technician position that was added in 2011 will ensure the landfill complies with the more stringent TCEQ solid waste regulations and additional groundwater monitoring well.
264
City of Amarillo
Salaries and Wages 41300 Incentive 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation
848,409 32,607 10,784 169,731 354 12,279 49,394 125,332 0 1,938 71,781
949,800 33,000 20,000 207,492 374 13,433 53,929 130,251 0 1,760 76,826
923,385 31,200 20,000 211,193 517 13,841 55,807 119,610 14,032 1,806 74,671
41000 Personal Services 51110 Office Expense 51200 Operating 51250 Janitor 51300 Clothing and Linen 51350 Chemical and Medical 51800 Fuel & Oil 51850 Minor Tools 52050 Auto Parts 52050LABOR Auto Parts Labor 53100 Natural Gas 53150 Electricity 53200 Water and Sewer
1,322,608 1,326 11,828 672 5,361 10 5,921 1,520 415 288 4,565 36,288 2,229
1,486,866 2,000 17,500 800 7,620 500 7,461 3,000 500 200 5,992 36,569 3,397
1,466,062 2,000 17,500 800 7,620 500 13,014 3,000 500 200 5,265 46,958 1,866
51000 Supplies 61200 Postage 61400 Dues 61410 Tuition 62000 Professional 63210 Armored Car Service 63350 Credit Card Fees 67320 Extermination 68100 R & M- Building 68300 R & M - Improvements 68640 Machinery 68650 Shop Equipment 68710 Auto Repair and Maint 69210 Rental City Equipment 69220 Rental Other Equipment
70,422 28 0 1,563 6,535 7,964 6,598 750 4,798 24,521 189 -4 0 1,318,932 0
85,539 432 250 3,500 12,000 8,218 6,000 650 5,000 35,000 2,000 2,000 200 1,406,574 2,500
99,223 432 250 3,500 12,000 7,620 6,000 650 5,000 35,000 2,000 2,000 200 1,499,108 2,500
60000 Contractual Services
77430 Administrative- Labora 77470 Service Charges- Other 78210 Cash Over/Short 78230 Loss on Bad Debt
1,371,875 6,694 3,491 0 273,439 24,466 0 42 -24,933
1,484,324 6,694 3,969 3,000 292,000 20,000 4,800 50 0
1,576,260 8,783 4,224 3,000 292,000 66,000 4,800 50 0
70000 Other Charges 84100 Auto-Rolling Stock & Equ
283,199 0
330,513 20,000
378,857 0
80000 Capital Outlay TEXPENSES Total Expenses
0 3,048,104
20,000 3,407,242
0 3,520,402
71100 Insurance and Bonds 72000 Communication 75100 Travel
77200 License and Permits
265
City of Amarillo Department Staffing Report Department:
Solid Waste Disposal Personal Services Total
Number of Employees Classification Permanent Positions 1.00 MGT250 1.00 MGT251 1.00 MGT252 1.00 MGT253 1.00 TEC150 2.00 TRD250 8.00 TRD251 3.00 TRD252 7.00 TRD255 5.00 TRD930 1.00 TRD972 31.00
LANDFILL SUPERVISOR ASSISTANT LANDFILL SUPERVISOR TRANSFER STATION SUPERVISOR ASSISTANT TRANSFER STATION SUPERVISOR ENVIRONMENTAL COMPLIANCE TECHNICIAN TRANSFER STATION OPERATOR TRANSFER TRUCK DRIVER GATE ATTENDANT DISPOSAL EQUIPMENT OPERATOR UTILITY WORKER TRANSFER STATION MAINTENANCE MECHANIC Total Permanent Positions
Part-Time Positions 1.00 HRL251 5.00 HRL930 6.00
TRANSFER TRUCK DRIVER UTILITY WORKER Total Part-Time Positions
37.00
Description
Total Department
1,466,062
266
---
CITY OF AMARILLO
267
CITY OF AMARILLO TRAFFIC ADMINISTRATION (1731) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The Traffic Engineering Department is responsible for the planning, design, maintenance, and operation of all traffic control devices. This includes traffic signs (stop, yield, speed limit, parking restriction, street name, etc.), traffic signals, and pavement markings (stop bars, crosswalks, island tips, arrows, etc.) These activities are accomplished using nationally recognized standards and methods found in the Texas Manual on Uniform Traffic Control Devices. The Department is responsible for the following: authorizing street light installations, operating the computerized signal system, supervising the adult school crossing guard program for elementary schools, investigating sight restriction complaints, issuing driveway and parade permits, and conducting a traffic counting program.
GOALS To provide for the safe and efficient movement of people and goods. This involves a continuous effort to improve the overall efficiency of the street network while reducing the number and severity of collisions.
OBJECTIVES
* * * * * *
*
Implement cost~effective improvements including additional traffic signs, improved pavement markings, traffic signal re~timing and/or re~phasing, and revised signal displays for better visibility and collision reduction. Maintain a traffic counting program that counts each of 370 links every two years. Increase street lighting, both residential and arterial, in a timely manner, as development justifies it. Implement design standards for signing and signal displays, and promote safety through uniform design and application. Upgrade school zone flashers, signs and markings. Observe peak hour intersection and arterial operation. Continue IMSA certifications for appropriate personnel.
OPERATING STATISTICS
Actual 2010/11
Estimated 2011/12
Estimated 2012/13
Street Lights in Place Street Lights Installed Sight Restrictions Investigated Responses to Complaints/Requests Traffic Signal Studies Speed Studies Traffic Control Requests Parking Studies Traffic Links Counted Block Party Permits Issued Parade Permits Issued
10,472 75 246 240 6 11 39 10 299 67 75
10,547 70 290 260 10 10 40 14 310 70 75
10,617 70 320 330 12 10 50 14 320 70 75
ACCOMPLISHMENTS The City is using a Federal stimulus grant to change the remaining 160 intersections to LED signal displays. The change will reduce energy consumption, provide a display with a five to seven year life, and provide a display with better visibility. The Department is updating and revising the driveway and parking manual.
268
City of Amarillo Traffic Administration
41300 Incentive 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation 42510 Car Allowance 42520 Uniform/Clothing Allowan
0 24,084 55 5,490 13,306 35,412 0 1,073 15,900 2,305 2,909 752
0 33,077 69 6,310 16,219 39,514 0 1' 151 16,559 2,800 2,880 1,200
1,800 37,316 92 6,397 16,572 36,009 4,225 1,150 17,115 2,800 2,880 1,200
41000 Personal Services 51110 Office Expense 51200 Operating 51850 Minor Tools 51950 Minor Office Equipment 52050 Auto Parts 52050LABOR Auto Parts Labor 53150 Electricity
480,344 4,633 5,319 107 266 0 0 1,688,927
549,250 5,400 4,000 400 500 100 500 1,655,206
561,282 5,400 4,000 400 500 100 500 0
51000 Supplies 61200 Postage 61400 Dues 68220 Street Lights 69210 Rental City Equipment
1,699,252 1,251 1,630 130,782 10,824
1,666,106 1,600 1,200 80,000 11 ,487
10,900 1,600 1,200 0 12,009
60000 Contractual Services 71100 Insurance and Bonds
144,488 11 '164 8,656 3,304 -10
94,287 11,164 8,856 2,000 0
14,809 7,300 9,192 2,000 0
23,114 2,347,198
22,020 2,331,662
18,492 605,483
42550 Communications Allowance
72000 Communication 75100 Travel 78210 Cash Over/Short 70000 Other Charges TEXPENSES Total Expenses
269
City of Amarillo Department Staffing Report Department:
Traffic Administration Personal Services Total
Number of Employees Classification Permanent Positions 1.00 ADM540 1.00 CLR410 2.00 TEC222 1.00 TEC542 0.50 TEC550 5.50
TRAFFIC ENGINEER ADMINISTRATIVE ASSISTANT Ill TRAFFIC DESIGN TECHNICIAN TRAFFIC TECHNICIAN II TRAFFIC OPERATIONS TECHNICIAN Total Permanent Positions
Part-Time Positions 36.00 HRL540 3.00 HRL541 1.00 HRL545 1.00 HRL920 41.00
SCHOOL CROSSING GUARD SCHOOL CROSSING GUARD SUBSTITUTE SCHOOL CROSSING GUARD SUPERVISOR COLLEGE INTERN Tolal Part-Time Positions
46.50
Description
561,282
Total Department
270
CITY OF AMARILLO
271
CITY OF AMARILLO TRAFFIC FIELD OPERATIONS (1732) FUNCTIONS, GOALS, AND OBJECTIVES FUNCTIONS Traffic Field Operations is responsible for the installation, operation, and maintenance of all traffic control devices. This includes traffic signs (stop, yield, speed limit, parking restriction, street name, etc.), traffic signals, school flashers, and pavement markings (stop bars, crosswalks, island tips, arrows, etc.). These activities are accomplished using nationally recognized standards and methods found in the Texas Manual On Uniform Traffic Control Devices.
GOALS To provide for the safe and efficient movement of people and goods. This involves a continuous effort to improve the overall efficiency of the street network while reducing the number and severity of collisions.
OBJECTIVES
* *
* * *
Perform routine preventative maintenance on all traffic signal equipment once a year to reduce emergency signal repairs. Promote safety by upgrading school zone signs and markings, and adding flashing beacons to advance crosswalk signs. Continue IMSA certifications for appropriate personnel. Expand the signs and markings maintenance program by striping all major arterials twice a year, painting crosswalks, stop bars, arrows, median tips, and railroad warnings once a year, and using preformed markings for overlay and sealcoat projects. Inspect all signs once a year, both day and night.
OPERATING STATISTICS/PERFORMANCE MEASURERS
Signalized Intersections Maintained Signalized Intersections Rebuilt New Signalized Intersections Preventive Maintenance of Signal Controller School Flasher Systems Maintained School Flasher Systems Rebuilt New School Flasher Systems Advance Warning System (Fire Station) Maintained TXDOT Owned Continuous Lighting Maintained Signs Fabricated Signs Installed Lane Miles of Street Striping Gallons of Paint Applied Traffic Control Signs Maintained Work Orders Completed Stripe Major Arterials
Actual 2010/11
Estimated 2011112
Estimated 2012/13
262 1 1 262 61 2 0 0 0 2,482 3,671 5,655 6,125 7,379 214 Once
262 4 0 264 62 4 0 3 1,800 2,600 4,450 7,000 8,000 7,600 230 Twice
262 2 2 265 63 2 2 4 1,800 3,000 4,500 7,500 8,500 8,100 220 Twice
SIGNIFICANT CHANGES Technology has provided greater productivity with the same staffing levels. Traffic signal controllers and school flasher controllers are becoming more reliable. The Department will rebuild two intersections involved in a street rehabilitation project: Western & 58th/Hillside and Bell & Hillside. We will add new cabinets, preemption and video to these intersections. We will also be rebuilding 140 & Soncy and Westgate; these intersections have outdated video detection and cabinets. All street rehabilitation projects are now being restriped by a contractor with Thermoplastic.
ACCOMPLISHMENTS The Intersection of Coulter & Texas Tech will be completed by summer of 2012. The City is using a federal stimulus grant to change 33 intersections to LED signal displays in the CBD and also changing 80 3-section protected left turn heads to LED left-turn arrows. This change will reduce energy consumption, provide a display with a five to seven year life, and provide a display with better visibility; the longer life of the bulbs will require less technician time. Three fire station advance warning systems were rebuilt to meet the standards for Traffic Field Operations 2012 and the Texas MUTCD. All goals and objectives will be met or exceeded during the 2011/2012 fiscal year.
272
City of Amarillo
i and Wages 41300 Incentive 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation
42550 Communications Allowance
24,940 18,875 110,829 217 7,576 30,890 78,759 0 1,027 22,741 1,203
27,948 12,000 126,726 237 8,286 34,038 77,189 0 1,048 23,442 1,200
26,200 12,000 129,450 317 8,273 33,994 68,701 8,060 1,046 31,669 1,200
41000 Personal Services 51110 Office Expense 51115 Employee Recognition Pro 51200 Operating 51300 Clothing and Linen 51350 Chemical and Medical 51800 Fuel & Oil 51850 Minor Tools 52050 Auto Parts 52050lABOR Auto Parts Labor 52120 Tires and Tubes Other 53150 Electricity
806,091 1,653 400 14,363 3,175 142 22 5,085 -22,233 88 157 0
862,995 2,000 300 15,000 4,300 200 23 4,500 200 200 200 0
866,538 1,800 500 15,000 4,300 200 54 4,500 200 200 200 1,712,070
51000 Supplies 61200 Postage 61400 Dues 61410 Tuition 68210 Traffic Pavement Marker 68220 Street Lights 68300 R & M - Improvements 68312 Other Improvement 68640 Machinery 68650 Shop Equipment 68710 Auto Repair and Maint 69210 Rental City Equipment
2,850 1,777 0 0 159,634 0 165,758 115,614 867 89 2,817 128,352
26,923 1,652 1,000 2,500 150,000 0 155,000 122,000 1,000 600 4,000 135,393
1,739,024 1,652 1,000 2,500 150,000 120,000 155,000 122,000 1,000 600 4,000 145,307
60000 Contractual Services
71100 Insurance and Bonds 72000 Communication 75100 Travel
574,908 2,826 7,309 1,949
573,145 2,826 7,853 6,000
703,059 3,811 8,256 6,000
70000 Other Charges 84310 Shop Equipment 84910 Other Equipment
12,084 9,964 0
16,679 0 0
18,067 0 13,500
80000 Capital Outlay 90155 Damage to Infrastructure
9,964 -47,941
0 0
13,500 0
90000 Inter Reimbursements TEXPENSES Total Expenses
-47,941 1,357,957
0 1,479,742
0 3,340,187
273
City of Amarillo Department Staffing Report Department:
Traffic Field Operation Personal Services Total
Number of Employees Classification Permanent Positions 1.00 ADM541 1.00 CLR405 1.00 MGT540 1.00 MGT541 4.00 TEC220 2.00 TEC541 4.00 TEC543 5.00 TRD930 19.00
TRAFFIC FIELD SUPERINTENDENT ADMINISTRATIVE ASSISTANT II SIGNAL FOREPERSON SIGNS AND MARKINGS SUPERVISOR TRAFFIC CONTROL TECHNICIAN TRAFFIC TECHNICIAN I SIGNAL TECHNICIAN I UTILITY WORKER Total Permanent Positions
Part-Time Positions 3.00 HRL930
UTILITY WORKER
22.00
Total Department
Description
866,538
274
CITY OF AMARILLO
---
275
PARKS AND RECREATION DIVISION DIRECTOR OF PARKS& RECREATION ADMINISTRATION
BOARDS: • Parks and Recreation Commission
ASSISTANT DIRECTOR OF PARKS& RECREATION
MAINTENANCE
RECREATION
PLANNING AND DESIGN
ROSS ROGERS GOLF COMPLEX
ATHLETICS
I
I I PARKS
I
SWIMMING POOLS
SOFTIBALL
I' I
8
TENNIS CENTER
VOLLEYBALL
I' I SUMMER RECREATION PROGRAM
BASKETBALL
FUNCTIONAL ACTIVITIES
276
I
COMANCHE TRAIL GOLF COMPLEX
City of Amarillo Summary of Expenditures by Activity Classification
DESCRIPTION 1000 General Fund Parks and Recreation 1811 Ross Rogers 1812 Comanche Trail 1820 Parks & Rec Administratio 1830 Tennis Center 1840 Swimming Pools 1850 Parks & Recreation Progra 1861 Park Maintenance 1862 Zoo Maintenance 1863 ZooSchool Education Progr 1870 Athletic Administration 1871 Softball Program 1872 Basketball Program 1873 Track Program 1874 Volleyball Program 1875 Flag Football Program 1876 Baseball 1877 Soccer
277
ACTUAL 2010/2011
Budgeted 2011/2012
Budgeted 2012/2013
2,037,966 1,305,192 498,534 79,153 421,481 425,176 5,809,200 332,458 7,471 120,627 201,780 12,100 4,122 116,345 16 3 0
1,940,752 1,355,934 523,277 89,501 452,901 463,536 5,949,412 365,910 0 161,980 235,926 13,102 4,691 113,296 16 603 0
2,120,443 1,429,798 526,069 93,092 450,308 468,577 6,009,544 404,114 0 169,946 217,565 21 '184 4,697 122,230 0 602 0
CITY OF AMARILLO ROSS ROGERS GOLF COURSE (1811) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS Ross Rogers Golf Course provides the finest service and playing conditions at affordable prices to the golfing public of Amarillo. The Golf Course continues to upgrade and maintain course conditions at a high standard. Ross Rogers also maintains a full service golf shop and promotes the game of golf. The Course enforces the rules of golf, the rules of play and etiquette as set forth by City Ordinance 5583.
GOALS To continue to improve playing conditions at Ross Rogers Golf Complex so that the public will continue to enjoy playing golf on the City's golf courses. Offer the most complete and professional service possible while maintaining a proper atmosphere for the game to be enjoyed by all. Become more knowledgeable in all areas of golf course maintenance, management, course design, and construction by attending Professional Golf Association (PGA), United States Golf Association (USGA) and Golf Course Superintendents Association {GCSA) seminars and workshops. Ensure that Ross Rogers Golf Complex remains among the best organized, managed, and conditioned municipal golf courses in Texas and the USA. Maintain green fees that are affordable to the public, but reflect the financial commitment of the city to its golf program while considering the local market. In order to promote the game of golf in Amarillo, continue Junior Clinics and Ladies Clinics, give lessons, host civic and charitable tournaments, project the proper professional image, work with the news media, and be accessible to the public. Continue the grow-in of the Old Course and have a successful grand opening.
OBJECTIVES
* *
*
* * * *
* * * *
*
To improve playing conditions: Complete the grow-in of the East Course. Continue bi-yearly aeration, verticutting, and seeding of all greens, tees, fairways, surrounds and irrigated rough on Wild Horse. Implement and execute a more frequent Top Dressing Program on greens throughout the summer and continue aggressive weed control program. Stop tree root encroachment problems on various WildHorse greens. Plant Pampas grasses in new locations, and continue other landscape and Xeriscape projects throughout the property to aesthetically enhance our facility. Top dress all sunken ditch lines and pot holes with sand and seed to level out all playing surfaces. Trim 150 trees per year and remove the dead trees from the property. Replace chain link fence with wood privacy fence. Paint maintenance barn and Old Course restroom. To become more knowledgeable in all areas of golf course maintenance, management, and course design. Have staff attend seminars and workshops and strive to educate all employees in the management of the golf facility. Continue to provide a safe and accident-free work environment for aU employees. To promote the game of golf in Amarillo. Start a marketing campaign for the facility with creative ideas to increase participation. Have Junior Clinics and Ladies Clinics, give lessons, host civic and charitable tournaments, project the proper professional image, work with the news media, and be accessible to the public. To maintain a proper atmosphere for the game to be enjoyed by all. Work to educate golfers' knowledge on golf course etiquette and care. Continue to create a friendly, fun, and courteous environment for golfers. Marshall more effectively to promote a more enjoyable golfing experience.
OPERATING STATISTICS/PERFORMANCE MEASURES
Attendance: Green Fee Rounds Permit Rounds Total Avg. Daily Attendance
Actual 2010/11
Estimated 2011112
Estimated 2012113
24,361 ~ 42,642 117
24,000 18,000 42,000 115
34,500 25,500 60,000 165
ACCOMPLISHMENTS
Won best golf course in Amarillo in the Amarillo Globe News 'Best of Amarillo' awards. Hosted numerous charity and fund raising events including, Food Bank, Chamber of Commerce, and Harrington Cancer Center. Replaced all greens and surrounds heads on Wild Horse. Construction phase of the Old Course is complete and are currently still growing it in. Continued intense effort to conserve water. Executed the aerification of fairways, tees, roughs, and greens. We reached our goal of 25% displacement on the greens and tees. By doing this, we have greatly reduced the amount of black layer in the greens profile. Replaced the jockey pump in the Old Course pump station and had both pump stations serviced by a company authorized to work on Flowtronics out of Dallas. Replaced the well motor between #8 and #17 WildHorse. Implemented the MY Turf program to track equipment hours to aid in the organization of maintenance and repair of the equipment. Replaced all irrigation heads in the entrance and around the clubhouse. Repaired the weather station on the driving range in order to function properly. Replaced the drainage in the fairwaybunker#5 and filled with USGA spec sand. Added drainage to #5 fairway.
278
City of Amarillo
41300 Incentive 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment
42550 Communications Allowance
2,382 21,389 82,432 167 5,796 21,543 54,654 0 1,085 10,923 3,014 768
5,940 25,655 110,596 200 7,632 26,808 70,511 0 1,288 14,549 4,500 1,200
2,400 25,655 112,698 267 7,574 26,609 62,344 7,314 1,284 12,610 6,345 1,200
41000 Personal Services 5111 0 Office Expense 51200 Operating 51250 Janitor 51300 Clothing and Linen 51350 Chemical and Medical 51450 Botany & Agrigulture 51800 Fuel & Oil 51850 Minor Tools 52050 Auto Parts 52050LABOR Auto Parts Labor 52120 Tires and Tubes Other 531 00 Natural Gas 53150 Electricity 53200 Water and Sewer
597,523 3,709 21,686 5,421 2,223 9 137,803 24,956 6,571 205 288 0 8,449 79,441 215,092
792,897 4,750 18,700 6,750 2,391 200 159,316 25,594 7,900 1,000 0 300 11,198 93,782 265,000
779,923 4,750 18,700 6,750 2,388 200 159,316 38,951 37,900 1,000 0 300 5,277 121,225 354,217
51000 Supplies 61200 Postage 61300 Advertising 61400 Dues 61410 Tuition 62000 Professional
505,852 90 430 1,518 170 261,346 1,827 804 550 960 1,988 30,446 0 21,575 229 991 197,592 9,449
596,881 0 0 2,400 1,500 200,000 0 282 600 10,500 19,000 18,150 500 25,000 0 1,500 256,438 6,636
750,974 0 15,000 2,400 1,500 200,000 0 282 600 10,500 19,000 30,539 500 25,000 0 1,500 264,914 6,636
74000 Printing and Binding 75100 Travel 75300 Meals and Local
529,964 3,577 3,014 2,487 2,090 262
542,506 3,577 2,642 0 2,250 0
578,371 6,309 2,616 0 2,250 0
70000 Other Charges 84910 Other Equipment
11,431 393,196
8,469 0
11,175 0
393,196 2,037,966
0 1,940,752
0 2,120,443
42400 Workers Compensation 42510 Car Allowance
63210 Armored Car Service 63220 Security Service Contra
67320 Extermination 68100 R & M - Building 68300 R & M - Improvements 68400 R & M - Irrigation 68610 Office Equipment 68640 Machinery 68650 Shop Equipment 68680 Other Equipment 69210 Rental City Equipment 69220 Rental Other Equipment
60000 Contractual Services
71100 Insurance and Bonds 72000 Communication
80000 Capital Outlay TEXPENSES Total Expenses
279
City of Amarillo Department Staffing Report Department:
Ross Rogers Personal Services Total
Number of Employees Classification Permanent Positions 1.00 ADM900 3.00 TRD430 6.00 TRD431 2.00 TRD436 2.00 TRD440 1.00 TRD910 1.00 TRD975 16.00
GOLF COURSE SUPERINTENDENT GREENSKEEPER I GREENSKEEPER II GOLF IRRIGATION TECH II GOLF EQUIPMENT MECHANIC I CUSTODIAN I ASSISTANT GOLF COURSE SUPERINTENDENT I Total Permanent Positions
Part-Time Positions 9.00 HRL260 1.00 HRL911 2.00 HRL915 1.00 HRL930 13.00
CART ATTENDANT CUSTODIAN I CREW LEADER UTILITY WORKER Total Part-Time Positions
29.00
Description
779,923
Total Department
280
~@!~ CITY OF AMARILLO
--
281
CITY OF AMARILLO COMANCHE TRAIL GOLF COURSE (1812) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS Provide the finest customer service and playing conditions while maintaining affordable prices. Promote the game of golf in the City of Amarillo, for the citizens and visitors of Amarillo, while managing a full service golf shop. Enforce the rules of play and etiquette set forth by City Ordinance 5583.
GOALS Promote the game of golf by continuing to host golf clinics, lessons, charity, and civic and corporate tournaments to promote the facility. Maintain all prices at an affordable level for the citizens but also be competitive with other area facilities. Work diligently to maintain and improve the playing conditions of the golf courses so the public may enjoy playing golf at the City's municipal facilities. Continue looking into a total renovation of the Tomahawk Course in the years to come, to bring an upgrade to the course that the public expects. Promote a professional image for the City of Amarillo while managing a full service facility. Service the citizens of Amarillo with a professional, well-organized staff, placing heavy emphasis on customer relations. Work with the local media to continue to promote the facility in the community. Continue to educate the professional and maintenance staff by attending seminars held by the Professional Golfers Association (PGA), the United States Golf Association (USGA), and the Golf Course Superintendents Association of America (GCSAA).
OBJECTIVES
*
* * * * * * * * * * * * * * * * * * * *
Start a marketing campaign for the facility with creative ideas to increase participation. Continue to improve the areas around the cart paths on the Tomahawk and Arrowhead Courses. Continue to improve the playablility of Comanche Trail by over-seeding bare and weak areas of both courses. Continue to improve on a safe and accident free work environment for all employees. Continue to improve drainage on the both courses with an heavy emphasis on the Tomahawk Course. Continue to work and improve water conservation efforts. Work to replace bridge decking on the Arrowhead Course as they are beginning to decay. Replace roof on the Halfway House. Work to educate golfers' knowledge on golf course etiquette and care. Strive to educate all employees in the management of the golf facility. Professionally manage the operation of the 36-hole facility. Continue to manage golf and maintenance staff to maximize productivity. Install hitting stations on the driving range for off-season use. Install culverts and top with concrete on #1 Tomahawk cart path to eliminate drainage issues. Improve drainage on #14 Fairway Tomahawk Course. Install irrigation on #14 Tomahawk to cover weak areas. Continue an aggressive weed control program. Put siding on pump station building on Arrowhead. Reside the Chemical barn. Drill and develop additional well for the Tomahawk Course. Continue using the golf cart traffic control system implemented a few years ago.
OPERATING STATISTICS/PERFORMANCE MEASURES
Actual 2010/11
Estimated 2011/12
Estimated 2012/13
Attendance: Green Fee Rounds Membership Rounds Total Avg. Daily attendance Avg. Monthly Revenues
31,850 12,302 44,152 121 $59,400
33,053 12,259 45,312 124 $60,000
27,310 12,690 40,000 110 $51,137
ACCOMPLISHMENTS Comanche Trail Golf Complex has continued to improve many areas of the playing turi for the golfing public. With the addition to the fresh water wells that was implemented on the Arrowhead Course in 2004, the ph levels in the turi continues to drop, and all areas of the golf course are continuing to become healthy. Comanche Trail Golf Complex Arrowhead Course has been voted in the top ten most economic courses in the State of Texas by the Dallas Morning News the last five years with a #1 ranking in 2008 & 2009. This past year, the facility completed many projects including the rebuilt of the back of#6 green on the Tomahawk course to eliminate the sink area, replaced the culvert on #18 Tomahawk where irrigation water enters the lake and rebuilt the cart path over it, replaced several bridge planks on #9 Arrowhead course and will continue to replace others as needed, resided the range machine building to improve the look, reseed of many areas where turi was lost with the drought and these areas are beginning to come in with healthy grass, and most importantly kept most of the golf courses alive during the challenging summer of 2011. The Course has hosted numerous outside charity events to help raise many thousands of dollars for our locally supported charities, including a successful year of major golf event including a senior partnership, an open championship, junior golf championship, and the very popular men's partnership in August The City's major events concluded with the Tournament of Champions, which has become a very popular event for the elite players of Amarillo along with all the golfers and spectators in the city.
282
City of Amarillo Comanche Trail
41300 Incentive 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation 42510 Car Allowance
42550 Communications Allowance
3,317 27,987 89,704 172 6,278 23,596 60,186 0 1,006 16,990 5,014 798
3,120 26,500 99,323 175 6,484 23,279 56,913 0 1,071 17,733 5,000 0
3,120 26,500 93,130 234 6,713 24,284 52,715 6,184 1,068 15,718 5,000 2,400
41000 Personal Services 51110 Office Expense 51200 Operating 51250 Janitor 51300 Clothing and Linen 51350 Chemical and Medical 51450 Botany & Agrigulture 51800 Fuel & Oil 51850 Minor Tools 52050 Auto Parts 52050LABOR Auto Parts Labor 52120 Tires and Tubes Other 53100 Natural Gas 53150 Electricity 53200 Water and Sewer
654,519 3,052 3,702 5,570 408 20 76,011 22,383 9,472 108 263 286 5,004 62,077 125,658
683,826 4,400 5,000 4,200 1,500 200 120,000 24,727 10,000 600 0 1,000 6,334 60,284 98,704
691,897 4,400 5,000 4,200 1,500 200 120,000 21,265 10,000 1,500 500 500 4,910 67,210 103,337
51000 Supplies 61300 Advertising 61400 Dues 61410 Tuition 62000 Professional 63210 Armored Car Service 63220 Security Service Contra
67320 Extermination 68100 R & M- Building 68300 R & M - Improvements 68400 R & M- Irrigation 68640 Machinery 68650 Shop Equipment 68680 Other Equipment 68710 Auto Repair and Maint 68720 Auto Accident Repair 69100 Rental Land & Buildings 69210 Rental City Equipment 69220 Rental Other Equipment
314,013 0 2,006 150 115,964 611 382 550 7,393 8,108 31,444 27,911 0 37 0 0 1,096 127,296 6,642
336,949 0 1,925 1,000 103,000 0 400 600 7,500 15,000 28,000 23,000 150 1,000 300 400 1,200 136,087 6,636
344,522 15,000 1,925 1,000 103,500 0 400 600 7,000 14,000 49,643 23,000 150 1,000 300 400 1,200 146,434 6,636
60000 Contractual Services 71100 Insurance and Bonds 72000 Communication 75100 Travel
329,590 3,327 3,297 446
326,198 3,327 3,634 2,000
372,188 4,710 3,480 2,000
70000 Other Charges 84610 Info Tech Equipt- PCs
7,070 0
8,961 0
10,190 11,000
80000 Capital Outlay TEXPENSES Total Expenses
0 1,305,192
0 1,355,934
11,000 1,429,798
283
City of Amarillo Department Staffing Report Department:
Comanche Trail Personal Services Total
Number of Employees Classification Permanent Positions 1.00 ADM900 1.00 TRD430 7.00 TRD431 2.00 TRD436 1.00 TRD440 1.00 TRD910 1.00 TRD975 14.00
GOLF COURSE SUPERINTENDENT GREENSKEEPERI GREENSKEEPER II GOLF IRRIGATION TECH II GOLF EQUIPMENT MECHANIC I CUSTODIAN I ASSISTANT GOLF COURSE SUPERINTENDENT I Total Permanent Positions
Part-Time Positions 2.00 HRL413 2.00 HRL915 9.00 HRL930 13.00
YOUTH WORKER- MAINTENANCE CREW LEADER UTILITY WORKER Total Part-Time Positions
27.00
Description
Total Department
691,897
284
285
CITY OF AMARILLO PARKS AND RECREATION ADMINISTRATION (1820) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The Parks and Recreation Administration office directs the overall operations of the following Departments: Parks Maintenance, Ross Rogers and Comanche Trail Golf Courses, Recreation, Aquatics, Tennis Center, Athletics, and the Amarillo Zoo. The Amarillo Parks and Recreation Mission Statement is to "Enhance the quality of life for Amarillo citizens through quality parks, programs, and people."
GOALS The goal of the Department is to provide the general public with superior park facilities and service and to serve the citizens of and visitors to Amarillo in a professional, cordial, prompt and efficient manner.
OBJECTIVES
* * * * * *
Provide each department within the division fast and efficient service through effective decision~making, design, planning, and financial assistance required for effective operation of each individual department. Provide the public with quality service; always striving to assist each individual promptly while being courteous and accurate in conducting his or her transactions. Enhance the quality of the Parks and Recreation website. Seek continued refinement of the online registration and Parks reservation system. Continued enhancements to our website by the addition of the Play Golf website to Ross Rogers and Comanche Trail Golf Complexes. Seek citizen input concerning parks, recreation, and athletic programs in order to maximize the value of our staff and financial resources. Parks Administration will complete the update for the 2012 Parks Master Plan by July 2012. Develop new public/private partnerships that seek to enhance to the quality of park facilities and special events while reducing the level of tax support.
ACCOMPLISHMENTS Parks Administration directed the completion of the following capital improvement projects in FY 11 ~ 12: 1) Supervised the redevelopment of the Old Course at Ross Rogers Golf Complex. Parks Administration issued a letter of substantial completion on 11/01/00. Actual construction cost for the renovation totaled $3,288,072; 2) Purchased a new 40' LED Christmas tree for the Civic Center- total cost $32,416; 3) Initiated the design of the Rick Klein Soccer Complex- January 2012. The estimated date for opening of bids is June 2012. 4) Hamlet Park Improvements: walkway lighting, a construction contract was awarded on February 14, 2012 for $81,939. The Hamlet playground project was completed in April 2012 for a total cost of $48,896. The Hamlet spray ground construction contract was awarded on March 20, 2012 for $155,526. Completion date is set for May 251h, 2012. 5) Zoo Education Center Project awarded a construction contract on March 13, 2012 for $580,320. Grants & donations totaled $328,463. Estimated completion date is 10/01/12. 6) Regeneration 2012- tree planting project at Thompson Park. Secured a total of$55,000 in donations to purchase 250 trees that were planted on 04/21/12. 7) Park crews completed installation of new irrigation systems at Oakdale Park, Lawndale Park, Benton Park and River Road ball fields for a total cost of $125,000. 8) Comanche Trail irrigation well project contract was awarded on 11/22/11 for $144,180. Total construction cost including installation of new irrigation supply lines and pump system will be $214,010. 9) Parks Administration initiated the update of the 2008 Park Master Plan in February 2012. The estimated completion date for the 2012 Park Master Plan is July 2012.
286
City of Amarillo Parks & Rec Administration
41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation 42510 Car Allowance 42550 Communications Allowance
326, 33 571 503 34,234 63 4,762 16,065 50,007 0 310 271 9,828 2,407
329,750 0 1,000 34,974 75 4,928 19,169 47,781 0 292 263 10,696 2,400
336,594 0 1,000 27,677 100 5,036 19,740 43,516 5,105 292 278 10,696 2,400
41000 Personal Services 51110 Office Expense 51115 Employee Recognition Pro 51200 Operating 51400 Photographic 51850 Minor Tools 55100 Publications
445,152 20,290 1,607 359 142 0 30
451,329 25,896 2,500 4,275 200 70 50
452,433 25,896 2,500 4,275 200 70 50
51000 Supplies 61200 Postage 61400 Dues 63350 Credit Card Fees 69210 Rental City Equipment
22,428 5,527 2,476 6,277 3,454
32,991 8,408 2,700 8,000 3,571
32,991 8,408 2,700 8,000 4,616
60000 Contractual Services 71100 Insurance and Bonds 72000 Communication 75100 Travel 75300 Meals and Local
17,734 955 4,722 5,381 2,162
22,679 955 4,825 3,250 3,248
23,724 1,347 5,076 7,250 3,248
70000 Other Charges 84910 Other Equipment
13,220 0
12,278 4,000
16,921 0
80000 Capital Outlay TEXPENSES Total Expenses
0 498,534
4,000 523,277
0 526,069
City of Amarillo Department Staffing Report Department:
Parks & Rec Administration
Number of Employees Classification Permanent Positions 1.00 ADM400 1.00 ADM401 1.00 ADM425 1.00 CLR400 1.00 CLR405 1.00 CLR941 6.00
6.00
Personal Services Total
Description DIRECTOR OF PARKS AND RECREATION ASSISTANT DIRECTOR OF PARKS AND RECREATION PARK DEVELOPMENT MANAGER ADMINISTRATIVE ASSISTANT I ADMINISTRATIVE ASSISTANT II ADMINISTRATIVE TECHNICIAN Total Permanent Posilions
452,433
Total Department
287
CITY OF AMARILLO TENNIS CENTER (1830) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The function of the Tennis Department is to provide a well~rounded Tennis Program for the citizens of Amarillo.
GOALS The main goal of the Department is to promote tennis throughout Amarillo. This will include continuing our efforts to reach more youth in all areas throughout the City. Continue to grow quality youth tennis players who are state and nationally ranked in tennis. Promote
our facility by offering tennis lessons, open play, leagues, tournaments, school play, camps, socials, and new tennis programs. Continue to partner with the Amarillo Area Tennis Foundation in growing tennis in Amarillo. Promote the game of tennis through a strong marketing plan and enhancing our tennis pages on the parks website. Offer a first class facility to be used by the citizens of Amarillo for leagues, tournaments, junior programs, and lessons.
OBJECTIVES
*
* * * * * * *
* * * *
* * * * * * * * *
Continue to provide updated information and increase tennis site usage. Constantly update the tennis calendar of events, league information, and increase correspondence with tennis players through e~mail and marketing strategies. Plan for future on~line registrations and computer system to handle these registrations. Follow our strong marketing plan to promote facility and programs. Work with local media to market tennis programs and tournaments. Approach sponsors for tournaments, camps, programs, and printing colored tennis brochures. Continue to work with the Amarillo Area Tennis Association to build more tennis courts, increase players, market, search for grant funds, and recognize the Amarillo Tennis Center locally, state, and nationally. Continue to work with the Alex O'Brien Youth Foundation each summer, offering free tennis lessons to kids in our Summer Recreation Program and reaching kids who would not have had an opportunity to learn tennis without these camps. Pursue transportation funding to bus kids from recreation sites to ANTC for instruction and special exhibition matches. Continue to develop our Junior Program to create new interest in youth. Approach private and home school youth. Continue Quick Start Program with the younger ages to teach basic tennis skills. Increase our adult beginner classes by offering more instruction year round for individuals and groups, including camps. Increase our local tournaments at the Amarillo Tennis Center. This includes hosting recreational and competitive tennis tournaments and working with other organizations to host these tournaments. Promote a family atmosphere at our facility by offering various programs. Continue with the existing first class programs being offered to promote tennis for all ages throughout Amarillo. Continue to maintain our database of tennis players and utilize for increasing participation in permits, tournaments, tennis brochures, tennis camps, junior program, etc. Develop customer service to increase on~line services. Offer weekly all-day tennis camps during the summer. Research and pursue the ideas to offer a multi sports camp for youth during the summer to include tennis as one module and include swimming skills as another and utilize Southwest Pool. Increase senior citizen play by approaching various senior homes, assisted living centers, and other senior organizations about leagues, lessons, and tournaments along with senior citizen discount rates or permits for certain hours. Continue to partner with local sponsors to build new indoor tennis courts to accommodate growth seen in court usage. Pursue funding for additional construction of new courts at our facility included in master plan and improve covered courts. Increase awareness of tennis programs by attending various community events and setting up a tennis booth with information on Tennis Center programs, leagues, camps, and lessons. Update the current Master Plan for the Amarillo Tennis Center. Budget marketing items to help promote Tennis Center and programs offered and hand out at our community booths. Continue to pursue grant funding for facilities and programs. Pursue on~line registration for tennis leagues, camps, and programs. Research automated attendance tracking thru scanning system which would generate daily cash reports for enhanced record keeping.
OPERATING STATISTICS
Actual 2010/11
Estimated 2011112
Estimated 2012/13
Attendance
33,060
33.100
34,000
ACCOMPLISHMENTS We continue to maintain our adult tennis leagues, especially in the beginner and mixed leagues. The Amarillo Area Tennis Association has helped provide excellent resources state and nationally for the Tennis Center. Continued to partner with the AATA to increase youth tennis and host special events at the Tennis Center. Attended area community events and provided a tennis booth promoting activities at the Tennis Center. Maintained a current mailing list of all tennis players and increased correspondence with these players on activities and programs offered at our facility. Enhanced the Parks & Recreation Department website's tennis pages by adding additional information on leagues, programs, events, and tournaments. Started developing a website to include on~line registration for the Tennis Center in the near future. Continued to look for new ways to increase play by approaching day cares, private schools, and other organizations. The Tennis Pro continues to operate a first class tennis facility for the Amarillo area.
288
City of Amarillo Tennis Center
and 42010 Social Security- Medica 42300 State Unemployment 42400 Workers Compensation 42510 Car Allowance
43 16 59 57
97 0
41000 PersOnal Services 51110 Office Expense 51200 Operating 51250 Janitor 53100 Natural Gas 53150 Electricity
3,085 464 500 1,368 831 21,039
4,531 910 400 1,100 1,038 21,398
9,407 700 500 1,435 820 26,749
51000 Supplies 61410 Tuition 62000 Professional 68100 R & M - Building 68300 R & M - Improvements
24,201 0 36,000 164 13,013
24,846 90 36,000 575 17,050
30,204 90 36,000 1,400 12,500
60000 Contractual Services 71100 Insurance and Bonds 72000 Communication 74000 Printing and Binding
49,177 1,110 296 1,284
53,715 1,110 299 2,000
49,990 1,690 300 1,500
70000 Other Charges 84910 Other Equipment
2,690 0
3,409 3,000
3,490 0
80000 Capital Outlay TEXPENSES Total Expenses
0 79,153
3,000 89,501
0 93,092
City of Amarillo Department Staffing Report Department:
Tennis Center
Number of Employees Classification Part-Time Positions 1.00 HRL420 1.00
Personal Services Total
Description PROGRAM COORDINATOR Total Department
9,407
289
CITY OF AMARILLO SWIMMING POOLS (1840) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The function of our Aquatic Department is to provide quality programming and a safe swimming environment for all citizens of Amarillo.
GOALS
Continue to provide the safest aquatic environment for everyone to enjoy. Provide events which help increase attendance and for everyone to enjoy. Provide first class facilities and quality services for all users. Maintain a strong risk management system including professional lifeguard training and follow-up systems to keep our rescue skills current and proactive. Promote water safety awareness in the community through safety presentations, swim lessons, education classes, and junior lifeguard pool programs. Continue to promote a family atmosphere at all sites by continuing our themed family nights. Continue to work on adding amenities to current pool sites and vigorously work on developing an Aquatic Master Plan, which includes an indoor/year round facility enabling more creative youth, adult and senior programs. Develop successful concessions with reasonable pricing. Continue to build partnerships with other agencies such as the Coalition of Health Services and media outlets. Maintain all facilities with the most current life safety codes.
OBJECTIVES
* Continue with summer School Supply Drive community project. Continue to create sponsors and partnerships and work with the swim teams for pool usage. * Continue to improve the current website and provide a friendly on-line registration program for our users of swim lessons, Jr. Guard, and pool party reservations. * Promote swimming and water safety awareness with Sammy the Seal, through public service announcements, recreation programs, school districts, daycares, a strong advertising/marketing plan and other community involvement. * Offer quality brochures and resources by outsourcing the printing of publicly viewed material. Build the quality of in-house printing by bringing in more color to the materials. * Create masse-mails to customers on deadlines and upcoming events. * Continue our Jr. Lifeguard Program.
*
* Provide public lifeguarding classes with the goal of revenue and hiring candidates to work for Amarillo Parks and Recreation.
* Maintain a strong Risk Management system by conducting daily in-service trainings, certifying instructors, and auditing pools. * Continue to find ways to increase all attendance programming at Thompson Swimming Pool. First step will be implementing scholarships in 2012. * Develop a Business Plan for the Swimming Pool Concessions. *
Evaluate the current public operation dates and times to best serve the budget and the community.
OPERATING STATISTICS
Daily Attendance: (includes: season pass, frequent users, & non-swimmers) Southeast Southwest Thompson Office Sales Total Pool Attendance Program Attendance: Lap Swimmers Swimming Lessons (spring & summer) Pool Parties Inflatable Party Equipment (Water & Sand Volleyball & Water Basketball} Junior Lifeguard Program Birthday Party Packages Presentations (Jr. Guard & Water Safety) Family Nights (total)
Actual 2010/11
Estimated 2011112
Estimated 2012/13
28,451 18,217 8,521 2,744 57,933
28,500 18,300 8,550 2,800 58,150
28,500 18,400 8,600 2,800 58,300
78 1,347 151 13 50 30 65 1,559 4,259
80 1,440 160 13 60 35 70 1,650 4,300
85 1,500 165 15 60 35 75 1,700 4,400
Event Nights 2011- Safety(253), Sammy's Birthday (254), Hawaiian Pageant (170), Mardi Gras (19), Fiesta (115), Pirate (216) 2012 Goals Safety(310), Sammy's Birthday (190), Hawaiian Pageant (135), Mardi Gras (150), Fiesta (150), Pirate (162), Awareness (129)
ACCOMPLISHMENTS Provided the Amarillo community a safe place to swim with "0" major incidents. Pools continued to require attendees less than 12yrs be accompanied by proper supervision. Required staff to attend weekly in-service classes to keep communication open and practice lifeguarding skills. Partnered with organizations to host the 5th Annual Triathlon for adults. Provided the use of the facility to host a Special Olympics swim meet. The Department increased family night and swim lesson attendance as well as Southeast Pool. We distributed school supplies to 37 children with our School Supply Drive in 2011. Continued to work with and broadened our media resources to bring awareness to the community of aquatic programs. Maintained a low employee turnover for the season. Promoted the Junior Lifeguard Program in the middle schools. Continued to educate the youth and adults on Water Safety Awareness through presentations at schools, daycares, libraries, and adult organizations. Continued the relationship with the local swim club and school district for the seasonal use of Southwest Pool. Continued to improve online services for our customers in order to register for pool programs. Continued building our inhouse scholarship program through our "Helping Hands Wall".
290
City of Amarillo
and Wages 41300 Incentive 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment
'
2,708 611 7,411 13 3,076 2,126 5,644 0 980 4,561 5,003
2,700 1,000 7,572 12 3,263 2,329 9,998 0 980 5,007 5,232
2,700 1,000 8,643 17 3,445 2,572 9,204 1,080 1,027 5,299 5,232
41000 Personal Services 51110 Office Expense 51200 Operating 51250 Janitor 51300 Clothing and Linen 51350 Chemical and Medical 51610 Recreation Supplies 51700 Education 51850 Minor Tools 51950 Minor Office Equipment 53100 Natural Gas 53150 Electricity 54000 Food 55100 Publications
239,579 1,421 355 735 4,251 42,253 8,378 229 369 579 24,422 15,262 0 375
266,047 3,750 1,930 2,040 4,437 28,489 10,300 705 1,043 1,200 26,972 24,068 1,344 510
269,897 3,748 1,385 2,044 4,439 28,485 10,300 709 1,044 1'196 34,026 9,917 1,344 511
51000 Supplies 61300 Advertising 61400 Dues 61410 Tuition 62000 Professional 63210 Armored Car Service 68100 R & M- Building 68300 R & M - Improvements 68610 Office Equipment 68680 Other Equipment 69100 Rental Land & Buildings
98,628 5,842 220 5,822 20,296 2,268 1,474 23,919 200 0 0
106,788 6,502 480 1,276 17,530 2,633 2,150 25,000 300 3,450 850
99,148 6,500 480 1,717 18,065 2,823 2,151 25,000 300 2,947 925
60000 Contractual Services
74000 Printing and Binding 75100 Travel 75300 Meals and Local 78210 Cash Over/Short
60,041 1,613 5,574 6,904 1,770 271 0
60,171 1,613 5,485 9,464 2,900 400 32
60,908 2,018 5,544 9,462 2,898 400 32
70000 Other Charges 83100 Improve other than Build
16,133 7,100
19,895 0
20,354 0
80000 Capital Outlay TEXPENSES Total Expenses
7,100 421,481
0 452,901
0 450,308
42400 Workers Compensation 4251 0 Car Allowance
71100 Insurance and Bonds 72000 Communication
291
City of Amarillo Department Staffing Report Department:
Swimming Pools Personal Services Total
Number of Employees Classification Permanent Positions 1.00 PRF420
AQUATICS SPECIALIST
Part-Time Positions 38.00 HRL400 8.00 HRL402 8.00 HRL403 3.00 HRL405 3.00 HRL406 3.00 HRL409 3.00 HRL417 1.00 HRL421 1.00 HRL901 68.00
LIFE GUARD SWIMMING LESSON INSTRUCTOR POOL CASHIER HEAD LIFEGUARD ASSISTANT· POOL MANAGER SWIMMING POOL MGR. LESSON COORDINATOR ASSISTANT AQUATIC/ELLIS INSTRUCTOR ACCOUNT CLERK I Total Part-Time Positions
69.00
Description
269,897
Total Department
292
293
CITY OF AMARILLO PARK RECREATION PROGRAM (1850) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS
The Park Recreation Department provides comprehensive recreational programs and activities for the citizens of Amarillo.
GOALS To increase public awareness of programs and events by enhancing our website, brochures and marketing strategies. Continue to make available different types of recreation programs in a safe atmosphere for the general public. Continue partnerships with the Alex O'Brien Youth Foundation and Amarillo Tennis Association (tennis camps), Community Development (Free Summer Lunch program), and AlSO (safe evening activities.Jammin' Jym Program). Continue partnerships for wrestling and agility camps. Continue baseball, basketball, and volleyball camps to be held at our current recreation sites. Add soccer camp and football camp. Continue to partner with SPCA's Muttfest event by holding the annual Skyhoundz Competition during event. Continue Starlight Theater events every Tuesday night and maintain relationships with each band that performs and encourage vendors to set up booths during concerts. Offer a variety of recreation classes at affordable prices and continue to research new classes for future. Promote the sport of fishing and working with Texas Parks & Wildlife on stocking fish in our lakes. Hold our annual Punt, Pass, & Kick Competition. Throughout all programs and events, continue to represent a professional, organized, fun and friendly public service.
OBJECTIVES
* * *
* * * * *
* * * * *
* * * *
Offer a positive and safe performance-oriented program by providing educational opportunities for the youth in our community through various programs including camps, recreation classes, and the Summer Recreation Program. Provide the youth of the community with educational and recreational opportunities. Create youth programs during student holidays: Thanksgiving, Christmas, Spring Break. Provide educational opportunities for parents and youth in an indoor facility year-round for the community. Enhance website by making it more interactive thru on-line registration and continue to keep updated on a regular basis. Continue to use masse-mails to communicate with our customers. Continue to pursue funding for splash pads at recreation sites to replace wading pools. Offer special events utilizing volunteers to bring their talents to the park sites to provide educational opportunities. Emphasize a fitness and moral well-being program (no drugs, no alcohol, stay fit). Teach special sport skills and arts & craft activities through our Recreation Specialists. Work with various types of local media to promote our events and programs. Approach different sponsors to help promote and financially support our programs and events. Increase public awareness of our programs through a strong marketing plan. Work with local businesses to increase funding for quality brochures and marketing plan. Continue school presentations to demonstrate summer programs. Evaluate annually all recreation sites and programs to assure needs are met in the community. Continue to provide a wide variety of special events for the entire family to enjoy. Continue to evaluate staff training and hiring methods to better serve needs of our programs and reduce turnover. Continue to pursue additional staff to serve growing programs and events; this includes full-time staff for stability.
OPERATING STATISTICS
Attendance at Amarillo Independent School District (AlSO) Sites: Forest Hill Elementary School South Lawn Elementary School Sunrise Elementary School Total Gym Attendance Recreation Program (17 Park sites) Starlight Theater Kids Fishing Derby (includes adults) Punt, Pass, and Kick Skyhoundz Frisbee Competition Recreational Classes Tennis Camp Basketball Camp Baseball Camp Volleyball Camp Roxie's Birthday
Actual 2010/11
Estimated 2011/12
Estimated 2012/13
2,082 1,625 1,789 5,496 33,859 4,520 0 115 460 26 485 119 104 40 166
2,100 1,700 1,800 5.600 34,375 4,063 978 140 355 40 522 165 122 56 245
2,125 1,725 1,850 5,700 34,450 4,100 1,000 150 450 45 545 170 130 60 252
ACCOMPLISHMENTS
Provided a Kids Fishing Derby for youth and worked with local sponsors to enhance the event. Provided a free concert series at Sam Houston Park. Provided a well-rounded Summer Recreation Program for youth, which included "Kid of the Week," "Park of the Week," arts and crafts, sports skills, and various special events. Implemented new camps, partnered with camp leaders to provide community youth with optional free camps such as wrestling and agility camps. Attended several events in the community and set up a booth promoting our programs and events. Worked with local TV and Radio stations to promote our Starlight Theater Concert series and other special events. Continued to enhance our website with new seasonal templates and additional registrations offered on-line. Promoted our programs and events through website, posters, Park Guide, Summer In The City, and other various fliers/brochures. Utilized the City's intranet to advertise deadlines & events.
294
City of Amarillo
42550 Communications Allowance
246,357 6 464 14,416 25 3,804 4,453 20,238 0 995 6,BB4 20,130 1,203
261,344 0 1,100 15,143 25 4,114 4,685 15,104 0 1,142 7,531 24,164 1,200
0 1'100 15,295 33 4,179 5,009 14,115 1,656 1 ,13B 6,927 24,164 1,200
41000 Personal Services 51110 Office Expense 51200 Operating 51250 Janitor 51300 Clothing and Linen 51350 Chemical and Medical 51400 Photographic 51500 Animal Purchases 51610 Recreation Supplies 51700 Education 51B50 Minor Tools 51950 Minor Office Equipment 551 00 Publications
318,976 4,407 796 1,72B 1,354 100 0 7,196 21,247 260 177 -22 395
335,552 4,725 478 BOO 1,741 250 25 9,300 22,655 600 750 0 450
338,869 4,400 47B BOO 1,741 150 25 10,325 22,505 600 300 0 450
51000 Supplies 61300 Advertising 61400 Dues 61410 Tuition 62000 Professional 6B100 R & M- Building 6B300 R & M - Improvements 69100 Rental Land & Buildings 6921 0 Rental City Equipment
37,637 7,541 240 117 7,B19 167 7 1,104 0
41,774 8,744 375 375 13,946 0 905 3,900 4,D92
41,774 B,744 375 375 13,946 0 905 5,400 4,496
60000 Contractual Services
74000 Printing and Binding 75100 Travel 75300 Meals and Local 77900 Other Agencies
16,994 857 7,650 5,916 B61 284 36,000
32,337 857 8,051 6,840 1,725 400 36,000
34,241 1,203 7,524 6,840 1,725 400 36,000
70000 Other Charges TEXPENSES Total Expenses
51,568 425,176
53,873 463,536
53,692 468,577
41300 Incentive 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation 42510 Car Allowance
71100 Insurance and Bonds 72000 Communication
295
City of Amarillo Department Staffing Report Department:
Parks & Recreation Program Personal Services Total
Number of Employees Classification Permanent Positions 1.00 CLR420 1.00 MGT400 2.00
ADMINISTRATIVE ASSISTANT V RECREATION SUPERVISOR Total Permanent Positions
Part-Time Positions 3.00 HRL414 50.00 HRL415 4.00 HRL418 1.00 HRL420 1.00 HRL901 59.00
RECREATION SPECIALIST RECREATION LEADER DISTRICT SUPERVISOR PROGRAM COORDINATOR ACCOUNT CLERK I Total Part-Time Positions
61.00
Description
Total Department
338,869
296
CITY OF AMARILLO
-297
CITY OF AMARILLO PARK MAINTENANCE (1861) FUNCTIONS, GOALS AND OBJECTIVES
FUNCTIONS The Park Maintenance Department provides maintenance and care to park grounds and facilities throughout the total Park and
Recreation System. Included are municipal building grounds, street corridor and median landscape/grounds care, and Public Improvement Districts (PI D) Maintenance. This is accomplished by executing tasks and maintenance activities designed to produce a quality product for the safety and enjoyment of the public. The Park Maintenance section supports the general goals and objectives as set forth by the Parks and Recreation Division.
GOALS To create, through quality maintenance and practices and public safety, parks and facilities relative to the quality of life expected in the City of Amarillo. Prioritize, evaluate, and initiate needed repairs or improvements to existing park grounds, park facilities, athletic fields, and municipal building grounds.
OBJECTIVES Maintain all existing park facilities accessible to the public, with clean, safe, and enjoyable areas throughout the City. Continue preinitiated improvement projects towards their completion. These projects include, but are not limited to, the following:
* *
* * * * *
*
* * *
*
Replace old, worn-out play equipment, consolidate equipment into more appropriate settings, and add surface barriers and surface material at JSM Area 4 & Willow Vista School Park. Flowerbed modifications and improvements in selected areas. Conversion of plant material to water-wise perennial plants. Decrease plant numbers by adding boulders, borders, and increase the appearance of the displays. Continued forestation of the new Parks at City View, Greenways, Hillside and Westover. Continue re-forestation of older dying trees at Thompson Park, Ellwood Park, and Paramount Park. Replace old irrigation systems at San Jacinto Park, Hamlet, and Sunrise School Park. Replace old deteriorated concrete picnic tables and grills with addition of new tables and grills in selected area parks as necessary. Repair broken, raised-up walking trails at Ellwood and Memorial Parks. Oversee construction of the new soccer fields at Rick Klein Complex. Over-seed parks at San Jacinto Park, Hamlet and Sunrise School Parks. Continue placement of wood chips from chip sites around trees in all areas. Erosion control spillway repairs at Thompson and Medical Center Parks.
SIGNIFICANT CHANGES The Department will be contracting the mowing of the PID acreage at the Greenways with 27.94 acres, Colonies with 11.20 acres, and Brennan Blvd with .38 acres. Additionally, 21 new park restrooms and the new parks at City View Park (8 acres} and West Hillside Park (4 acres) will continue to impact the operational function of the Department.
OPERATING STATISTICS/PERFORMANCE MEASURES Irrigation and Sprinkler Repairs Facility Maintenance Electrical Repairs Restroom and Drinking Fountain Repairs Graffiti Removed Acres maintained per worker
Actual
Estimated
Estimated
2010/11
2011112
2012/13
4,723 2,450 421 280 953 27.60
5,000 2,800 600 300 1,000 27.60
5,100 3,000 600 300 1,500 27.60
ACCOMPLISHMENTS Routine maintenance, new playground equipment at Martin Road and South Georgia Parks, and tree removals were the dominant activities for this Department. Other accomplishments included irrigation renovations at Benton, Lawndale and Oakdale Parks and River Road ball fields. We also planted over 250 trees at Thompson Park as part of Regeneration 2012.
298
City of Amarillo
Park Maintenance
41300 Incentive 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation
74,725 22,600 456,714 967 29,717 116,242 298,276 0 4,845 107,633
75,132 24,500 502,865 998 31,348 125,233 289,214 0 4,651 108,701
69,780 24,500 488,324 1,334 32,114 127,289 261,898 30,726 4,750 94,410
41000 Personal Services 51110 Office Expense 51120 Safety Program 51200 Operating 51250 Janitor 51300 Clothing and Linen 51350 Chemical and Medical 51400 Photographic 51450 Botany & Agrigulture 51454 B & A- Trees 51456 B & A- Bedding Plants 51458 B & A- Fertilizer 51460 B & A- Grass 51462 B & A- Chemicals 51700 Education 51800 Fuel & Oil 51850 Minor Tools 52050 Auto Parts 52050LABOR Auto Parts Labor 52120 Tires and Tubes Other 53100 Natural Gas 53150 Electricity 53200 Water and Sewer
3,177,242 5,925 0 69,396 24,707 5,387 1,813 392 843 23,201 15,576 80,149 14,897 29,971 697 24,741 24,093 19,523 2,275 2,638 4,587 152,808 1,003,455
3,316,650 6,000 0 70,000 20,432 12,500 600 400 0 26,000 16,000 81,000 15,000 35,500 900 30,129 24,231 19,500 2,000 1,900 6,002 151,716 914,477
3,276,496 6,000 3,000 90,000 24,932 12,500 600 400 0 23,000 14,000 91,000 20,000 30,000 900 28,086 22,231 19,500 2,000 1,900 3,186 177,928 916,486
51000 Supplies 61200 Postage 61400 Dues 61410 Tuition 63220 Security Service Contra 68100 R & M- Building 68300 R & M - Improvements
1,507,074 36 3,711 5,267 796 10,484 57,178 27,915 6,347 28,571 96,823 180 1'184 751 3,458 838,836 2,906
1,434,287 200 1,586 7,000 0 10,000 55,000 35,000 5,000 31,500 90,000 200 2,800 1,880 4,500 887,416 2,944
1,487,649 200 1,586 7,000 0 15,000 30,000 30,000 20,000 31,500 90,000 200 2,800 1,880 4,500 932,747 2,944
1,064,442 17,763 19,857 710 2,112
1,135,026 17,763 24,287 1,000 2,400
1,170,357 46,466 25,176 1,000 2,400
40,441 0
45,450 18,000
75,o42 0
0
18,000
0
68316 Sand, Gravel, Concrete 68318 Lighting 68322 Playground Equipment 68400 R & M - Irrigation 68610 Office Equipment 68650 Shop Equipment 68660 AudioNideo Equipment 69100 Rental Land & Buildings 69210 Rental City Equipment 69220 Rental Other Equipment 60000 Contractual Services
71100 Insurance and Bonds 72000 Communication 74000 Printing and Binding 75100 Travel 70000 Other Charges 84910 Other Equipment 80000 Capital Outlay
299
City of Amarillo Park Maintenance
City of Amarillo Department Staffing Report Department:
Park Maintenance Personal Services Total
Number of Employees Classification Permanent Positions 1.00 ADM410 1.00 ADM411 1.00 CLR400 1.00 CLR420 1.00 MGT410 2.00 MGT411 1.00 MGT412 1.00 MGT432 12.00 MGT950 9.00 TEC950 9.00 TEC951 2.00 TRD410 2.00 TRD411 4.00 TRD415 4.00 TRD416 1.00 TRD915 20.00 TRD930 4.00 TRD970 76.00
PARK SUPERINTENDENT ASSISTANT PARK SUPERINTENDENT ADMINISTRATIVE ASSISTANT I ADMINISTRATIVE ASSISTANT V PARK OPERATIONS SUPERVISOR PARK HORTICULTURAL SUPERVISOR PARK MAINTENANCE SUPERVISOR VISITOR SERVICE COORDINATOR PARK FOREPERSON I PARK TECHNICIAN I PARK TECHNICIAN II PARK MAINTENANCE MECHANIC II TREE TRIMMER PARK PLUMBER I PARK PLUMBER II ELECTRICIAN I UTILITY WORKER PARK MAINTENANCE MECHANIC I Total Permanent Positions
Part-Time Positions 11.00 HRL413 4.00 HRL915 20.00 HRL930 1.00 HRL965 36.00
YOUTH WORKER - MAINTENANCE CREW LEADER UTILITY WORKER INSPECTOR Total Part-Time Positions
112.00
Description
3,276,496
Total Department
300
CITY OF AMARILLO
301
CITY OF AMARILLO ZOO MAINTENANCE (1862) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS
To provide a facility for animal display, both exotic as well as native, to the Texas Panhandle; incorporating education and enjoyment in a passive environment for the public. The Zoo Maintenance Department operates the Zoo, cares for the animals, and maintains the grounds and facilities, while supporting the overall goals set forth by the Division.
GOALS To provide quality care to the animals, grounds, and structures; and to recommend the allocation of funding for expansion of the
facilities as needed. To continually improve and update the existing operation, facilities, and grounds, while providing the most enjoyable experience possible for the visiting public.
OBJECTIVES
* * * *
*
To maintain and provide all existing facilities with safe, clean, enjoyable, and accessible environments. Provide wei! cared for areas throughout the Zoo. Assist with Division goals in ongoing development of a Zoo Master Plan to enhance the expansion of the present facility and improve the quality of our facility overalL Pursue accreditation of the American Zoological Association. Facility improvements for 2012/13 will include the construction of the new Education Building.
OPERATING STATISTICS/PERFORMANCE MEASURES
Actual 2010/11
Estimated 2011112
Estimated 2012/13
Attendance
211,374
200,000
200,000
.04%
+0%
% Change in Zoo attendance
ACCOMPLISHMENTS Primary maintenance tasks and responsibility of Zoo operations are the dominant focus of this Department. Other accomplishments include: Completion of the renovations to the Longhorn exhibit. Continued operation of the concession/admissions areas.
302
City of Amarillo Zoo Maintenance
41300 Incentive 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security - OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation
3,380 1,724 14,942 45 2,568 5,871 19,814 0 612 3,994
3,600 750 21,273 50 2,580 6,552 21,277 0 485 4,355
1,500 750 34,863 83 2,615 7,685 19,285 2,262 484 4,077
41000 Personal Services 51110 Office Expense 51200 Operating 51250 Janitor 51300 Clothing and Linen 51450 Botany & Agrigulture 51456 B & A- Bedding Plants 51500 Animal Purchases 51550 Animal Feed and Medical 51555 Animal Medicine 51700 Education 51710 Special Events 51850 Minor Tools 51955 Furniture 52050 Auto Parts 52300 Unassigned 55100 Publications
227,885 705 3,091 2,114 1,140 744 0 6,334 41,116 6,Q43 5,708 6,737 4,190 0 130 554 3,975
263,699 200 3,500 1,300 1,100 0 1,000 6,000 34,500 10,000 5,000 5,800 5,600 0 150 400 4,500
283,891 200 3,500 1,300 1,100 0 1,000 6,000 44,500 10,000 5,000 5,800 5,600 5,000 150 400 4,500
51000 Supplies 61300 Advertising 61400 Dues 61410 Tuition 63350 Credit Card Fees 63400 Employee Medical 68100 R & M- Building 68300 R & M - Improvements 68316 Sand, Gravel, Concrete 69210 Rental City Equipment
82,582 140 798 1,753 0 0 3,661 4,069 633 10,320
79,050 300 1,040 3,000 0 1,900 2,000 3,500 0 10,713
94,050 300 1,040 3,000 1,250 1,900 2,000 3,500 0 11,057
60000 Contractual Services
21,374 707
22,453 707
24,047 2,125
71100 Insurance and Bonds 78210 Cash Over/Short
70000 Other Charges TEXPENSES Total Expenses
-90
0
0
617 332,458
707 365,910
2,125 404,114
303
City of Amarillo Department Staffing Report Department:
Zoo Maintenance Personal Services Total
Number of Employees Classification Permanent Positions 1.00 MGT430 5.00 TEC956 6.00
ZOO CURATOR ZOO KEEPER II Total Permanent Positions
Part-Time Positions 2.00 HRL252 1.00 HRL413 4.00 HRL930 7.00
GATE ATTENDANT YOUTH WORKER- MAINTENANCE UTILITY WORKER Total Part-Time Positions
13.00
Description
283,891
Total Department
City of Amarillo
42010 Social Security- Medica 42300 State Unemployment 42400 Workers Compensation
42 16 71
0 0 0
41000 Personal Services 51200 Operating
3,015 4,455
0 0
0 0
51000 Supplies TEXPENSES Total Expenses
4,455 7,471
0 0
0 0
304
CITY OF AMARILLO
-305
CITY OF AMARILLO ATHLETIC ADMINISTRATION (1870) FUNCTIONS, GOALS AND OBJECTIVES
FUNCTIONS The Athletic Administration provides comprehensive adult athletic leagues and events at affordable costs for the citizens of Amarillo. Functions include scheduling leagues and tournaments along with special events; recruiting, training and assigning officials and scorekeepers, tracking league standings, interpreting rules, scheduling gyms and allocating publicly owned athletic facilities to support association partners. Revenues for each athletic league or event offset direct cost to implement activity.
GOALS Continue to provide a wide variety of adult athletic programs including softball, senior softball, volleyball, basketball, flag football, soccer and the Mayor's Half Marathon to the general public at the most affordable cost. New offerings for Athletics will entail an evaluation of interest and the implementation of a second adult basketball season, sand court volleyball and an adult dodge ball league. Increase online registration by 10% for all offered sports this upcoming year (2013) and reach 75% onHline league registration by 2013. Host two volleyball tournaments in 2013.
OBJECTIVES
* * * * * * *
Increase marketing efforts directed towards increasing overall basketball league participation. Increase sponsorship contributions to increase tournament quality in volleyball and softball Enhance communication and customer service with sport association partners to better meet their needs and expectations. Increase use of free available advertising and media exposure to increase interest and participation in all offered leagues. Continue to work to improve existing scheduling technology and other social media outlets to increase communication with our customers. Continue to work closely with A.I.S.D. to maximize available facilities to meet the needs of the citizens. Continue to evaluate league rules and regulations to assure the safety of the participants and maximize their participation satisfaction. Increase the number of officials and training methods for aU sports.
OPERATING STATISTICS/PERFORMANCE MEASURES
Number of participating teams per sport: Basketball Volleyball (4 seasons) Soflball (2 seasons) Number of Participants: Basketball (8 players) Volleyball (7 players) Soflball ( 15 players) Track Total:
Actual 2010/11
Estimated 2011/12
Estimated 2012/13
31 teams 924 teams 691teams
35 teams 937 teams 651 teams
36 teams 950 teams 650 teams
248 6458 10,365 228 17,309
280 6,559 9,765 204 18,431
288 6,650 9,750 225 18,549
ACCOMPLISHMENTS The Department has increased team volleyball participation from 924 teams in 2011 to 937 in 2012. Enhanced communication with adult softball and volleyball teams by implementing mandatory preHseason coaches meeting to cover all rules and answer questions. Improved communication and relationships with all sport association partners. Enhanced exposure for all of our sports, tournaments and special events thru media. The Athletic Department revenues exceeded direct cost to implement programs provided.
306
City of Amarillo Athletic Administration
Salaries and Wages 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security - OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation 42510 Car Allowance 42550 Communications Allowance
80,426 3,394 11,028 23 1,292 3,831 9,640 0 254 185 6,025 528
500 21,273 37 1,593 6,286 14,256 0 192 949 7,296 1,200
2,500 20,029 50 1,692 6,715 13,570 1,592 192 719 7,296 1,200
41000 Personal Services 51200 Operating 51700 Education
116,627 110 0
157,221 750 600
164,929 750 600
51000 Supplies 71100 Insurance and Bonds 72000 Communication
110 285 3,606
1,350 285 3,124
1,350 416 3,252
70000 Other Charges TEXPENSES Total Expenses
3,891 120,627
3,409 161,980
3,668 169,946
City of Amarillo Department Staffing Report Department:
Athletic Administration Personal Services Total
Number of Employees Classification Permanent Positions 1.00 CLR405 1.00 MGT420 1.00 PRF430 3.00
ADMINISTRATIVE ASSISTANT II ATHLETIC SUPERVISOR ATHLETIC SPECIALIST Total Permanent Positions
Part-Time Positions 3.00 HRL905
ATHLETIC SPECIALIST
6.00
Description
164,929
Total Department
307
City of Amarillo
Fees 41720 Scorekeepers 41730 Gate Attendants 417 40 Off Duty Police 41760 Scheduling
34,140 0 0 2,500
41000 Personal Services 51110 Office Expense 51200 Operating 51610 Recreation Supplies 51620 Recreation Trophies 51850 Minor Tools 51950 Minor Office Equipment
144,979 410 4,921 569 4,566 0 214
157,751 700 6,000 1,000 9,175 200 1,500
143,782 700 5,000 1,000 9,175 200 1,000
51000 Supplies 63120 TAAF Affiliates 63130 USSSA Affiliates 63135 Tournament Costs
10,680 200 9,105 27,537
18,575 200 10,375 45,000
17,075 200 9,375 43,070
60000 Contractual Services 71100 Insurance and Bonds 74000 Printing and Binding 75100 Travel
36,842 525 643 2,482
55,575 525 600 2,900
52,645 613 600 2,850
70000 Other Charges 83100 Improve other than Build
3,650 5,629
4,025 0
4,063 0
80000 Capital Outlay TEXPENSES Total Expenses
5,629 201,780
0 235,926
0 217,565
1,485 0
2,475 0
City of Amarillo
Fees 41720 Scorekeepers 41760 Scheduling 41000 Personal Services 5111 0 Office Expense 51610 Recreation Supplies 51620 Recreation Trophies
7,905 48 0 95
7,755 75 100 150
12,925 75 100 300
51000 Supplies 63130 USSSA Affiliates 69100 Rental Land & Buildings
143 775 3,255
325 825 4,125
475 825 6,875
60000 Contractual Services 71100 Insurance and Bonds 74000 _Printing and Binding
4,030 22 0
4,950 22 50
7,700 34 50
70000 Other Charges TEXPENSES Total Expenses
22 12,100
72 13,102
84 21,164
308
City of Amarillo
41000 Personal Services 51110 Office Expense 51200 Operating
51620 Recreation Trophies
74000 Printing and Binding
4,116 6 0
3,900 6 50
3,900 12 50
70000 Other Charges TEXPENSES Total Expenses
6 4,122
56 4,691
62 4,697
51000 Supplies
71100 Insurance and Bonds
City of Amarillo
41760 Scheduling
3,638
2,500
2,500
41000 Personal Services 51110 Office Expense 51200 Operating 51610 Recreation Supplies 51620 Recreation Trophies
66,439 220 101 2,513 3,917
59,612 200 1,000 2,500 5,000
64,265 200 1,000 2,500 5,000
51000 Supplies 63130 USSSA Affiliates 63135 Tournament Costs 69100 Rental Land & Buildings
6,752 5,975 1,001 33,957
6,700 7,500 1,000 35,963
6,700 7,500 1,000 40,350
60000 Contractual Services
74000 Printing and Binding
40,933 221 0
44,463 221 100
46,650 295 100
70000 Other Charges TEXPENSES Total Expenses
221 116,345
321 113,296
395 122,230
71100 Insurance and Bonds
309
City of Amarillo
0 0
70000 Other Charges TEXPENSES Total Expenses
City of Amarillo
51620 Recreation Trophies 51000 Supplies 71100 Insurance and Bonds
0 0
500 600
3
3
70000 Other Charges TEXPENSES Total Expenses
3 3
3 603
310
500 600 2 2 602
--
~
311
CITY OF AMARILLO SUMMARY OF RESOURCES AND EXPENDITURES ENTERPRISE FUNDS- FISCAL YEAR 2012/13
TOTAL AVAILABLE FUNDS: Balance 10/01/11 (See Below) Fiscal Year 2011/12 Sales, Receipts & Revenue Other Sources M & 0 Expenditures
Less: Depreciation Capital Expenditures Debt Service
WATER& SEWER UTILITY
DRAINAGE UTILITY
AIRPORT
56,275,606
47,495,620
8,779,986
0
73,724,227 5,445,000 0 64,793,929 (17,206,550) 32,886,138 16,469,160
65,549,966 2,655,000
8,174,261 2,790,000
0 0
54,228,896 (12,615,076) 27,511,138 14,594,534
10,519,942 (4,591 ,473) 0 5,375,000 1,874,626
45,090
38,502,157
31,981,094
6,566,153
(45,090)
81,902,465 8,976,553 0 68,746,909 (17,354,824) 24,959,000 17,664,041
67,944,339 0
9,503,082 2,911,553
4,455,044 6,065,000
56,032,981 (12,666,513) 13,144,000 15,357,546
11,022,172 (4,688,311) 5,720,000 1,872,675
1,691,756 0 6,095,000 433,820
5,054,252
2,254,378
172,576 240,067
431,807
4,641,610
1,822,571
0
Total Expenditures AVAILABLE FUNDS: Balance 10/01/12 Fiscal Year 2012/13 Sales, Receipts & Revenue Other Sources M & 0 Expenditures
Less: Depreciation Capital Expenditures Debt Service Total Expenditures AVAILABLE FUNDS: Balance 10/01/13
35,366,049
28,057,419
=============
======:::;;;;;;;::::::::::::
1,554,465 2,547,237 6,251,084 25,013,264
1,381,889 1,875,363 6,251,084 18,549,083
============= ==========
DETAIL OF BALANCES AT 10/01/13 Reserves for S/L & NL Debt Service Reserves For Future Water Rights Purchases Committed for Future Capital/Projects BALANCE
============= ============= ============= ========= Available funds calculation: Cash & Investments (Appreciation) Depreciation in Investments Assets to be converted to Cash
Less: Liabilities & Encumbrances Less: Construction in Progress Balances
119,611,139 (77,538) 9,843,288 (24,853, 146) (48,248, 137)
108,672,877 (61 ,700) 8,635,336 (21 ,666,384) (48,084,509)
Balance 10/01/11
2009C total bond proceeds 2009C proceeds received at 09130/2010
'
15,420,000
Note: Converted to cash includes due !roms and prepaids.
312
10,938,262 (15,838) 1,207,952 (3, 186, 762) (163,628)
313
CITY OF AMARILLO WATER AND SEWER UTILITY 2012/2013 REVENUE $ 45,952,064
SALES
67
SEWER CHARGES
30.6%
200,020
INTEREST EARNINGS
0.3%
744,927
SALE OF RECLAIMED WATER
1.1%
277,541
OTHER
0.4%
20,769,787
0%
10%
$67,944,339
20%
30%
40%
50%
60%
70%
80%
90%
100%
TOTAL REVENUE
EXPENDITURES $33,861,611
MAINTENANCE AND OPERATIONS
47.1%
13,144,000
CAPITAL OUTLAY
18.3%
15,357,546
DEBT SERVICE
21.4%
9,504,857
CRMWA AMORTIZATION &INTEREST 0%
$71,868,014
10%
20%
30%
40%
50%
60%
70%
80%
90%
TOTAL EXPENDITURES
Water sales and sewer charges of $66.7 million account for 98% of the Water and Sewer Fund. Total expenditures do not include non-cash items such as depreciation.
314
100%
315
UTILITIES DIVISION
DIRECTOR OF UTILITIES
BOARDS: • Canadian River Municipal Water Authority
ASSISTANT DIRECTOR OF UTILITIES
WASTEWATER COLLECTION
WATER PRODUCTION
WASTEWATER TREATMENT
WATER TRANSMISSION
----------------I
I I I I
WATER DISTRIBUTION
SURFACE WATER TREATMENT
* UNDER THE SUPERVISION OF THE FINANCE DIRECTOR
316
*UTILITIES OFFICE
City of Amarillo Summary of Expenditures by Activity Classification
DESCRIPTION 5200 Water and Sewer System Utilities 52110 Director of Utilities 52123 Water & Sewer - Transfer 52200 Water Production 52210 Water Transmission 52220 Surface Water Treatment 52230 Water Distribution 52240 Waste Water Collection 52260 River Road Water Reclama 52270 Hollywood Road Waste Wat 52281 Laboratory Admin
317
ACTUAL 2010/2011
Budgeted 2011/2012
Budgeted 2012/2013
1,565,001 311 5,665,838 3,016,507 8,827,897 5,044,781 3,353,530 2,693,790 3,695,276 1,447,142
1,647,815 11,297,000 6,403,561 3,904,673 9,980,179 5,410,251 3,745,337 3,211,713 4,087,390 1,560,542
1,675,911 13,144,000 6,595,217 4,734,163 9,238,541 5,724,290 3,934,459 3,096,287 4,030,857 1,559,286
City of Amarillo Revenue 5200Water and Sewer System Fund
34020 Sale of Unused Crmwa AI 34030 Sewer Charges 34040 lnd Waste Sewer Surchar 34045 Liq. Waste Disp. Fee 34060 Sale of Reclaimed Water 34070 Water Service Charges 34080 Door Tag Fees
8 18,555,334 147,578 39,820 767,589 1,109,047 55,085
8 19,144,760 155,029 37,800 699,514 1,156,859 67,000
0 20,089,650 155,029 56,700 744,927 1'156,859 70,350
34000 Utility Sales & Services 34210 Water Tap Fees 34220 Sewer Tap Fees 34230 Water Frontage Charges 34240 Sewer Frontage Charges 34266 Lab Fees
67,996,732 129,425 50,210 7,123 9,723 157,711
63,471,902 134,375 67,575 5,423 19,822 141,446
65,925,765 134,375 59,057 5,423 20,000 157,146
34200 Tap Fees and Frontage Ch 35216 Forfeited Disc.-Water&S
354,191 1,114,010
368,641 1,165,012
376,001 1,165,012
35000 Fines and Forfeitures 35420 Owner Participation
1,114,010 103,916
1,165,012 99,155
1,165,012 0
35300 Construction Participati 37110 Interest Income 37115 Unrealized Gil 37125 Other Interest Income 37109 Interest Earnings 37154 Other Rental Income 37155 Surface Land Rental
103,916 106,890 79,963 4,285
99,155 200,000 0 1,874
0 200,000 0 20
191,137 35,888 147,011
201,874 29,630 143,525
200,020 52,800 147,787
182,899 416 30,210 509 -7,988 2,500 19,164 6,954,045 -777
173,155 465 33,510 0 456 0 35,796 0 0
200,587 690 40,240 0 9,950 0 26,075 0 0
37150 Rent 37130 Discounts Earned 37140 Returned Check Fees
37410 Miscellaneous Revenue 37418 Non City Damage Claim 37430 Sale of Property 37435 Sale of Scrap 37460 Gn/Lss on Prop Disposal 37465 NBV Asset Disposal 37400 Miscellaneous Revenue
6,998,078
70,227
76,954
TREVENUE Total Revenues
76,940,964
65,549,966
67,944,339
318
---
CITY OF AMARILLO
319
CITY OF AMARILLO UTILITIES OFFICE (52100) FUNCTIONS, GOALS AND OBJECTIVES
FUNCTIONS In accordance with the Amarillo Municipal Code, the Utility Billing Department's function is to establish, service, and maintain customer accounts; to bill customers for utility services provided by the City; to collect, receipt, and deposit money on a daily basis for services; to withhold services from customers who do not pay or make arrangements to pay their bill; and to deny further service until the past due amounts are paid. Detailed and accurate records are created and maintained on all transactions processed by the Department.
GOALS The goals of the Utility Billing Department are to provide a high standard of courteous, effective customer service that is responsive to the individual customer's needs; to bill and collect all utility accounts in an accurate and timely manner; to promote a positive public image of the City of Amarillo and its employees.
OBJECTIVES
* * * * * * * *
*
Continue monitoring meteHeading errors to keep inaccuracies low. Conduct ongoing customer service training for departmental employees to better enable them to provide responsive service. Cross-train at least two additional employees for each desk within the Department to ensure uninterrupted service during absences. Conduct safety meetings to increase employee safety awareness. Continue to scan documents into Hummingbird on an ongoing basis. Reduce the number of bills, envelopes, and postage the Department purchases. Continue promoting the E-Bill System to new and existing customers. Implement the new drainage fees. Promote the Rainwater Harvesting Incentive Program.
OPERATING STATISTICS/PERFORMANCE MEASURES
Actual 2010/11
Estimated 2011112
Estimated 2012/13
Accounts billed monthly New service established Discontinued service Miscellaneous field service orders Mail-in payments processed Walk-in payments processed Remote payments processed
70,125 21,250 11 ,835 45,680 245,000 91,500 242,000
71,500 22,500 11 ,350 47,780 240,000 89,000 250,000
72,500 23,800 12,600 47,780 244,000 88,000 255,000
ACCOMPLISHMENTS The remittance processor has been replaced with an Image Verification System that opens the mail, images a!l checks and stubs, creates the Hansen upload file, and sends a Check21 deposit. Less time is now used to run daily mail. All cashiers can now verify payments from their station without having to stay at the main station. Use of the remote payment online and phone system continues to increase. These options, along with numerous remote payment sites within the city, provide 24/7 opportunities for citizens to pay their utility bills. Electronic Billing (E-Bi!l), along with the Check Free network of online billing, continues to grow on a monthly basis. Over 11,000 customers now have their water bills delivered electronically. That is an increase of 5,000 from the previous year. Customers can now receive their current water bills within hours instead of days. The City has implemented incentive programs that encourage customers to conserve water. These programs include the Rain Sensor Rebate Program and the Rainwater Harvesting Incentive Program. Fenced areas and scatter routes in high traffic areas continue to be replaced with radio frequency meters. Every office employee of more than one year is trained in at least one other task outside his or her specific assignment. Customer Service scans every document they produce into Hummingbird. Older documents wm eventually be scanned into Hummingbird. Safety awareness is encouraged through quarterly training for meter readers and quarterly office inspections.
320
City of Amarillo Utilities Office
41300 Incentive 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation 42560 Change in Sick and Annua 42570 Additional ARC
3,684 8,244 168,717 357 10,685 44,915 116,354 0 1,535 7,024 -10,446 -13,203
3,600 6,000 177,661 349 10,923 46,153 105,919 0 1,413 6,875 0 0
3,600 6,000 194,270 500 11 ,464 48,504 99,068 11,622 1,507 7,403 0 0
41000 Personal Services 5111 0 Office Expense 51200 Operating 51300 Clothing and Linen 51350 Chemical and Medical 51560 Conservation Expenditure 51850 Minor Tools
1,112,080 69,633 457 1 '138 0 0 16
1,173,284 55,500 500 1,550 100 0 200
1,170,980 63,200
51000 Supplies 61200 Postage 61410 Tuition 62000 Professional 63210 Armored Car Service 63300 Collection Expense 63350 Credit Card Fees 68610 Office Equipment 68620 Computer Equipment 69210 Rental City Equipment 69220 Rental Other Equipment
71,244 371,790 125 28,691 1,948 7,282 144,125 0 59,941 24,624 1,070
57,850 392,000 500 30,000 2,150 7,500 142,000 100 52,000 26,065 1'100
90,850 408,500 500 33,000 1,818 7,500 146,500 100 69,600 27,697 1,200
60000 Contractual Services
71100 Insurance and Bonds 72000 Communication 75100 Travel 75300 Meals and Local 76000 Depreciation 7821 0 Cash Over/Short
639,596 4,173 9,435 425 91 186,737 32
653,415 4,173 9,596 500 300 182,394 500
696,415 5,358 9,888 800 300 188,798 500
70000 Other Charges TEXPENSES Total Expenses
200,893 2,023,813
197,463 2,082,012
205,644 2,163,888
321
BOO 1,550 100 25,000 200
City of Amarillo Department Staffing Report Department:
Utilities Office Personal Services Total
Number of Employees Classification Permanent Positions 1.00 ADM170 1.00 ADM171 13.00 CLR400 3.00 CLR410 1.00 CLR415 10.00 TRD170 1.00 TRD171 30.00
UTILITY BILLING MANAGER ASSISTANT MANAGER UTILITY BILLING ADMINISTRATIVE ASSISTANT I ADMINISTRATIVE ASSISTANT Ill ADMINISTRATIVE ASSISTANT IV METER READER I METER READER II Total Permanent Positions
Part·Time Positions 1.00 HRL901
ACCOUNT CLERK I
31.00
Description
Total Department
1'170,980
322
323
CITY OF AMARILLO DIRECTOR OF UTILITIES (52110) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The Director of Utilities Division is responsible for providing the administration and management of the City's water and wastewater infrastructure system. Responsibilities include plan review of developments, construction inspection, design engineering, mapping/surveys, water conservation and oversight of the utility capital improvement program. The Division also assists citizens and customers with information about location of water and wastewater lines and assessing tap charges and frontage fees. The administrative staff organizes and tracks work orders, project bids, budget/purchase requests and meets daily office type demands. The Department's professional staff and designers produce designs and surveys for infrastructure improvements, management of special projects and field inspection. Management oversight of all operational departments in the Division.
GOALS
It is a goal to manage the Utilities Division in such a way as to provide the citizens and industries of Amarillo with superior water and sanitary sewer service at the lowest possible cost while complying with all applicable federal, state and local rules/regulations.
OBJECTIVES
* * * * * * * * *
*
Water Main Replacement Program Further implementation of GIS Mapping Program Begin Design of Water Main from 241h St. Pump Station to Osage Treatment Plant Complete 24" Water Main from NW 9111 Ave. to Amarillo Boulevard Annual Manhole Replacement Project Sewer Main Rehabilitation Completion of Master WW System Evatuab'on Cast Iron Lining Design and Drill 2 Welts in Carson County to Maintain Current Production Levels Substantial Completion of the Osage Combined High Service Pump Station
ACCOMPLISHMENTS Projects Completed: Completion of Potter County Welt Field Project. Repainting of the Osage Elevated Tank and the 34111 St Pump Station Ground Storage Tank. Processed approximately 293 new water and sewer tap requests to~date in Fiscal Year 2011. Phase II of Swage~lining of a section of the 30" Water Transmission Main from Tawney St. to Albert St. Replacement of over 25,000 L.F. of Sanitary Sewer Lines by the Pipebursting Method. Approximately 14 miles of new sanitary sewer mains added to the system. Approximately 11 miles of new water distribution mains added to the system. Continuation of Replacement of Small Diameter Water Lines. Completion of Lift Station #54.
324
City of Amarillo Director of Utilities
41300 Incentive 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation 42510 Car Allowance 42550 Communications Allowance 42560 Change in Sick and Annua 42570 Additional ARC
4,422 572 113,506 221 14,814 60,674 156,714 0 975 5,607 11 ,491 5,284 -24,516 -18,073
4,200 500 128,167 237 15,543 64,132 150,717 0 926 7,987 11 ,460 4,800 0 0
5,100 500 146,736 334 15,652 64,743 135,252 15,868 1,010 1,295 11,460 4,800 0 0
41000 Personal Services 5111 0 Office Expense 51115 Employee Recognition Pro 51200 Operating 51250 Janitor 51300 Clothing and Linen 51350 Chemical and Medical 51400 Photographic 51560 Conservation Expenditure 51700 Education 51800 Fuel & Oil 51850 Minor Tools 51950 Minor Office Equipment 51970 Software
1,372,626 7,701 340 682 4 145 0 0 41,247 10 42 1,596 6,216 0
1,463,164 10,600 1,500 3,000 0 600 50 100 20,000 200 0 4,750 500 0
1,465,622 10,600 1,500 3,000 0 350 50 0 30,000 200 26 2,950 500 1,500
57,983 2,984 0 11,570 7,892 149 0 25,716
41,300 2,616 0 11,724 3,800 2,000 550 27,424
50,676 2,616 10,000 11,724 13,590 2,000 550 29,205
72000 Communication 74000 Printing and Binding 75100 Travel 75200 Mileage 75300 Meals and Local 76000 Depreciation
48,311 20,968 8,524 3,168 17,477 0 857 21,689
48,114 20,968 8,640 3,000 16,855 200 645 21,929
69,685 36,875 9,240 3,000 16,855 200 645 23,113
70000 Other Charges 84100 Auto-Rolling Stock & Equ 84500 Office Machines & Equipm
72,683 0 13,399
72,237 23,000 0
89,928 0 0
13,399 1,565,001
23,000 1,647,815
0 1,675,911
51000 Supplies 61200 Postage 61300 Advertising 61400 Dues 61410 Tuition 68610 Office Equipment
68670 Communications Equipmen 69210 Rental City Equipment 60000 Contractual Services
71100 Insurance and Bonds
80000 Capital Outlay TEXPENSES Total Expenses
325
City of Amarillo Department Staffing Report Department:
Director of Utilities
Number of Employees Classification Permanent Positions 1.00 ADM300 2.00 ADM301 1.00 ADM310 1.00 CLR405 1.00 CLR410 1.00 CLR945 1.00 PRF040 1.00 PRF303 3.00 PRF304 1.00 TEC215 1.00 TEC216 3.00 TEC918 1.00 TEC919 1.00 TEC925 1.00 TEC927 20.00 20.00
Personal Services Total
Description
DIRECTOR OF UTILITIES ASSISTANT DIRECTOR OF UTILITIES CHIEF WATER UTILITIES ENGINEER ADMINISTRATIVE ASSISTANT II ADMINISTRATIVE ASSISTANT Ill OFFICE ADMINISTRATOR RESOURCE ADMINISTRATOR SENIOR PROJECTS COORDINATOR CIVIL ENGINEER Ill DESIGN TECHNICIAN II DESIGN TECHNICIAN I PROJECT REPRESENTATIVE PROJECT REPRESENTATIVE II SENIOR DESIGN TECHNICIAN CHIEF DESIGN TECHNICIAN Total Permanent Positions Total Department
1,465,622
326
CITY OF AMARILLO
327
CITY OF AMARILLO WATER PRODUCTION (52200) FUNCTIONS, GOALS AND OBJECTIVES
FUNCTIONS Effectively and efficiently operate and maintain the City's well water production system and related components to provide water to City of Amarillo citizens. Water from the Carson County Well Field is blended with treated water from the Canadian River Municipal Water
Authority (CRMWA) such that the blended water meets applicable secondary water quality standards of the State and aids in maintaining Superior Water Quality as issued by TCEQ. Provide well water to meet the needs of large industrial users located Northeast of the City, and to supplement the CRMWAwater supply during periods of peak demand. To meet peak demands, well water from Southwest and Palo Duro Well Fields is produced and pumped directly into the City's distribution system.
GOALS To produce well water and allocate its usage in such a manner that the City's groundwater supply, a finite resource, will not be rapidly depleted, assuring its availability for future users. Maintain the groundwater production system to a degree that major repairs will be minimized and capital replacement costs will be delayed. Seek to identify additional water resources, including those that may result from conservation and re-use practices, providing for water needs in the distant future.
OBJECTIVES
* *
*
Provide staff, equipment, tools, and professional services such that all operations, maintenance, and planning activities may be effectively performed. Results will be measured by reduced energy costs, optimized production, extended life of wells and the aquifer, and minimized cost of maintenance. Maintain and regularly review a record system which provides legitimate measures of such results.
OPERATING STATISTICS/PERFORMANCE MEASURES Well Fields: Carson County Well Field Potter County Well Field Palo Duro/Southwest Well Field Total
Actual 2010/11
Estimated 2011/12
Estimated 2012/13
7.5 BG 0.3 BG
3.0 BG 4.7BG 1.5 BG 9.2 BG
3.0 BG 4.9BG 1.5 BG 9.4 BG
li.!lQ 9.3 BG
ACCOMPLISHMENTS 2011 proved to be a record year in the production of water from the city's well fields. Field crews worked diligently insuring that most or all wells were operational and pumping during the summer months. During fiscal year 2011, Water Production worked with the Utilities Department and contractors to get Potter County pipe line and pump station operationaL In the process of the operation of the well field, city crews purchased and contractors set approximately 15 wells for the Carson County Well Field due to the high rate of demand. A well pulling rig was purchased to aid in the pulling and setting of Carson and Potter wells and pump and motor #1 in Carson County was sent for repairs. In addition to the high demand flows, city crews maintained the maintenance of equipment, pump stations, ground storage tanks, and daily activities.
328
City of Amarillo Water Production
41300 Incentive 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security - OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation 42560 Change in Sick and Annua 42570 Additional ARC
'
11,772 12,344 40,225 82 3,264 13,956 35,455 0 373 3,973 4,154 -4,052
12,300 10,000 45,792 87 3,413 14,594 33,094 0 341 4,127 0 0
12,000 10,000 56,810 133 3,777 16,148 32,635 3,829 390 4,923 0 0
41000 Personal Services 51110 Office Expense 51120 Safety Program 51200 Operating 51250 Janitor 51300 Clothing and Linen 51350 Chemical and Medical 51400 Photographic 51452 B & A- General 51800 Fuel & Oil 51850 Minor Tools 51950 Minor Office Equipment 52050 Auto Parts 52050LABOR Auto Parts Labor 52120 Tires and Tubes Other 53100 Natural Gas 53150 Electricity
335,551 1,314 951 7,281 712 1,613 18,893 89 81 4,186 4,736 0 467 875 173 399 1,874,913
381,040 1,250 2,450 4,500 700 2,575 600 150 600 8,883 6,788 0 0 0 825 522 1,363,791
427,637 1,350 2,450 4,500 900 2,575 600 150 600 8,800 14,801 6,126 0 0 825 454 1,592,338
51000 Supplies 61400 Dues 61410 Tuition 68100 R & M- Building 68300 R & M - Improvements 68312 Other Improvement 68615 Misc. Fuel Powered Equi 68640 Machinery 68650 Shop Equipment 68680 Other Equipment 68710 Auto Repair and Maint 68720 Auto Accident Repair 69210 Rental City Equipment 69220 Rental Other Equipment
1,916,682 1,719 1,459 5,629 198,127 303,675 1,228 379 351 186 1,349 0 73,867 30
1,393,634 480 3,500 24,600 176,700 230,220 1,500 1,500 1,800 0 1,300 300 84,156 1,000
1,636,469 550 3,600 24,600 186,700 240,000 1,500 1,500 1,800 0 1,300 300 81,337 1,200
60000 Contractual Services 71100 Insurance and Bonds
75100 Travel 75300 Meals and Local 76000 Depreciation 76500 Amortization of Water Ri 77215 Tax Payments on Leased L
587,999 11,020 1,950 757 20 1,772,692 746,456 1,274
527,056 11,020 2,158 800 400 3,200,006 488,739 27
544,387 31,314 2,292 800 400 3,089,706 485,004 27
70000 Other Charges 82100 Buildings 83100 Improve other than Build 841 00 Auto-Rolling Stock & Equ 84110 Misc. Fuel Powered Equip 84310 Shop Equipment 84910 Other Equipment
2,534,169 4,256 278,932 0 0 2,241 6,008
3,703,150 0 341,180 28,500 7,000 22,000 0
3,609,543 0 341,180 36,000 0 0 0
72000 Communication
329
City of Amarillo Water Production
80000 TEXPENSES Total Expenses
5,665,838
6,403,561
City of Amarillo Department Staffing Report Department:
Water Production
Number of Employees Classification Permanent Positions 1.00 TEC930 1.00 TRD915 1.00 TRD930 2.00 TRD955 3.00 TRD956 1.00 TRD957 9.00
9.00
Personal Services Total
Description ELECTRONICS/INSTRUMENTATION TECH ELECTRICIAN I UTILITY WORKER UTILITY MAINTENANCE MECHANIC UTILITY MAINTENANCE MECHANIC II UTILITY MAINTENANCE MECHANIC Ill Total Permanent Positions Total Department
427,637
330
331
CITY OF AMARILLO WATER TRANSMISSION (52210) FUNCTIONS, GOALS AND OBJECTIVES
FUNCTIONS
Effectively and efficiently operate and maintain the City's potable water pumping and storage facilities, providing water to domestic and industrial customers such that State requirements for water quality, pressure, and quantity will be met or exceeded.
GOALS To operate and maintain the City's potable water storage and pumping facilities in such a manner that repair and replacement costs will be minimized. To utilize pumping and storage capacity effectively to meet current demands. Anticipate and provide facilities required to meet future demands due to growth of the community.
OBJECTIVES
* * *
Provide staff, equipment, tools, and professional services sufficient to ensure that operations, maintenance, and planning activities are effectively carried out. Results will be measured by efficient utilization of energy, pumping and storage capacity, and deferral of capital replacement projects. Maintain and regularly review a record system, which provides legitimate measures of such results.
OPERATING STATISTICS/PERFORMANCE MEASURERS Pump StationwPumpage Arden Road 24th Bonham 341h Total
Actual 2010111
Estimated 2011/12
Estimated 2012113
1.4 BG 0.6BG 2.0BG 6.1 BG 10.1 BG
1.4 BG 0.7BG 2.2 BG 6.3BG 10.6 BG
1.4 BG 1.1 BG 2.2BG 6.4 BG 11.1BG
ACCOMPLISHMENTS Daily maintenance occurred on five booster stations, five overhead storage tanks, (8} five million gallon ground storage tanks, and all pressure points. Eight windows have been replaced at Bonham pump station. Swagelining 1 ,000 feetof30" pipe from 34th street pump station towards Bonham pump station.
332
City of Amarillo
Water Transmission
i 41300 Incentive 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment
16,320 3,041 48,650 85 3,195 13,144 33,597 0 386 4,980 6,484 -3,825
17,100 6,325 51' 103 87 3,381 13,982 31,708 0 382 5,021 0 0
18,300 6,325 50,158 117 3,480 14,414 29,131 3,418 382 5,327 0 0
41000 Personal Services 51110 Office Expense 51120 Safety Program 51200 Operating 51250 Janitor 51300 Clothing and Linen 51350 Chemical and Medical 51400 Photographic 51452 B & A- General 51700 Education 51800 Fuel & Oil 51850 Minor Tools 52050LABOR Auto Parts Labor 52120 Tires and Tubes Other 53100 Natural Gas 53150 Electricity 53200 Water and Sewer
340,803 222 288 3,029 283 840 2,608 0 681 80 2,652 3,517 13 0 3,491 1,489,268 9,816
349,092 900 2,850 6,000 900 2,025 600 150 2,000 0 724 1,810 0 960 2,977 1,315,732 7,843
352,781 900 2,850 6,000 900 2,025 600 150 2,000 0 1,400 12,190 0 960 3,742 1,757,366 13,777
51000 Supplies 61400 Dues 61410 Tuition 68100 R & M- Building 68300 R & M - Improvements 68312 Other Improvement 68610 Office Equipment 68615 Misc. Fuel Powered Equi 68640 Machinery 68650 Shop Equipment 68660 AudioNideo Equipment 68680 Other Equipment 68710 Auto Repair and Main! 69210 Rental City Equipment 69220 Rental Other Equipment
1,516,787 813 2,477 25,653 94,220 27,096 150 525 480 45 0 441 96 35,820 30
1,345,471 750 2,700 36,000 119,850 114,000 0 2,100 750 600 450 375 375 39,396 450
1,804,860 750 2,700 36,000 119,850 114,000 0 2,100 750 600 450 375 375 40,089 450
60000 Contractual Services 71100 Insurance and Bonds 75100 Travel 75300 Meals and Local 76000 Depreciation
187,847 29,109 3,136 619 97 938,109
317,796 29,109 3,234 850 100 1,829,021
318,489 31,922 4,020 850 100 2,214,141
70000 Other Charges 83200 Improvement 84100 Auto-Rolling Stock & Equ 84200 Machinery General
971,070 0 0 0
1,862,314 24,000 6,000 0
2,251,033 0 0 7,000
80000 Capital Outlay TEXPENSES Total Expenses
0 3,016,507
30,000 3,904,673
7,000 4,734,163
42400 Workers Compensation 42560 Change in Sick and Annua 42570 Additional ARC
72000 Communication
333
City of Amarillo Department Staffing Report Department:
Water Transmission Personal Services Total
Number of Employees Classification Permanent Positions 1.00 MGT910 1.00 TEC930 1.00 TRD915 1.00 TRD930 1.00 TRD955 1.00 TRD956 1.00 TRD957 7.00
TREATMENT PLANT MAINTENANCE FOREPERSON ELECTRONICS/INSTRUMENTATION TECH ELECTRICIAN I UTILITY WORKER UTILITY MAINTENANCE MECHANIC UTILITY MAINTENANCE MECHANIC II UTILITY MAINTENANCE MECHANIC Ill Total Permanent Positions
Part-Time Positions 2.00 HRL930
UTILITY WORKER
9.00
Total Department
Description
352,781
334
---
CITY OF AMARILLO
335
CITY OF AMARILLO SURFACE WATER TREATMENT (52220) FUNCTIONS, GOALS AND OBJECTIVES
FUNCTIONS The Surface Water Treatment Plant effectively and efficiently operates and maintains the City's surface water treatment plant and related components. The Plant processes raw well water received from the Canadian River Municipal Water Authority and treats this water to a degree that State and Federal water quality standards are met or exceeded. The Plant also blends the treated water with water from Carson County wells so that the blended water will meet State secondary water quality standards.
GOALS The Plant's goal is to optimize treatment plant processes to a level that regularly exceeds Texas Commission on Environmental Quality (TCEQ) water quality standards, while minimizing the cost of chemicals and energy. It also operates and maintains the City's surface water treatment plant in such a manner that repair and replacement costs will be minimized. The Plant provides comprehensive and effective planning to meet future water needs and anticipated water quality regulations, while maintaining adequate water pressure system wide.
OBJECTIVES
* * *
Provide adequate staff, equipment, tools and professional services to ensure effective performance of operations, maintenance and planning activities. Results will be measured by optimized usage of chemicals, energy, and treatment facilities; a productwaterwhich regularly exceeds State and Federal water quality standards, and deferral of capital replacement projects. Maintain and regularly review a record system, which provides legitimate measures of such results.
OPERATING STATISTICS/PERFORMANCE MEASURES
Actual 2010/11
Estimated 2011112
Estimated 2012/13
9.3BG 7.5BG 0.3BG 1.5 BG 18.6 BG
8.6BG 3.0BG 4.7BG 1.5 BG 17.8 BG
8.6 BG 3.0 BG 4.9BG 1.4 BG 17.9 BG
Sources of Water Received:
CRMWA Carson County Potter County well field Southwest/Palo Duro Total
ACCOMPLISHMENTS The Osage Water Treatment Plant had record demand rate of treatment ofwaterfor the fiscal year 2011 due to summer drought. The increased demand required employees to treat water at a faster rate than normal. To verify the quality of water, operations took over 1 ,500 coliform samples this year per TCEQ requirements. This year, department 52220 pulled and seta repaired backwash pump to supply water from clear wells to backwash tanks for cleaning filters. A 20-million gallon-a-day pump was repaired for the old high service pump station. This Department also purchased a new wheelchair lift for the administration building and replaced a boiler for the Chemical II building. New high service was put into operation and will be utilized in the coming years to maintain distribution pressure and supply water to citizens, overhead tanks and pump stations.
336
City of Amarillo Surface Water Treatment
i 41300 Incentive 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security - OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment
42400 Workers Compensation 42550 Communications Allowance 42560 Change in Sick and Annua 42570 Additional ARC
53,476 27,707 186,382 354 15,177 64,894 166,622 0 1,429 21,387 1,203 5,149 -18,765
51,600 29,985 202,060 362 16,003 68,428 155,176 0 1,413 22,732 1,200 0 0
49,200 29,985 202,795 484 15,898 67,978 137,382 16,117 1,413 20,390 1,200 0 0
41000 Personal Services 51110 Office Expense 51120 Safety Program 51200 Operating 51250 Janitor 51300 Clothing and Linen 51350 Chemical and Medical 51400 Photographic 51452 B & A- General 51700 Education 51800 Fuel & Oil 51850 Minor Tools 51950 Minor Office Equipment 52050 Auto Parts 52050LABOR Auto Parts Labor 52120 Tires and Tubes Other 53100 Natural Gas 53150 Electricity 53200 Water and Sewer
1,563,726 11,773 4,673 21,660 3,640 3,336 399,624 0 4,805 2,890 12,465 8,272 2,058 329 1,300 719 16,795 97,545 66,177
1,610,326 9,000 7,550 14,000 3,500 5,345 383,070 200 8,000 3,800 7,088 8,195 3,200 0 0 1,000 22,428 45,261 73,249
1,591,457 11,800 7,650 14,000 3,500 5,345 380,340 200 8,000 3,800 7,000 11,495 3,200 0 0 2,000 19,034 99,478 52,913
51000 Supplies 61200 Postage 61400 Dues 61410 Tuition 62000 Professional 67320 Extermination 67500 Laundry 68100 R & M - Building 68300 R & M - Improvements 68312 Other Improvement 68615 Misc. Fuel Powered Equi 68640 Machinery 68650 Shop Equipment 68680 Other Equipment 68710 Auto Repair and Maint 69210 Rental City Equipment 69220 Rental Other Equipment 69300 Leased Computer Software
658,062 1,224 13,299 8,359 76,012 125 1'136 53,812 274,108 11,170 210 6,245 623 1,717 2,299 46,723 689 21,932
594,886 1,884 14,812 11,000 94,414 540 1,350 68,300 296,000 91,500 2,000 8,950 1,200 1,200 800 53,044 4,200 25,898
629,755 1,884 14,812 11,000 109,994 540 1,350 52,800 257,000 96,500 10,000 8,950 1,200 1,200 800 51,810 4,200 26,023
519,683 19,932 4,082 7,037 562 1,128,230 3,224 144,338
677,092 19,932 6,103 9,000 800 1,127,310 7,630 144,338
650,063 43,849 7,272 9,000 800 1,125,388 7,630 144,338
60000 Contractual Services 71100 Insurance and Bonds
72000 Communication 75100 Travel 75300 Meals and Local 76000 Depreciation 77200 License and Permits 77300 Water System Inspections
337
City of Amarillo Surface Water Treatment
I Waste 78000 Pmnt to CRMWA - M and 0
4,772,154
70000 Other Charges 84100 Auto-Rolling Stock & Equ 84110 Misc. Fuel Powered Equip 84200 Machinery General 84310 Shop Equipment 84910 Other Equipment
6,082,838 0 0 2,588 0 0
7,063,375 0 27,500 0 7,000 0
6,340,402 8,000 9,700 0 0 9,164
2,588 1,000
34,500 0
26,864 0
1,000 8,827,897
0 9,980,179
9,238,541
80000 Capital Outlay 92125 Municipal Garage 92000 Operating Transfers TEXPENSES Total Expenses
5,000,000
0
City of Amarillo Department Staffing Report Department:
Surface Water Treatment
Number of Employees Classification Permanent Positions 1.00 ADM320 1.00 ADM321 1.00 CLR410 1.00 CLR420 1.00 MGT320 1.00 MGT321 1.00 MGT910 2.00 TEC320 1.00 TEC930 1.00 TRD060 1.00 TRD910 1.00 TRD915 3.00 TRD930 2.00 TRD955 1.00 TRD956 1.00 TRD957 9.00 TRD966 29.00
29.00
Personal Services Total
Description WATER PRODUCTION SUPERINTENDENT ASSIST ANT WATER PRODUCTION SUPERINTENDENT ADMINISTRATIVE ASSISTANT Ill ADMINISTRATIVE ASSISTANT V ELECTRONIC/INSTRUMENTATION SUPER PROCESS CONTROL SUPERVISOR TREATMENT PLANT MAINTENANCE FOREPERSON WATER OPERATIONS/COMPLIANCE TECHNICIAN ELECTRONICS/INSTRUMENTATION TECH ELECTRICIAN II CUSTODIAN I ELECTRICIAN I UTILITY WORKER UTILITY MAINTENANCE MECHANIC UTILITY MAINTENANCE MECHANIC II UTILITY MAINTENANCE MECHANIC Ill TREATMENT PLANT OPERATOR Ill Total Permanent Positions Total Department
1,591,457
338
339
CITY OF AMARILLO WATER DISTRIBUTION (52230) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The Water Distribution Department is responsible for the proper operation and maintenance of the water distribution system and delivering potable water to the public in compliance with applicable State and Federal regulations. This Department constructs service taps and main extensions when service is requested. The Department also installs and maintains fire hydrants and valves within the water distribution system.
GOALS It is the Department's goal to operate and maintain the water distribution system in such a manner as to efficiently and effectively deliver potable water in sufficient quantities and pressures to meet the demands of our customers and fire suppression operations.
OBJECTIVES
* * * * *
Replace substandard mains and loop dead·end mains. Repair/replace inoperable valves within the system. Replace and repair inaccurate meters. Continue identification and elimination of lead joint fittings within the system. Identify areas that have low pressure, circulation problems, or limited fire hydrant coverage.
OPERATING STATISTICS/PERFORMANCE MEASURES Distribution Main (Miles) Fire Hydrants in Service Meters in Service Main Extension (Miles) Mains Repaired Fire Hydrant Repairs
Actual
Estimated
Estimated
2010/11
2011112
2012/13
1,090 3,700 68,744 3 450 58
1,097 3,715 69,200 7 440 70
1,106 3,730 69,700 9 450 75
ACCOMPLISHMENTS This Department and contractors are responsible for installing main extensions. A total of 15 miles were installed during the 2010/11 fiscal year. There were a total of 58 fire hydrants repaired or replaced. Another good indication of significant growth of the City is the amount of new service taps installed. There were 200 city·installed service taps during the 2010/11 fiscal year. The recent upturn in the economy should increase future tap requests. This Department continues to focus on much needed improvement to nagging infrastructure issues within the water distribution system. This Department responds to customer service requests on a 24·hour basis. Approximately 125 calls per day are received by our service call center with the Osage Water Plant receiving service requests after normal business hours and on holidays and weekends. Normal response time to these calls is less than 30 minutes. Approximately 13,775 water meters are set or pulled by our meter service representatives annually. Additionally, delinquent account cut-offs and meter pulls ordered by the Utility Billing Office average 1 ,000 per month.
340
City of Amarillo
Water Distribution
42560 Change in Sick and Annua 42570 Additional ARC
69,950 90,086 326,445 662 20,848 89,144 226,285 0 2,893 79,867 1,203 -617 -25,633
71,100 50,000 386,762 724 22,142 94,675 214,698 0 2,827 86,588 1,200 0 0
1,550,825 69,300 75,000 383,978 967 22,710 97,106 196,248 23,024 2,827 68,323 1,200 0 0
41000 Personal Services 5111 0 Office Expense 51200 Operating 51300 Clothing and Linen 51350 Chemical and Medical 51700 Education 51800 Fuel & Oil 51850 Minor Tools 52050 Auto Parts 52050LABOR Auto Parts Labor 52120 Tires and Tubes Other 53100 Natural Gas 53150 Electricity 53200 Water and Sewer
2,245,756 4,509 19,471 10,190 87 0 3,814 9,695 1,488 2,388 189 991 251 281
2,421,956 4,500 15,800 14,110 500 400 967 9,400 500 1,000 200 1,360 267 287
2,491,508 4,500 15,800 14,110 500 400 1,500 25,300 10,500 1,000 200 125 257 659
51000 Supplies 61200 Postage 61400 Dues 61410 Tuition 68100 R & M- Building 68300 R & M - Improvements 68312 Other Improvement 68315 Materials-Meter Boxes 68500 R & M - Streets 68610 Office Equipment 68640 Machinery 68650 Shop Equipment 68710 Auto Repair and Maint 69100 Rental Land & Buildings 69210 Rental City Equipment 69220 Rental Other Equipment
53,355 102 1 ,611 7,771 162 255,357 147,089 569 180,366 0 0 8,808 1,817 110 329,460 0
49,291 112 1,600 8,700 2,000 290,000 146,500 2,000 188,450 300 750 9,000 3,200 100 350,957 500
74,851 112 1,600 15,700 2,000 268,200 186,500 2,000 200,450 300 750 9,000 3,200 100 371 '195 500
60000 Contractual Services
74000 Printing and Binding 75100 Travel 75300 Meals and Local 76000 Depreciation 774 70 Service Charges - Other
933,222 9,429 1,050 12,033 29 260 1,179 2,141,075 16,236
1,004,169 9,429 2,500 13,481 1,400 3,000 1,400 2,137,391 16,233
1,061,607 13,942 2,500 14,136 500 3,000 1,400 2,341,612 16,233
70000 Other Charges 84100 Auto-Rolling Stock & Equ
2,181,292 0
2,184,834 10,000
2,393,323 13,000
80000 Capital Outlay
90100 Workorder Reimbursement
0 -368,843
10,000 -260,000
13,000 -310,000
90000 Inter Reimbursements TEXPENSES Total Expenses
-368,843
5,044,781
-260,000 5,410,251
-310,000 5,724,290
i
41300 Incentive 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security - OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation
42550 Communications Allowance
71100 Insurance and Bonds 71250 Paid Claims
72000 Communication
341
City of Amarillo Department Staffing Report Department:
Water Distribution
Number of Employees Classification Permanent Positions 1.00 ADM330 1.00 ADM331 2.00 CLR400 1.00 CLR405 1.00 CLR941 10.00 MGT345 3.00 MGT930 2.00 MGT931 8.00 TEC120 1.00 TRD331 2.00 TRD334 10.00 TRD335 17.00 TRD930 59.00 59.00
Personal Services Total
Description WATER AND SEWER SYSTEM SUPERINTENDENT ASSISTANT WATER DIST SUPERINTENDENT ADMINISTRATIVE ASSISTANT I ADMINISTRATIVE ASSISTANT II ADMINISTRATIVE TECHNICIAN WATER/SEWER FOREPERSON I WATER & SEWER SUPERVISOR II WATER & SEWER SUPERVISOR I UTILITY TECHNICIAN UTILITY LOCATOR WATER METER MECHANIC II METER SERVICE REPRESENTATIVE I UTILITY WORKER Total Permanent Positions Total Department
2,491,508
342
~~-~ CITY OF AMARILLO
---
343
CITY OF AMARILLO WASTEWATER COLLECTION (52240) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The Wastewater Collection Department is responsible for the proper operation and maintenance of the sanitary sewer system of the City. This Department is also responsible for constructing service taps and short main extensions when service is requested.
GOALS The Department's goal is to operate the wastewater collection system in the most efficient and effective manner possible. Wastewater Collection strives to maintain the collection system in such a manner as to minimize customer complaint and potential property damage and to protect the public from potential diseases by properly collecting and transporting sewage to disposal facilities.
OBJECTIVES
* *
*
Reduce overflows and spills by improving facilities and providing equipment to reroute wastewater. Update equipment and increase annual coverage of the system. Reduce sewer stops with better maintenance practices and technology upgrades.
OPERATING STATISTICS/PERFORMANCE MEASURES Collection Mains (Miles) Lift Station Main Extensions (Miles) Active Sewer Accounts Sewer Mains Rodded (Miles) Sewer Mains Cleaned (Miles) Sewer Mains TV Inspected (Miles) Main Repairs Sewer Stops Sewer No~Stop Calls
Actual
Estimated
Estimated
2010/11
2011/12
2012/13
943.46 53 11.48 67,750 197.59 140 22.7 139 244 606
950 54 7 68,000 187 166 15 132 348 652
960 54 7 69,100 220 233 22 140 280 705
ACCOMPLISHMENTS The Department is involved with a detailed "Master Study" of our system which will result in a management tool and a better understanding of the critical areas of our system. We are also upgrading some of our cleaning equipment so we can cover more of our system annually. This Department was also responsible for installing 74 service taps, 139 main repairs, and adjusting 92 access covers.
344
City of Amarillo Waste Water Collection
and Wages 41300 Incentive 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation 42560 Change in Sick and Annua 42570 Additional ARC
43,597 37,801 175,785 372 11,305 48,341 121,975 0 1,730 49,192 -2,133 -13,755
44,700 35,000 236,336 424 12,640 54,047 122,565 0 1,657 51,896 0 0
1 41,100 38,000 244,772 567 12,514 53,509 108,140 12,687 1,657 75,258 0 0
41000 Personal Services 51110 Office Expense 51200 Operating 51250 Janitor 51300 Clothing and Linen 51350 Chemical and Medical 51700 Education 51800 Fuel & Oil 51850 Minor Tools 51950 Minor Office Equipment 52050 Auto Parts 52050LABOR Auto Parts Labor 52120 Tires and Tubes Other 53100 Natural Gas 53150 Electricity 53200 Water and Sewer
1,212,705 900 34,702 828 6,742 73,970 111 1,108 9,579 0 459 575 130 1,777 145,754 352
1,409,845 1,500 40,000 200 7,000 137,200 500 900 8,500 600 500 1,500 500 2,049 151,201 324
1,494,915 1,500 40,000 200 7,000 137,200 500 2,000 8,500 600 6,500 1,500 500 1,199 181,906 1,918
51000 Supplies 61200 Postage 61400 Dues 61410 Tuition 68100 R & M- Building 68300 R & M - Improvements 68312 Other Improvement 68500 R & M - Streets 68650 Shop Equipment 68680 Other Equipment 68710 Auto Repair and Main! 69100 Rental Land & Buildings 69210 Rental City Equipment
276,988 37 1,200 3,149 47 57,021 85,681 29,330 323 6,551 3,811 233 291,240
352,474 48 2,000 8,000 500 60,000 90,381 35,000 7,000 6,000 4,000 1,000 333,606
391,023 48 2,000 8,000 500 60,000 90,381 35,000 7,000 6,000 4,000 1,000 325,559
60000 Contractual Services 71100 Insurance and Bonds 71250 Paid Claims 74000 Printing and Binding 75100 Travel 75300 Meals and Local 76000 Depreciation 77200 License and Permits 774 70 Service Charges - Other
478,623 5,645 0 22,690 0 349 1'125 1,471,203 0 12,168
547,535 5,645 1,000 23,761 500 4,797 1,500 1,485,953 600 12,162
539,488 9,649 1,000 24,696 500 4,797 1,500 1,530,363 600 12,162
70000 Other Charges 83100 Improve other than Build 84100 Auto-Rolling Stock & Equ 84200 Machinery General 84310 Shop Equipment 84330 Safety Equipment 84620 Info Tech Equipt - Serv
1,513,180 0 0 0 0 0 12,560
1,535,918 17,000 6,000 7,800 0 8,000 0
1,585,267 14,500 6,000 8,000 20,000 18,500 0
72000 Communication
345
City of Amarillo Waste Water Collection
80000 Capital Outlay 90100 Workorder Reimbursement 90160 Other Departments
12,560 -122,022 -18,504
42,800 -124,734 -18,500
67,000 -124,734 -18,500
90000 Inter Reimbursements TEXPENSES Total Expenses
·140,526 3,353,530
-143,234 3,745,337
-143,234 3,934,459
City of Amarillo Department Staffing Report Department:
Waste Water Collection
Number of Employees Classification Permanent Positions 1.00 ADM340 4.00 MGT345 3.00 MGT930 1.00 MGT931 4.00 TEC120 1.00 TEC340 1.00 TEC930 3.00 TRD342 14.00 TRD930 3.00 TRD954 1.00 TRD960 36.00
36.00
Personal Services Total
Description ASSISTANT WASTEWATER COLL. SUPERINTENDENT WATER/SEWER FOREPERSON I WATER & SEWER SUPERVISOR II WATER & SEWER SUPERVISOR I UTILITY TECHNICIAN ODOR CONTROL TECHNICIAN ELECTRONICS/INSTRUMENTATION TECH LIFT STATION MAINTENANCE MECHANIC I UTILITY WORKER UTILITY MAINTENANCE MECHANIC I UTILITY OPERATOR Total Permanent Positions
Total Department
1,494,915
346
CITY OF AMARILLO
347
CITY OF AMARILLO RIVER ROAD WATER RECLAMATION (52260) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The River Road Water Reclamation Plant processes raw wastewater and sales a major portion of this as cooling water for the local
electrical power generating company. The facility is responsible for proper operation and maintenance of the plant, operating in compliance with State and Federal permits and regulations. The facility has an onsite laboratory that performs analysis of wastewater, biosolids, industrial waste, and quality of water in the various playa lakes within the city limits.
GOALS The River Road Water Reclamation Plant strives to provide the citizens of Amarillo with the most efficient and economical wastewater treatment pursuant to State and Federal Regulations. The plant also strives to provide a reliable source of water meeting or exceeding contract requirements for industrial cooling. The River Road WRP Laboratory strives to provide accurate and prompt analysis of water wastewater, and biosolids to all City, State, and Federal entities.
OBJECTIVES
* * * * * * *
Provide adequate staff, equipment, tools and professional services to ensure effective performance of plant operations and maintenance. Attract and maintain a quality workforce. Improve training. Improve plant efficiency. Continue to reclaim and provide usable water for industry needs. Continue to meet and exceed State and Federal reclaimed water standards. Continue to provide excellent communication and customer service to all City departments.
OPERATING STATISTICS/PERFORMANCE MEASURES Treatment Plant Capacity (million gallons per day) Wastewater Treated (million gallons) Reclaimed Water (million gallons) Biosolids Created (metric tons)
Actual 2010/11
Estimated 2011112
Estimated 2012/13
16 3,309 3,278 1 '160
16 3,600 3,500 1,800
16 3,600 3,500 1,800
ACCOMPLISHMENTS Successful operation of facility with regards to meeting or exceeding the state permit regulations. Installation of new Digester Gas Recirculation Compressors. Installation of variable frequency drive for Electric Blower Unit #5. Reassignment and rehabilitation of existing hydraulic power system for use on high service pump isolation valves. Rehabilitation of Plant Chlorine Injection System. Rehabilitation of Final #4and #5 influent valves.
348
City of Amarillo River Road Water Reclamation
i 41300 Incentive 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security - OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42560 Change in Sick and Annua 42570 Additional ARC
39,968 25,551 145,731 282 9,044 38,364 98,335 0 1'173 20,838 22,889 -10,999
39,900 40,000 160,258 300 10,190 43,117 97,777 0 1,209 23,351 0 0
46,200 40,000 168,512 417 11,052 46,810 94,601 11,099 1,258 19,130 0 0
41000 Personal Services 51110 Office Expense 51200 Operating 51250 Janitor 51300 Clothing and Linen 51350 Chemical and Medical 51400 Photographic 51450 Botany & Agrigulture 51700 Education 51800 Fuel & Oil 51850 Minor Tools 51950 Minor Office Equipment 52050 Auto Parts 52050LABOR Auto Parts Labor 52120 Tires and Tubes Other 53100 Natural Gas 53150 Electricity
990,039 1,157 26,415 4,181 3,845 36,787 0 1,316 0 26,980 1,803 1,681 59 113 0 72,965 547,464
1,133,900 4,000 35,000 4,500 5,000 85,000 300 3,900 1,000 23,730 6,500 8,988 500 500 500 175,000 573,081
1,155,117 4,000 35,000 4,500 5,000 50,000 300 3,900 1,000 35,063 6,500 2,500 500 500 6,988 75,000 571,822
51000 Supplies 61200 Postage 61300 Advertising 61400 Dues 61410 Tuition 62000 Professional
724,767 453 1,096 1,024 5,570 8,984 301 491 12,881 88,220 16,895 0 616 6,827 649 6,639 264 60,805
927,499 840 1,758 1,450 9,000 10,000 450 500 20,000 152,892 50,000 150 2,200 24,000 2,000 29,990 500 64,051
802,573 840 1,758 1,620 12,900 10,000 450 500 38,990 120,292 45,000 150 2,200 20,000 2,000 11,000 500 65,929
77730 Solid Waste
211,715 12,205 4,090 0 199 670,840 73,260 6,676
369,781 12,205 4,548 2,000 700 668,080 85,000 8,000
334,130 23,034 5,064 2,500 700 662,669 80,000 8,000
70000 Other Charges 82100 Buildings
767,270 0
780,533 0
781,967 22,500
80000 Capital Outlay
0
0
22,500
42400 Workers Compensation
67320 Extermination 67500 Laundry 68100 R & M- Building 68300 R & M- Improvements 68312 Other Improvement 68610 Office Equipment 68615 Misc. Fuel Powered Equi 68640 Machinery 68650 Shop Equipment 68680 Other Equipment 68710 Auto Repair and Maint 69210 Rental City Equipment 60000 Contractual Services
71100 Insurance and Bonds 72000 Communication 75100 Travel 75300 Meals and Local 76000 Depreciation
77200 License and Permits
349
City of Amarillo River Road Water Reclamation
City of Amarillo Department Staffing Report Department:
· River Road Water Reclamation Personal Services Total
Number of Employees Classification Permanent Positions 1.00 ADM065 1.00 MGT910 1.00 MGT941 1.00 TEC930 1.00 TEC942 1.00 TRD910 1.00 TRD915 3.00 TRD930 1.00 TRD951 3.00 TRD955 2.00 TRD956 9.00 TRD966 25.00
ASSISTANT WASTEWATER TREATMENT SUPERINTENDENT TREATMENT PLANT MAINTENANCE FOREPERSON OPERATIONS CONTROL SUPERVISOR ELECTRONICS/INSTRUMENTATION TECH PROCESS CONTROL TECHNICIAN CUSTODIAN I ELECTRICIAN I UTILITY WORKER EQUIPMENT OPERATOR Ill UTILITY MAINTENANCE MECHANIC UTILITY MAINTENANCE MECHANIC II TREATMENT PLANT OPERATOR Ill Total Permanent Positions
Part-Time Positions 2.00 HRL930
UTILITY WORKER
27.00
Total Department
Description
1'155, 117
350
---
CITY OF AMARILLO
351
CITY OF AMARILLO HOLLYWOOD ROAD WATER RECLAMATION (52270) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The Hollywood Road Wastewater Treatment Department is responsible for the proper operation and maintenance of this wastewater treatment plant and its compliance with State and Federal permits and regulations. This facility now sells a portion of its effluent to
Xcel. The Department has a laboratory on the facility site that performs analyses for determination of chemical parameters of wastewater, biosolids, and the quality of the water in the various playa lakes within city limits.
GOALS This Department strives to provide the citizens of Amarillo with the most efficient and economical wastewater treatment possible pursuant to State and Federal Regulations. The laboratory provides rapid and accurate analyses of water, wastewater, and biosolids to any requesting City department by the use of approved methodologies. This facility provides a reliable source of water meeting and exceeding contract requirements for industrial cooling. This facility administers all applicable ordinances and regulations in a fair and responsible manner. It also promotes for the maximum use of reclaimed water and biosolids while protecting the environment.
OBJECTIVES
* * * * * * * * *
To provide adequate staff, equipment, tools and professional services to assure effective periormance of plant operations and maintenance. To attract and maintain a quality workforce. To improve training in all aspects of the successful operation and maintenance of this facility. To improve the efficiency of all aspects of this facility. To continue to develop and implement various sludge disposal options to meet new state and federal regulations. To provide the electric power company (XCEL) with high quality cooling tower makeup water. To supply Lake Tanglewood with the highest quality effluent in order to maintain the lake's hydraulic level. To provide the citizens of Amarillo with the most economical and efficient wastewater treatment. To provide excellent communication and customer service to all City entities.
OPERATING STATISTICS/PERFORMANCE MEASURES Treatment plant capacity (MGD) Wastewater treated (MGD) Reclaimed water to XCEL (MG) Effluent to L. Tanglewood & Creek (MG) Biosolids to Landfill (Metric Tons)
Actual
Estimated
Estimated
2010111
2011112
2012/13
12 7.7 1,297 1,651 1,600
12 8.3 1,300 1,700 1,600
12 8.4 1,300 1,700 2,000
ACCOMPLISHMENTS The Hollywood Road Plant was successfully operated and maintained again this year; meeting and exceeding the requirements of its permit issued by the Texas Commission on Environmental Quality. There were no major construction projects this year. The Plant was able to focus on maintenance projects that are important to the overall operation of the Plant. The chain and pans for the conveyor in the solids building were replaced. Restoration of the number four secondary clarifier. Damaged air diffuser system in aeration basins one and two have been removed and parts salvaged. The basins are ready for the new system to be installed. The fac;ade on the west secondary digester has been safely removed. Fans were installed on the blowers in the primary digester compressor room. Pressure regulators were added and other modifications made to the chlorine piping system. Installed a spray bar that allows the foam to be collected and skimmed from primary clarifiers one and two. Sump pumps were installed in the wet wells that allow for automatic and timely pumping of the solids that collect.
352
City of Amarillo
42560 Change in Sick and Annua 42570 Additional ARC
617,657 38,236 48,721 132,204 285 9,645 41,083 104,431 0 1,428 24,745 -18,820 -11,608
34,800 35,000 167,997 300 9,883 41,843 94,888 0 1,206 26,908 0 0
35,400 35,000 155,914 417 10,472 44,367 89,665 10,519 1,254 18,453 0 0
41000 Personal Services 5111 0 Office Expense 51200 Operating 51250 Janitor 51300 Clothing and Linen 51350 Chemical and Medical 51400 Photographic 51450 Botany & Agrigulture 51700 Education 51800 Fuel & Oil 51850 Minor Tools 51950 Minor Office Equipment 52050 Auto Parts 52050LABOR Auto Parts Labor 52120 Tires and Tubes Other 53100 Natural Gas 53150 Electricity
988,008 1,938 34,078 4,575 2,918 141,840 0 2,113 1,343 45,791 3,370 219 378 1,625 4,872 243,018 314,552
1,116,862 3,200 35,000 4,600 4,600 226,000 50 2,000 650 57,Q62 4,000 1,875 100 0 4,000 245,262 329,149
1,088,300 3,200 35,000 4,600 4,600 186,000 50 2,000 650 46,215 4,000 1,875 500 0 4,000 242,830 349,966
51000 Supplies 61200 Postage 61300 Advertising 61400 Dues 61410 Tuition 62000 Professional 67320 Extermination 67500 Laundry 67700 Playa Well Monitoring 68100 R & M- Building 68300 R & M - Improvements 68312 Other Improvement 68610 Office Equipment 68615 Misc. Fuel Powered Equi 68630 Dumpster Boxes 68640 Machinery 68650 Shop Equipment 68680 Other Equipment 68710 Auto Repair and Maint 69210 Rental City Equipment 69220 Rental Other Equipment
802,630 204 2,232 780 3,001 8,646 275 911 126,244 14,434 145,212 45,746 0 3,233 0 0 649 14,050 1,822 65,851 0
917,548 432 1,000 1,000 3,000 20,000 400 950 0 30,000 130,200 60,000 325 1,000 5,000 5,000 500 2,000 10,000 72,448 1,000
885,486 432 1,000 1,000 6,000 15,000 400 950 0 30,000 130,200 50,000 325 5,000 5,000 5,000 500 15,000 10,000 66,717 1,000
60000 Contractual Services
433,289 17,848 2,946 0 379 1,314,221 50,019 85,936
344,255 17,848 3,158 2,500 650 1,314,569 85,000 285,000
343,524 43,089 3,300 2,500 650 1,399,008 65,000 200,000
41300 Incentive 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment
42400 Workers Compensation
71100 Insurance and Bonds 72000 Communication 75100 Travel 75300 Meals and Local 76000 Depreciation 77200 License and Permits 77730 Solid Waste
353
'
City of Amarillo
TEXPENSES Total Expenses
City of Amarillo Department Staffing Report Department:
Hollywood Road Waste Water Treatment Personal Services Total
Number of Employees Classification Permanent Positions 1.00 ADM065 1.00 MGT910 1.00 MGT941 1.00 TEC930 1.00 TEC942 1.00 TRD910 1.00 TRD915 3.00 TRD930 1.00 TRD950 1.00 TRD951 2.00 TRD955 2.00 TRD956 9.00 TRD966 25.00
ASSISTANT WASTEWATER TREATMENT SUPERINTENDENT TREATMENT PLANT MAINTENANCE FOREPERSON OPERATIONS CONTROL SUPERVISOR ELECTRONICS/INSTRUMENTATION TECH PROCESS CONTROL TECHNICIAN CUSTODIAN I ELECTRICIAN I UTILITY WORKER EQUIPMENT OPERATOR II EQUIPMENT OPERATOR Ill UTILITY MAINTENANCE MECHANIC UTILITY MAINTENANCE MECHANIC II TREATMENT PLANT OPERATOR Ill Total Permanent Positions
Part-Time Positions 2.00 HRL930
UTILITY WORKER
27.00
Total Department
Description
1,088,300
354
355
CITY OF AMARILLO LABORATORY ADMINISTRATION (52281) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS
The Environmental Laboratory is responsible for implementation and operation of various City programs. Specifically, the Department is involved in operating the following: the City's Central Environmental Laboratory, the Annual City-wide Chemical Inventory, the Annual Texas Tier II Report, a State Accredited Drinking Water Bacteriology Laboratory, the Industrial Waste Pretreatment Program, Liquid Waste Haulers Ordinance, and The Stormwater Program. The Department provides Emergency Analysis for HazMat incidents, Transportation of Hazardous Materials, Advice to Emergency HazMat Responders, Hazardous Waste Disposal, and The Stormwater Household Hazardous Waste Program. This is done in correlation with regulations of the Environmental Protection Agency (EPA), the Texas Commission on Environmental Quality (TCEQ), and City Ordinances.
GOALS The Laboratory strives to provide rapid and accurate analysis of water, wastewater, sludge, soil, and unknowns to any requesting City department, by using EPA and TCEQ approved methodologies. The Laboratory continues the long history of providing daily, weekly, and yearly analysis of the Public Drinking Water for up~to~date protection. Analytical support is also provided for water treatment and all City owned water wells. The Laboratory Administration Department administers the EPA and TCEQ Pretreatment and Storm Water programs. The Laboratory provides timely responses to customer complaints concerning drinking water and wastewater and also provides rapid response to various City department emergency analysis requests. The inclusive NELAC water bacteriology laboratory is the primary drinking water and bottled water laboratory in the upper Panhandle of Texas currently serving 230 entities. All portions of the Department operations stay as current as feasible concerning regulations and technology. An important goal of the Department operations is to provide training and education for all employees in order to provide a stable workforce, and ensure public safety.
OBJECTIVES
*
* * * * * *
Continue to operate The Environmental Laboratory to provide City departments with laboratory services. Continue to operate The Stormwater and Industrial Waste Pretreatment programs in a professional manner. Educate the public concerning environmental issues. Keep personnel training and education current. Administer all permits and programs with no violations. Attract, keep, and maintain a qualified workforce. Participate in professional organizations.
OPERATING STATISTICS/PERFORMANCE MEASURES
Actual 2010/11
Estimated 2011/12
Estimated 2012113
Industrial Waste Permitted Categorical Industries (July to June) Industrial Waste Permitted Non~Categorical Industries (July to June) Storm Water Regulated Industries Number of Bacteriology Samples Performed Total Number of Laboratory Samples (inclusive of Bacteriology)
5 13 122 8,743 17,398
5 12 125 8,900 18,100
5 13 130 9,000 18,800
ACCOMPLISHMENTS Using the most recent 10 years of completed samples, indicates an annual growth rate of 4. 7% per year. The Environmental Laboratory has now incorporated particle counting into routine surface water treatment support. The Laboratory continues to maintain the new ultra low level method called SPME, which functions at the parts per trillion level. This method is used to analyze and help the Water Treatment Plant mitigate taste and odor problems associated with source water. A major analysis change is underway to move the surrogate Stormwater Herbicide Analysis from Diazinon to Atrazine. The annual city~wide Chemical Inventory was completed with a total of 8,711 line items contained in 108 departments. From this inventory, the annual Texas Tier II Report was completed. Stormwater personnel continued to identify new industries subject to permitting through the State permitting process. This program is also responsible for water quality monitoring of the Citywowned drainage lakes. Public and private construction activity is also monitored with reference to Stormwater. This program recently negotiated the new fivew year Stormwater Permit with TCEQ, achieving a very successful outcome. The Industrial Waste Pretreatment Program continues to perform exceptionally well with local industries, and monitors industrial wastewater discharges into the sanitary sewer system. Grease trap monitoring is also a part of this work area. This program continues to identify new significant industrial users to be added to the system. The Drinking Water Bacteriology Laboratory is completing its fourth year as a National Environmental Laboratory Accreditation Conference (NELAC) accredited laboratory, and serves not only our City, but also the majority of the northern Texas Panhandle. Cities, businesses, and other entities served currently total 230. Sample count is approaching 9,000.
356
City of Amarillo
42560 Change in Sick and Annua 42570 Additional ARC
19,413 1,514 121,241 242 10,331 44,173 110,866 0 1,003 13,981 3,008 1,203 7,639 -12,645
19,800 5,000 141,488 250 11,055 47,271 107,197 0 975 14,448 3,000 1,200 0 0
29,400 5,000 135,885 334 11,195 47,868 96,739 11,349 975 14,842 3,000 1,200 0 0
41000 Personal Services 51110 Office Expense 51200 Operating 51250 Janitor 51300 Clothing and Linen 51350 Chemical and Medical 51400 Photographic 51450 Botany & Agrigulture 51700 Education 51850 Minor Tools 51950 Minor Office Equipment 52050 Auto Parts 53100 Natural Gas 53150 Electricity 53200 Water and Sewer 55100 Publications
1,043,485 9,288 59,612 4,070 2,013 61,486 0 0 197 181 1,193 4 2,525 15,108 2,676 0
1,109,553 8,670 58,275 4,017 2,400 70,530 100 100 750 1,000 2,000 0 3,195 15,238 2,321 1,000
1,110,510 9,028 61,604 4,017 3,150 70,938 100 100 750 6,100 2,000 0 2,184 17,136 2,525 1,000
51000 Supplies 61200 Postage 61300 Advertising 61400 Dues 61410 Tuition 62000 Professional 63210 Armored Car Service
158,353 4,246 1,817 8,863 2,671 5,728 3,384 275 321 1,837 29 0 47,232 247 29,928 0
169,596 5,748 2,000 13,500 7,871 10,000 3,304 345 350 15,125 1,250 400 71,038 0 31,478 350
180,632 5,748 2,000 13,500 7,871 10,000 3,126 345 350 15,125 1,250 400 71,038 0 33,236 350
75100 Travel 75300 Meals and Local 76000 Depreciation 77200 License and Permits 77730 Solid Waste
106,579 4,016 5,453 2,174 730 100,931 4,289 -22,900
162,759 4,016 5,940 7,700 1,200 96,653 4,125 -22,000
164,339 5,391 6,240 9,000 1,200 91,715 5,784 -30,826
70000 Other Charges 84910 Other Equipment
94,693 44,032
97,634 21,000
88,504 15,300
44,032 1,447,142
21,000 1,560,542
15,300 1,559,286
41300 Incentive 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security - OASDI 42110TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation 42510 Car Allowance
42550 Communications Allowance
67320 Extermination 67500 Laundry 68100 R & M- Building 68300 R & M - Improvements 68610 Office Equipment 68680 Other Equipment 68710 Auto Repair and Maint 69210 Rental City Equipment 69220 Rental Other Equipment
60000 Contractual Services
71100 Insurance and Bonds 72000 Communication
80000 Capital Outlay TEXPENSES Total Expenses
357
City of Amarillo Department Staffing Report Department:
Laboratory Admin
Number of Employees Classification Permanent Positions 1.00 ADM345 1.00 ADM355 1.00 ADM551 1.00 CLR130 1.00 CLR405 1.00 PRF350 2.00 PRF351 2.00 PRF352 2.00 PRF353 1.00 TEC335 2.00 TEC555 1.00 TEC943 1.00 TEC945 1.00 TRD350 1.00 TRD351 1.00 TRD910 20.00 20.00
Personal Services Total
Description WASTERWATER TREATMENT SUPERINTENDENT CHIEF CHEMIST: ENVIRONMENTAL PROGRAM MANAGER ENVIRONMENTAL ADMINISTRATOR ADMINISTRATIVE SUPERVISOR ADMINISTRATIVE ASSISTANT II ENVIRONMENTAL CHEMIST CHEMIST! CHEMIST II CHEMIST Ill INDUSTRIAL WASTE SUPERVISOR ENVIRONMENTAL TECHNICIAN BACTERIOLOGY TECHNICIAN WATER BACTERIOLOGIST INDUSTRIAL WASTE INSPECTOR STORM WATER INSPECTOR CUSTODIAN I Total Permanent Positions Total Department
1,110,510
358
City of Amarillo Water & Sewer General
63140 Audit Fee
0 120,000 4,750
209,349 120,000 5,000
380,000 120,000 5,000
60000 Contractual Services 75100 Travel 75300 Meals and Local 77610 Information Technology78230 Loss on Bad Debt
124,750 393 0 511,443 552,113
125,000 25,000 8,000 473,291 271,500
125,000 25,000 8,000 485,359 500,000
70000 Other Charges TEXPENSES Total Expenses
1,063,949 1,188,699
777,791 1,112,140
1,018,359 1,523,359
City of Amarillo Sewer General
77850 Pymnt Lieu of Franch Tx 77860 Pymnt Lieu of Prop Tx78010 Fiscal Agent Fees
768,247 1,031,508 11,710
759,240 1,020,473 11 '160
901,736 1,078,265 11,710
70000 Other Charges 89200 Bond Interest Payments
2,350,877 1,609,737
2,306,809
2,479,216
89000 Debt Service TEXPENSES Total Expenses
1,609,737 3,960,614
0 0
0 0
2,306,809
2,479,216
City of Amarillo Water General
77820 Pymnt Lieu of Franch Tx 77830 Pymnt Lieu of Prop Tx78010 Fiscal Agent Fees
1,642,486 1,776,636 0
70000 Other Charges 89200 Bond Interest Payments
4,177,666 2,978,655
4,254,763 4,641,290
4,772,652 4,504,857
89000 Debt Service TEXPENSES Total Expenses
2,978,655 7,156,321
4,641,290 8,896,053
9,277,509
2,096,598 1,900,772 27,305
4,504,857
City of Amarillo Water & Sewer - Transfer
80000 Capital Outlay 92120 Information Services 92000 Operating Transfers TEXPENSES Total Expenses
359
0
0
11,297,000
13,144,000
CITY OF AMARILLO AIRPORT 2012/2013 REVENUE TERMINAL BUILDING
45%
2,911,553
GRANTS IN AID
23%
1,567,176
HANGAR, BUILDING AND GROUND
2,304,656
AIRFIELD REVENUE
79,250
INTEREST REVENUE
$ 5,552,000
0%
10%
$12,414,635
20%
30%
40%
50%
60%
70%
80%
1% 90%
100%
90%
100%
TOTAL REVENUE
EXPENDITURES MAINTENANCE, UTILITIES AND SUPPLIES
$ 1,409,344 3,257,493
SALARIES AND OTHER OPERATING
1,667,024
FIREFIGHTING
5,720,000
CAPITAL
1,872,675
DEBT 0%
$13,926,536
10%
20%
30%
40%
50%
60%
70%
80%
TOTAL EXPENDITURES
Excess reserves will be used to fund capital; therefore, revenues of $12,414,635 will cover the expenditures of $13,926,536. Total expenditures do not include non-cash budgeted items such as depreciation.
360
City of Amarillo
Revenue 5400Airport Fund
34315 Passenger Facility Charg 34320 Fuel Flowage Comm 34330 Fuel & Oil Comm Fxd Bas 34340 Fuel & Oil commission 0
1,550,254 117,483 35,534 5,343
1,679,689 155,000 0 4,964
1,700,000 190,000 0 4,656
34300 Airfield Fees and Commis 34410 Airline Rentals
2,123,427 1,429,119 87,214 2,093 113,138 909,852 118,114 1,478,938
2,239,653 1,400,000 105,000 2,400 119,370 1,151,662 61,500 1,620,038
2,304,656 1,750,000 105,000 3,000 125,000 1,400,000 594,000 1,575,000
4,138,467 319,593 294,859 486,466 84,800 62,438 206,749
4,459,970 318,270 275,184 497,464 86,496 43,000 143,000
5,552,000 332,670 275,185 506,821 160,000 38,000 100,000
1,454,906 36,096
1,363,414 36,312
1,412,676 38,000
34800 Other 35610 Grant In Aid- Federal
36,096 0
36,312 2,790,000
38,000 2,911,553
35500 Other Governmental Reven 37110 Interest Income 37115 Unrealized Gil
0 103,625 -21,214
2,790,000 62,369 0
2,911,553 79,250 0
37109 Interest Earnings 37155 Surface Land Rental
82,411 1,500
62,369 1,500
79,250 1,500
37451 TSA LEO Reimbursement 37465 NBV Asset Disposal
1,500 3,028,387 63,714 0 -2,284
1,500 0 15,000 0 -3,958
1,500 0 15,000 100,000 0
37400 Miscellaneous Revenue 39676 Tsf in fr Airport PFC Fu
3,089,817 2,514,425
11,o42 0
115,000 0
34420 Restaurant Commissions 34440 Locker & Vending Mach C 34460 Other Terminal Building 34470 Car Rental Commissions 34471 Customer Facility Charge
34480 Auto Parking Commission 34400 Terminal Building Area R
34620 Krams Inc Lease 34630 Leading Edge Lease 34640 Bell Helicopter Rents 34650 Fixed Base Operator Lea 34660 Other Build Rentls- Ai 34680 Ground Rentals 34600 Other Building & Ground
34700 Adverstising Commission
37150 Rent
37145 Insurance Recoveries 37410 Miscellaneous Revenue
39100 Operating Transfers In
2,514,425
0
0
TREVENUE Total Revenues
13,441,048
10,964,261
12,414,635
361
CITY OF AMARILLO DEPARTMENT OF AVIATION (54110) FUNCTIONS, GOALS AND OBJECTIVES
FUNCTIONS
The Rick Husband Amarillo International Airport is an integral part of the National Airspace System. The facility provides transportation related services for the public including commercial aviation, general aviation, and ground transportation. Additionally, some aviation services for military operations are available. The Department of Aviation is charged with the administration, planning, operation,
maintenance and protection of the City's aviation interests. The airport facility also supports various non~aviation related tenant activities.
GOALS The Aviation Department activities are aimed at providing a long~ term public use aviation facility. The operation strives to be financially self-sufficient by balancing costs with revenue sources while meeting the on-going and ever changing demands for services. The Airport financial structure is designed so that users provide the necessary revenue to operate the facility. No local taxes are used to fund the Airport's operation. The Airport also takes advantage of federal grant opportunities. These grants provide funding assistance for long-term planning projects, qualifying capital improvement projects/purchases, and certain runway and taxiway maintenance projects.
OBJECTIVES
*
* *
To maintain and improve aviation facilities while meeting the goals stated above, as well as controlling costs. Major projects include improvement of the storm water drainage system associated with the terminal building complex, replacing the escalator units in the terminal building and constructing a consolidated rent car service center (CONRAC). To control costs for users and tenants while maintaining a high level of service and continuing to upgrade the airport's infrastructure.
SIGNIFICANT CHANGES The Airport has continued to provide a high level of service despite the challenges created by the ongoing construction projects designed to improve the infrastructure. Maintenance and development of air service will be a significant challenge in this budget year. United and Continental Airlines completed their merger. The merger did not change the level of air service available, but did reduce the number of Airlines from four to three.
OPERATING STATISTICS/PERFORMANCE MEASURES
Actual 2010/11
Estimated 2011112
Estimated 2012/13
Passengers Flight Operations Airllnes Daily Airline Flights
818,056 86,045 4 44
822,000 80,000 4 46
830,000 82,000 3 46
ACCOMPLISHMENTS The Airport Terminal Building Renovation project was completed in March 2012. United Airlines began service between Amarillo and Denver in April 2011. The construction project to replace the aging ticket level bridge at the terminal building was completed in early 2012. The Airport was successfully involved in three out of the ordinary commercial aviation incidents. Two of these incidents received positive national media attention. The third incident involved the unscheduled landing of an international flight. Although the incident was not picked up by the media, it was also handled successfully. In May 2012, the Airport was named the TSA West Texas Airport of the Year.
362
City of Amarillo
42560 Change in Sick and Annua 42570 Additional ARC
1,415,568 46,010 0 54,890 249,998 617 21,306 90,534 227,154 0 2,986 34,366 9,700 3,039 8,741 39,475 -25,696
48,960 49,864 75,539 316,284 674 23,545 100,260 228,303 0 2,632 39,449 9,900 7,500 7,200 0 0
1,705,874 56,760 78,000 75,539 316,607 967 25,605 109,095 221,258 25,958 2,827 39,878 9,504 3,600 7,200 0 0
41000 Personal Services 51110 Office Expense 51115 Employee Recognition Pro 51120 Safety Program 51200 Operating 51250 Janitor 51300 Clothing and Linen 51350 Chemical and Medical 51400 Photographic 51452 B & A- General 51800 Fuel & Oil 51850 Minor Tools 51950 Minor Office Equipment 52000 Ammunition 52050 Auto Parts 52050LABOR Auto Parts Labor 52120 Tires and Tubes Other 53100 Natural Gas 53150 Electricity 53200 Water and Sewer 55100 Publications
2,178,686 6,088 223 0 16,771 47,768 9,015 7,178 1,193 660 40,202 1,393 0 3,627 888 25 12,259 143,959 375,502 39,311 0
2,655,475 7,000 1,500 1,000 20,000 22,500 20,000 46,000 500 15,000 51,707 4,500 2,000 5,000 20,000 55,000 3,000 134,500 309,218 51' 161 1,000
2,678,672 7,000 1,000 1,000 20,000 50,000 20,000 18,000 500 15,000 55,323 4,500 2,000 5,000 10,000 0 12,000 136,692 448,380 40,657 1,000
51000 Supplies 61200 Postage 61300 Advertising 61400 Dues 61410 Tuition 61415 Safety Training 62000 Professional 62020 TSA Background Checks 63140 Audit Fee 63210 Armored Car Service
706,063 1,357 1,226 1,217 1,055 0 4,788 9,440 7,410 175 11,067 14,829 0 186,349 88,740 0 1,377 369 14,521 2,938 4,090
770,586 1,764 1,000 2,000 8,000 5,000 60,000 8,400 7,800 900 22,500 14,000 1,000 231,800 155,000 1,000 2,000 1,500 12,000 3,500 5,000
848,052 800 1,000 2,500 4,000 3,000 60,000 12,000 7,800 200 28,000 16,000 500 225,492 155,000 1,000 1,500 1,500 15,000 3,500 2,000
41100 Salaries 41300 Incentive 41500 PFP 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security - OASDI 42110TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation 42520 Uniform/Clothing Allowan 42540 Tool Allowance
42550 Communications Allowance
67310 Janitorial Se!Vice Cant 67320 Extermination 67600 Temporary Labor 68100 R & M- Building 68300 R & M- Improvements 68400 R & M - Irrigation 68610 Office Equipment 68615 Misc. Fuel Powered Equi 68640 Machinery 68650 Shop Equipment 68660 AudioNideo Equipment
363
City of Amarillo
i i 68680 Other Equipment 68710 Auto Repair and Main\ 68720 Auto Accident Repair 69100 Rental Land & Buildings 69220 Rental Other Equipment
60000 Contractual Services
74000 Printing and Binding 75100 Travel 75200 Mileage 75300 Meals and Local 76000 Depreciation 77450 Administrative Other 77460 Admin Other Governments 77470 Service Charges- Other 77610 Information Technology78020 Interest Expense 78230 Loss on Bad Debt
364,266 128,357 27,900 0 8,185 0 3,448 3,211,361 198,582 55,359 1,484,904 61,644 0 47,647
575,664 128,357 30,471 2,250 18,000 500 2,750 3,523,745 222,057 40,000 1,503,887 68,732 368 1,500
561,292 146,682 33,276 2,250 18,000 500 2,750 4,688,311 99,214 40,000 1,667,024 82,649 0 1,500
70000 Other Charges 82100 Buildings 83100 Improve other than Build 83200 Improvement 84310 Shop Equipment 84910 Other Equipment
5,227,387 0 11,250 0 0 7,802
5,542,617 50,000 0 65,000 0 40,000
6,782,156 80,000 0 12,000 58,000 0
80000 Capital Outlay 89200 Bond Interest Payments 89300 Fiscal Agent Bond Fees
19,052 0 2,000
155,000 594,625 0
150,000 542,675 2,000
89000 Debt Service TEXPENSES Total Expenses
2,000 8,497,454
594,625 10,293,968
544,675 11,564,847
71100 Insurance and Bonds 72000 Communication
364
City of Amarillo Department Staffing Report Department:
Department of Aviation
Number of Employees Classification Permanent Positions 1.00 ADM080 1.00 ADM081 3.00 ADM088 1.00 CLR400 1.00 CLR941 1.00 MGT081 1.00 MGT090 11 .00 PRF080 3.00 PRF081 9.00 PRF085 2.00 TRD060 2.00 TRD080 5.00 TRD906 12.00 TRD910 1.00 TRD921 1.00 TRD923 3.00 TRD930 58.00 58.00
Personal Services Total
Description DIRECTOR OF AVIATION DEPUTY DIRECTOR OF AVIATION AIRPORT OPERATIONS MANAGER ADMINISTRATIVE ASSISTANT I ADMINISTRATIVE TECHNICIAN AIRPORT POLICE COMMANDER AIRPORT FACILITIES SUPERVISOR AIRPORT POLICE OFFICER AIRPORT POLICE SERGEANT SECURITY OPERATIONS AGENT ELECTRICIAN II BUILDING MECHANIC I BUILDING MECHANIC Ill CUSTODIAN I MECHANIC I MECHANIC FOREPERSON I UTILITY WORKER Total Permanent Positions Total Department
2,678,672
365
City of Amarillo
80000 Capital Outlay TEXPENSES Total Expenses
0 0
5,550,000 5,550,000
5,720,000 5,720,000
City of Amarillo
51950 Minor Office Equipment
1,413
0
0
51000 Supplies 83100 Improve other than Build 83200 Improvement 84910 Other Equipment
1,498 3,095,647 24,296 36,998
0 0 0 0
0 0 0 0
80000 Capital Outlay TEXPENSES Total Expenses
3,156,941 3,158,438
0 0
0 0
1,874,626 1,874,626
0 0
City of Amarillo
92000 Operating Transfers TEXPENSES Total Expenses
366
~~CITY OF AMARILLO
---
367
CITY OF AMARILLO DRAINAGE UTILITY 2012/2013 REVENUE
$4,455,044
6,065,000
0%
10%
$10,520,044
20%
40%
30%
50%
DRAINAGE ASSESSMENT
42%
BOND PROCEEDS
58%
60%
70%
80%
90%
100%
TOTAL REVENUE
EXPENDITURES $ 875,069 816,687
MAINTENANCE, UTILITIES & SUPPLIES
11%
SALARIES & OTHER OPERATING EXPENSES
10%
6,095,000
74% DEBT SERVICE
433,820 0%
$8,220,576
10%
20%
30%
40%
50%
60%
70%
5%
80%
90%
TOTAL EXPENDITURES
Excess revenue will be used to build up reserves for debt service and future capital projects. Total expenditures do not include non-cash budgeted items such as depreciation.
368
100%
CITY OF AMARILLO
-369
City of Amarillo Revenue 5600Drainage Utility Fund
34800 Other 35218 Forfeited Disc.-Drainage 35000 Fines and Forfeitures TREVENUE Total Revenues
0
370
0
91,632 4,455,044
371
CITY OF AMARILLO DRAINAGE UTILITY (56100) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The Drainage Utility Department is responsible for the overall maintenance and repair of the City's drainage infrastructure. These functions include inspecting, cleaning, constructing, rehabilitating or repairing various drainage facilities (such as concrete channels, gutters, outfalls, inlets, culverts, storm sewer pipe, open channels, ditches).
GOALS The primary goal of the Department is to provide the public with clean, well~maintained drainage facilities at a cost effective price. Develop an inspection program to examine the City's 123 miles of storm sewer lines on a four year cycle to determine which lines require cleaning, repair, or replacement. Continue to update the City's drainage facility inventory within the City's computerized GIS system. In accordance with the City's Drainage Masterplan, rehabilitate and/or expand the drainage network to improve the efficiency and/or capacity of the drainage system for life safety and the protection of property.
OBJECTIVES
* * * * *
Pour approximately 1,000 cu. yd. of redi-mix concrete for various drainage facility repairs. Video inspection of 30 miles of storm sewer lines annually. Sweeping 920 miles of paved streets, main arterial on a weekly basis and residential on a quarterly basis. Design and bid CIP projects, such as, Farmers Ave. from Georgia to Western Storm Sewer Improvements. Repair, replace or rehabilitate existing drainage system facilities that are in a state of decay and are unsound.
Actual 2010/11
Estimated 2011112
Estimated 2012/13
ARTERIAL STREET SWEEPING: Annual Total Cost Lane Miles Cost per Mile
$238,590.85 26,332 $9.06
$250,000 27,750 $9.00
$250,000 28,000 $8.93
RESIDENTIAL STREET SWEEPING: Annual Total Cost Lane Miles Cost per Mile
$167,373.69 18,822 $8.89
$110,000 12,500 $8.80
$110,000 12,600 $8.73
OPEN DRAINAGE CHANNEL MAINTENANCE: Annual Total Cost Total Lineal Feet Cost per Mile
$31,878.83 9,366 $3.40
$38,000 12,000 $3.17
$38,000 12,700 $3.00
OPERATING STATISTICS/PERFORMANCE MEASURES
SIGNIFICANT CHANGES During the current year, the City Commission approved the creation of a Drainage Utility. The primary need for a Drainage Utility is to provide a dedicated funding source for the operations and maintenance of the existing storm-water system. This Utility will allow the City to provide additional capacity through investment in capital projects, and to provide for the future growth of the City. Of equal importance, is that this program will provide a dedicated funding source for the ongoing operations, repair and preventative maintenance of the existing storm-water system.
372
City of Amarillo
and Wages 413001ncentive 41500 PFP 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security - OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation
0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0
12,000 18,500 2,500 117,530 267 6,332 24,819 54,720 6,420 1,085 24,648
41000 Personal Services 51110 Office Expense 51115 Employee Recognition Pro 51200 Operating 51250 Janitor 51300 Clothing and Linen 51350 Chemical and Medical 51800 Fuel & Oil 51850 Minor Tools 51950 Minor Office Equipment 51980 IT Hardware 52050 Auto Parts 52050LABOR Auto Parts Labor 52120 Tires and Tubes Other 531 00 Natural Gas 53150 Electricity 53200 Water and Sewer
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
693,537 1,000 200 20,000 200 3,200 200 250 450 2,900 1,900 8,000 800 100 6,500 103,000 500
51000 Supplies 61200 Postage 61410 Tuition 62000 Professional 68300 R & M - Improvements 68310 R & MOther Improvements 68500 R & M - Streets 68610 Office Equipment
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
149,200 100 100 5,000 110,000 10,000 50,000 100 150 50 7,000 200 500 540,669 2,000
77450 Administrative Other 77760 Sewer
0 0 0 0 0 0
0 0 0 0 0 0
725,869 1,424 500 100 102,626 18,500
70000 Other Charges 89200 Bond Interest Payments
0 0
0 0
123,150 113,820
89000 Debt Service TEXPENSES Total Expenses
0 0
0 0
113,820 1,805,576
68615 Misc. Fuel Powered Equi 68650 Shop Equipment 68660 AudioNideo Equipment 68680 Other Equipment 69100 Rental Land & Buildings 6921 0 Rental City Equipment 69220 Rental Other Equipment 60000 Contractual Services 72000 Communication 751 00 Travel
77200 License and Permits
373
City of Amarillo Department Staffing Report Department:
Drainage Utility Personal Services Total
Number of Employees Classification Permanent Positions 1.00 MGT220 2.00 MGT222 1.00 TRD220 1.00 TRD221 2.00 TRD222 4.00 TRD930 5.00 TRD950 16.00
STREET SUPERVISOR I STREET FOREPERSON II EQUIPMENT OPERATOR IV EQUIPMENT OPERATOR I CONCRETE FINISHER UTILITY WORKER EQUIPMENT OPERATOR II Total Permanent Positions
Part-Time Positions 1.00 HRL904
ADMINISTRATIVE ASSISTANT
17.00
Description
693,537
Total Department
374
375
City of Amarillo
80000 Capital Outlay TEXPENSES Total Expenses
0
0
376
6,095,000 6,095,000
377
CITY OF AMARILLO SUMMARY OF RESOURCES AND EXPENDITURES INTERNAL SERVICE FUNDS - FISCAL YEAR 2012/13
TOTAL
MUNICIPAL INFORMATION RISK EMPLOYEE GARAGE TECHNOLOGY MANAGEMENT INSURANCE
AVAILABLE FUNDS: Balance 10/01/11 (See Below) Fiscal Year 2011112
23,036,613
8,300,402
3,054,643
4,378,070
7,303,498
Sales, Receipts & Revenue Other Sources
37,681,971 0
11,558,713
3,922,237 0
4,083,048
18,117,973
M & 0 Expenditures Less: Depreciation Capital Expenditures Debt Service
40,219,707 13,603,024 (4,922,700) (4,269,559) 5,515,724 6,973,574
4,188,481 (653,141) 1,457,850
4,406,058 0
18,022,144
Total Expenditures AVAILABLE FUNDS: Balance 10/01/12 Fiscal Year 2012/13
18,448,003
5,009,926
1,983,690
4,055,060
7,399,328
Sales, Receipts & Revenue Other Sources
39,119,446 2,700,000
12,103,630 2,700,000
4,179,529 0
4,497,820
18,338,467
M & 0 Expenditures Less: Depreciation Capital Expenditures Debt Service
40,822,939 13,658,817 (5, 104,692) (4,466, 732) 6,943,249 6,389,000 567,271
4,476,309 (637,960) 554,249
4,666,580
18,021,233
17,038,682
3,665,199
1,770,621
3,886,300
7,716,561
623,878
231,489
392,389
16,414,804
3,433,710
1,378,232
3,886,300
7,716,561
Available funds calculation: Cash & Investments (Appreciation) Depreciation in Investments Assets to be converted to Cash Less: Liabilities & Encumbrances
42,974,809 10,501,333 (46, 100) (9,485) 907,581 14,129 (20,024,874) (2, 11 0,018)
3,982,646 (9,694) 4,130 (243, 193)
15,877,156 (21 ,525) 322,649 (11 ,800,210)
12,613,674 (5,396) 566,673 (5,871 ,453)
Less: Existing Progress Balances
___ j?.X~,~Q?)__ _____(~~'~-~?)_______ j~-~~,?-~~)_--------------------------------------
Total Expenditures AVAILABLE FUNDS: Balance 10/01/13 DETAIL OF BALANCES AT 10/01/13 Reserves for S/L & AIL Debt Service Reserves Committed for Future Capital/Projects BALANCE
Balance 10/01/11
23,036,613
8,300,402
Note: converted to cash includes AIR balances, due froms and prepaids.
378
3,054,643
4,378,070
7,303,498
~~~ CITY OF AMARILLO --379
CITY OF AMARILLO MUNICIPAL GARAGE (61110) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The Municipal Garage Department is responsible for the majority of the City Fleet. Services provided include all repairs, lubrication services, tires, fueling, cosmetic repairs and paint. Mobile repair and fueling services provided throughout the city if required. The
Department also manages all equipment replacement requirements and new additions to the fleet while working with using departments to insure fleet requirements for daily operations.
GOALS Municipal Garage's goal is to provide good customer service to all City departments with safe, well-maintained equipment at the lowest possible cost to the citizens of Amarillo.
OBJECTIVES
*
* * *
* *
*
Organize sections for better productivity; to include cross-training of shop personneL Monitor and evaluate critical programs. Assist all City departments with manpower or equipment within the shop's capabilities and expertise. Expand shop facilities and add personnel to maintain the present and future increases of vehicles and equipment in the fleet. Work with all departments to reduce number of department-owned vehicles and equipment. Actively pursue alternative fuel possibilities to counter rising fuel costs. Evaluate a one-source parts management system in hopes of reducing down time and lost labor hours.
OPERATING STATISTICS/PERFORMANCE MEASURES Permanent Rental Vehicles Department Owned Vehicles Other
Actual 2010/11
Estimated 2011/12
Estimated 2012/13
963 255 112
1,071 255 112
1,085 255 112
Note: Department owned vehicles and equipment no longer include disposable items such as weedeaters, edgers and push mowers.
ACCOMPLISHMENTS The Municipal Garage expanded fueling sites to better serve departments throughout the city. The Garage added additional management personnel to better assist employees with day-to-day needs in evaluation of equipment and reduce down time. Currently, the Garage has replaced 52 vehicles and equipment at a cost of $2,881,117.77 through cooperative purchasing agreements and competitive bids. Total replacement for the current year will be 167 at a cost of $5,435,000.00; ranging from cars and pickups to large industrial equipment. 93 vehicles were added to the fleet with an additional15 more for various departments expected to be added.
380
City of Amarillo
Revenue 6100Munlclpal Garage Fund
34900 lnterdepart Rental & Use 35465 Capital Contributions
10,565,957 378,833
11,213,850 0
11,929,182 0
35300 Construction Participati
378,833 64,226 -9,053
0 32,654 0
0 35,000 0
37130 Discounts Earned 37410 Miscellaneous Revenue 37435 Sale of Scrap 37460 Gn/Lss on Prop Disposal 37465 NBV Asset Disposal
55,172 10 7,676 13,687 12,474 -305,940
32,654 10 0 10,683 297,292 -126,000
35,000 13 0 6,363 258,808 -125,736
37400 Miscellaneous Revenue 39110 Tsf In fr General Fund 39350 Tsf In from Gen Construe 39470 Tsf in from Water & Sewe
-272,094 14,897 760 1,000
181,984 30,000 100,224 0
139,448 0 0 0
37110 Interest Income 37115 Unrealized G/L 371091nterest Earnings
39100 Operating Transfers In
16,657
130,224
0
TREVENUE Total Revenues
10,744,526
11,558,713
12,103,630
381
City of Amarillo
i 41300 Incentive 41500 PFP 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation 42540 Tool Allowance 42560 Change in Sick and Annua 42570 Additional ARC
,490,751 21,032 0 8,930 288,168 551 21,745 91 '186 231,040 0 2,578 79,172 56,708 0 -24,931 -26,354
19,200 45,497 15,000 361,880 661 23,670 101,211 229,519 0 2,583 82,386 64,500 0 0 0
41 16,200 77,000 15,000 361,208 884 23,524 100,585 203,280 23,848 2,583 81,281 64,500 1,200 0 0
41000 Personal Services 51110 Office Expense 51115 Employee Recognition Pro 51200 Operating 51250 Janitor 51300 Clothing and Linen 51350 Chemical and Medical 51800 Fuel & Oil 51850 Minor Tools 51950 Minor Office Equipment 52050 Auto Parts 52050LABOR Auto Parts Labor 52120 Tires and Tubes Other
2,240,577 2,555 924 40,273 32 7,606 5 3,577,519 5,211 0 1,328,881 1,332,328 323,602
2,592,795 2,500 500 45,000 0 11,250 180 3,368,345 4,500 3,500 1,150,000 1,300,000 265,000
2,577,234 2,500 500 45,000 0 11,250 180 4,156,903 4,500 3,500 1,150,000 1,300,000 265,000
51000 Supplies 61200 Postage 61410 Tuition 67500 Laundry 68650 Shop Equipment 69210 Rental City Equipment
6,618,935 61 0 1,425 19,923 55,537
6,150,775 216 3,000 1,456 30,000 57,065
6,939,333 216 3,000 1,456 30,000 63,295
60000 Contractual Services
76,945 577,696 7,353 0 48,840 75,048 317,278 15,864 66,084
91,737 577,696 7,687 3,000 78,763 56,785 311,729 15,860 56,560
97,967 540,928 7,788 3,000 50,190 53,646 316,948 15,860 55,381
70000 Other Charges 84310 Shop Equipment
1,108,163 3,823
1,108,080 15,000
1,043,741 39,000
80000 Capital Outlay 90180 Sales to Other Departmen 90180.LABOR Sales to Other Dep
3,823 -46,781 -1,387,628
15,000 -30,000 -1,450,000
39,000 -30,000 -1.450,000
90000 Inter Reimbursements TEXPENSES Total Expenses
-1,434,409 8,614,035
-1,480,000 8,478,387
-1,480,000 9,217,275
42550 Communications Allowance
71100 Insurance and Bonds 72000 Communication 75100 Travel
76000 Depreciation 77420 Administrative- Direct 77450 Administrative Other 77470 Service Charges - Other 77610 Information Technology-
382
City of Amarillo Department Staffing Report Department:
Municipal Garage Operations
Number of Employees Classification Permanent Positions 1.00 ADM230 1.00 ADM231 1.00 CLR230 1.00 CLR405 1.00 CLR420 1.00 TRD230 1.00 TRD232 1.00 TRD233 1.00 TRD910 11.00 TRD920 23.00 TRD921 7.00 TRD922 3.00 TRD923 53.00
53.00
Personal Services Total
Description SHOP SUPERINTENDENT ASSISTANT SHOP SUPERINTENDENT SERVICE WRITER ADMINISTRATIVE ASSISTANT II ADMINISTRATIVE ASSISTANT V MECHANIC FOREPERSON II SENIOR WELDER PAINTER & BODY REPAIRER CUSTODIAN I MECHANIC APPRENTICE MECHANIC I MECHANIC II MECHANIC FOREPERSON I Total Permanent Positions
2,577,234
Total Department
City of Amarillo
5,200
10,000
10,000
51000 Supplies 76000 Depreciation 78250 Inventory Over/Short
19,510 4,323,873 -77,096
25,000 4,201,445 0
25,000 4,416,542 0
70000 Other Charges 84100 Auto-Rolling Stock & Equ 84200 Machinery General CIPACCT CIP Accounts
4,246,777 2,531,306 2,832,194 0
4,201,445 0 0 5,370,500
4,416,542 0 0 6,389,000
80000 Capital Outlay 89200 Bond Interest Payments
5,363,500 0
5,370,500 0
6,389,000 32,271
89000 Debt Service TEXPENSES Total Expenses
0 9,629,788
0 9,596,945
32,271 10,862,813
52050LABOR Auto Parts Labor
383
INFORMATION SERVICES
DIRECTOR OF INFORMATION SERVICES
INFORMATION TECHNOLOGY
PRINT SERVICES
HELPDESK SERVICES
INFRASTRUCTURE SERVICES
PUBLIC SAFETY SERVICES
GIS SERVICES
384
ENTERPRISE APPLICATION SERVICES
TECHNOLOGY SUPPORT SERVICES
City of Amarillo Summary of Expenditures by Activity Classification
DESCRIPTION 6200 Information Technology Fund Information Technology 62110 IT Administration 62120 IT Operations 62130 IT Systems 62140 IT Infrastructure & Supp 62150 IT Capital 62160 IT Public Safety 62170 IT GIS 62180 IT Print Services 6200 Information Technology Fu
385
ACTUAL 2010/2011
Budgeted 2011/2012
Budgeted 2012/2013
651,829 474,774 548,233 1,951,624 0 455,598 52,971 0 4,135,028
779,030 588,404 754,170 1,798,099 1,442,805 408,578 62,676 85,099 5,918,862
792,629 540,808 725,184 1,851,520 554,249 417,396 61,166 87,606 5,030,558
CITY OF AMARILLO INFORMATION TECHNOLOGY (6211 0) FUNCTIONS, GOALS AND OBJECTIVES
FUNCTIONS The Information Technology Department is responsible for providing computer services to all City departments. These services include software installation, support and development, hardware acquisition and maintenance, training, and assistance with any mid~range, server or personal computer needs.
GOALS
Information Technology goals include supporting an infrastructure which provides City employees access to the information necessary for the successful completion of their duties. Another goal is to eliminate custom applications and replace their functionality with purchased software solutions.
OBJECTIVES
* *
* *
* *
* *
* * *
* *
* *
Upgrade Public Safety dispatch and mobile software package. Implement a platform change and major version upgrade of the JD Edwards software package and a!! subsystems. Upgrade the City network domain. Upgrade the personal computer operating system for all users. Implement Fire Prevention inspection solution. Upgrade the City's core network switches. Upgrade the primary data backup and data recovery systems used by the City. Upgrade the Citywide document imaging system. Upgrade the Citywide email system. Upgrade the Citywide anti~virus, spam, and internet filtering systems. Provide support for Public Safety dispatch, mobile, and data hub systems. Provide support for JD Edwards, including the subsystems of Human Resources and Payroll, Fleet, and Inventory. Continue the implementation of the Kronos time keeping system. Assist in evaluation of potentia! software applications for the City. Provide technical support for all purchased applications.
SIGNIFICANT CHANGES A redesign of the City website and implementation of internet based applications resulted in enhanced services. The expanded web presence provides transparency and improved services through streaming and archived content of government meetings, and 24x7 citizen self service. An upgrade to the application virtualization environment provides City employees with centralized, secure access to enterprise applications.
OPERATING STATISTICS/PERFORMANCE MEASURES Personal computers Purchased Applications Supported Implementation of City~wide network Redesign of website and implementation of CRM
Actual 2010/11
Estimated 2011/12
Estimated 2012/13
1,500 30 98%
1,550 34 98% 100%
1,600 35 98%
0%
100%
ACCOMPLISHMENTS The fleet upgrade of Public Safety mobile data terminals to ruggedized mobile computer terminals was completed. The new Citizen Request Management application was implemented. The redesign of the City website layout and content was completed and delivery of streaming content for governmental meetings was incorporated. The implementation of electronic ticketing software for the Police Department was completed. The Building Safety Interactive Voice Response {IVR) software application was implemented to automate inspection scheduling and result notifications. The Civic Center wireless ticket system was completed. A major version upgrade of the application Virtualization Environment was completed. Automatic Vehicle Locators (AVL) were installed on all transit buses and heavy equipment used for firefighting purposes.
386
City of Amarillo Revenue 62001nformation Technology Fund
3,858,810 16,559 7,707
3,974,328 19,034 0
4,164,449 15,080 0
37109 Interest Earnings 37410 Miscellaneous Revenue 37465 NBV Asset Disposal
24,266 1,647 -756
19,034 3,014 ·74,139
15,080 0 0
37400 Miscellaneous Revenue 39110 Tsf In fr General Fund 39420 Tsf In Fr CO Bond Procee 39470 Tsf in from Water & Sewe
891 6,322 1,900 311
-71,125 0 0 0
0 0 0 0
39100 Operating Transfers In
8,533
0
TREVENUE Total Revenues
3,892,500
0 3,922,237
34900 lnterdepart Rental & Use 37110 Interest Income 37115 Unrealized G/L
387
4,179,529
City of Amarillo IT Administration
41500 PFP 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation 42550 Communications Allowance 42560 Change in Sick and Annua 42570 Additional ARC
0 25,536 48 5,110 20,755 53,601 0 195 2,010 2,407 17,195 -6,035
38,090 26,947 50 5,257 21,238 50,971 0 195 1,967 2,400 0 0
71,000 29,668 67 5,087 20,598 43,956 5,157 195 1,894 3,600 0 0
41000 Personal Services 5111 0 Office Expense 51200 Operating 51950 Minor Office Equipment
478,454 6,271 13,424 1,306
509,641 10,000 12,500 2,000
532,030 10,000 12,000 2,000
51000 Supplies 61100 Communications Billing 61200 Postage 61400 Dues 61410 Tuition 62000 Professional 68610 Office Equipment 69210 Rental City Equipment
21,001 34,330 985 2,392 10,Q63 5,002 1,095 4,092
24,500 45,000 600 1,400 10,000 86,000 1,250 4,258
24,000 40,000 1,000 1,400 12,000 50,000 0 8,192
60000 Contractual Services 71100 Insurance and Bonds 72000 Communication 75100 Travel 75200 Mileage 75300 Meals and Local 76000 Depreciation 77450 Administrative Other
57,959 1,160 18,482 8,262 3,762 116 532 62,101
148,508 1,160 19,412 11,000 5,000 500 532 48,278
112,592 24,118 20,220 11,000 5,000 500 2,226 50,943
70000 Other Charges 84900 Office Furniture & Fixtu
94,415 0
85,882 10,500
114,007 10,000
80000 Capital Outlay TEXPENSES Total Expenses
0 651,829
10,500 779,030
10,000 792,629
City of Amarillo Department Staffing Report Department:
IT Administration
Number of Employees Classification Permanent Positions 1.00 ADM130 1.00 ADM131 1.00 ADM137 1.00 TEC130 4.00
4.00
Personal Services Total
Description INFORMATION TECHNOLOGY MANAGER ASSISTANT INFORMATION TECHNOLOGY MANAGER INFORMATION TECHNOLOGY DIRECTOR INFORMATION TECHNOLOGY ASSISTANT Total Permanent Positions
Total Department
532,030
388
City of Amarillo
4,742
5,000
5,000
51000 Supplies 68620 Computer Equipment 69300 Leased Computer Software
51970 Software
4,742 10,135 431,978
5,000 11,000 450,000
8,000 11,200 465,000
60000 Contractual Services 71100 Insurance and Bonds
77450 Administrative Other
442,113 1,508 6,239 20,172
461,000 1,508 95,476 22,420
476,200 1,530 5,369 23,709
70000 Other Charges 84500 Office Machines & Equipm 84620 Info Tech Equip!- Serv 84700 Info Tech Equipt- Softw
27,919 0 0 0
119,404 3,000 0 0
30,608 0 20,000 6,000
80000 Capital Outlay TEXPENSES Total Expenses
0 474,774
3,000 588,404
26,000 540,808
76000 Depreciation
389
City of Amarillo
Wages 41820T Health Insurance 41900 Life 4201 0 Social Security - Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation 42570 Additional ARC
,647 24,744 51 3,901 16,678 41,986 0 290 1,797 -4,656
41,104 75 5,752 24,595 55,774 0 292 2,304 0
53,072 117 5,849 25,008 50,540 5,929 341 2,501 0
41000 Personal Services
366,437 854 156,200 24,741
577,596 854 156,200 19,520
546,706 1,939 156,200 20,340
181,795 548,233
176,574 754,170
178,479 725,184
71100 Insurance and Bonds 76000 Depreciation 77450 Administrative Other 70000 Other Charges TEXPENSES Total Expenses
City of Amarillo Department Staffing Report Department:
IT Systems
Number of Employees Classification Permanent Positions 3.00 TEC122 4.00 TEC125 7.00
7.00
Personal Services Total
Description INFORMATION TECHNOLOGY ANALYST SENIOR PROGRAMMER ANALYST Total Permanent Positions
546,706
Total Department
390
City of Amarillo
411 Wages 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation 42570 Additional ARC
660,777 267 101,464 196 9,073 38,794 98,581 0 856 3,702 2,407 -11,102
740,932 1,000 113,192 200 9,864 42,179 95,650 0 780 3,691 2,400 0
720,429 1,000 117,313 284 10,446 44,667 90,270 10,590 828 3,890 1,200 0
41000 Personal Services 51850 Minor Tools 51950 Minor Office Equipment 51960 Printers 51970 Software 51980 IT Hardware
905,015 435 3,698 11 ,221 19,123 230,955
1,009,886 500 2,500 11 ,500 17,500 55,000
1,000,917 500 2,000 11,000 6,150 75,000
51000 Supplies 61410 Tuition 68620 Computer Equipment 69210 Rental City Equipment 69300 Leased Computer Software
265,431 2,300 40,231 0 81,189
87,000 0 48,000 3,360 131,000
94,650 0 48,000 0 147,000
60000 Contractual Services
77450 Administrative Other
123,720 2,530 547,368 8,438
182,360 2,530 370,417 6,906
195,000 4,615 433,616 7,222
70000 Other Charges 84100 Auto-Rolling Stock & Equ 84620 Info Tech Equipt- Serv 84630 Info Tech Equipt- Netw 84700 Info Tech Equipt- Softw 84710 Info Tech- Network Soft
558,336 0 60,621 31,808 6,692 0
379,853 18,000 60,000 57,000 4,000 0
445,453 0 72,500 21,500 6,500 15,000
80000 Capital Outlay TEXPENSES Total Expenses
99,121 1,951,624
139,000 1,798,099
115,500 1,851,520
42550 Communications Allowance
71100 Insurance and Bonds 76000 Depreciation
391
City of Amarillo Department Staffing Report Department:
IT Infrastructure & Support
Number of Employees Classification Permanent Positions 1.00 TEC121 8.00 TEC122 3.00 TEC123 2.00 TEC124 2.00 TEC126 1.00 TEC130 17.00
17.00
Personal Services Total
Description INFORMATION TECHNOLOGY TECHNICIAN INFORMATION TECHNOLOGY ANALYST INFORMATION TECHNOLOGY SUPPORT ANALYST SENIOR INFORMATION TECHNOLOGY ANALYST INFORMATION TECHNOLOGY COORDINATOR INFORMATION TECHNOLOGY ASSISTANT Total Permanent Positions
1,000,917
Total Department
392
City of Amarillo
80000 Capital Outlay TEXPENSES Total Expenses
0 0
393
1,442,805 1,442,805
City of Amarillo
41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation 42550 Communications Allowance 42570 Additional ARC
21,788 38 3,776 14,995 40,267 0 217 1,407 1,203 -4,617
22,259 37 3,832 15,700 37,154 0 195 1,335 1,200 0
21,486 50 3,887 15,939 33,588 3,940 195 1,367 1,200 0
41000 Personal Services 51960 Printers 51970 Software 51980 IT Hardware
348,520 2,003 35 10,176
345,964 0 0 7,500
349,705 0 0 5,000
51000 Supplies 68620 Computer Equipment 69300 Leased Computer Software
12,214 15,530 6,120
7,500 6,000 10,000
5,000 6,000 16,000
60000 Contractual Services
71100 Insurance and Bonds 76000 Depreciation 77450 Administrative Other
21,650 1,084 53,135 10,445
16,000 1,084 37,366 664
22,000 1,050 39,046 594
70000 Other Charges 84910 Other Equipment
64,664 8,551
39,114 0
40,690 0
80000 Capital Outlay TEXPENSES Total Expenses
8,551 455,598
0 408,578
0 417,396
City of Amarillo Department Staffing Report Department:
IT Public Safety Personal Services Total
Number of Employees Classification Permanent Positions 2.00 TEC124 1.00 TEC126 3.00
SENIOR INFORMATION TECHNOLOGY ANALYST INFORMATION TECHNOLOGY COORDINATOR Total Permanent Positions
Part-Time Positions 1.00 HRL121
INFORMATION TECHNOLOGY TECHNICIAN
4.00
Description
349,705
Total Department
394
City of Amarillo
60000 Contractual Services 71100 Insurance and Bonds
76000 Depreciation 70000 Other Charges TEXPENSES Total Expenses
48,539 102 4,330 4,432 52,971
395
60,000 102 2,574 2,676 62,676
60,000 163 1,003 1,166 61,166
City of Amarillo IT Print Services
41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation
0 0 0 0 0 0 0 0
6,130 12 576 1,762 5,588 0 98 150
6,191 17 650 1,887 5,615 659 97 170
41000 Personal Services 5111 0 Office Expense 51200 Operating 51850 Minor Tools 51950 Minor Office Equipment
0 0 0 0 0
57,760 700 4,270 100 0
60,103 700 4,270 100 2,000
51000 Supplies 61410 Tuition 68650 Shop Equipment 69220 Rental Other Equipment
0 0 0 0
5,070 500 2,000 16,000
7,070 500 2,000 16,000
60000 Contractual Services
0 0 0 0
18,500 325 944 0
18,500 221 1,212 500
0 0
1,269 2,500
1,933 0
0 0
2,500 85,099
0 87,606
71100 Insurance and Bonds 72000 Communication 76000 Depreciation 70000 Other Charges 84900 Office Furniture & Fixtu 80000 Capital Outlay TEXPENSES Total Expenses
City of Amarillo Department Staffing Report Department:
IT Print Services Personal Services Total
Number of Employees Classification Permanent Positions 1.00 CLR945
OFFICE ADMINISTRATOR
Part-Time Positions 1.00 HRL904
ADMINISTRATIVE ASSISTANT
2.00
Description
60,103
Total Department
396
397
CITY OF AMARILLO SELF-INSURANCE TRUST FUND (6311 0) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS
The Self·lnsurance Fund accounts for funds accumulated from operating transfers and from assessments of the various City departments for the purpose of self-insuring liability, worker's compensation, unemployment claims, and miscellaneous other risks.
GOALS To provide City departments with cost effective self-insurance benefits.
OBJECTIVES
* * *
Summarize and analyze accident history and losses for trends and implement loss control measures. Analyze all departments' policies and functions to better utilize loss prevention techniques as an everyday departmental function. Implement a new safety program that emphasizes an improved safety culture.
OPERATING STATISTICS/PERFORMANCE MEASURES Workers' Compensation Claims General Incident, Auto Liability, and Auto Physical claims
398
Actual
Estimated
Estimated
2010/11
2011/12
2012113
172 300
210 250
170 240
City of Amarillo Revenue 6300Risk Management Fund
37115 Unrealized G/L
-4,354
0
0
371091nterest Earnings 37310 Self Insurance Premium 37315 W/C Premium City Pay
87,684 1,606,352 2,289,507
74,165 1,737,867 2,225,516
115,000 2,087,320 2,250,000
37199 Administrative Charges 37130 Discounts Earned 37409 Accident Damage Revenue 37418 Non City Damage Claim
3,895,859 1 5,675 -1,141
3,963,383 0 45,000 500
4,337,320 0 45,000 500
37400 Miscellaneous Revenue
TREVENUE Total Revenues
4,535
45,500
45,500
3,988,078
4,083,048
4,497,820
City of Amarillo Self Insurance General
69300 Leased Computer Software
50,648
30,000
51,000
60000 Contractual Services 71100 Insurance and Bonds 71320 Risk Management Service 76000 Depreciation 77450 Administrative Other
61,648 8,900 5,200 332 386,652
42,250 130,304 4,800 332 300,582
61,000 27,972 4,800 332 377,303
70000 Other Charges TEXPENSES Total Expenses
401,083 462,732
436,018 478,268
410,407 471,407
City of Amarillo
60000 Contractual Services 71250 Paid Claims 71330 Incurred Claims
6,352 79,636 -36,652
7,000 90,660 0
7,000 75,500 0
70000 Other Charges TEXPENSES Total Expenses
42,984 49,336
90,660 97,660
75,500 82,500
399
City of Amarillo
60000 Contractual Services 71100 Insurance and Bonds 71250 Paid Claims 71330 Incurred Claims
2,390 190,655 273,228 22,798
2,400 204,168 170,000 0
7,100 282,352 170,000 0
70000 Other Charges TEXPENSES Total Expenses
486,681 489,071
374,168 376,568
452,352 459,452
City of Amarillo
72,780
71,000
75,000
71250 Paid Claims 71290 Camp Claims Paid 71330 lncurrOd Claims
85,273 73,939 7,100 1,262,008 2,152,342
109,750 95,184 0 1,950,000 0
116,100 95,184 0 1,925,515 0
70000 Other Charges TEXPENSES Total Expenses
3,495,388 3,580,661
2,045,184 2,154,934
2,020,699 2,136,799
295,000 395,000
377,100 577,100
51300 Clothing and Linen 51000 Supplies
71100 Insurance and Bonds
City of Amarillo
60000 Contractual Services 71100 Insurance and Bonds 71250 Paid Claims 71330 Incurred Claims 70000 Other Charges TEXPENSES Total Expenses
400
City of Amarillo
70000 Other Charges TEXPENSES Total Expenses
City of Amarillo
i 71330 Incurred Claims
30,821
0
0
70000 Other Charges TEXPENSES Total Expenses
351,802 351,802
415,000 415,000
388,400 388,400
84,077 1,266
70,500 245
95,850 1,267
51000 Supplies 71250 Paid Claims 71330 Incurred Claims
304,237 13,838 -111,698
288,294 22,100 0
317,156 20,413 0
70000 Other Charges TEXPENSES Total Expenses
-97,860 206,377
22,100 310,394
20,413 337,569
45,000 45,000
24,857 24,857
City of Amarillo
52050 Auto Parts 52050LABOR Auto Parts Labor 52120 Tires and Tubes Other
City of Amarillo
70000 Other Charges TEXPENSES Total Expenses
24,857 24,857
401
CITY OF AMARILLO EMPLOYEE INSURANCE TRUST REVENUE (64100) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The Employee Insurance Fund accounts for the self~insured medical and dental benefits together with life insurance for employees, retirees, and covered dependents.
GOALS To provide City employees, retirees and their dependents with high quality, cost effective medical, dental, vision and life insurance
benefits.
OBJECTIVES
* * * *
Process medical and dental clean claims within 14 days of receipt with a 90% accuracy rate. Increase direct deposit participation by 10% Continue to encourage employees to adopt healthy lifestyles by participation in the Live Healthy WeHness Program. Decrease emergency room visits 10% by educating plan members to utilize other after hour alternatives.
OPERATING STATISTICS/PERFORMANCE MEASURES
Actual 2010/11
Estimated 2011112
Estimated 2012/13
Claims processed (including medical, dental and flex)
52,394
58,000
62,500
ACCOMPLISHMENTS Medical, dental and flexible spending claims are processed weekly and reimbursement checks are mailed weekly. Clean claims are processed within two weeks of receipt. The Plan is in compliance with all HIPAA privacy regulations and accepts claims electronically. Direct deposit continues to be available for medical, dental and flex reimbursements. Claims that were adjudicated automatically increased to 40%. Generic drug utilization has increased to an average of 78%. The Live Healthy Wellness program was implemented in 2012 with premium reduction incentives for 2013.
402
City of Amarillo Revenue 6400Employee Insurance Fund
34820 Retiree Health Ins Prem 34830 Cobra Health Ins Premiu 34840 Dental Insurance Premiu 34850 City Paid Health Premiu 34870 Claim Refund 34890 Drug Rebate Revenue
1,503,321 10,778 803,684 11,600,010 274,506 238,395
1 ,656,139 5,651 836,234 12,057,800 115,624 306,350
1,668,787 5,650 885,407 12,178,378 116,000 307,000
34800 Other 37110 Interest Income 37115 Unrealized G/L
16,686,906 58,308 -4,547
17,312,401 39,860 0
17,512,965 75,000 0
53,761 210 309,191
39,860 330 0
75,000 395 0
37109 Interest Earnings 37140 Returned Check Fees
37410 Miscellaneous Revenue 37400 Miscellaneous Revenue
309,401
330
395
TREVENUE Total Revenues
17,050,068
17,352,592
17,588,360
403
City of Amarillo Health Plan
Expense 51200 Operating 51700 Education 55100 Publications
70 605 325
70 0 307 15,181 29,372 1,080 0 24,185
17,200 29,585 1,080 275 45,250
20,406 33,080 1,260 0 25,000
71100 Insurance and Bonds 71210 Life Insurance 71220 Health Fixed Costs 71230 Retiree Insurance Subsi 71240 Retiree Insurance From 71250 Paid Claims 71260 Medical Insurance Claim 71265 Post Retirement HC Cost 71310 Incurred Medical Claims 71360 Wellness 74000 Printing and Binding 75100 Travel 75300 Meals and Local 76000 Depreciation 78230 Loss on Bad Debt
54,637 274,062 68,452 84,995 4,360 278,943 305,000 13,252,882 13,558,656 -851,598 45,227 6,777 1,833 584 236 16,173
76,190 302,724 64,044 76,200 3,840 178,800 0 14,767,060 0 0 50,000 7,000 3,500 100 0 7,500
59,340 328,500 64,044 100,000 3,840 280,000 0 14,767,060 0 0 45,230 6,800 3,500 600 0 12,900
70000 Other Charges TEXPENSES Total Expenses
27,046,580 27,116,398
15,460,768 15,554,158
15,612,474 15,692,220
2,518
0
0
767,340 767,340
749,325 749,325
900,000 900,000
51000 Supplies 61200 Postage 61400 Dues 61410 Tuition 62000 Professional
60000 Contractual Services
City of Amarillo Dental Plan
70000 Other Charges TEXPENSES Total Expenses
404
~~-j CITY OF AMARILLO -405
CITY OF AMARILLO CITY CARE CLINIC (64300) FUNCTIONS, GOALS AND OBJECTIVES
FUNCTIONS The scope of practice of the City Care Clinic is family medicine, occupational medicine, preventive medicine, and geriatric care. The
Clinic sees patients from ages 12 months to adult. The Clinic also provides well visits along with acute care visits and same~day appointments.
GOALS
It is the Clinic's goal to provide complete family health care. The practice will focus on patient-centered healthcare, health maintenance, health screening, and wellness of City employees, their families, and their dependents. To provide an annual Physical Exam to the Police Department.
OBJECTIVES
* * *
To provide acute care, chronic care, preventive health, pre-employment physical exams, promotional physical exams, firefighter yearly ancillary testing, policemen yearly physical exams, Respiratory Protection Qualification physical exams, HazMat exams, Worker's Compensation Evaluation and Management, Immunizations, Well Child physical exams (12 months and older), Well Woman physical exam s, Well Male physical exams, and Geriatric Exams. To provide ancillary medical services such as Phlebotomy, EKG, hearing tests, vision tests, Spirometry, and oxygen saturation. To provide CLIA~waived testing such as urinalysis, Influenza testing, rapid strep testing, pre~employment, random, and promotional drug screens; and fasting and random blood glucose testing.
ACCOMPLISHMENTS The Clinic provided and administered required immunizations to dependent children and family members of City employees. We have finalized the integration of lab service (PPL) and Electronic Medical Record (eCiinicals). The Clinic has integrated with OpenAir MRI to view xMrays in clinic. There are now two fuHMtime medical providers at the Clinic. City Care increased Clinic hours between 12 noon and 1PM to access same day appointments.
406
City of Amarillo
41300 Incentive 41500 PFP 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security - OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation 42560 Change in Sick and Annua 42570 Additional ARC
18,650 0 3,107 31,916 56 4,991 12,229 46,130 0 428 3,871 6,785 -5,206
18,600 7,864 4,000 32,630 56 5,609 12,816 50,821 0 366 4,311 0 0
18,600 14,000 4,000 41,600 92 5,505 17,975 36,327 4,262 366 4,241 0 0
41000 Personal Services 51110 Office Expense 51200 Operating 51350 Chemical and Medical 51980 IT Hardware
454,612 2,750 285 58,838 0
505,271 4,000 500 57,000 0
508,047 3,300 300 76,000 2,500
51000 Supplies 61200 Postage 61410 Tuition 62000 Professional 69300 Leased Computer Software
61,873 46 0 -513 9,389
61,500 100 500 0 10,000
82,100 100 500 0 10,000
60000 Contractual Services 71100 Insurance and Bonds
75300 Meals and Local 76000 Depreciation 77450 Administrative Other 77610 Information Technology-
8,921 21,374 1,778 67 399 74,675 16,152
10,600 20,500 3,589 250 400 44,063 22,070
10,600 22,000 3,732 100 400 35,377 22,495
70000 Other Charges TEXPENSES Total Expenses
114,445 639,852
90,872 668,243
84,104 684,851
72000 Communication
407
City of Amarillo Department Staffing Report Department:
City Care Clinic Personal Services Total
Number of Employees Classification Permanent Positions 1.00 CLR410 1.00 CLR420 0.50 PRF600 2.00 PRF605 1.00 PRF910 5.50
ADMINISTRATIVE ASSISTANT Ill ADMINISTRATIVE ASSISTANT V U. R. NURSE NURSE PRACTITIONER LVN Total Permanent Positions
Part-Time Positions 1.00 HRL560 1.00 HRL573 2.00
NURSE PRACTITIONER PHYSICIAN Total Part-Time Positions
7.50
Description
Total Department
508,047
408
City of Amarillo Revenue 6500Employee Flexible Spnding Fun
34880 Flex Plan Health
767,745
724,753
34800 Other 37110 Interest Income
812,800 13
765,275 15
750,092 15
3741 0 Miscellaneous Revenue
13 -286
15 91
15 0
37400 Miscellaneous Revenue TREVENUE Total Revenues
-286
91
0
812,527
765,382
750,107
37109 Interest Earnings
City of Amarillo
71280 Flex Plan Unreimbursed
779,650
820,830
703,610
70000 Other Charges TEXPENSES Total Expenses
824,989 824,989
872,830 872,830
744,162 744,162
409
CITY OF AMARILLO SPECIAL REVENUE FUNDS 2012/2013
REVENUES
$ 11,464,384
58%
378,612
2%
URBAN TRANSPORTATION PLANNING
5,038,650
HEALTH GRANTS
26%
916,895
PUBLIC IMPROVEMENT DISTRICTS
5%
507,705
EMERGENCY MANAGEMENT
3%
600,000
PHOTGRAPHIC TRAFFIC ENFORCEMENT
3%
809,149
PUBLIC SAFETY AND OTHER GRANTS
4%
0%
$19,715,395
10%
20%
30%
40%
50%
60%
70%
80%
90%
TOTAL REVENUES
Most of the City's grant funding is from the Housing and Urban Development Department, which is reflected in our Community Development and Housing Grant ($11 ,464,385). Public Safety and Other Grants includes $316,055 in Police related grants, $257,900 in Municipal Court related grants, and $235,194 for the Summer Lunch Program. Health Department functions reflect funding in the amount of $5,038,650 including $2,500,377 for the Health Department and $2,538,273 for the WIG grants.
410
100%
CITY OF AMARILLO SUMMARY OF RESOURCES AND EXPENDITURES SPECIAL REVENUE FUNDS- FISCAL YEAR 2012113
Housing Assistance Payments
Home Community Investment Shelter Supportive Emergency Development Partnership
Affordable
HMIS
Court Library Technology
_________ I!?!§Il. ••• .E'!.29!§1.1!!. •.E~I:!~.f?!~----HQY..~L!J9••••••• 2~~~!!.!!••. ~L29!s.§.!!l_IJ! _____~_I"Q9!?.!2L. ••• tl!?.I:!~!I}9. ___________________ §!?D~---------f-I:!I}S!. 2,519,595
1,353,340
1,277
1,624
0
0
41,487
123,348
3,715
0
6,724
Fiscal Year 2011112 Sales, Receipts & Revenue
Balance 10{01111 (See Below)
20,963,102
8,360,147
346,452
206,864
(0)
2,926,561
887,971
100,227
106,253
304,341
145,000
M & 0 Expenditures Cap!la\ Expenditures
20,641,513
8,360,147
346,452
206,864
0
2,926,560
887,971
121,478
107.468
301,923
82,740
-----~9-~~?-~~-------------Q
Total Expenditures Balance 10101112 Fiscal Year 2012113 Sales, Receipts & Revenue M & 0 Expenditures Capital Expenditures Total Expenditures Balance 10101/13
___________Q____________ p______________Q_______________ Q_____________Q_____________ Q________ ?J?..Q9_______?.l!~-~--------------q_,
.1m..... ~.Q?._,g~?____~9.4~~L .....?.~~I~.Q..
.?.1~~~~l~?..~ ___ !!.~~Q._~~J. ... ~~..1§£ .... ?.Q~~~-~~--------------p_____ £~~~!!~1!~.Q ______~§J.,J~?-~------~~J..
2,234,471
1,353,340
1,277
1,624
19,715,395
8,738,950
353,378
206,864
0
1,470,536
19,560,956
8,738,949
353,378
206,864
(0)
1,470,535
·----~P.9~!.?..~-------------Q
102,097
(0}
579,998
0
579,998
22,932
41,487
(0}
(0}
68,984
114,658
0
147,900
114,658
0
___________ Q____________9______________9_______________ Q_____________Q_____________ Q_____________ p____________q_______
87,730 1.1!~~9.Q
..
-~-~&.?..!~!1.~... !!.J.~!!~~~JL .•~§~.-~?.!!. ___ ?_Q~J~-~~-------------(QJ. ____~~4?.Q~~g_q ______q?J!.ft~!! ...... -~.?.~ft~~-----11~£§~------------q ______1?.~~?.~.Q ..
2,098,754
1,353,340
1,277
1.624
(0)
3
41,487
79,165
(1)
(0)
83,654
AVAILABLE FUNDS CALCULATION Cash & Investments 2,899,780 1,554,349 145 623 848 11,008 35,331 154,511 2.422 (7,348) 6,797 AssetstobeconvertedtoCash 2,547,891 646,636 56,655 29,414 9,737 160,329 91,703 0 13,115 118,477 Less: Llabl!ities & Encumbrances ••l?.l~.?-~~Q!.m ____(~J..§1§ ___ (§~~~~-~L ..l~?J~1?J. ......l19~§-~§)_ _____(U.1~~g1L_ ___ {§§.~q~J.L ____{~)_,-~~?J. .••••U~J§.~?J..OH~!.?.~l .......... !?.~l.
0 Balance 10101111 2 519 595 1,353,340 1,277 1 624 0 0 41,487 • Includes the Justice Assistant Grant and the Selective Traffic Enforcement Program (Safe & Sober Grant used period year)
411
123,348
3,715
0
6,724
Court Security
Emergency Emergency Hazardous Urban Management Management Material Transportation AlP Pantex Service &
Summer
Woman Infants
Public
Police
APD Seized
Photographic Traffic
Public Improvement
...••••••tl!fJSLitli!rt~!?9..~~9.!l •••••••• EI~fJ!lJ!l.lL ...... £!9j~~----gg_uJP..r:m~!l1 ••••• E.rggr~rrr~ •••~•.Q~jl~~~.!l •••••• !i~.i!ll!l..... !-.'!9A~------§r§l.!lt~: •• £.!9~.r:!Y.....~!l!9..t~~!!l.C!!:l.!•.Q!~!!:i.£t§lJ!!I.!!I.I!!!:¥. 117,802
273,752
0
0
1,168
12,870
108,000
0
317,235
118,300
763,431
222,020
0
88,091
0
253,910
61,526
178,961
2,087,244 2,203,178
91
311,539
0
675,000
773,248
0
123,684 4,800 317.235 118,300 262,042 234,890 2,087,244 2,199,342 29,422 259,644 99,991 736,525 826,789 ............ Q................ .!! ...........•••.••Q•••••••••••••••.Q ••••••• ?.Q1~!3-~§1................9..............Q ••••••• !3...!!~Z. •••••••••.9•...... ?.!&§1.~-----~?29.'l:!3••••••.•••••••••••9.........•... .:!.?L§QQ.,
_____g;~..~~~-----------!!:~~9_Q ________ }).?~?~~--------!!~.-~Q.Q ••••••• ?.~~~i~:!........?!l1&!!Q••• *.~Q~.?..~?~-~--?_.~gg_._mL •••~~~~~?••••••~1.!c~!3-~.. .1.~?~9-~---------.?~~&~§____________~!lQ~!3~Q__ 102,118
268,952
0
0
1,168
{0)
110,000
0
378,612
109,060
398,645
235,194
2,538,273 2,500,377
125,857
0
378,612
109,060
205,884
235,194
2,538,273 2,500,378
0
(1) 58,760
112,820
0
121,846
4,516
311,539
0
600,000
916,895
24,500
259,644
120,925
600,000
887,586
.•••••••••••.Q •••••••••••••••••Q••••.•••.•..•....Q....•••••••••••.Q••••••J.~?J?..t?.'!••••••••••••••••Q•••••••••••••.Q.............Q ••••••••••Q••••••• ?.!c~~~----·······Q·-----------------Q••••••••••.••....•..Q__
.....!?§.~~§.?.: _________________q_________~!.~l§).?••••••••!9!!~Q§Q ______ _!3_~~~?.1?........?~§~!!!1..._g_~~!3~~~?A.. ?..§.Q9_.A?~---~1.?.QQ______~:!.!~§!l~---gQJ§I.??..........§QQ.QQQ____________~~?.§.!t?.. 86,261
268,952
0
0
1,168
(Q)
0
(2) 38,776
120,745
273,752 0
617 60,264
926 27,154
165 560,211
19,716 0
33 288,276
797 403,788
88,091 0
273,752
0
0
1,168
12,870
0
0
88,091
(0)
142,129
921
(76,411) 256,698 81,928 0
276,223 0
179,742 204
61,526
178,961
______ i2_,~~~L__ _____________Q________ J§.Q,!~_!L_ ____(?§..Q?Pl ____ J?.~~,?_Q?!_ ________l!&l_!l ___ .c<?M9gLi~~,§!?l _________g________lMEL.l1Z.!~L-----l1l~,!g?L ____________ l~~~l117,802
412
0
253 910
City of Amarillo Summary of Expenditures by Activity Classification ACTUAL 2010/2011
Budgeted 2011/2012
Budgeted 2012/2013
309,893 15,775 54,386 145,794 444,488 0 266,529 310,068 5,000 317,949 1,869,882
340,744 40,000 56,466 150,437 606,304 180,000 318,558 426,237 75,000 294,143 2,487,889
309,307 75,000 58,373 150,437 507,705 0' 217,730 151,984 0' 0' 1,470,535
640,510 24,452 7,934,863 0 8,599,825
15,411 30,247 8,314,489 0 8,360,147
16,391 30,247 8,326,982 365,330 8,738,949
2030 Home Investment Partnership Public Services 20310 Home Administration 20320 Home Projects 2030 Home Investment Partnersh
126,579 216,901 343,480
88,806 799,169 887,975
57,998 522,000 579,998
2040 Shelter Plus Care Fund Public Services 20400 SHELTER PLUS CARE 2040 Shelter Plus Care Fund
222,362 222,362
346,452 346,452
353,378 353,378
2050 Supportive Housing Fund Public Services 20500 SUPPORTIVE HOUSING 2050 Supportive Housing Fund
203,733 203,733
206,864 206,864
206,864 206,864
2060 Affordable Housing Fund Public Services 20600 AFFORDABLE HOUSING 2060 Affordable Housing Fund
137,312 137,312
100,000 100,000
22,932 22,932
2070 TX Emergency Shelter Grants Public Services 20700 TX Emergency Shelter Gra 2070 TX Emergency Shelter Gran
126,442 126,442
0 0
0 0
DESCRIPTION 2010 CDBG Fund Public Services 20110 Program Management 20115 Code Enforcement 20116 Code Inspector 20125 Rehab Support 20130 Housing Rehab 20135 Park Improvements 20140 Public Services 20155 Neighborhood Facilities 20165 Micro Loan Program 20170 HPRP 2010 CDBG Fund 2020 Housing Public Services 2021 0 Housing Assistance 20220 Mod Rehab 20230 Housing Vouchers 20250 5 YEAR MAINSTREAM VOUCHE 2020 Housing
413
City of Amarillo Summary of Expenditures by Activity Classification ACTUAL 2010/2011
Budgeted 2011/2012
Budgeted 2012/2013
102,279 102,279
96,278 96,278
114,658 114,658
2080 Court Technology Fund Finance 20800 Court Technology 2080 Court Technology Fund
139,722 139,722
81,240 81,240
133,230 133,230
2090 Court Security Fund Finance 20910 Court Security Fund 2090 Court Security Fund
154,549 154,549
125,133 125,133
125,857 125,857
2100 Texas State Library Funds Public Services 21113 Interlibrary Loan 21115 Library System Admin 21118 Continuing Education 21119 Consulting 21122 Networked Resources 21128 Tech Ass! Negotiated Gra 21130 Lone Star Library Grant 2100 Texas State Library Funds
131,905 81 '136 7,352 4,919 198,256 66,372 34,054 523,993
0 77,370 0' 0 146,971 80,000 0' 304,342
0 0 0 0 0 0 0 0
2210 Safe and Sober TXDOT Program Police 22150 Safe and Sober TXDOT Pr 22160 Click It or Tickit 2210 Safe and Sober TXDOT Prog
19,031 10,623 29,654
172,358 10,700 183,058
172,358 10,700 183,058
2300 Summer Lunch Program Public Services 23100 Summer Lunch Program 2300 Summer Lunch Program
227,757 227,757
190,000 190,000
235,194 235,194
2400 Hazardous Material Transportation Administrative and City Services 24130 Metropolitan Medical Res 2400 Hazardous Material Transp
102,245 102,245
0 0
0 0
2420 Urban Transportation Planning Public Services 24200 Urban Transportation Pia 2420 Urban Transportation Plan
310,786 310,786
327,743 327,743
378,612 378,612
DESCRIPTION 2075 HMIS Public Services 20755 HMIS 2008-2010 2075 HMIS
414
City of Amarillo Summary of Expenditures by Activity Classification ACTUAL 2010/2011
Budgeted 2011/2012
Budgeted 2012/2013
804,455 10,840 815,295
859,817 0 859,817
600,000 0 600,000
2430 Emergency Mgt Service & Equip Administrative and City Services 24333 MMRS HSGP GDEM 24380 State Homeland Sec Prog 24390 SHSP LEAP 2430 Emergency Mgt Service & E
287,771 190,248 522,046 1,000,065
375,821 532,703 70,000 978,524
222,469 0 176,176 398,645
2500 Public Health Fund Community Services 25011 Public Health Administr 25012 Refugee Health 25013 TDH Immunizations 25014 HIV Prevention 25015 Core Public Health 25020 Bioterrorism Grant 25021 EMR Project 25022 HIV Surveillance 25045 Local Tuberculosis 2500 Public Health Fund
894,357 350,375 227,399 156,127 98,332 288,139 76,389 47,758 88,192 2,227,067
863,478 387,314 286,049 218,000 114,716 272,141 0 53,636 91,000 2,286,334
908,603 475,658 290,624 217,400 145,301 302,045 0 53,681 107,065 2,500,378
2530 WIC Grant Fund Community Services 25311 WIC Administration 25312 WIC Nutrition Education 25313 WIC Breastfeeding 25314 WIC Client Services 25315 WIC Farmers Market 25317 WIC Lactation Consultant 25318 WIC Peer Counselor 25319 WIC Vendor Operations 25320 WIC Contractors 25321 WIC Obesity Prevention 25322 WIC R D Grant 2530 WIC Grant Fund
161,877 469,238 49,892 561,059 4,157 8,581 82,682 0 6,096 28,498 5,479 1,377,560
310,795 808,628 93,719 918,503 18,229 8,140 65,441 0' 100,000 27,370 17,500 2,368,324
323,664 837,300 98,093 962,101 19,823 17,264 111,623 0 100,000 28,846 39,559 2,538,273
DESCRIPTION 2425 Photographic Traffic Enforcement Public Works 24250 Photographic Traffic En! 24260 Let It Ring Educ Prog 2425 Photographic Traffic Enfo
415
City of Amarillo Summary of Expenditures by Activity Classification ACTUAL 2010/2011
Budgeted 2011/2012
Budgeted 2012/2013
15,735 0 137,546 0 74,514 0 1,127 4,590 233,511
120,000 40,000 0 0 0 0 0 0 160,000
0 0 0 2.470 46,900 500 26,420 52,190 128,481
2620 APD Seized Property Fund Police 26210 Narcotics Unit 2620 APD Seized Property Fund
145,960 145,960
147,966 147,966
120,925 120,925
2660 Leose Training Program Fund Police 26610 Lease Training-Police 26620 Lease Training- Fire Civ 26630 Lease Training- Airport 2660 Lease Training Program Fu
17,823 2,411 1,157 21,391
23,000 840 1,500 25,340
23,000 0 1,500 24,500
2670 AlP Pantex Project Fund Administrative and City Services 26710 AlP Pantex Project Fund 2670 AlP Pantex Project Fund
118,863 118,863
106,300 106,300
109,060 109,060
2700 Greenways at Hillside Fund Finance 27100 Greenways at Hillside 2700 Greenways at Hillside Fund
357,081 357,081
393,453 393,453
414,654 414,654
2720 Brennan Boulevard Fund Finance 27200 Brennan Improvement District 2720 Brennan Boulevard Fund
12,612 12,612
16,156 16,156
16,300 16,300
2730 Colonies Finance 27300 Colonies 2730 Colonies
366,345 366,345
354,133 354,133
380,118 380,118
2740 Tutbury Public lmprv Dist Finance 27400 Tutbury Public lmprv Dis! 2740 Tutbury Public lmprv Dis!
13,861 13,861
28,618 28,618
16,236 16,236
DESCRIPTION 2610 Justice Assistance Grant Fund Police 26110 JAG Traffic Enforcement 26120 JAG Directed Patrol 26130 FY10 JAG Program 26140 JAG 201 o Directed Patrol 26150 FY11 JAG Program 26170 FY09 JAG Program 26180 JAG FY09 Recovery Dir Pa 26190 FY09 Recovery Act JAG 2610 Justice Assistance Grant
416
City of Amarillo Summary of Expenditures by Activity Classification
DESCRIPTION 2750 Point West PID Finance 27510 Point West PID 2750 Point West PID 2760 Quail Creek Public lmprov Dist Finance 2761 0 Quail Creek PID 2760 Quail Creek Public lmprov 2770 Vineyards PID Finance 27710 Vineyards PID 2770 Vineyards PID
417
ACTUAL 2010/2011
Budgeted 2011/2012
Budgeted 2012/2013
40,092 40,092
42,491 42,491
50,286 50,286
5,576 5,576
6,437 6,437
6,232 6,232
0 0
0 0
3,760 3,760
CITY OF AMARILLO COMMUNITY DEVELOPMENT PROGRAM MANAGEMENT (20110) FUNCTION, GOALS AND OBJECTIVES
FUNCTION Community Development administers programs funded by the Department of Housing and Urban Development (HUO); the Community Development Block Grant(CDBG) Program, the HUD HOME Investment Partnership Program, the Homeless Prevention and Rapid ReNHousing Program (HPRP), the Homeless Management Information System (HMIS)and the Texas EmergencyShelterGrant(ESG) Programs. HUD regulations provide guidance for the administration of these programs.
GOALS A five (5) year Consolidated Plan for Housing and Community Development establishes priorities and strategies for the use of CDBG and HOME funding. The Plan covers 2010- 2014. The primary goal of the Consolidated Plan is to develop a viable urban community by providing decent housing and a suitable living environment and by expanding economic opportunities for persons who are of low and moderate income.
OBJECTIVES
* * *
* *
Eliminate slum and blighting influences by demolishing 30 vacant, condemned structures. Improve homes for 200 lower income homeowners through renovation and the emergency repair of hazardous housing conditions. Improve neighborhood services and programs by renovating facilities owned by nonprofit agencies. Improve the quality of life for 1 ,800 lower income people by assisting nonprofit agencies with the provision of health and social services. Improve the lives of 1 ,200 homeless persons by supporting emergency shelters.
SIGNIFICANT CHANGES Funding levels and the addition of new entitlement cities resulted in a decrease in the City of Amarillo's entitlement funding by 16.5% for Fiscal Year 2011.
OPERATING STATISTICS Condemned structures demolished Intensified Code Enforcement Inspections Parks improved Homeowners assisted with emergency repairs Community facilities improved/expanded Persons benefiting from public services, day care, adult day care, counseling, homebound meals Homeless shelters supported Adults and children sheltered Units of Homelessness Prevention Microloan Program
Actual 2010/11
Estimated 2011/12
Estimated 2012/13
50 12,994 0 204 3
35 9,500 1 195 1
35 9,500 0 250 5
1,290 5 2,205 47 3
1,800 5 1,200 50 2
1,800 5 1,200 50 2
ACCOMPLISHMENTS CDBG continues to be leveraged with other community funds to accomplish major projects.
418
City of Amarillo
I i 41500 PFP 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security - OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment
42400 Workers Compensation 4251 0 Car Allowance 42550 Communications Allowance
0 13 16,523 45 1,944 8,299 20,872 0 240 228 2,151 860
41000 Personal Services 51110 Office Expense 51950 Minor Office Equipment
181,235 20,854 892
827 0 20,817 50 2,391 10,222 23,182 0 195 261 3,000 1,200 225,414 10,175 500
6,000 0 28,673 67 2,283 9,762 19,728 2,315 195 252 3,000 1,200
51000 Supplies 61200 Postage 61300 Advertising 61400 Dues 61410 Tuition 68610 Office Equipment
21,746 2,706 10,202 1,790 0 0
10,675 3,620 12,500 2,524 500 100
10,675 3,620 3,893 2,524 500 100
60000 Contractual Services
227,924 10,175 500
71100 Insurance and Bonds 72000 Communication 75100 Travel 75200 Mileage 75300 Meals and Local 77450 Administrative Other 77610 Information Technology70000 Other Charges 90170 Grant Fund Reimbursement
14,699 2,345 2,776 11,452 0 75 46,745 33,324
19,244 2,345 3,008 4,150 100 500 45,308 31,001
10,637 886 3,312 0 100 0 22,382 34,391
96,717 -4,504
86,412 -1,000
61,071 -1,000
90000 Inter Reimbursements TEXPENSES Total Expenses
-4,504 309,893
·1,000 340,744
·1,000 309,307
City of Amarillo Department Staffing Report Department:
Program Management
Number of Employees Classification Permanent Positions 1.00 ADM502 1.00 CLR410 1.00 CLR941 1.00 MGT560 4.00 4.00
Personal Services Total
Description COMMUNITY DEVELOPMENT ADMINISTRATOR ADMINISTRATIVE ASSISTANT Ill ADMINISTRATIVE TECHNICIAN PROGRAM COORDINATOR Total Permanent Positions
227,924
Total Department
419
City of Amarillo
Code Enforcement
70000 Other Charges TEXPENSES Total Expenses
0
0
0
15,775
40,000
75,000
City of Amarillo
41300 Incentive 41500 PFP 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation
1,018 0 1,086 6,000 13 399 1,706 4,204 0 49 254
1,500 0 0 6,130 12 401 1,716 3,892 0 49 470
1,500 1,500 0 6,191 17 422 1,803 3,644 428 49 47
41000 Personal Services 61410 Tuition 69210 Rental City Equipment
39,647 125 4,104
41,178 0 4,344
43,164 0 4,616
60000 Contractual Services 71100 Insurance and Bonds 72000 Communication 75100 Travel 77450 Administrative Other
4,229 0 532 0 9,978
4,344 0 308 2,359 8,277
4,616 147 312 500 9,614
70000 Other Charges TEXPENSES Total Expenses
10,510 54,386
10,944 56,466
10,573 58,373
City of Amarillo Department Staffing Report Department:
Code Inspector
Number of Employees Classification Permanent Positions 1.00 TRD520
1.00
Personal Services Total
Description COMMUNITY IMPROVEMENT INSPECTOR Total Department
43,184
420
City of Amarillo
41300 Incentive 41500 PFP 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation
527 0 14,367 23 712 3,080 8,216 0 88 1,063
600 591 16,129 25 873 3,732 8,463 0 97 2,044
0 2,700 14,834 33 861 3,682 7,442 873 97 95
41000 Personal Services 51110 Office Expense 51850 Minor Tools 51950 Minor Office Equipment
82,652 1,029 0 0
92,966 9,830 100 185
90,014 9,830 100 185
51000 Supplies 61100 Communications Billing 61300 Advertising 61410 Tuition 62000 Professional 63400 Employee Medical 641 00 Lead Paint Test 6921 0 Rental City Equipment
1,029 0 0 567 1'118 0 2,355 8,208
10,115 800 1,000 500 1,600 250 2,500 8,688
10,115 800 1,000 500 1,600 250 2,500 9,232
60000 Contractual Services 71100 Insurance and Bonds
72000 Communication 75100 Travel 77450 Administrative Other
12,248 313 565 2,051 20,421
15,338 313 602 12,417 18,686
15,882 391 624 12,000 21,411
70000 Other Charges 92015 Home Investments
23,349 26,515
32,018 0
34,426 0
92000 Operating Transfers TEXPENSES Total Expenses
26,515 145,794
0 150,437
0 150,437
City of Amarillo Department Staffing Report Department:
Rehab Support
Number of Employees Classification Permanent Positions 1.00 TRD555 1.00 TRD556 2.00
2.00
Personal Services Total
Description REHAB INSPECTOR I REHAB INSPECTOR II Total Permanent Positions
90,014
Total Department
421
City of Amarillo
41300 Incentive 41500 PFP 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation
0 0 0 0
19,659 0 0 0 12 291 1,244 2,820 0 49 12
20,837 600 1,000 6,191 17 311 1,329 2,686 315 49 34
41000 Personal Services 62000 Professional 64070 Emergency Repairs Grant 64071 CDBG-R Emergency Repair 64080 Owner Expenses 64910 Owner Rehab 60000 Contractual Services 71100 Insurance and Bonds 77450 Administrative Other 77610 Information Technology-
0 6,514 398,812 2,120 37,042 0
24,087 0 452,314 20,000 0 100,000
33,369 0 414,562 0 0 50,000
444,488 0 0 0
572,314 0 4,841 5,062
464,562 1,576 3,277 4,921
70000 Other Charges TEXPENSES Total Expenses
0 444,488
9,903 606,304
9,774 507,705
City of Amarillo Department Staffing Report Department:
Housing Rehab
Number of Employees Classification Permanent Positions 1.00 CLR415
1.00
Personal Services Total
Description ADMINISTRATIVE ASSISTANT IV
Total Department
33,369
422
City of Amarillo Park Improvements
70000 Other Charges TEXPENSES Total Expenses
0 0
180,000
0 0
0
City of Amarillo Public Services
64030 Interfaith Hunger 64040 Title 4-A Child Care 64050 SOS Center 64060 Food NET Program - PRPC 64130 Trans For Homeless 64160 TSRC Day Room 64165 FSS FAST Program 64170 Wesley Club Wrestling 64630 Salvation Army 64650 TSRC Day Room Advocate 64724 Maverick Club 64732 Wesley Comm Center
0 100,000 18,179 24,998 9,000 37,992 8,000 12,000 31,361 0 0 0
23,000 100,000 0 25,000 9,000 37,938 0 12,000 33,000 0 36,Q62 17,558
10,000 100,000 0 15,000 8,172 0 0 6,250 0 39,114 12,500 6,250
60000 Contractual Services 71100 Insurance and Bonds
266,529 0
318,558 0
217,730 0
70000 Other Charges TEXPENSES Total Expenses
0 266,529
0 318,558
0 217,730
423
City of Amarillo
64560 Guyon Saunders Resource 64710 Amarillo Community Cente 64719 North Branch Ymca 64736 The Canyons 64746 Downtown Women Cntr-The 64747 Habitat-Barringer Villag 64749 Hughes St Sidewalk
0 0 0 245,250 0 36,275 28,543
0 134,000 50,000 0 0 50,000 0
77,542 0 24,442 0 50,000 0 0
60000 Contractual Services 71100 Insurance and Bonds
310,068 0
426,237 0
151,984 0
70000 Other Charges TEXPENSES Total Expenses
0 310,068
0 426,237
0 151,984
0
0
5,000
75,000
0 0
199 0 62 40 548 20 5
0 0 0 0 0 0 0
0 0 0 0 0 0 0
41000 Personal Services 62000 Professional 64620 Homelessness Prevention
11,832 52,112 254,004
0 55,327 238,816
0 0 0
60000 Contractual Services 71100 Insurance and Bonds 70000 Other Charges TEXPENSES Total Expenses
306,117 0
294,143 0
0 0
0 317,949
0 294,143
0 0
City of Amarillo
60000 Contractual Services 71100 Insurance and Bonds 70000 Other Charges TEXPENSES Total Expenses
City of Amarillo
41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42300 State Unemployment 42400 Workers Compensation
424
425
CITY OF AMARILLO HOUSING ASSISTANCE (20210) FUNCTION, GOALS AND OBJECTIVES FUNCTION The Community Development Department administers rental assistance programs funded by the Department of Housing and Urban Development (HUD). Activities include program development and implementation; determination of tenant eligibility; maintenance of waiting list; tenant and landlord briefings; inspection of units; review of participants income and family circumstances; timely payment of rent subsidies; and enforcement of housing assistance contracts.
GOALS Expand housing choices and upgrade substandard living conditions of lower income families. Relieve financial hardship for these families in securing safe and decent housing. Facilitate and participate in local efforts to provide a coordinated continuum of care to meet the needs of the homeless. Affirmatively further fair housing by informing citizens of their housing rights. Provide the opportunity and incentive for assisted families to become self-sufficient.
OBJECTIVES
* * * * *
*
Address housing needs of lower income renters by developing constructive methods to alleviate home!essness; maintaining awareness of funding opportunities and trends in affordable housing. Improve the quality of housing units by educating participants of the Housing Quality Standards; maintaining listings of available units; and informing tenants of fair housing rights. Facilitate participants in attaining economic independence by administering Family Self-Sufficiency and Welfare to Work Programs to combine training, case management, supportive services, and employment with housing assistance. Remove housing as a barrier in preserving the family structure by administering a Family Unification Program in cooperation with Children' Protective Services. Provide sound financial management by verifying tenant income and recovering overpayments, investigating program abuse and monitoring internal control measures. Promote homeownership by offering the voucher homeownership option.
OPERATING STATISTICS
Actual 2010/11
Estimated 2011/12
Estimated 2012/13
Families Assisted No. in Assisted Families Average Rental Assistance/Month Average Annual Income of Participants Households on Waiting List No. in Households Waiting
1,552 4,345 $410 $9,830 2,200 4,700
1,450 4,074 $471 $10,556 2,750 6,419
1,480 4,160 $494 $10,750 2,900 6,728
ACCOMPLISHMENTS Renewal funding continues to be approved for expiring projects under the Section 8 Voucher Program, the Family Self Sufficiency Coordinator Grant, and the special Homeless Housing Grants. Funding for an additional 53 vouchers was received for a new voucher program to assistant homeless veterans.
426
City of Amarillo
41300 Incentive 41500 PFP 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security - OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation
144 0 157 33,986 101 4,078 17,435 43,179 0 523 525
276,897 0 556 0 39,662 100 3,952 16,898 38,320 0 390 659
0 10,800 0 46,249 133 3,551 15,185 30,689 3,600 390 196
41000 Personal Services 51110 Office Expense 51950 Minor Office Equipment
390,806 17,558 823
377,434 20,530 540
355,717 18,000 2,400
51000 Supplies 61200 Postage 61300 Advertising 61400 Dues 61410 Tuition 62000 Professional 64100 Lead Paint Test 69210 Rental City Equipment
18,381 21,191 0 700 0 7,780 1,820 4,104
21,070 27,500 700 300 500 14,700 2,800 4,344
20,400 23,000 700 300 500 11,575 2,800 4,616
60000 Contractual Services 72000 Communication 75100 Travel 75200 Mileage 75300 Meals and Local 77450 Administrative Other 77610 Information Technology-
35,595 3,168 2,649 0 0 148,076 47,184
50,844 3,228 5,500 125 130 77,412 44,875
43,491 3,312 3,000 125 130 104,937 42,717
70000 Other Charges 90170 Grant Fund Reimbursement
201,077 -5,350
131,270 -565,207
154,221 -557,438
90000 Inter Reimbursements TEXPENSES Total Expenses
-5,350 640,510
-565,207 15,411
-557,438 16,391
City of Amarillo Department Staffing Report Department:
Housing Assistance
Number of Employees Classification Permanent Positions 1.00 ADM560 1.00 CLR400 3.00 CLR415 1.00 CLR560 1.00 PRF560 1.00 TRD980 8.00
8.00
Personal Services Total
Description
ASSISTANT COMMUNITY DEVELOPMENT ADMINISTRATOR ADMINISTRATIVE ASSISTANT I ADMINISTRATIVE ASSISTANT IV HOUSING TECHNICIAN SUPPORTIVE HOUSING COORDINATOR HOUSING INSPECTOR Total Permanent Positions 355,717
Total Department
427
City of Amarillo Mod Rehab
51000 Supplies 64810 Housing Assistance Payme
0 24.452
0 25,848
1,903 25,679
60000 Contractual Services 71100 Insurance and Bonds 71250 Paid Claims
24,452 0 0
25,648 0 507
25,679 0 507
0 0
507 3,892
507 2,158
0 24,452
3,892 30,247
2,158 30,247
70000 Other Charges 92010 Other Grant Funds 92000 Operating Transfers TEXPENSES Total Expenses
City of Amarillo
51000 Supplies 6481 0 Housing Assistance Payme
0 7,920,029
125,360 7,610,350
173,679 7,610,350
60000 Contractual Services 71100 Insurance and Bonds 71250 Paid Claims 77460 Admin Other Governments
7,920,029 964 0 13,903
7,610,350 964 500 16,000
7,610,350 964 500 17,500
14,867 -34
17,464 0
18,964 0
90000 Inter Reimbursements 92010 Other Grant Funds
-34 0
0 561,315
0 523,989
92000 Operating Transfers TEXPENSES Total Expenses
0 7,934,863
561,315 8,314,489
523,989 8,326,982
70000 Other Charges 90010 Housing Assistance
428
City of Amarillo Mod Rehab
60000 Contractual Services
71100 Insurance and Bonds 71250 Paid Claims 70000 Other Charges 92010 Other Grant Funds 92000 Operating Transfers TEXPENSES Total Expenses
0 24,452
0 25,848
24,452 0 0
25,848 0 507
25,679 0 507
0 0
507 3,892
507 2,158
0 24,452
3,892 30,247
2,158 30,247
7,920,029 964 0 13,903
7,610,350 964 500 16,000
7,610,350 964 500 17,500
14,867 -34
17,464 0
18,964 0
-34 0
0 561,315
0 523,989
0 7,934,863
561,315 8,314,489
523,989 8,326,982
City of Amarillo
60000 Contractual Services
71100 Insurance and Bonds 71250 Paid Claims 77460 Admin Other Governments 70000 Other Charges 90010 Housing Assistance 90000 Inter Reimbursements
92010 Other Grant Funds 92000 Operating Transfers TEXPENSES Total Expenses
City of Amarillo 5 YEAR MAINSTREAM VOUCHER PROG
51000 Supplies 64810 Housing Assistance Payme
0 0
0 0
23,529 310,030
60000 Contractual Services 77460 Admin Other Governments
0 0
0 0
310,030 480
70000 Other Charges 92010 Other Grant Funds
0 0
0 0
480 31,291
92000 Operating Transfers TEXPENSES Total Expenses
0 0
0 0
31,291 365,330
429
CITY OF AMARILLO HOME ADMINISTRATION (20310) FUNCTION, GOALS AND OBJECTIVES
FUNCTION
The Community Development Department administers the HOME Investment Partnership Program (HOME) funded by the Department of Housing and Urban Development (HUD). Regulations and guidelines issued byHUD govern the administration and management of HOME projects.
GOALS
The HOME Program provides a variety of financial incentives and assistance to private investors, nonprofit organizations, and individuals to achieve the program objectives. These low and moderate income owner and renter households should have opportunities to live in decent, safe, and affordable housing and low and moderate income households should have the opportunity to own an affordable home in a neighborhood of their choice.
OBJECTIVES
* * * *
Leverage public funding with private investment to renovate vacant, substandard rental units, which will be available to lower income households at controlled rents. Give low and moderate income households the opportunity to purchase a home at affordable payments by subsidizing their down payment and closing costs. Give very low-income households the opportunity to become a homeowner by supporting nonprofit housing development efforts. Create opportunities for homeless families to achieve self-sufficiency by creating transitional housing units operated by nonprofit organizations.
SIGNIFICANT CHANGES A component of the HOME buyer Assistance program is the Section 8 Homeownership Principal Reduction Program; which can assist a qualified City of Amarillo Section 8 homebuyer, at or below 50% MFI, with up to $20,000 for a combination of down payment and 75% of reasonable and customary closing costs. The affordability period is 10 years.
OPERATING STATISTICS
Actual 2010/11
Estimated 2011/12
Estimated 2012/13
Owner occupied homes rehabilitated Average cost per unit Rental units rehabilitated Average cost per unit Units developed by non profits for sale or rent Homebuyers assisted Average down payment and closing costs Principal Reduction Homebuyers assisted Principal Reduction average Average mortgage ADD I Homebuyers assisted ADD I Assistance average Average mortgage Section 8 Homeownership homebuyers assisted Section 8 Assistance average Average mortgage
1 $43,862 4 $21,500 16 8 $4,127 2 $14,496 $77,000 0 $0 $0 1 $19,155 $74,386
0 0 0 0 1 11 $4,150 2 $14,600 $61,600 0 $0 $0 1 $14,606 $14,606
5 $25,000 16 $31,250 10 15 $4,150 5 $14,000 $57,500 0 $0 $0 4 $19,500 $65,000
ACCOMPLISHMENTS The HOMEbuyer Assistance Program has helped 1,825 !ower income families. Assistance per homebuyer averaged $3,799 and leveraged $86 million in mortgage loans since April 1995. The program continues to be popular.
430
City of Amarillo Home Administration
41300 Incentive 41500 PFP 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation
407 0 8,681 26 950 4,064 10,129 0 115 41
0 1,144 6,130 12 686 2,935 6,655 0 49 28
0 1,300 7,648 17 341 1,460 2,950 346 81 14
41000 Personal Services 5111 0 Office Expense
92,087 78
66,258 0
37,699 0
51000 Supplies 71100 Insurance and Bonds 75100 Travel 77450 Administrative Other 77610 Information Technology-
78 254 772 22,432 10,956
0 254 3,914 13,318 5,062
0 231 11,445 3,702 4,921
70000 Other Charges TEXPENSES Total Expenses
34,414 126,579
22,548 88,806
20,299 57,998
City of Amarillo Department Staffing Report Department:
Home Administration
Number of Employees Classification Permanent Positions 1.00 CLR941 1.00
Personal Services Total
Description
ADMINISTRATIVE TECHNICIAN 37,699
Total Department
431
City of Amarillo
64911 Rental Rehab 64912 Homebuyers 64913 CHDO Admin 64914 CHDO
85,707 81,162 50,032 0
171,556 250,000 44,403 133,210
100,000 256,000 29,000 87,000
60000 Contractual Services TEXPENSES Total Expenses
216,901 216,901
799,169 799,169
522,000 522,000
City of Amarillo SHELTER PLUS CARE
60000 Contractual Services
348,678 0 800 400 0
71100 Insurance and Bonds 71250 Paid Claims 75100 Travel
77410 Administrative Service 70000 Other Charges 90010 Housing Assistance
3,791 -61
1,200 0
1,200 0
90000 Inter Reimbursements 92010 Other Grant Funds
-61 0
0 2,520
0 3,500
92000 Operating Transfers TEXPENSES Total Expenses
0 222,362
2,520 346,452
3,500 353,378
City of Amarillo SUPPORTIVE HOUSING
i 64850 CFS Transitional Housing
41,812
41,908
41,908
71100 Insurance and Bonds 71250 Paid Claims 77410 Administrative Service
202,344 0 0 1,827
204,088 0 600 0
204,088 0 600 0
70000 Other Charges 90010 Housing Assistance
1,827 -438
600 0
600 0
90000 Inter Reimbursements 92010 Other Grant Funds
-438 0
0 2,176
0 2,176
92000 Operating Transfers TEXPENSES Total Expenses
0 203,733
2,176 206,864
2,176 206,864
60000 Contractual Services
432
City of Amarillo AFFORDABLE HOUSING
60000 Contractual Services 71100 Insurance and Bonds
70000 Other Charges 92015 Home Investments
137,312 0 0 0
0 0
0 22,932
0 137,312
0 100,000
22,932 22,932
64630 Salvation Army 64650 TSRC Day Room Advocate 64651 TSRC Day Room Remodel
24,750 19,750 7,500 4,073 19,750 22,515 10,250
0 0 0 0 0 0 0 0
0 0 0 0 0 0 0
60000 Contractual Services 92010 Other Grant Funds
121,938 4,504
0 0
0
92000 Operating Transfers TEXPENSES Total Expenses
4,504 126,442
0
0 0
92000 Operating Transfers TEXPENSES Total Expenses
City of Amarillo
64520 Another Chance House 64530 Martha's Home 64570 FSS Counseling
64620 Homelessness Prevention
433
0
0
City of Amarillo HMIS 2008-2010
i 41500 PFP 41820T Health Insurance 41900 Life 42010 Social Security· Medica 42020 Social Security· OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation
0 5,582 10 382 1,633 4,275 0 31 46
0 7,572 12 484 2,069 4,692 0 49 53
1,600 7,647 17 516 2,208 4,462 524 49 57
41000 Personal Services 51110 Office Expense 51200 Operating 51950 Minor Office Equipment
40,394 570 0 10,564
49,332 0 1,000 0
52,698 0 0 0
51000 Supplies 62000 Professional
11,134 13,321
1,000 25,500
0 42,390
60000 Contractual Services 72000 Communication 75100 Travel 77450 Administrative Other 77610 Information Technology·
13,321 328 3,356 15,305 18,441
25,500 360 5,000 0 12,586
42,390 180 0 0 19,390
70000 Other Charges 84610 Info Tech Equipt • PCs
37,430 0
17,946 2,500
19,570 0
80000 Capital Outlay TEXPENSES Total Expenses
0 102,279
2,500 96,278
0 114,658
City of Amarillo Department Staffing Report Department:
HMIS 2008-2010
Number of Employees Classification Permanent Positions 1.00 TEC137
1.00
Personal Services Total
Description
PERSONAL COMPUTER SPECIALIST
52,698
Total Department
434
~~· CITY OF AMARILLO -435
CITY OF AMARILLO COURT TECHNOLOGY FUND (20800) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS State law allows a municipality to assess a fee per conviction to be used for information technology purpose.
GOALS The goal of the Court Technology Fund is to accumulate revenue to fund computer software, hardware, and maintenance that are needed to operate the Municipal Court.
ACCOMPLISHMENTS Funds accumulated at September 30, 2011 wH! be used to fund the purchase of ticket writers for the Animal Control Department and to fund the annual maintenance on the Municipal Court Software (lncode).
436
City of Amarillo
0 0
1,200
0
1,200 2,890
51000 Supplies 61100 Communications Billing 69300 Leased Computer Software
7,769 0 57,183
2,400 0 78,840
5,290 3,600 78,840
60000 Contractual Services 84610 Info Tech Equip!- PCs
57,183 0
78,840 0
82,440 45,500
80000 Capital Outlay 92120 Information Services
0 74,770
0 0
45,500 0
92000 Operating Transfers TEXPENSES Total Expenses
74,770 139,722
0 81,240
0 133,230
51950 Minor Office Equipment 51980 IT Hardware
437
CITY OF AMARILLO COURT SECURITY FUND (20910) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS State law allows a municipality to asses a fee per conviction to be used for municipal court security purposes.
GOALS The goal of the Court Security Fund is to accumulate revenue to fund all aspects of court security.
ACCOMPLISHMENTS The Amarillo Police Department conducted a full court security evaluation. After the review of that evaluation, the court installed a 16camera system as well as emergency push buttons throughout the entire court building. The Court continues to use the security evaluation to improve all areas of court security. This fee also funds the cost associated with the two Court Bailiff positions.
438
City of Amarillo
41300 Incentive 41500 PFP 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation 42520 Uniform/Clothing Allowan
602 0 12,547 14,823 25 1,134 4,850 12,335 0 97 2,325 361
600 1,484 10,500 15,143 25 1,025 4,381 9,935 0 97 2,329 360
600 3,500 12,500 15,295 33 1,033 4,416 8,925 1,047 97 2,350 360
41000 Personal Services 51200 Operating 51300 Clothing and Linen 51980 IT Hardware
118,559 982 0 8,174
115,579 6,600 600 0
120,423 2,500 600 0
51000 Supplies 61100 Communications Billing
9,155 606
7,200 0
3,100 0
60000 Contractual Services 75100 Travel 77610 Information Technology-
606 0 564
0 2,000 354
0 2,000 334
70000 Other Charges 84910 Other Equipment
564 25,666
2,354 0
2,334 0
80000 Capital Outlay TEXPENSES Total Expenses
25,666 154,549
0 125,133
0 125,857
City of Amarillo Department Staffing Report Department:
Court Security Fund
Number of Employees Classification Permanent Positions 2.00 PRF115
2.00
Personal Services Total
Description BAILIFF II
120,423
Total Department
439
CITY OF AMARILLO INTERLIBRARY LOAN (21113) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS
Provide interlibrary loan and referral service to public, academic, and special libraries in the region.
SIGNIFICANT CHANGES Grant funding for the Interlibrary Loan ended 8/31/2011.
440
City of Amarillo
i 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security - OASDI 42110 TMRS 42300 State Unemployment 42400 Workers Compensation
727 5,504 21 814 3,481 8,542 97 38
0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0
41000 Personal Services 5111 0 Office Expense
76,981 13,474
0 0
0 0
51000 Supplies 61200 Postage
13,474 26,121
0 0
0 0
60000 Contractual Services 71100 Insurance and Bonds
77450 Administrative Other 77610 Information Technology-
26,121 323 1,540 8,704 4,763
0 0 0 0 0
0 0 0 0 0
70000 Other Charges TEXPENSES Total Expenses
15,330 131,905
0 0
0 0
72000 Communication
441
CITY OF AMARILLO LIBRARY SYSTEM SERVICES (21115) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The Texas Panhandle Library System (TPLS), one of ten regional systems in the State, serves the top 26 counties of the Panhandle. The region includes 33 public libraries, including 28 that are TPLS members, as well as all school, academic and special libraries. The purpose of TPLS is to provide and enhance library seTVices for all people in the region by training library staff members, developing resources and services responsive to the needs of the libraries throughout the Panhandle, and encouraging library development through cooperation of all types of libraries. The TPLS grant currently receives funding from the Federal Government.
SIGNIFICANT CHANGES Grant funding for the Library System Services ended 8/31/2012.
442
City of Amarillo
i 41500 PFP 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42300 State Unemployment 42400 Workers Compensation
0 9,120 18 582 2,489 6,758 74 28
899 7,572 12 381 1,630 3,696 49 15
0 0 0 0 0 0 0 0
41000 Personal Services 51110 Office Expense 52300 Unassigned
62,856 4,171 0
40,545 0 25,600
0 0 0
51000 Supplies 71100 Insurance and Bonds 72000 Communication 75100 Travel 77450 Administrative Other 77610 Information Technology-
4,171 0 1,224 1,125 5,471 6,290
25,600 154 1'123 2,500 1'158 6,290
0 0 0 0 0 0
70000 Other Charges TEXPENSES Total Expenses
14,109 81,136
11,225 77,370
0 0
1 42 179 506 5 2
0 0 0 0 0 0
0 0 0 0 0 0
41000 Personal Services 62000 Professional
4,136 2,720
0 0
0 0
60000 Contractual Services
71100 Insurance and Bonds 77450 Administrative Other
2,720 0 496
0 0 0
0 0 0
70000 Other Charges TEXPENSES Total Expenses
496 7,352
0 0
0 0
City of Amarillo
41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42300 State Unemployment 42400 Workers Compensation
443
City of Amarillo
51000 Supplies 61200 Postage 62000 Professional 69210 Rental City Equipment
17 205 3,360
60000 Contractual Services 71100 Insurance and Bonds 75100 Travel 77450 Administrative Other
3,582 579 409 332
70000 Other Charges TEXPENSES Total Expenses
1,320 4,919
17
0 0 0 0
0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
City of Amarillo Networked Resources
60000 Contractual Services
71100 Insurance and Bonds 77450 Administrative Other 70000 Other Charges TEXPENSES Total Expenses
186,000 0 12,256 12,256 198,256
444
144,770 0 2,201 2,201 146,971
0 0
City of Amarillo
I 41500 PFP 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110TMRS 42300 State Unemployment 42400 Workers Compensation
0 9 328 1,402 3,960 37 16
1,253 12 509 2,176 4,935 49 21
0 0 0 0 0 0 0
32,360 7,224 0
44,051 300 12,184
0 0 0
7,224 10,238 0
12,484 8,838 3,571
0 0 0
71100 Insurance and Bonds 72000 Communication 75100 Travel 77450 Administrative Other 77610 Information Technology-
10,238 154 435 4,523 4,424 7,014
12,409 733 311 1,800 1'198 7,014
0 0 0 0 0 0
70000 Other Charges TEXPENSES Total Expenses
16,550 66,372
11,056 80,000
0 0
0 0 0 0
0 0 0 0
41000 Personal Services
5111 0 Office Expense 52300 Unassigned 51000 Supplies 62000 Professional 69210 Rental City Equipment 60000 Contractual Services
City of Amarillo
60000 Contractual Services 71100 Insurance and Bonds 70000 Other Charges TEXPENSES Total Expenses
0 34,054
445
CITY OF AMARILLO SAFE AND SOBER TXDOT PROGRAM (22150) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The Amarillo Police Department receives this funding for specific enforcement activities from the State of Texas, including OWl enforcement, and speed enforcement.
GOALS The goal of this funding is to decrease the number of crashes, fatalities, and injuries caused by impaired driving and by speeding,
446
City of Amarillo Safe and Sober TXDOT Pr
42010 Social Security- Medica 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation
177 2,050 0 0 27
2,200 21,000 0 200 150
2,200 18,795 2,205 200 150
41000 Personal Services TEXPENSES Total Expenses
19,031 19,031
172,358 172,358
172,358 172,358
447
CITY OF AMARILLO CLICK IT OR TICKET (22160) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The Amarillo Police Department receives this funding from the State of Texas to conduct an intense occupant protection enforcement and public information and education effort during the Memorial Day Holiday period.
GOALS The goal of this funding is to increase occupant restraint use in all passenger vehicles and trucks.
448
City of Amarillo Click It or Tickit
Unscheduled 42010 Social Security- Medica 42110 TMRS 42115 Post Employment Benefits 41000 Personal Services TEXPENSES Total Expenses
95 1,605 0
10,623 10,623
449
10,700 10,700
CITY OF AMARILLO SUMMER LUNCH PROGRAM (23100) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The function of the Summer Lunch Program is to provide free lunches for children ages 1 to 18 during the summer at various sites throughout Amarillo.
GOALS Increase participation and public awareness of this program by utilizing various forms of media including fliers, Park Guide, Summer In The City Brochure, Parks website, and Public Service Announcements. Continue to work to provide as many lunch sites as possible during the summer for kids to participate in within walking distance of their home or schooL Work with Community Development to recruit other site providers of this program to increase participation. Work with the Amarillo Independent School District to determine program sites based on the Free and Reduced Lunch school list.
OBJECTIVES
* *
* * * * *
Continue to offer the program at all Summer Recreation Program park sites. Continue to look for ways to increase attendance through marketing strategies including posters, fliers, PSA's, live remotes, school presentations, local media, booths, etc. Work closely with the Amarillo Independent School District to provide healthy lunch menus. Work with Community Development to increase participation through daycares, summer school, and other agencies. Partner with Summer Schools to provide lunches at the schools or in joint cooperation with our park lunch sites. Evaluate annually all recreation lunch sites to assure needs are met in the community. Introduce Recreation mascot to the community through parks program, summer lunch, events, school presentations, children hospital, ect.
OPERATING STATISTICS/PERFORMANCE MEASURES
Actual 2010111
Estimated 2011/12
Estimated 2012/13
Park Sites Only (1 51 lunches)
12,855
16,400
19,600
450
City of Amarillo
51000 Supplies 71100 Insurance and Bonds
202,160 434
155,066 434
192,000 494
70000 Other Charges 92005 General Fund 92017 CDBG
434 18,317 6,846
434 18,500 16,000
494 22,900 19,800
92000 Operating Transfers TEXPENSES Total Expenses
25,163 227,757
34,500 190,000
42,700 235,194
451
CITY OF AMARILLO METROPOLITAN MEDICAL RESPONSE SYSTEM SUSTAINMENT (24130) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS
The Metropolitan Medical Response System (MMRS) is a federally funded program provided to the City of Amarillo to further enhance and sustain a regionally integrated, systematic mass casualty incident preparedness program that enables a response during the first crucial hours of an incident. The MMRS Sustainment Fund was established from federal grant funds provided for completion of MMRS deliverables during the initial phases of the City of Amarillo MMRS program in 2004 and 2005. These funds are designed to sustain or conclude the goals and objectives of the MMRS program should federal grant funding cease in future years. Ongoing MMRS funding is outlined in department 24333.
452
City of Amarillo
41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42300 State Unemployment 42400 Workers Compensation 42510 Car Allowance 42550 Communications Allowance
6 1,188 5,079 12,404 49 355 2,015 620
0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0
41000 Personal Services 5111 0 Office Expense
101,464 70
0 0
0 0
51000 Supplies 61400 Dues
70 460
0 0
0 0
60000 Contractual Services 71100 Insurance and Bonds
460 251
0 0
0 0
251 102,245
0 0
0 0
70000 Other Charges TEXPENSES Total Expenses
453
CITY OF AMARILLO URBAN TRANSPORTATION PLANNING (24200) FUNCTIONS, GOALS AND OBJECTIVES
FUNCTIONS The Urban Transportation Planning Department is responsible for short~ and long~range transportation planning activities. The
Department, designated as the Metropolitan Planning Organization (MPO), works to coordinate planning efforts between Federal, State, County, and City officials and to incorporate public involvement at aU stages of the transportation planning process. The primary activities of the Department include the preparation of the Metropolitan Transportation Plan (MTP), the Transportation Improvement Program (TIP), and the Unified Planning Work Program (UPWP). The MTP is a twenty-five year long-range plan that requires the maintenance of socio-economic data for transportation modeling. The TIP is a 4~year short~ range planning document for transportation projects within the Amarillo Urban Transportation Study area (AUTS). The Urban Transportation Planning Department is involved in ongoing data collection related to traffic collisions, traffic counts, population, employment, and land use. The Department is responsible for tracking and analyzing collision reports, identifying high collision intersections, and conducting speed and parking studies as needed. The Department is also involved in public transportation planning activities with Amarillo City Transit and maintaining the Federal Transit Administration database for application and management of the annual FTA grant.
GOALS The main goal of the Urban Transportation Planning Department is to provide for the development and maintenance of Amarillo's transportation network in a continuous, cooperative, and coordinated manner throughout the Amarillo Urban Transportation Study area.
OBJECTIVES
* *
*
Continue to carry out the role of the Metropolitan Planning Organization in the transportation planning process. Collect and maintain data that will provide infom1ation for making decisions about the transportation needs of the AUTS area. Review and maintain all MPO documents required for compliance with the Safe, Accountable, Flexible, and Efficient Transportation Act- a Legacy for Users (SAFETEA~LU).
SIGNIFICANT CHANGES This budget is based on funding projections determined by the Texas Department of Transportation. Transportation planning funds are established by federal legislation for transportation funding, or SAFETEA~LU. SAFETEA~LU authorizes funding for transportation planning, highway construction, and public transportation. The MPO's funds are allocated under a state funding formula resulting from US Census data.
ACCOMPLISHMENTS During fiscal year 2011~12, the Department completed the FY2012 UPWP. A FY 2013 UPWP was developed as required by FHWA. The MPO's public involvement procedures were reviewed for compliance with SAFETEA~LU. That document, the MPO's Public Participation Plan (PPP), while continuing to meet the needs of the MPO Policy Committee, is supplemented by a Limited English Proficiency Plan (LEP). The LEP allows the MPO to better assist the traditionally underserved populations in the MPO planning area. Efforts to secure demographic data to be used to update the Amarillo Urban Transportation Study Area transportation model were ongoing. This work is done in conjunction with the Texas Department of Transportation. The MPO's 2010~35 MTP was revised bY the MPO Policy Committee to address long~range transportation planning in the region and for compliance with SAFETEA-LU. The MPO Policy Committee approved revisions to the 2011-14 TIP, which programs transportation projects to be implemented from the MTP. A new short range plan, the 2013-16 TIP, was developed and approved by the MPO Policy Committee in early 2012. Also, a new planning agreement was executed with the State of Texas during the fiscal year. Staff continued to work with Texas Association of MPO's (TEMPO) and TxDOT in developing new transportation-planning documents for the MPO. The Transportation Planning initiatives are a continuing endeavor.
454
City of Amarillo
42400 Workers Compensation
463 0 393 20,178 43 2,474 9,860 25,508 0 267 2,688
2,553 10,082 22,864 0 235 3,371
189,718 600 6,155 0 23,938 58 2,702 10,728 21,680 2,543 243 2,023
41000 Personal Services 51110 Office Expense 51400 Photographic 51850 Minor Tools
242,425 976 0 0
241,589 2,250 100 2,500
260,388 2,500 0 2,500
976 416 670 0 0 0
4,850 1,000 2,000 250 250 400
5,000 1,000 2,000 250 250 100
60000 Contractual Services 71100 Insurance and Bonds 72000 Communication 74000 Printing and Binding 75100 Travel 75300 Meals and Local 77450 Administrative Other 77610 lnfonnation Technology-
1,086 652 611 0 1,901 63 58,740 4,332
3,900 652 499 300 5,000 100 67,331 3,522
3,600 852 612 300 4,000 200 100,250 3,410
70000 Other Charges TEXPENSES Total Expenses
66,299 310,786
77,404 327,743
109,624 378,612
41300 Incentive 41500 PFP 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment
51000 Supplies 61200 Postage 61300 Advertising 61400 Dues 61410 Tuition 62000 Professional
City of Amarillo Department Staffing Report Department:
Urban Transportation Planning Personal Services Total
Number of Employees Classification Permanent Positions 1.00 ADM905 1.00 PRF500 1.00 PRF900 0.50 TEC550 3.50
MPO DIRECTOR MANAGEMENT ANALYST SENIOR PLANNER TRAFFIC OPERATIONS TECHNICIAN Total Permanent Positions
Part-Time Positions 2.00 HRL542
TRAFFIC COUNTER
5.50
Description
260,388
Total Department
455
CITY OF AMARILLO PHOTOGRAPHIC TRAFFIC ENFORCEMENT (24250) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS Red-light running is the leading cause of urban vehicle crashes according to the Insurance Institute for Highway Safety. The City of
Amarillo is committed to the safety of its citizens and dedicated to reducing preventable collisions at signalized intersections by installing photographic detection equipment. Every year, motorists that run red lights cause needless crashes in Amarillo. The Federal Highway Administration Stop Red Light Running Program reports that red light camera safety programs in other cities reduced crashes between 40 and 90 percent.
GOALS The ultimate goal of Amarillo's Traffic Signal Safety Program is to change driver behavior. Every driver makes a decision when approaching an intersection where the light has just turned red. Impatient drivers often choose to continue through the intersection, ignoring the law and putting lives at risk.
OBJECTIVES
* *
*
To monitor intersection approaches through advanced detection and imaging technology. To issue a violation notice to the vehicle owner after verification and review by the Amarillo Police Department. To analyze traffic data, accidents, damages and injuries to evaluate the effectiveness of the Traffic Signal Safety Program.
ACCOMPLISHMENTS The Photographic Traffic Signal Enforcement program issued 11,089 notices of violation with an overall collection rate of over 77%. The following data relates to the six approaches located at five intersections: 2009/10 Violations
Intersection Approach
2010/11 Violations
2011/12 Violations
Ross and 1~40 south frontage road
1,777
1,576
1 ,011
Pierce and SE 11 1h Avenue
3,298
2,765
2,843
Pierce and SE 3rd Avenue
656
562
505
1,759
1,523
1,560
Coulter Street and Elmhurst Drive- south bound
2,244
2,914
2,852
Coulter Street and Elmhurst Drive- north bound
3,679
3,365
2,318
Totals:
13,413
12,705
11,089
Coulter Street and lAO north frontage road
456
City of Amarillo
41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security - OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation
42550 Communications Allowance
7,455 1,251 3 401 856 3,223 0 60 582 94
2,512 0 0 528 0 5,118 0 49 934 0
2,512 0 0 528 0 4,561 535 49 936 0
41000 Personal Services 51110 Office Expense 51200 Operating
37,066 0 0
45,542 100 1,000
45,522 100 1,000
51000 Supplies 62050 Collection Expense 69220 Rental Other Equipment
0 17,578 342,000
1,100 16,900 342,000
1,100 16,900 342,000
60000 Contractual Services
71100 Insurance and Bonds 75100 Travel 77450 Administrative Other 77610 Information Technology77950 State Photographic Traff
359,578 1,276 3,913 8,981 2,316 184,863
358,900 1,276 5,000 6,350 2,069 209,881
358,900 2,235 5,000 8,600 2,148 88,248
70000 Other Charges 92130 General Construction
201,349 206,462
224,576 229,700
106,231 88,247
92000 Operating Transfers TEXPENSES Total Expenses
206,462 804,455
229,700 859,817
88,247 600,000
City of Amarillo Department Staffing Report Department:
Photographic Traffic Enforcement
Number of Employees Classification Part-Time Positions 1.00 HRL045 1.00
Personal Services Total
Description ADMINISTRATIVE HEARING OFFICER
45,522
Total Department
457
City of Amarillo
60000 Contractual Services
TEXPENSES Total Expenses
10,840 10,840
458
0 0
0 0
~-~ CITY OF AMARILLO
---
459
CITY OF AMARILLO METROPOLITAN MEDICAL RESPONSE SYSTEM (24333) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The Metropolitan Medical Response System (MMRS) is a federally funded program provided to the City of Amarillo to further enhance and sustain a regionally integrated, systematic mass casualty incident preparedness program that enables a response during the first crucial hours of an incident. Funds may be utilized to assist in planning, training, purchasing equipment and pharmaceuticals and supporting exercises specifically as it relates to the human health consequences caused by natural and/or man-made disasters including those caused by a weapon of mass destruction terrorist incident, an epidemic disease outbreak or a hazardous materials accident. The Office of Emergency Management is the lead agency in coordinating plan development and administering these funds.
GOALS The primary goal of the MMRS program is to assess the response capabilities of the emergency management, health and medical communities, and identify opportunities to enhance the integrated, systematic response to mass casualty incidents caused by any hazard thereby reducing the consequences of a mass casualty incident during the crucial first hours of a response until significant external assistance can arrive and become operationaL
OBJECTIVES Assist the MMRS jurisdiction and region in developing and sustaining enhanced local capabilities:
* * *
* *
In achieving preparedness in the MMRS~related Target Capabilities List. supporting the efforts to implement the National Preparedness Goal, National Response Plan, and the National Response Framework initiatives. By ensuring strategic goals, objectives, operational capabilities, resource requirements and preparedness status are adequately incorporated in the State and Urban Area Homeland Security Assessment and Strategies documents. By revising operational plans to reflect State and Urban Area Homeland Security Assessments and Strategies. By implementing program guidance incorporating increased collaboration with the U.S. Department of Health and Human Services, the Office of the Assistant Secretary for Preparedness and Response, formerly HRSA, National Hospital Preparedness, the CDC Public Health Emergency Preparedness and the Medical Reserve Corps programs. By ensuring the sustainment of MMRS capabilities established through the completion of baseline deliverables and other requirements promulgated in previous federal funding guidance documents and related directives.
OPERATIONS Collaborate with emergency management agencies, the Panhandle Regional Advisory Council, Public Health Emergency Preparedness agencies, the Panhandle Regional Emergency Management Advisory Committee, the Disaster District liaison and other healthcare agencies to ensure the operational readiness of the Medical Coordination Center and the Panhandle Medical Operations Center, including the development of standard operating guidelines and interoperable communications and information sharing components for both functions. Continue to support the local MMRS Steering Committee and the Regional Medical Response System (RMRS) Steering Committee to augment a collaborative planning framework for Annex H, its appendices and attachments, and the healthcare component of the regional response plan. Continue to integrate local emergency management, health and medical systems with regional, state and federal systems. Promote regional coordination of mutual aid with neighboring localities. Validate local emergency response capabilities to a mass casualty incident via assessment. training, and exercising opportunities.
460
City of Amarillo MMRS HSGP GDEM
I 41500 PFP 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation
12,000 30 1,710 7,314 18,226 0 183 193
45,1 2,631 0 18,389 37 2,088 8,928 20,246 0 146 223
4,684 0 12,382 33 1,561 6,675 13,489 1,583 97 172
41000 Personal Services 51110 Office Expense 51200 Operating 51350 Chemical and Medical
160,963 5,609 73,556 508
197,836 5,000 1,000 0
148,330 2,000 1,000 0
51000 Supplies 61200 Postage 61400 Dues
79,674 286 458
6,000 200 605
3,000 200 700
60000 Contractual Services 72000 Communication 75100 Travel 75200 Mileage 77450 Administrative Other 77610 Information Technology-
744 2,032 7,375 452 0 22,080
805 2,161 9,088 1,000 31,040 19,678
900 1,644 10,000 750 24,593 16,667
70000 Other Charges 84910 Other Equipment
31,939 14,452
62,967 108,213
53,654 16,585
80000 Capital Outlay TEXPENSES Total Expenses
14,452 287,771
108,213 375,821
16,585 222,469
City of Amarillo Department Staffing Report Department:
MMRS HSGP GDEM
Number of Employees Classification Permanent Positions 1.00 MGT060 1.00 PRF052 2.00
2.00
Personal Services Total
Description MMRS COORDINATOR APPLICATION/SPECIALIST TRAINER Total Permanent Positions
148,330
Total Department
461
City of Amarillo State Homeland Sec Prog 07/08
51000 Supplies 84910 Other Equipment
190,248
0
439,359 93,344
80000 Capital Outlay TEXPENSES Total Expenses
190,248 190,248
532,703
0 0 0 0
93,344
City of Amarillo SHSP LEAP
51000 Supplies 62000 Professional
61,704 4,455
0 0
0 0
60000 Contractual Services 84910 Other Equipment
4,455 455,887
0 70,000
0 176,176
80000 Capital Outlay TEXPENSES Total Expenses
455,887 522,046
70,000 70,000
176,176 176,176
462
(
~-~ CITY OF AMARILLO
---
463
CITY OF AMARILLO ESSENTIAL HEALTH (25011) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The Department of Public Health provides public health services to the citizens of Potter and Randall counties as described in Vernon's Annotated Texas Statutes and Codes, Health and Safety Code (Chapter 121, Local Public Health Reorganization Act). Essential public health services includes monitoring the health status of individuals in the community to identify community health problems; diagnosing and investigating community health problems and community health hazards; informing, educating, and empowering the community with respect to health issues; mobilizing community partnerships in identifying and solving community health problems; developing policies and plans that support individual and community efforts to improve health; enforcing laws and rules that protect the public health and ensure safety in accordance with those laws and rules; linking individuals who have a need for community and personal health services to appropriate community and private providers; ensuring a competent workforce for the provision of essential public health services; researching new insights and innovative solutions to community health problems; and evaluating the effectiveness, accessibility, and quality of personal and population· based health services in a community.
GOALS
Prevent the spread of communicable diseases in the citizens of Potter and Randall counties through implementation of infection control measures. Identify community assets and areas for improvement through community assessment. Provide findings and recommendations to appropriate health care providers/agencies and the public. Link existing coalitions in the public health planning process. Participate in research and make recommendations to appropriate bodies related to public health policy development. Partner with other local agencies to increase awareness and preparation for emerging public health threats.
OBJECTIVES
*
* *
Provide services of Sexually Transmitted Disease, Tuberculosis, Refugee, HIV Prevention, Communicable Disease Control, Vaccine Distribution and other related Public Health programs with Texas Department of State Health Services funding in a timely and accurate manner while delivering services outlined in each program (refer to individual cost centers). Update Community Assessment including analysis of mortality data and other health care service delivery data. Participate in development of public health plans and policy collaboratively with community organizations.
ACCOMPLISHMENTS
The Department of Public Health continues to offer clinical services for refugee health screening, STD clinical services, and tuberculosis screening. The Health Authority continues to facilitate the Metropolitan Medical Response System's planning process for the City of Amarillo, and has released health alerts on a variety of public health issues throughout the year. The Director and Assistant Director continue to provide administrative support to the Amarillo Hospital District Board of Managers including contract monitoring for the Community Dental Clinic, Tobacco Free Amarillo, Children with Special Health Needs Program and the Indigent Care Program. Public Health also continues to coordinate Bi·City County Health District meetings.
464
City of Amarillo Public Health Administr
41300 Incentive 41500 PFP 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation 42510 Car Allowance
42550 Communications Allowance
1,675 0 315 57,950 107 5,480 23,433 58,894 0 502 5,438 3,008 2,435
1,200 1,084 0 51,742 117 5,517 23,590 53,496 0 408 5,028 3,000 2,400
60 14,554 0 64,255 142 5,853 25,029 50,582 5,934 449 5,449 3,000 2,400
41000 Personal Services 51110 Office Expense 51200 Operating 51350 Chemical and Medical 51950 Minor Office Equipment 53100 Natural Gas 53150 Electricity 53200 Water and Sewer
548,786 14,871 4,146 21,045 130 3,524 13,243 2,204
531,178 8,394 8,000 20,000 0 4,959 24,830 3,916
578,336 10,000 6,000 26,000 0 5,000 17,000 3,075
51000 Supplies 61100 Communications Billing 61200 Postage 61300 Advertising 61400 Dues 61410 Tuition 62000 Professional 62050 Collection Expense 6321 0 Armored Car Service 69210 Rental City Equipment
59,163 0 4,372 125 3,698 8,081 101,978 0 3,384 3,360
70,099 500 3,500 0 3,000 7,500 53,500 7,560 3,304 3,571
67,075 0 3,500 0 3,000 7,500 77,000 0 3,500 3,700
60000 Contractual Services
75100 Travel 75200 Mileage 75300 Meals and Local 77450 Administrative Other 7761 0 Information Technology 77900 Other Agencies 78210 Cash Over/Short
124,998 1,767 2,594 9,938 1,954 1,039 19,666 103,980 20,468 4
82,435 1,767 17,240 8,500 1,750 750 39,732 110,027 0 0
98,200 2,245 17,500 10,000 1,000 1,000 39,307 93,940 0 0
70000 Other Charges TEXPENSES Total Expenses
161,409 894,357
179,766 863,478
164,992 908,603
71100 Insurance and Bonds 72000 Communication
465
City of Amarillo Department Staffing Report Department:
Public Health Administration
Number of Employees Classification Permanent Positions 1.00 ADM580 1.00 ADM581 1.00 CLR400 0.10 CLR581 1.00 CLR941 2.00 MGT560 0.30 PRF135 1.50 PRF572 1.00 PRF900 8.90
8.90
Personal Services Total
Description ASSISTANT DIRECTOR OF PUBLIC HEALTH DIRECTOR OF PUBLIC HEALTH ADMINISTRATIVE ASSISTANT I DISEASE INTERVENTION SPECIALIST ADMINISTRATIVE TECHNICIAN PROGRAM COORDINATOR CD COORDINATOR REGISTERED NURSE SENIOR PLANNER Total Permanent Positions
578,336
Total Department
466
~~-j CITY OF AMARILLO --467
CITY OF AMARILLO REFUGEE HEALTH (25012) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS Provide communicable disease/general health screening to refugees in Potter and Randall counties. This program is funded through the Texas Department of State Health Services {DSHS).
GOALS Prevent the spread of communicable diseases through screening, identification, and treatment for international refugees within 90 days of arrival into Potter and Randall counties.
OBJECTIVES
*
* *
Provide services to eligible refugees including general physical appraisal, Hepatitis 8 screening, vision and hearing, and parasite testing. In addition, other medical testing will be provided as deemed necessary. 90% of refugees will receive a PPD test during Refugee Clinic. 75% of refugees referred for follow-up of health problems will have completion of referral documented within 4 months.
OPERATING STATISTICS/PERFORMANCE MEASURES Number of refugees screened Refugees referred who received physical appraisal Refugees receiving a TB skin test Referral completion rate
Actual 2010/11
Estimated 2011/12
Estimated 2012/13
604 100% 100% 75%
600 100% 100% 80%
600 100% 100% 85%
ACCOMPLISHMENTS The Refugee Program continues to see refugees from various parts of the world. In addition to seeing refugees that are assigned to the Amarillo area, the program also serves many refugees that relocate to the Amarillo area. Collaboration between Catholic Family Se!Vices, Refugee Services of Texas, and the Department of Public Health continue to be the cornerstone of the Refugee Program. The teamwork displayed by all involved parties has been recognized and complimented by state and regional officials.
468
City of Amarillo
0 349 12,214 34 2,606 6,329 26,471 0 410 1,902
0 0 31,188 56 3,029 8,985 29,372 0 339 2,099
6,440 0 22,894 75 3,129 9,443 27,040 3,172 317 2,129
51955 Furniture
232,273 3,858 966 16,648 18 3,732
287,306 1,444 0 5,000 0 0
290,437 3,000 3,500 82,592 0 0
51000 Supplies 62000 Professional 64130 Trans For Homeless
25,221 81,840 0
6,444 66,482 1,500
89,092 70,000 1,500
60000 Contractual Services
81,840 362 0 299 1,972 8,408
67,982 362 1,491 1,239 1,000 21,490
71,500 1,007 1,716 1,239 1,000 19,668
11,041 350,375
25,582 387,314
24,630 475,658
41620 Unscheduled 41820T Health Insurance 41900 Life 4201 0 Social Security - Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation 41000 Personal Services 5111 0 Office Expense 51200 Operating 51350 Chemical and Medical 51950 Minor Office Equipment
71100 Insurance and Bonds 72000 Communication 75100 Travel 75200 Mileage 77450 Administrative Other 70000 Other Charges TEXPENSES Total Expenses
,----
City of Amarillo Department Staffing Report Department:
Refugee Health Personal Services Total
Number of Employees Classification Permanent Positions 1.00 CLR400 1.00 CLR561 1.00 MGT580 1.00 PRF572 0.50 PRF910 4.50
ADMINISTRATIVE ASSISTANT I COMMUNITY SERVICE AIDE PROGRAM MANAGER REGISTERED NURSE LVN Total Permanent Positions
Part-Time Positions 1.00 HRL560 1.00 HRL572 2.00
NURSE PRACTITIONER REGISTERED NURSE Total Part-Time Positions
6.50
Description
290,437
Total Department
469
CITY OF AMARILLO IMMUNIZATIONS (25013) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS Implement an immunization program for children, adolescents, and adults, with special emphasis on accelerating interventions to
improve the immunization coverage of children age 2 or younger. These activities are supported by a grant from the Texas Department of State Health Services (DSHS).
GOALS To prevent, control, and eliminate vaccine preventable diseases by providing, administering and promoting immunizations, conducting vaccine preventable disease surveillance, assessing vaccine coverage levels, and applying principles of epidemiology and outbreak control measures within budgetary constraints.
OBJECTIVES
* * *
* * *
* *
Investigate 100% of all reported vaccine preventable diseases in accordance with DSHS Vaccine Preventable Disease Surveillance guides. Investigate 100% of suspected Hepatitis B infections in pregnant women to assure appropriate treatment and fo!!ow~up. Conduct immunization audits in child care facilities and registered family homes as assigned by DSHS. Conduct follow-up monitoring visits of Texas Vaccine For Children (TVFC) enrolled provider sites and submit report to DSHS within 2 weeks after completion of visit. Recruit and enrol! providers into the TVFC program. Conduct outreach activities through !mm~Trac by contacting families of children who have incomplete vaccination records. Maintain an accurate, up~to~date list of clinics and sites where general public (free or !ow cost) immunization services are offered. Promote influenza and pneumoccoca! vaccinations through community partners.
OPERATING STATISTICS/PERFORMANCE MEASURES Number of Providers Served/Eligible Number of Providers on !mmTrac/Eligib!e Percentage of process objectives achieved
Actual 2010/11
Estimated 2011112
Estimated 2012113
32/58 (60%) 32/58 (55%) 90%
32/58 (60%) 32/58 (55%) 90%
35/49 (71%) 35/49 (71%) 95%
ACCOMPLISHMENTS The Department of Public Health Immunization Program continues to audit daycares and schools for completeness of immunization records. !n addition, the Program participated in a retrospective immunization study of Randal! County children. This study required the collection of immunization data and data entry to calculate coverage rates. The Department of Public Health maintains an Immunization Clinic open to the public three and one half days per week. This Clinic creates access as a safety net for children and adults who need vaccines. The Department of Public Health maintains healthy collaborations with many community partners including AlSO, C!SD, Amarillo College, and America's Promise as examples.
470
City of Amarillo TOH Immunizations
i 41300 Incentive 41500 PFP 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation 42550 Communications Allowance
224 21,018 60 1,988 7,779 21,129 0 260 694 542
600 0 0 26,677 72 2,460 10,518 23,852 0 283 933 960
1,200 5,929 0 35,587 97 2,596 11 '1 01 22,435 2,632 283 978 960
41000 Personal Services 5111 0 Office Expense 51200 Operating 51350 Chemical and Medical 51950 Minor Office Equipment 51955 Furniture
196,860 5,296 1,049 6,720 645 0
239,603 6,802 0 12,110 0 1,570
261,644 750 0 5,000 0 0
51000 Supplies 61200 Postage 61300 Adyeitising 62000 Professional
13,709 130 0 5,718
20,482 0 500 2,000
5,750 0 500 1,500
60000 Contractual Services 71100 Insurance and Bonds 72000 Communication 75100 Travel 75200 Mileage 77450 Administrative Other
5,848 503 0 2,612 741 7,126
2,500 503 1,789 2,500 750 17,922
2,000 744 1,872 500 400 17,715
70000 Other Charges TEXPENSES Total Expenses
10,983 227,399
23,464 286,049
21,231 290,624
City of Amarillo Department Staffing Report Department:
TDH Immunizations
Number of Employees Classification Permanent Positions 2.00 CLR400 0.80 MGT580 1.00 PRF572 2.00 PRF592 5.80
5.80
Personal Services Total
Description ADMINISTRATIVE ASSISTANT I PROGRAM MANAGER REGISTERED NURSE IMMUNIZATION OUTREACH SPECIALIST Total Permanent Positions
261,644
Total Department
471
CITY OF AMARILLO HIV PREVENTION (25014) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS To provide HIV Prevention counseling, testing, Prevention Case Management and referral to HIV Early Intervention to high-risk populations in Potter and Randall Counties. This program is funded through a grant from the Texas Department of State Health
Services.
GOALS To reduce the spread of HIV infection by offering confidential client-centered HIV Prevention counseling and testing, Prevention Case Management and referrals for needed services to persons at risk for HIV/STD infection due to behaviors related to sexual activity, substance abuse, or other high-risk behaviors.
OBJECTIVES
*
* * *
*
Provide prevention counseling services to 1,534 high-risk individuals. Provide post-test counseling to 75% of those tested. Engage 100 persons in preventive case management services. Enrol! 75 persons in Prevention Case Management services. Refer 95% of newly identified HIV positive persons to HIV early intervention services.
OPERATING STATISTICS/PERFORMANCE MEASURES
Actual 2010/11
Estimated 2011112
Estimated 2012/13
Prevention Counseling Contacts Percent of Individuals Tested Receiving Post-Test Results Counseling (TDH goal is 75°k) Enroll 75 Persons in Prevention Case Management Services Refer 95% of Newly Identified H!V Positive Persons to HIV Early Intervention Services
1,154
1,250
1,500
94.3
90%
90%
88
75
80
100%
95%
95%
ACCOMPLISHMENTS HIV Prevention efforts continue to focus on persons at highest risk for HIV. The focus continues to be on multiple encounters, long-term relationships with at-risk persons, and concentrating on efforts to establish effective HIV prevention. A major change in HIV Prevention has been a shift from the priority population being on African American men who have sex with men (MSM) and injection drug users to all races of MSM, and all races of HIV positive individuals as well as heterosexual men and women of African American and Hispanic populations. Epidemiology shows that African American and Hispanic women bear a disproportionate burden of HIV infection. The HIV Prevention team made significant inroads at accessing these communities. The team continues to interact with citizens, and local agencies to provide prevention services. The prevention program team has participated in various health fairs and has planned activities for special days of recognition and serve on the Board of Directors for Community Organizations working with H!V positive individuals and partners of HIV positives. The team continues to work to ensure that all persons who tested HIV positive are post-test counseled and successfully referred to HIV Early Intervention services. The HIV Prevention team has been successful in this goal in the past and continues to work at rapport building to continue to accomplish this goal in the future.
472
City of Amarillo HIV Prevention
41100 Salaries and Wages 41300 Incentive 41500 PFP 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation
361 0 176 9,351 33 1,250 4,635 13,284 0 213 1,020
600 0 0 18,471 58 1,766 7,551 17,124 0 226 1,410
1,200 4,111 0 27,677 83 1,855 7,932 16,030 1,881 244 1,485
41000 Personal Services 51110 Office Expense 51200 Operating 51350 Chemical and Medical 51950 Minor Office Equipment 55100 Publications
119,406 9,467 4,254 5,359 500 0
170,114 6,515 0 6,417 1,000 750
189,230 2,000 0 1,674 500 750
51000 Supplies 61300 Advertising 62000 Professional
19,580 2,500 509
14,682 1,948 0
4,924 750 0
60000 Contractual Services 71100 Insurance and Bonds 72000 Communication 75100 Travel 75200 Mileage 77450 Administrative Other
3,009 431 0 3,882 5,497 4,323
1,948 431 2,683 9,917 5,500 12,725
750 865 2,750 4,000 2,000 12,881
70000 Other Charges TEXPENSES Total Expenses
14,132 156,127
31,256 218,000
22,496 217,400
City of Amarillo Department Staffing Report Department:
HIV Prevention
Number of Employees Classification Permanent Positions 1.00 CLR400 1.00 MGT560 2.00 PRF571 1.00 PRF577 5.00
5.00
Personal Services Total
Description ADMINISTRATIVE ASSISTANT I PROGRAM COORDINATOR STD/HIV OUTREACH SPECIALIST I HIV PREVENTION CASE MANAGER Total Permanent Positions
189,230
Total Department
473
CITY OF AMARILLO CORE PUBLIC HEALTH (25015) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS To provide contact investigation for reported cases of Chlamydia, gonorrhea, Syphilis and HIV in Potter and Randall counties.
GOALS To reduce the rate of sexually transmitted disease in persons living in Potter and Randall counties.
OBJECTIVES
* * *
*
Maintain a partner index of 1 for all Chlamydia and gonorrhea investigations performed. Maintain a partner index of 2 for all HIV and syphilis investigations performed. Maintain a cluster index of 1 for all HIV and syphilis investigations performed. Perform an HIV test on 95% of all STD Clinic clients who have not had a test within the last 30 days.
Actual 2010/11
Estimated 2011112
Estimated
Maintain a partner index of 1 for all Chlamydia and Gonorrhea investigations performed.
1.2
1
1
Maintain a partner index of 2 for all HIV investigations pertormed.
2.8
2
2
Maintain a partner index of 2 for all Syphilis investigations pertormed.
2.0
2
2
Maintain a cluster index of 1 for all H!V investigations pertormed.
1.4
1
1
Maintain a cluster index of 1 for all Syphilis investigations pertormed.
.6
1
1
Pertorm an HIV test on 95% of all STD Clinic clients who have not had an HIV test within the last 30 days.
98%
98%
99%
OPERATING STATISTICS/PERFORMANCE MEASURES
2012/13
ACCOMPLISHMENTS The City of Amarillo Department of Public Health was awarded a grant from the Texas Department of State Health Services to help fund STD services. The majority of the scope of work is focused on the partner services portion of STD surveillance and control. The STD/HIV program has been able to investigate and follow-up on the majority of cases. The program continues to improve from training and OJT provided by the Department of State Health Services. These infections, particularly Chlamydia, are easily treated but if left untreated, can lead to long-term health problems. Realizing that for every infected person identified and treated there is at least one {and sometimes many more) person(s) who have been exposed, it is urgent that all sex partners be examined and treated.
474
City of Amarillo Core Public Health
41300 Incentive 41500 PFP 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation
0 0 1 14,694 28 887 3,794 9,411 0 120 849
0 0 0 16,766 31 1,039 4,441 10,071 0 122 1,129
41000 Personal Services 5111 0 Office Expense
93,792 948
106,550 0
540 2,518 0 21,365 48 1,321 5,648 11,415 1,339 141 1'188 136,087 0
51000 Supplies 71100 Insurance and Bonds 77450 Administrative Other 70000 Other Charges TEXPENSES Total Expenses
948 196 3,395
0 196 7,970
0 0 9,214
3,591 98,332
8,166 114,716
9,214 145,301
City of Amarillo Department Staffing Report Department:
Core Public Health
Number of Employees Classification Permanent Positions 1.00 CLR400 0.90 CLR581 0.50 PRF572 0.50 PRF910 2.90
2.90
Personal Services Total
Description ADMINISTRATIVE ASSISTANT I DISEASE INTERVENTION SPECIALIST REGISTERED NURSE LVN Total Permanent Positions
136,087
Total Department
475
CITY OF AMARILLO BIOTERRORISM PREPAREDNESS (25020) (PUBLIC HEALTH PREPAREDNESS) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The purpose of this grant is to provide and maintain a high level of public health readiness for responses to infectious disease outbreaks, bioterrorism, and to lead the medical component in multi-agency emergency responses. This "readiness" includes collaboration and cooperation with local, regional, state and federal agencies and departments.
GOALS To establish and maintain the Public Health Preparedness program as an essential service for planning, training and responding to public health, and other emergencies in the City of Amarillo and the Bi-City County Health District.
OBJECTIVES
*
* *
*
* * * *
*
Continue computerized baseline syndromic disease surveillance. Annually review and update Department of Public Health Emergency Procedure and Response Plans. Plan for, participate in, and conduct all-hazards public health preparedness exercises. Evaluate performance in all exercises; including updated planning and training to correct and/or improve future performance. Following all exercises, Public Health Preparedness will provide all required "After Action Reports" to the Texas Department of State Health Services, and/or other local, regional, state or federal agencies, according to any grant requirements. Respond 24/7 to local communicable disease emergencies or potential unknown outbreaks. Develop community and professional education programs to address relevant Public Health Preparedness issues. Develop a "just-in-time" volunteer base for "all-hazards" public health responses. Maintain the Greater Amarillo Medical Reserve Corps to provide front-line volunteer medical leaders who are identified and credentialed as leaders in public health responses.
OPERATING STATISTICS/PERFORMANCE MEASURES
Number of staff members trained to WMD awareness Number of disaster exercises conducted Preparedness plans developed and reviewed Medical Reserve Corp Volunteer Numbers
Actual
Actual
Estimated
2010/11
2011112
2012113
29 6 8 108
25 6 9 112
33 7
10 140
ACCOMPLISHMENTS Accomplishments include: Updated the U.S. Postal Service's local plan for response to BDS alarms. Reviewed and updated all Department of Public Health preparedness and response plans. Provided Controller and Deputy Exercise Director for Airport Exercise. Trained Public Health staff in the use of Hazardous Materials Awareness and the use of Personal Protective Equipment {PPE). Maintained and exercised the use of all necessary equipment to open the local call center for syndromic disease surveillance center. Coordinated the updates of computerized syndromic disease surveillance for the major hospitals in the Amarillo area. Participated in COA's Medical Special Needs Emergency Planning workgroup. Provided 70% of funding necessary for COA DPH to employ a full-time Communicable Disease Coordinator. Maintained and updated the DPH afterhours staff availability roster. Conducted "KidsFest" mass vaccination clinic for kids in 2011. Participated in HSR1 ChemPak exercise in 2012. All COA DPH staff trained in NIMS. 6 DPH staff trained to NIMs Command LeveL Maintained EMERGENTXT redundant communication system. Managed and maintained RODS surveillance system.
476
City of Amarillo Bioterrorism Grant
0 148 27,669 52 2,007 8,580 22,630 0 229 480 1,001
138,880 333 0 28,658 52 1,970 8,424 19,103 0 205 147 240
5,113 0 27,808 65 2,208 9,441 19,081 2,238 190 165 1,440
210,231 13,969 3,181 1,563 7,017 1,207 0
198,013 5,249 0 4,151 0 3,000 700
220,025 5,249 3,000 4,151 0 3,000 868
26,937 -16 372 30,750 1,090
13,100 8,100 1,000 19,892 2,400
16,268 8,100 1,000 25,000 2,400
77450 Administrative Other
32,196 574 393 8,820 1,377 7,610
31,392 574 2,751 10,000 1,500 14,811
36,500 707 2,148 10,000 1,500 14,896
70000 Other Charges TEXPENSES Total Expenses
18,775 288,139
29,636 272,141
29,251 302,045
i 41500 PFP 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment
42400 Workers Compensation 42550 Communications Allowance 41000 Personal Services 5111 0 Office Expense 51200 Operating 51350 Chemical and Medical 51950 Minor Office Equipment 51955 Furniture 55100 Publications 51000 Supplies
61100 Communications Billing 61200 Postage 62000 Professional 69100 Rental Land & Buildings 60000 Contractual Services
71100 Insurance and Bonds 72000 Communication 75100 Travel 75200 Mileage
City of Amarillo Department Staffing Report Department:
Bioterrorism Grant
Number of Employees Classification Permanent Positions 1.00 CLR405 0.20 MGT580 0.70 PRF135 1.00 PRF580 1.00 PRF581 3.90
3.90
Personal Services Total
Description ADMINISTRATIVE ASSISTANT II PROGRAM MANAGER CD COORDINATOR COORDINATOR OF PUBLIC HEALTH PREPAREDNESS EDUCATOR/SNS COORDINATOR Total Permanent Positions
220,025
Total Department
477
City of Amarillo
0 0
60000 Contractual Services 84610 Info Tech Equip!- PCs 84700 Info Tech Equipt- Softw
20,284 29,885 29,885 16,470 9,750
0 0 0
0 0 0 0 0
80000 Capital Outlay TEXPENSES Total Expenses
26,220 76,389
0 0
0 0
478
479
CITY OF AMARILLO HIV SURVEILLANCE (25022) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The Department of Public Health provides HIV surveillance for the upper 26 counties of the Texas Panhandle. This surveillance entails the follow-up and reporting of HIV and AIDS cases that have been reported to the Department of Public Health. The purpose of the surveillance is to obtain medical and epidemiological information from reported cases. The information is reported to the Texas Department of State Health Services. This information is analyzed and compiled to provide data that enables HIV prevention programs to improve HIV prevention services in their respective communities.
GOALS To collect information and report to the Texas Department of State Health Services on at least 95% of reported HIV and AIDS cases.
OBJECTIVES
* *
*
Perform chart abstractions of 95% of reports received. Initiate follow-up on 95% of cases within 24 hours. Perform weekly uploads to state database.
ACCOMPLISHMENTS During FY2011/2012, the Department of Public Health continued to perform surveillance for the HIV/AIDS Reporting System. This is performed by conducting interviews with physicians and performing chart abstractions to gather pertinent medical information regarding HIV/AIDS infections. These activities are essential to obtaining correct epidemiological information about HIV/AIDS infections in the Panhandle. This information is used by state, regional, and local health departments to guide prevention activities.
480
City of Amarillo
HIV Surveillance
41500 PFP 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation
0 6,000 13 445 1,901 4,709 0 49 15
0 6,130 12 458 1,958 4,440 0 49 15
1,292 6,191
41000 Personal Services 51110 Office Expense 51200 Operating 51955 Furniture
44,751 134 -645 319
45,462 487 0 0
47,700 487 0 0
51000 Supplies 71100 Insurance and Bonds 72000 Communication 75100 Travel 75200 Mileage 77450 Administrative Other
-192 94 0 1,162 323 1,620
487 94 298 2,056 1,838 3,401
487 139 300 0 1,826 3,229
70000 Other Charges TEXPENSES Total Expenses
3,199 47,758
7,687
5,494
53,636
53,681
17 478 2,046 4,134 485 49 16
City of Amarillo Department Staffing Report Department:
HIV Surveillance
Number of Employees Classification Permanent Positions 1.00 CLR581 1.00
Personal Services Total
Description
DISEASE INTERVENTION SPECIALIST 47,700
Total Department
481
CITY OF AMARILLO LOCAL TUBERCULOSIS (25045) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS Provide Tuberculosis {TB) services to our jurisdiction in the form of testing, treatment, case management and education.
GOALS
Meet the outcome and process objectives outlined in the Tuberculosis control plan.
Involve other appropriate agencies and
departments in the planning process related to Tuberculosis control.
OBJECTIVES
* * *
*
To control and prevent Tuberculosis within Potter and Randall counties. Investigations will be performed on all contacts to active TB cases. All clients that have a positive TB skin test will be counseled and obtain a chest X~ray. Attend TB update conferences provided by the State TB Elimination Program.
OPERATING STATISTICS/PERFORMANCE MEASURES Active Cases of TB Latent TB Infection Cases (LTBI)
Actual
Estimated
Estimated
20010/11
2011/12
2012/13
11 122
12 242
10 183
ACCOMPLISHMENTS With testing, treatment and case management, TB cases have been low for Potter and Randall Counties. Positive TB skin test patients continue to be counseled and encouraged to take preventive medication. New funds have been procured through Texas Department of State Health Services grants to increase funding for staff positions and the latest technology in blood testing.
482
City of Amarillo Local Tuberculosis
41500 PFP 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation
0 5,487 11 584 2,499 6,068 0 35 269
0 7,572 12 658 2,813 6,379 0 49 141
1,092 6,191 17 675 2,888 5,837 685 49 23
41000 Personal Services 5111 0 Office Expense 51350 Chemical and Medical
55,798 296 7,811
63,045 0 0
64,042 0 10,000
51000 Supplies 61200 Postage 62000 Professional
8,107 0 21,294
0 0 22,489
10,000 50 25,000
60000 Contractual Services 71100 Insurance and Bonds 75100 Travel 75200 Mileage 77450 Administrative Other
21,294 0 887 87 2,020
22,489 0 0 750 4,716
25,050 237 3,000 400 4,336
70000 Other Charges TEXPENSES Total Expenses
2,993 88,192
5,466 91,000
7,973 107,065
City of Amarillo Department Staffing Report Department:
Local Tuberculosis
Number of Employees Classification Permanent Positions 1.00 PRF572 1.00
Personal Services Total
Description REGISTERED NURSE
64,042
Total Department
483
CITY OF AMARILLO WOMEN, INFANTS, & CHILDREN (WIC) PROGRAM (2530) FUNCTIONS, GOALS AND OBJECTIVES
FUNCTIONS To provide nutrition education, breastfeeding education, referrals for medical/social services, and supplemental nutritious foods to low and moderate income pregnant, breastfeeding, and post-partum women, infants, and children up to age five (5).
GOALS To reduce the incidence of low birth weight babies, premature babies, and childhood anemia, associated with poor or moderate dietary intake by providing education concerning the risks associated with the above listed health problems that are directly related to dietary intakes and provide supplemental nutritious foods that wm help improve the dietary intake of those women, infants, and children that are found to be at risk for such conditions.
OBJECTIVES
*
*
Increase the number of children enrolled in the WIC Nutrition Program by 2% and maintain or increase the number of women and infants enrolled in the program. Provide nutrition education targeted at those health risks that are found to be most common in Potter, Randall, Armstrong, Oldham, and Carson Counties to 98% of those enrolled in the W!C Program.
484
-485
CITY OF AMARILLO WOMEN, INFANTS, & CHILDREN (WIC) PROGRAM (25311) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS Provide administrative expertise for the administration of all aspects of the City of Amarillo WIC Nutrition Program in accordance with Federal and State regulations, policies, and procedures. The WIC Administrative Section is responsible for compiling monthly reports detailing the number of participants served, category of participant, and level of risk of each participant; conducting random chart audits to determine accuracy and compliance with Federal and State regulations in the areas of residency and income verification, diet and risk factor assessment, data entry, eligibility determination, and issuance of food vouchers. The WIC Administrative Section is also responsible for purchasing all supplies and equipment for the Department, reconciling monthly billings, maintaining an inventory of all assets, and preparing annual budgets. In addition, the Administrative Section is responsible for conducting all training ofWIC staff administering the continuous quality improvement program, and managing the community outreach program.
GOALS Provide administrative oversight for compliance of Federal and State regulations, policies, and procedures as they apply to the areas of program accounting, personnel administration, vendor management, food voucher accountability, nutrition education, breastfeeding education, income and residency verification, certification of eligibility, Farmer's Market Program, and immunization screening and administration. Additionally, it is the responsibility of this section to provide administrative oversight for the compliance of City of Amarillo policies as they apply to the Department of WIC Nutrition.
OBJECTIVES
* * *
Maintain or increase the number of random chart audits that are performed. Continue to compile required reports pertaining to participation within the established time frame provided by the State WIC Program. Maintain the current training program of new and established WIC employees so that continuous quality improvement standards are met.
486
City of Amarillo WIC Administration
i 41500 PFP 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benelits 42300 State Unemployment
42400 Workers Compensation
0 77 5,614 11 1,061 4,518 11,616 0 45 119
6,661 0 31,724 73 2,342 10,012 22,706 0 287 281
9,800 0 41,627 107 2,621 11,208 22,652 2,657 314 271
41000 Personal Services 51110 Office Expense 51115 Employee Recognition Pro 51700 Education 51950 Minor Office Equipment
100,417 1,211 0 1,523 0
257,942 1,886 0 441 98
272,036 1,886 1,000 441 98
51000 Supplies 61200 Postage 61300 Advertising 61400 Dues 61410 Tuition 68100 R & M - Building
2,734 126 0 1,870 442 6,484
2,425 432 375 370 690 0
3,425 432 375 370 690 0
60000 Contractual Services 71100 Insurance and Bonds 75100 Travel 77450 Administrative Other 77610 Information Technology-
8,922 3,755 1,973 14,960 13,586 15,530
1,867 3,755 1,861 18,400 10,780 13,765
1,867 4,068 1,890 18,400 8,403 13,575
70000 Other Charges TEXPENSES Total Expenses
49,804 161,877
48,561 310,795
46,336 323,664
72000 Communication
487
City of Amarillo Department Staffing Report Department:
WIC Administration
Number of Employees Classification Permanent Positions 0.14 ADM055 0.14 ADM585 0.14 CLR410 0.14 PRF585 0.56 PRF586 0.42 PRF587 0.28 PRF588 0.14 TEC570 0.14 TEC571 0.28 TEC585 0.42 TEC586 1.26 TEC587 0.42 TEC588 0.56 TEC589 0.84 TEC590 0.56 TEC591 6.44
6.44
Personal Services Total
Description ASSISTANT WIG DIRECTOR WIG MANAGER ADMINISTRATIVE ASSISTANT Ill NUTRITIONIST I NUTRITIONIST II NUTRITIONIST Ill NUTRITIONIST IV DIETITIAN I DIETITIAN II NUTRITION TECHNICIAN I NUTRITION TECH II WIG TECHNICIAN I NUTRITION TECHNICIAN Ill NUTRITION TECHNICIAN IV WIG TECHNICIAN II WIG TECHNICIAN Ill Total Permanent Positions
272,036
Total Department
488
CITY OF AMARILLO
--489
CITY OF AMARILLO WOMEN, INFANTS & CHILDREN (WIC) NUTRITION EDUCATION (25312) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The WIC Nutrition Education Section is responsible for delivering nutrition education to participants enrolled in the WIC Program according to State and Federal regulations. The WIC Nutrition Education Section is also responsible for promoting nutrition in the community and conducting community nutrition education.
GOALS The WIC Nutrition Education Section's goal is to provide concise, accurate, and up-to-date nutrition education to participants through
individual or group nutrition counseling sessions along with printed nutrition education materials. It is our goal that the nutrition education provided will be done so to address the specific categorical and dietary needs of the participants at a level they can easily understand and in a language method that is common to them. It is also the goal of the WIC Nutrition Education Section to promote nutrition in the community through nutrition seminars, media presentations, as well as being regarded as the nutrition experts in the community.
OBJECTIVES
* * *
Continue to provide nutrition education to 98% of all participants. Continue to sponsor activities during National Nutrition Month. Continue to conduct monthly nutrition carnivals at the Austin Street and North Branch WIC clinics.
OPERATING STATISTICS/ PERFORMANCE MEASURES
Actual 2010/11
Estimated 2011/12
Estimated 2012/13
Percent of WIC Participants receiving Nutrition Education. State standard is ninety-eight (98) percent.
97%
97%
97%
ACCOMPLISHMENTS A major accomplishment of the Nutrition Education section in 2011/12 was the continuation and enhancement of the nutrition carnivals that the Department offers. The City of Amarillo WIC Nutrition Program is the onlyWIC agency in Texas that provides this enhanced level of nutrition education. Monthly carnivals featured booths such as: How sweet it is- Discussing sugar sweetened beverages; Snacks to grow- Discussing healthy snacks for children; Slimming down- Discussing healthy weight loss; Breakfast- Discussing the importance of starting each day by consuming breakfast for children and adults and the health benefits associated with daily consumption of breakfast; Holiday traditions - Discussing some of the common favorite holiday traditions that people enjoy and teaching participants how they can establish wholesome traditions with their children that they will treasure as adults; Rate you plateDiscussing the new "My Plate" guide to healthy eating and having participants rate their current plate for health benefits as well as tips on how to improve; Stretching your dollars- Discussing ways to provide a healthy menu for your family while staying within a tight budget. During FY 2011/12, the City of Amarillo WIC Program initiated the use of take-home nutrition education lessons. Some of the lessons offered were: Get your groove on Mama!; Zobie jungle grove; Zobie barn dance; Healthy choice to go; and storing leftovers safely. The take home classes allow a WIC participant to complete the class at their own pace and in a time frame that best suits their schedule. During FY 2011/12, the City of Amarillo WIC program also continued to offer on-line nutrition education classes as an additional method in which WIC participants can obtain nutrition education. This has proven to be a very effective and successful way for participants to obtain nutrition education at their own pace and according to their own schedule. Both of these types of Nutrition Education have been very popular with WIC clients. The City of Amarillo WIC Nutrition Program has been a source of inspiration and leadership in the field of nutrition education and to other WIC Agencies.
490
City of Amarillo WIC Nutrition Education
41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation
248,888 0 14,502 27,676 54 3,676 10,411 39,109 0 358 402
,191 4,606 0 79,309 183 5,854 25,031 56,764 0 716 702
10,000 0 104,068 269 6,553 28,021 56,628 6,644 785 678
41000 Personal Services 51110 Office Expense 51200 Operating 51400 Photographic 51700 Education 51850 Minor Tools 51950 Minor Office Equipment 53100 Natural Gas 53150 Electricity 53200 Water and Sewer 54000 Food
345,076 1,714 27,858 0 1,910 0 0 1,516 4,280 846 3,535
630,357 10,955 18,257 250 46,761 3,400 5,700 1,901 3,834 2,017 5,500
665,589 10,955 18,257 250 46,761 3,400 5,700 1,200 6,045 674 5,500
51000 Supplies 61200 Postage 61300 Advertising 61400 Dues 61410 Tuition 62000 Professional 63400 Employee Medical
41,658 100 250 50 1,065 725 0
98,576 1,742 1,050 1,800 13,350 350 100
98,743 1,742 1,050 1,800 13,350 750 100
60000 Contractual Services
75100 Travel 75200 Mileage 77450 Administrative Other 77610 Information Technology-
2,190 1,763 2,310 17,473 0 46,689 12,079
18,392 1,763 2,317 16,783 475 29,259 10,706
18,792 2,465 2,377 17,775 475 20,562 10,522
70000 Other Charges TEXPENSES Total Expenses
80,314 469,238
61,303 808,628
54,176 837,300
71100 Insurance and Bonds 72000 Communication
491
City of Amarillo Department Staffing Report Department:
WIC Nutrition Education
Number of Employees Classification Permanent Positions 0.35 ADM055 0.35 ADM585 0.35 CLR410 0.35 PRF585 1.40 PRF586 1.05 PRF587 0.70 PRF588 0.35 TEC570 0.35 TEC571 0.70 TEC585 1.05 TEC586 3.15 TEC587 1.05 TEC588 1.40 TEC589 2.10 TEC590 1.40 TEC591 16.10 16.10
Personal Services Total
Description
ASSISTANT WIG DIRECTOR WIG MANAGER ADMINISTRATIVE ASSISTANT Ill NUTRITIONIST I NUTRITIONIST II NUTRITIONIST Ill NUTRITIONIST IV DIETITIAN I DIETITIAN II NUTRITION TECHNICIAN I NUTRITION TECH II WIG TECHNICIAN I NUTRITION TECHNICIAN Ill NUTRITION TECHNICIAN IV WIG TECHNICIAN II WIG TECHNICIAN Ill Total Permanent Positions Total Department
665,589
492
CITY OF AMARILLO
-493
CITY OF AMARILLO WOMEN, INFANTS & CHILDREN (WIC) BREASTFEEDING (25313) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The WIC Breastfeeding Education Section is responsible for providing breastfeeding information, education, and support to pregnant women and breastfeeding women enrolled in the WIC Nutrition Program, as well as those in the general public requesting such. It is also the role of the WIC Breastfeeding Education Section to provide continuing education and information to WIC staff and other medical and professional staff in the community on the benefits of breastfeeding, current research and information in the field, and methods of promotion/support of breastfeeding.
GOALS
It is the goal of the WIC Breastfeeding Education Section to provide breastfeeding information to all pregnant women and support/education for all breastfeeding women enrolled in the WIC Nutrition Program. It is also the goal of the WIC Breastfeeding Education Section to provide updates on current research to WIC staff on a bi-monthly basis and to support professional activities that promote breastfeeding.
OBJECTIVES
*
*
Continue to provide breastfeeding information to all pregnant women enrolled in the WIC Nutrition Program, and strive to increase the percentage of breastfeeding women from 73% to 75% during the next year. Continue to educate staff and area medical professionals on the subject of breastfeeding.
OPERATING STATISTICS/PERFORMANCE MEASURES Percent of Born-to-WIC Infants that are breastfed at the time of certification. State standard is sixty (60) percent.
Actual 2010/11
Estimate 2011/12
Estimate 2012/13
70%
73%
73%
ACCOMPLISHMENTS During fiscal year 2011/12, the WIC Breastfeeding Section was actively involved in promoting breastfeeding to WIC clients by encouraging new mothers of infants being certified at Northwest Texas Healthcare System (NWTHS) to breastfeed, promoting breastfeeding to WIC clients by having classes for pregnant women specifically addressing breastfeeding, by having a Breastfeeding Promotion booth at each of the monthly Nutrition Carnivals, by having bulletin boards with breastfeeding information at WIC clinics, and by educating and continually updating the knowledge of WIC staff on the subject. A sustained rate of 73% in the number of breastfed babies born to WIC moms is attributed to the education provided in the WIC clinics about the benefits ofbreastfeeding and a breastfeeding promotion media campaign that was ran on the Radio for 4 months.
494
City of Amarillo
i 41500 PFP 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment
42400 Workers Compensation
0 2,447 2,884 6 415 1,156 4,449 0 57 43
584 0 9,064 21 669 2,861 6,487 0 82 80
1,200 0 11,894 31 749 3,202 6,472 759 90 77
41000 Personal Services 5111 0 Office Expense 51200 Operating 51400 Photographic 51700 Education 51850 Minor Tools
39,042 76 995 0 0 0
72,098 1,980 4,168 850 2,031 1,500
76,125 1,980 4,168 850 2,031 1,500
51000 Supplies 61200 Postage 61400 Dues 61410 Tuition
1,072 288 0 0
10,529 612 0 2,900
10,529 612 1,076 2,900
60000 Contractual Services
75100 Travel 77450 Administrative Other
288 0 4,209 5,282
3,512 0 4,500 3,080
4,588 0 4,500 2,352
70000 Other Charges TEXPENSES Total Expenses
9,491 49,892
7,580 93,719
6,852 98,093
71100 Insurance and Bonds
495
City of Amarillo Department Staffing Report Department:
WIC Breastfeeding
Number of Employees Classification Permanent Positions 0.04 ADM055 0.04 ADM585 0.04 CLR410 0.04 PRF585 0.16 PRF586 0.12 PRF587 0.08 PRF588 0.04 TEC570 0.04 TEC571 0.08 TEC585 0.12 TEC586 0.36 TEC587 0.12 TEC588 0.16 TEC589 0.24 TEC590 0.16 TEC591 1.84 1.84
Personal Services Total
Description ASSISTANT WIG DIRECTOR WIG MANAGER ADMINISTRATIVE ASSISTANT Ill NUTRITIONIST I NUTRITIONIST 11 NUTRITIONIST Ill NUTRITIONIST IV DIETITIAN I DIETITIAN 11 NUTRITION TECHNICIAN I NUTRITION TECH 11 WIG TECHNICIAN I NUTRITION TECHNICIAN Ill NUTRITION TECHNICIAN IV WIG TECHNICIAN 11 WIG TECHNICIAN Ill Total Permanent Positions Total Department
76,125
496
CITY OF AMARILLO
497
CITY OF AMARILLO WOMEN, INFANTS & CHILDREN (WIC) CLIENT SERVICES (25314) FUNCTIONS, GOALS AND OBJECTIVES
FUNCTIONS
lt is the function of the WIC Client Services Section to provide support for delivery of service to WIG participants in the most efficient, timely, accurate, professional, and pleasant manner possible. These support services include performing anthropometrical procedures and plotting results, assessing eligibility for the program based on financial, residency, and medical/nutritional factors, computer data entry, issuance of program benefits, scheduling certification and nutrition education appointments, copying/reproduction of materials, filing, and telephone and reception activities.
GOALS Maintain or increase the total number of participants served in Potter, Randall, Armstrong, Oldham, and Carson counties and therefore increase the percent of potential eligible served. Maintain or reduce the average length of time required to certify a participant or deliver nutrition education.
OBJECTIVES
*
Increase total number of participants from an average of 8,212 per month to 8,400.
OPERATING STATISTICS/PERFORMANCE MEASURES
Actual 2010/11
Actual 2010/11
Actual 2011112
Average number of participants served monthly Total number of WIC participants receiving food vouchers Percentage change from previous year
8,869 106,429 +6%
8,923 107,081 +1%
8,212 98,540 ~8%
ACCOMPLISHMENTS A major accomplishment of the WIC Client Services Section during 2011 was that services were maintained at a high level of integrity and delivered expediently. The City of Amarillo WIC program experienced an 8% decrease in participation during 2011, which is consistent with state and national statistics. The decrease in WIC participation is being attributed to the temporary increase in SNAP (Supplemental Nutrition Assistance Program) benefits that was made possible with federal stimulus funds. In addition to providing services in Potter and Randall counties, the City of Amarillo WIC Nutrition Program provides services in Armstrong, Oldham, and Carson counties.
498
City of Amarillo WIC Client Services
i 41500 PFP 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security - OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment
0 18,094 31,172 56 3,702 8,654 39,713 0 696 445
5,373 0 97,437 225 7,192 30,753 69,738 0 880 863
12,000 0 127,856 330 8,051 34,425 69,572 8,162 964 833
51700 Education 51850 Minor Tools 51950 Minor Office Equipment 53100 Natural Gas 53150 Electricity 53200 Water and Sewer
352,337 16,754 6,070 4,348 0 0 0 4,165 3,075 10,751 2,963
774,154 15,900 11,700 18,400 3,200 600 5,670 8,882 3,855 8,917 2,800
817,439 15,900 11,700 18,400 3,200 600 5,670 8,882 2,437 13,838 4,442
51000 Supplies 61200 Postage 61300 Advertising 61410 Tuition 62000 Professional 63400 Employee Medical 68100 R & M- Building 68610 Office Equipment
48,126 163 0 0 1,466 0 3,542 23,898
79,924 936 300 6,903 1,024 100 3,542 3,915
85,069 936 300 6,903 2,500 100 3,542 3,915
60000 Contractual Services
75100 Travel 75200 Mileage 77450 Administrative Other 77610 Information Technology-
29,070 1,991 1,746 0 2,186 47,671 6,903
16,720 1,991 1,751 3,335 2,172 32,338 6,118
18,196 2,783 1,829 3,335 2,172 25,254 6,025
70000 Other Charges 83200 Improvement
60,497 71,029
47,705 0
41,398 0
80000 Capital Outlay TEXPENSES Total Expenses
71,029 561,059
0 918,503
0 962,101
42400 Workers Compensation 41000 Personal Services 5111 0 Office Expense 51200 Operating 51350 Chemical and Medical
51410 Vaccines
71100 Insurance and Bonds 72000 Communication
499
City of Amarillo Department Staffing Report Department:
WIC Client Services
Number of Employees Classification Permanent Positions 0.43 ADM055 0.43 ADM585 0.43 CLR410 0.43 PRF585 1.72 PRF586 1.29 PRF587 0.86 PRF588 0.43 TEC570 0.43 TEC571 0.86 TEC585 1.29 TEC586 3.87 TEC587 1.29 TEC588 1.72 TEC589 2.58 TEC590 1.72 TEC591 19.78
19.78
Personal Services Total
Description ASSISTANT WIC DIRECTOR WICMANAGER ADMINISTRATIVE ASSISTANT Ill NUTRITIONIST I NUTRITIONIST II NUTRITIONIST Ill NUTRITIONIST IV DIETITIAN I DIETITIAN II NUTRITION TECHNICIAN I NUTRITION TECH II WIC TECHNICIAN I NUTRITION TECHNICIAN Ill NUTRITION TECHNICIAN IV WIC TECHNICIAN II WIC TECHNICIAN Ill Total Permanent Positions Total Department
817,439
500
501
CITY OF AMARILLO WOMEN, INFANTS & CHILDREN (WIC) FARMERS MARKET (25315) FUNCTIONS, GOALS AND OBJECTIVES
FUNCTIONS It is the function of the WIG Farmers' Market Section to conduct the Farmers' Market program by working closely with the local certified Farmers' Market and the State WIC Nutrition Program; provide nutritional education on fruits and vegetables sold at the Farmers' Market, and issue vouchers for redemption at the certified Farmers' Market.
GOALS On a one time per year basis, issue $10 of vouchers to every woman and child enrolled in the WIC Nutrition Program. Conduct nutrition education classes highlighting the fruits and vegetables sold at the Farmers' Market. Provide follow-up to assure a high redemption rate of the vouchers.
OBJECTIVES
* *
*
Maintain issuance of Farmers' Market vouchers to every woman and child enrolled in the WIC Program. Increase the rate of vouchers redeemed at the Farmers' Market. Increase WIC participant's awareness of the Farmers' Market.
OPERATING STATISTICS/PERFORMANCE MEASURES Total Number of participants issued Farmers' Market Vouchers Percent of change from previous year
Actual 2009/10
Actual 2010/11
Actual 2011112
5,993
6,089
3,944
+4%
-68%
+67%
ACCOMPLISHMENTS During fiscal year 2011, Nutrition Carnivals in June and July at the Austin Street Clinic and the North Branch clinic featured the selection, preparation and storage of fresh fruits and vegetables from the Farmers' Market. The total dollar amount of Farmers' Market vouchers issued in 2011 was $39,440. This represents a 35% decrease in the amount issued in FY 11 from FY 10. The decrease was a result of the Sate WIC program allowing issuance of the Farmers' Market vouchers to only those families with a child from age 1-5. The issuance of the Farmers' Market vouchers to pregnant women, postpartum women, and breastfeeding women was not allowed due to a funding cut.
502
City of Amarillo WIC Farmers Market
I 41500 PFP 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation
419 0 8 5
13,063 146 0 2,266 5 167 715 1,622 0 20 20
3 300 0 2,973 8 187 801 1,618 190 22 19
41000 Personal Services 51110 Office Expense
3,662 0
18,025 204
19,031 204
51000 Supplies 71100 Insurance and Bonds 77450 Administrative Other
0 0 495
204 0 0
204 0 587
70000 Other Charges TEXPENSES Total Expenses
495 4,157
0 18,229
587 19,823
City of Amarillo Department Staffing Report Department:
WIC Farmers Market
Number of Employees Classification Permanent Positions 0.01 ADM055 0.01 ADM585 0.01 CLR410 0.01 PRF585 0.04 PRF586 0.03 PRF587 0.02 PRF588 0.01 TEC570 0.01 TEC571 0.02 TEC585 0.03 TEC586 0.09 TEC587 0.03 TEC588 0.04 TEC589 0.06 TEC590 0.04 TEC591 0.46 0.46
Personal Services Total
Description ASSISTANT WIC DIRECTOR WIG MANAGER ADMINISTRATIVE ASSISTANT Ill NUTRITIONIST I NUTRITIONIST II NUTRITIONIST Ill NUTRITIONIST IV DIETITIAN I DIETITIAN II NUTRITION TECHNICIAN I NUTRITION TECH II WIG TECHNICIAN I NUTRITION TECHNICIAN Ill NUTRITION TECHNICIAN IV WIG TECHNICIAN II WIG TECHNICIAN Ill Total Permanent Positions Total Department
19,031
503
CITY OF AMARILLO WOMEN, INFANTS & CHILDREN (WIC) LACTATION CONSULTANT (25317) FUNCTIONS, GOALS AND OBJECTIVES
FUNCTIONS This Department is funded with discretionary money from the State WIG Program to pay for the services of a Certified Lactation Consultant, equipment, and/or training related to lactation consultations.
GOALS To increase the number of women who are participating in the WIC program that breastfeed their infants by providing specialized counseling concerning difficulties or needing specialized assistance.
OBJECTIVES
*
To increase the percentage of Born-to-WIG infants breastfed since birth from 73% to 75%.
504
City of Amarillo WIC Lactation Consultant
I 41500 PFP 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security - OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment
42400 Workers Compensation
0 1,553 595 1 59 252 635 0 3 4
100 0 0 0 0 0 0 0 0 0
100 3,052 1,181 2 116 495 1 '117 131 6 8
41000 Personal Services 51110 Office Expense 51350 Chemical and Medical
5,901 0 0
2,600 0 1,500
11,708 0 1,500
0 165 0
1,500 165 375
1,500 181 375
60000 Contractual Services 71100 Insurance and Bonds 75100 Travel 77450 Administrative Other
165 0 1,716 798
540 0 3,500 0
556 0 3,500 0
70000 Other Charges TEXPENSES Total Expenses
2,515 8,581
3,500 8,140
3,500 17,264
51000 Supplies 61400 Dues 61410 Tuition
505
CITY OF AMARILLO WOMEN, INFANTS & CHILDREN (WIC) PEER COUNSELOR (25318) FUNCTIONS, GOALS AND OBJECTIVES
FUNCTIONS To increase breastfeeding initiation and duration rates among the pregnant and breastfeeding women enro!!ed in the W!C Nutrition
Program.
GOALS To provide breastfeeding education, consultation and support to pregnant women and breastfeeding women enrolled in the WIG Nutrition Program with a result of a 1% increase in the number of pregnant women who initiate breastfeeding upon delivery of their infant.
OBJECTIVES
* *
Provide breastfeeding information to all pregnant women enrolled in the WIG Nutrition Program. Provide inwdepth counseling/consultation to those women experiencing difficulties with breastfeeding.
2009/10
Actual 2010/11
2011112
46%
63%
70%
Actual
OPERATING STATISTICS/PERFORMANCE MEASURES Total number of Breastfeeding women enrolled in WIG vs. total number of Pregnant women enrolled in WI C.
Actual
ACCOMPLISHMENTS During FY 2011/12, the Amarillo WIC Nutrition Program continued the Peer Counselor Program as a special grant from the StateWIC Nutrition Program. Emphasis has been placed on providing education and support to the breastfeeding women enrolled in WIC and consultation is provided if problems are encountered.
506
City of Amarillo WIC Peer Counselor
41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation
19,818 0 4,686 3,627 6 335 1'182 3,590 0 39 30
39,188 438 0 6,798 16 502 2,146 4,865 0 61 60
38,738 900 0 8,920 23 562 2,402 4,854 569 67 58
41000 Personal Services 5111 0 Office Expense 51200 Operating
33,312 0 0
54,074 300 1,328
57,093 300 1,328
51000 Supplies 61200 Postage 61300 Advertising 61410 Tuition
0 0 40,490 0
1,628 48 0 3,300
1,628 48 40,490 3,300
60000 Contractual Services
71100 Insurance and Bonds 75100 Travel 75200 Mileage 77450 Administrative Other
40,490 0 4,372 0 4,507
3,348 0 4,050 800 1,540
43,838 0 6,500 800 1,764
70000 Other Charges TEXPENSES Total Expenses
8,879 82,682
6,390 65,441
9,064 111,623
507
City of Amarillo Department Staffing Report Department:
WIC Peer Counselor
Number of Employees Classification Permanent Positions 0.03 ADM055 0.03 ADM585 0.03 CLR410 0.03 PRF585 0.12 PRF586 0.09 PRF587 0.06 PRF588 0.03 TEC570 0.03 TEC571 0.06 TEC585 0.09 TEC586 0.27 TEC587 0.09 TEC588 0.12 TEC589 0.18 TEC590 0.12 TEC591 1.38
1.38
Personal Services Total
Description
ASSISTANT WIC DIRECTOR WICMANAGER ADMINISTRATIVE ASSISTANT Ill NUTRITIONIST I NUTRITIONIST II NUTRITIONIST Ill NUTRITIONIST IV DIETITIAN I DIETITIAN II NUTRITION TECHNICIAN I NUTRITION TECH II WIC TECHNICIAN I NUTRITION TECHNICIAN Ill NUTRITION TECHNICIAN IV WIC TECHNICIAN II WIC TECHNICIAN Ill Total Permanent Positions Total Department
57,093
508
CITY OF AMARILLO
---
-
~
509
CITY OF AMARILLO WOMEN, INFANTS & CHILDREN (WIC) VENDOR OPERATIONS (25319) FUNCTIONS, GOALS AND OBJECTIVES
FUNCTIONS The WIC Vendor Operations Department is responsible for providing assistance to the WIC clients and WIC vendors regarding the grocery store transaction involving the purchase of WIC food items. This Department assists with training of WIC vendors in our service area, following up on policy changes issued by the State agency, clarifying or resolving questions/issues the vendors have, following up on complaints filed by clients concerning a vendor, and completing store inspections as requested by the state agency.
GOALS The Department's goal is to improve the WIC transaction in the grocery store by educating WIG clients and vendors about the allowed food items, the policies regulating the choice of food items, and the proper redemption process.
OBJECTIVES To implement in~store training sessions for WIC clients on the proper redemption process and increase the number of vendor trainings or briefings provided.
OPERATING STATISTICS/PERFORMANCE MEASURES Number of new store authorization evaluations Number of vendors attending trainings
Actual 2009/10
Actual 2010/11
Estimated 2011/12
0 69
0 52
0 55
ACCOMPLISHMENTS During the 2010/11 fiscal year, this Department assisted with 1 State~sponsored regional vendor training, numerous one·on·one local vendor consultations, and assisted with vendor claim resolutions.
510
City of Amarillo
70000 Other Charges TEXPENSES Total Expenses
0 0
511
0 0
0 0
CITY OF AMARILLO WOMEN, INFANTS & CHILDREN (WIC) CONTRACTORS (25320) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS
The WIC Contractors Department is responsible for assisting the State WIC Agency with the statewide implementation of the Electronic Benefits Transfer (EST) technology as well as other managerial/automation tasks as needed.
GOALS To assure successful implementation of the EST Technology in each WIC clinic location as the technology is implemented by regions throughout the state.
OBJECTIVES
*
To attend state trainings and EST management meetings and to assist WIC clinics with implementation functions as an integral component of the EBT implementation process.
OPERATING STATISTICS/PERFORMANCE MEASURES Number of Counties in which EST has been implemented Number of WIC Agencies in which EST has been implemented Number of W!C Clinics in which EBT has been implemented
Actual
Estimated
Estimated
2010/11
2011/12
2012/13
201 52 396
254 74 563
234 74 563
ACCOMPLISHMENTS The W!C Contractors Department has assisted with the successful clinic readiness procedures, staff training and clinic implementation of EBT at 563 WIC clinic locations encompassing 100% of the State. Follow-up training and enhancement of clinic flow has become the focus of the Department.
512
City of Amarillo WIC Contractors
51000 Supplies 61200 Postage 62000 Professional
0 0 3,954
200 324 74,476
200 324 74,476
60000 Contractual Services 71100 Insurance and Bonds 75100 Travel 75200 Mileage
3,954 0 2,073 69
74,800 0 15,000 10,000
74,800 0 15,000 10,000
70000 Other Charges TEXPENSES Total Expenses
2,142 6,096
25,000 100,000
25,000 100,000
513
CITY OF AMARILLO WOMEN, INFANTS & CHILDREN (WIC) OBESITY PREVENTION (25321) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The WIC Obesity Prevention Section is responsible for performing specified activities aimed at preventing the incidence of obesity through nutrition education.
GOALS The WIC Obesity Prevention Section's goal is to provide accurate and up-to-date nutrition education to participants through individual and group nutrition education classes and/or activities. The education classes and/or activities will be targeted at increasing the participant's consumption of whole grains, fruits and vegetables, and lowering consumption of high fat and high sugar foods.
OBJECTIVES
* *
*
Provide nutrition education booths or activities at WIC nutrition carnivals focusing on whole grains, fruits and vegetables. Provide take~home nutrition education materials that will assist participants with making healthier food choices. Provide education on the benefits of the WIC food package and how to incorporate the healthy foods W!C provides into the daily diet.
OPERATING STATISTICS/PERFORMANCE MEASURES Number of obesity prevention education classes or activities conducted Number of families in attendance
Actual 2010/11
Estimated 2011/12
Estimated 2012/13
840 3,741
540 2,388
310 1,272
ACCOMPLISHMENTS During 2011/12, the WIC Obesity Prevention Section focused on conducting classes that discussed reducing/eliminating sugary drinks from the diet and increased the consumption of fresh fruits, vegetables and whole grains; and introduced the "My Plate" initiative.
514
City of Amarillo
I 41500 PFP 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 42400 Workers Compensation
14,228 0 1,873 1,840 4 223 720 2,334 0 13 24
140 584 1,674 0 32 14
8,500 300 1'119 1'11 0 2 133 430 1,249 146 8 14
41000 Personal Services 5111 0 Office Expense 51200 Operating 54000 Food
21,259 302 3,552 0
13,315 0 7,033 6,000
13,011 302 7,033 6,000
51000 Supplies 75100 Travel 77450 Administrative Other
3,855 0 508 2,876
13,033 0 1,022 0
13,335 0 2,500 0
70000 Other Charges TEXPENSES Total Expenses
3,384 28,498
1,022 27,370
2,500 28,846
71100 Insurance and Bonds
515
CITY OF AMARILLO WOMEN, INFANTS & CHILDREN (WIC) REGISTERED DIETITIAN (25322) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The WIC Registered Dietitian section is responsible for providing counseling for high~risk participants: consultation regarding the appropriate issuance of special formulas, providing staff training on nutrition related topics and nutrition assessment procedures, assisting with the implementation of VENA, assisting with Quality Assurance for nutrition education and clinical procedures, and conducting facilitated discussion nutrition education classes.
GOALS The WIC Registered Dietitian section's goal is to provide nutrition counseling for high-risk participants and assist with training staff and performing quality assurance activities.
OBJECTIVES
* * * *
Provide specialized nutrition counseling for high-risk participants. Provide consultation on appropriate issuance and use of special formulas. Provide staff training on nutrition related topics and nutrition assessment procedures. Conduct facilitated discussion nutrition education classes and/or carnival booths.
Actual
Actual
Estimated
2010/11
2011112
2012113
Number of high-risk and special formula consultations conducted
360
370
380
Number of staff trainings and/or facilitated discussion classes or carnival booths conducted
840
922
982
OPERATING STATISTICS/PERFORMANCE MEASURES
ACCOMPLISHMENTS During 2011/12, the WIC Registered Dietitian section managed the high-risk counseling program and also assisted with the consultation of Physicians and WIG participants about the appropriate use of various specialized formulas for infants and children. The WIC Registered Dietitian section also conducted staff well ness trainings as a component of the statewide nutrition education program; conducted several nutrition carnival booths focusing on the "My Plate" initiative of the federal government administered by the United States Dept. of Agriculture; and conducted several presentations for the City of Amarillo well ness program focusing on the "My Plate" initiative and weight loss through good nutrition and also focusing on reducing the amount of sugary drinks consumed by children and adults.
516
City of Amarillo WIC R D Grant
i 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security - OASDI 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment
42400 Workers Compensation
1,257 0 0 51 0 579 0 0 0
0 2,040 5 150 641 1,793 0 17 16
0 4,982 12 363 1,550 3,881 455 41 39
41000 Personal Services 61400 Dues 61410 Tuition
4,157 0 0
15,000 300 200
36,323 335 200
60000 Contractual Services 71100 Insurance and Bonds 75100 Travel 75200 Mileage 77450 Administrative Other
0 0 760 0 562
500 0 1,800 200 0
535 0 2,500 200 0
70000 Other Charges TEXPENSES Total Expenses
1,323 5,479
2,000 17,500
2,700 39,559
517
CITY OF AMARILLO EDWARD BYRNE JUSTICE ASSISTANCE GRANT (26110) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS To fund the purchase of equipment that will support law enforcement in projects addressing crime prevention and apprehension.
GOALS Support activities to prevent and control crime based on local needs and conditions.
SIGNIFICANT CHANGES
*
*
This grant is funded by the Bureau of Justice Assistance and replaces the Local Law Enforcement Block Grant Programs. Additional funding may be awarded through the Justice Assistance Grant in future years.
518
City of Amarillo JAG Traffic Enforcement
52000 Ammunition
11,559
0
0
51000 Supplies 77900 Other Agencies
15,735 0
0 0
0 0
0 80,000 80,000 40,000
0 15,735
40,000 120,000
0 0
390 5,998 35 40,000 40,000
0 0 0
70000 Other Charges 84910 Other Equipment 80000 Capital Outlay TEXPENSES Total Expenses
0 0
City of Amarillo JAG Directed Patrol
42010 Social Security- Medica 42110 TMRS 42300 State Unemployment
0 0 0
41000 Personal Services TEXPENSES Total Expenses
0 0
0 0
City of Amarillo
0 0
51000 Supplies 77900 Other Agencies 70000 Other Charges 84910 Other Equipment 80000 Capital Outlay TEXPENSES Total Expenses
91,636 21,490
0 0
0 0
21,490 137,546
0 0
0 0
0 0 0 0
287
City of Amarillo JAG 2010 Directed Patrol
42110 TMRS 42115 Post Employment Benefits 41000 Personal Services TEXPENSES Total Expenses
0 0 0 0
519
34 2,470 2,470
City of Amarillo
70000 Other Charges 84910 Other Equipment 80000 Capital Outlay TEXPENSES Total Expenses
0 74,514
0 0
46,900 46,900
0 0 0 0
311 2,860 336 45 26,420 26,420
City of Amarillo
51000 Supplies TEXPENSES T olaf Expenses
City of Amarillo
42010 Social Security- Medica 42110 TMRS 42115 Post Employment Benefits 42300 State Unemployment 41000 Personal Services TEXPENSES Total Expenses
11 169 0 0 1,127 1,127
0 0
City of Amarillo
51000 Supplies 84910 Other Equipment
0 4,590
80000 Capital Outlay TEXPENSES Total Expenses
4,590 4,590
520
0 0 0 0
47,195 4,995 4,995 52,190
---
CITY OF AMARILLO
~
521
CITY OF AMARILLO NARCOTICS UNIT (26210) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The purpose of the Narcotics Unit is to investigate narcotics violations in the City of Amarillo.
GOALS Many crimes in Amarillo are influenced by narcotics. Burglaries, robberies, auto burglaries, and thefts are sometimes committed to obtain money to purchase narcotics. The Narcotics Unit conducts undercover operations and utilizes paid and unpaid informants to identify manufacturers and distributors of narcotics in Amarillo in an effort to reduce the availability of those drugs. The Narcotics Unit
investigates users of narcotics in order to reduce the number of crimes narcotics addicts commit to support their drug use. The Narcotics agents work closely with other local, regional, state, and federal narcotics agents investigating cases that extend outside Amarillo.
SIGNIFICANT CHANGES We added a narcotics agent to the squad this year.
522
City of Amarillo Narcotics Unit
51850 Minor Tools 52050 Auto Parts 52050LABOR Auto Parts Labor 52120 Tires and Tubes Other
931 19,287 7,441 2,690 3,600 1,448
18,767 0 15,000 0 1,200
0 16,225 0 15,000 0 1,200
51000 Supplies 61200 Postage 62000 Professional 68710 Auto Repair and Maint
35,396 19 0 1,210
34,967 0 10,000 0
32,425 0 10,000 0
60000 Contractual Services
72000 Communication 75300 Meals and Local 77100 Court Costs 782151mpressed Funds
1,229 437 215 -93 66,383
10,000 0 0 3,000 75,000
10,000 500 0 3,000 75,000
70000 Other Charges 84100 Auto-Rolling Stock & Equ 84910 Other Equipment
66,942 1'119 41,273
78,000 24,999 0
78,500 0 0
80000 Capital Outlay TEXPENSES Total Expenses
42,392 145,960
24,999 147,966
0 120,925
523
CITY OF AMARILLO LAW ENFORCEMENT OFFICERS STANDARDS AND EDUCATION (LEOSE) TRAINING· POLICE DEPARTMENT (26610) FUNCTIONS, GOALS AND OBJECTIVES
FUNCTIONS The Amarillo Police Department receives this funding for training and training equipment from the State of Texas. This funding is not to be a replacement of budgeted funds for training or equipment; rather a supplement to budgeted funds for training and training equipment.
GOALS The goal of this funding is to provide the Amarillo Police Department with funds for training required by Texas Commission of Law Enforcement Officers Standards and Education (TCLEOSE) and to provide needed equipment to carry out local training.
OBJECTIVES To ensure that our officers receive the required training as set forth by TCLEOSE and provide the necessary equipment to carry out
local training.
524
City of Amarillo
51000 Supplies 61410 Tuition 62000 Professional
0 2,200 995
2,000 0 0
60000 Contractual Services 75100 Travel
3,195 14,628
0 21,000
0 21,000
70000 Other Charges TEXPENSES Total Expenses
14,628 17,823
21,000 23,000
21,000 23,000
525
CITY OF AMARILLO LAW ENFORCEMENT OFFICERS STANDARDS AND EDUCATION (LEOSE) ·FIRE CIVILIAN (26620) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The Amarillo Fire Prevention Department receives this funding for training and training equipment from the State of Texas. This funding is not to be a replacement of budgeted funds for training or equipment; rather a supplement to budgeted funds for training and training equipment.
GOALS The goal of this funding is to provide the Amarillo Fire Prevention Department with funds for mandated training required by Texas Commission on Law Enforcement Officer Standards and Education (TCLEOSE), and to provide needed equipment to carry out local training.
OBJECTIVES To ensure that our officers receive the required training as set forth by TCLEOSE and provide the necessary equipment to carry out local training.
526
City of Amarillo
70000 Other Charges TEXPENSES Total Expenses
527
CITY OF AMARILLO TEXAS COMMISSION ON LAW ENFORCEMENT OFFICER STANDARDS AND EDUCATION (TCLEOSE) AIRPORT POLICE DEPARTMENT (26630) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS
Amarillo Airport Police Department is charged with the enforcement of state and federal laws, local city ordinances, and a multitude of tasks relating to public welfare and safety. In addition to these tasks, the Airport Police Department is responsible for the safety of civil aviation and security policies set by the Transportation Security Administration.
GOALS The Airport Police Department's goals are to maintain Texas standards and policies pertaining to the requirements of local law enforcement agencies and also federal mandated regulations prescribed by the Department of Homeland Security concerning the safety of civil aviation.
OBJECTIVES
*
To effectively and efficiently provide for the protection of lives and property, to preserve the public peace, and provide needed services for the airport and the community with the highest level of professionalism and ethical standards.
ACCOMPLISHMENTS Utilizing a variety of available resources including PRPC funding for law enforcement training, the Airport Police Department has increased the level of training available to officers in order to meet and often exceed the mandated training requirements issued by the Texas Commission on Law Enforcement Officer Standards and Education. By doing so, the Airport Police Department has improved the officers' competence and confidence in performing law enforcement tasks, while simultaneously reducing vulnerability to liability. Improved background investigations for police applicants have resulted in the hiring of more highly skilled and qualified officers. Ongoing development of new and improved policies and procedures, based in part on identified best practices for Texas Law Enforcement agencies, has increased the department's overall efficiency and ability to govern organizational and operational matters, while providing guidance and direction to officers in the performance of their duties.
528
City of Amarillo
60000 Contractual Services TEXPENSES Total Expenses
529
CITY OF AMARILLO AGREEMENT IN PRINCIPLE (AlP) PANTEX PROJECT FUND (26710) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The City of Amarillo is a sub-grantee of the Agreement In Principle (AlP) between the U.S. Department of Energy (DOE), National Nuclear Security Administration (NNSA), Pantex Site Office (PXSO) and the State of Texas. Grant funding provided to the City of Amarillo is designed to enhance the comprehensive emergency management program of the City of Amarillo and Potter County for hazards posed by the U.S. DOE Pantex Plant. The AlP Pantex Project Grant is coordinated by the Amarillo/Potter/Randall Office of Emergency Management (OEM). Grants are issued on a 5-year basis with the current grant covering FY2011 through FY2015.
GOALS Coordinate and enhance the comprehensive emergency management program of the City of Amarillo and Potter County related to the potential radiological, chemical, or security related hazards posed by the U.S. DOE Pantex Plant that could impact portions of the jurisdictions included in the Pantex Plant 1 0-mile Emergency Planning Zone (EPZ).
OBJECTIVES
*
* * *
* * * * *
Develop, coordinate, and maintain emergency plans and procedures related to the Pantex Plant. Coordinate appropriate Memorandums of Understanding (MOU}, Memorandums of Agreement (MOA), or other agreements with the Pantex Plant, State, local, private, and volunteer officials for emergency response assets and capabilities. Meet with Pantex Plant, State, local, private, and volunteer officials as needed to coordinate emergency management activities. Participate in training, testing, drills, and exercises with the Pantex Plant, State, and local government agencies to enhance emergency preparedness. Develop and disseminate emergency preparedness information to the public focusing on businesses and residents in the EPZ. Establish and maintain public warning systems in the EPZ. Provide support for direction and control facilities, mobile command platforms, and communications/data systems. Develop and implement a Reception Center for receipt of displaced families and individuals from a Pantex Plant incident. Coordinate the jurisdictions response and emergency public information programs related to a Pantex Plant incident.
OPERATING STATISTICS/PERFORMANCE MEASURES Pantex Exercises Pantex Drills Pantex Emergency Events Training Hours Public Awareness
Actual 2010/11
Estimated 2011/12
Estimated 2012/13
1 12 0 300
2 12 0 300
0 12 0 300
5
5
5
ACCOMPLISHMENTS OEM continued to ensure an appropriate level of emergency planning and preparedness for the City of Amarillo and Potter County related to the Pantex Plant. The primary accomplishment for FY2011/12 was the full participation by the City of Amarillo and Potter County in the full-scale operations-based and tabletop discussion-based exercises evaluating the full scope of response and recovery operations associated with a Pantex Plant General Emergency. Lessons learned and corrective actions from these exercises are being incorporated into community preparedness efforts. Other activities include review of the Emergency Operations Plan Annex W, Pantex Response Plan, and Reception Center Standard Operating Guidelines, maintenance oftheoutdoorwarning sirens and NOM All-Hazard Weather Radios located in the EPZ, and participation in multiple meetings, tests, drills, and an exercise with the Pantex Plant. In addition, OEM ensures the City of Amarillo and Potter County continues to be National Incident Management System {NIMS) compliant.
530
City of Amarillo
41300 Incentive 41500 PFP 41620 Unscheduled 41820T Health Insurance 41900 Life 42010 Social Security- Medica 42020 Social Security- OASDI 42110 TMRS 42115 Post Employment Benefits 42120T FRRF Total 42300 State Unemployment 42400 Workers Compensation 42550 Communications Allowance
875 0 8,033 8,848 18 877 3,592 9,059 0 491 73 187 1,203
900 1,241 10,232 9,916 19 828 3,539 8,025 0 0 73 196 1,200
1,200 2,156 2,000 10,512 25 834 3,566 7,207 846 0 73 983 1,200
41000 Personal Services 51110 Office Expense 51200 Operating
87,014 2,715 5,779
92,342 500 2,458
86,927 0 3,200
51000 Supplies 61200 Postage 62000 Professional 68300 R & M - Improvements
8,495 1,478 12,507 2,452
2,958 1,500 0 2,000
3,200 0 13,933 2,000
60000 Contractual Services 74000 Printing and Binding 75100 Travel 75200 Mileage
16,437 4,255 1,974 689
3,500 4,500 2,500 500
15,933 0 2,500 500
70000 Other Charges TEXPENSES Total Expenses
6,918 118,863
7,500 106,300
3,000 109,060
City of Amarillo Department Staffing Report Department:
AlP Pantex Project Fund
Number of Employees Classification Permanent Positions 1.00 PRF050 0.50 TEC901 1.50
1.50
Personal Services Total
Description HAZARDOUS MATERIALS PLANNER COMMUNICATIONS TECHNICIAN Total Permanent Positions
Total Department
86,927
531
CITY OF AMARILLO GREENWAYS PUBLIC IMPROVEMENT DISTRICT (27100) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The Greenways at Hillside Public Improvement District (PID) was established to provide for the maintenance of landscaped parkways and common areas which include hardscape features. The Greenways PID continues to develop a linear park system which now contains approximately 29 acres. The park~like setting meanders throughout the development, interconnecting the home sites with a linear parkway. A large quantity and diversity of trees and shrubs have been added to enhance the park's large expanse of irrigated turf. The park contains over a mile of walking/jogging trails for the use and enjoyment of all users.
GOALS When the entire Greenways at Hillside area is developed, total park area is estimated to be 40 acres. Utilizing grant dollars from the State of Texas Parks and Wildlife Department, the City constructed a natural setting city park with soccer fields and other recreational type amenities in what was previously an undeveloped playa lake. The City maintains this "playa park". There has been a total of $1,820,000 in bonds issued for developer reimbursements for improvements. Of these amounts, the balance as of October 1, 2011 is $1,220,000. Based on the PID Advisory Board's and The Greenways Homeowner's Association recommendations, current assessments will increase for the 2012/13 fiscal year.
ACCOMPLISHMENTS
*
*
The Greenways Public Improvement District park area is to remain at approximately 29 acres for the FY2012/13. Estimated maintenance and operation costs total $264,548. Debt service payments total $150,106. Lot counts, as of January 1, 2012, totaled: 46 A lot assessments ($642), 643 B lot assessments ($535), 26 D lot assessments ($770), and 1.8 acres of commercial property totaling $2,889. In an effort to reduce costs, the City of Amarillo will continue to contract a substantial amount of the grounds maintenance to a private contractor.
532
City of Amarillo
41000 Personal Services 51250 Janitor 51450 Botany & Agrigulture 53150 Electricity 53200 Water and Sewer 51000 Supplies 61300 Advertising
62000 Professional 67600 Temporary Labor 68300 R & M - Improvements 68318 Lighting 68400 R & M- Irrigation 69210 Rental City Equipment 60000 Contractual Services
77450 Administrative Other 70000 Other Charges 92170 Trsf to Debt Service 92000 Operating Transfers TEXPENSES Total Expenses
25,053 11,551 2,104 94,516
12,188 700 25,216 2,500 78,960
11,137 425 23,066 2,500 89,072
108,216 236 5,184 50,106 5,793 0 3,308 4,275
107,376 300 5,176 82,870 5,500 0 0 1,792
115,063 300 5,680 69,587 12,500 10,500 1,500 1,655
68,903 16,493
95,638 29,069
101,722 36,626
16,493 138,416
29,069 149,182
36,626 150,106
138,416 357,081
149,182 393,453
150,106 414,654
44
533
CITY OF AMARILLO BRENNAN PUBLIC IMPROVEMENT DISTRICT (27200) FUNCTIONS, GOALS AND OBJECTIVES
FUNCTION
The Brennan Public Improvement District was established to provide for the care and maintenance of the median located in Brennan Boulevard. Since the proposed services are in addition to the standard level of service provided by the City, the property owners in the Brennan Public Improvement District will be assessed for the cost of care and maintenance.
GOALS
The Brennan Public Improvement District began operations with a negative fund balance from the time of establishment for the reason that annual maintenance costs were significantly higher than assessments imposed. As a consequence of the initial shortfall and increased costs, the deficit remained over a period of time. It was decided that assessments must be raised to offset the increased costs and eliminate the deficit Since the 2006/2007 fiscal year, the deficit has been eliminated, a 3~month operating reserve has been established and assessments are suff1cient to fund maintenance and operation of the PI D.
ACCOMPLISHMENTS
*
The Brennan Public Improvement District assessments for the 2012/13 budget year will total $14,084. Based on current information, the cost of maintaining the improvements for the 2012/13 budget year is estimated to be $16,300. Note, because of a surplus in reserves, assessments wl!l cover the increase in maintenance costs.
534
City of Amarillo
41000 Personal Services 51250 Janitor 51450 Botany & Agrigulture 53150 Electricity 53200 Water and Sewer
452 0 69 263 2,509
700 80 861 260 2,137
678 40 861 264 2,340
51000 Supplies 61300 Advertising 62000 Professional 67600 Temporary Labor 68400 R & M - Irrigation 69210 Rental City Equipment
2,841 226 808 6,854 172 45
3,338 300 808 8,808 0 88
3,505 300 808 8,809 0 88
60000 Contractual Services 77450 Administrative Other 70000 Other Charges TEXPENSES Total Expenses
8,105 1,215
10,004 2,114
10,005 2,112
1,215 12,612
2,114 16,156
2,112 16,300
535
CITY OF AMARILLO COLONIES PUBLIC IMPROVEMENT DISTRICT (27300) FUNCTIONS, GOALS AND OBJECTIVES FUNCTION
The Colonies Public Improvement District (PI D) was established to provide for the installation and maintenance of certain landscaped common areas to include hardscape features. Since the proposed services are in addition to the standard level of service provided by the City, the property owners within the Colonies Public Improvement District will be assessed for the cost of care and maintenance.
GOALS The Colonies PID is a multiwphased development and will be subject to developer reimbursements for portions of the improvements. The Colonies PID collected the first assessments in January 2002. Improvements such as a clock tower, landscaped medians, a bridge, gazebos, featured entryways, and specialty lighting have been installed, dedicated, accepted and are now being maintained. Estimated debt service will be $160,558 on bond issues of $585,000 (2006) and $1.5 million (2008) previously issued. Of these amounts, the balance as of October 1, 2011 is $1,828,918.
ACCOMPLISHMENTS
*
*
The estimated maintenance and operation costs for the Colonies PID for FY 2012/13 total $219,988; including debt service, the total obligation is $380,144. The Colonies PID assessment method is based on a property's land use and square footage. The 2012/13 assessment total is based on a rate of assessment multiplied by the square footage of a lot. The total square footage of residential lots that have been platted as of January 1, 2012 equals 5,637, 792 square feet and is subject to assessments at a rate of $0.07. Also, as of January 1, 2012; 533,109 square feet of commercial property has been platted and is now subject to assessments at a rate of $0.07. The difference in assessments and obligations .will be provided by surplus funds within the PID account. In an effort to reduce costs, the City of Amarillo has contracted a substantial amount of the landscape maintenance to a private contractor.
536
City of Amarillo Colonies
41000 Personal Services 51250 Janitor 51450 Botany & Agrigulture 53150 Electricity 53200 Water and Sewer
16,251 272 12,216 8,673 76,492
12,003
51000 Supplies 61200 Postage 61300 Advertising 62000 Professional 67600 Temporary Labor 68300 R & M- Improvements 68400 R & M- Irrigation 6921 0 Rental City Equipment 60000 Contractual Services
11,907
440
440
14,625 10,733 52,890
16,463 11,000 64,163
97,653 14 226 4,112 49,611 20,936 1,839 2,386
78,688 50 450 4,496 56,350 10,000 0 1,386
92,066 50 450 4,448 64,146 10,000 0 1,385
71100 Insurance and Bonds 77450 Administrative Other 70000 Other Charges 92150 Cert of Obligation
79,124 57 16,112
72,732 57 32,750
80,479 68 35,040
16,169 157,148
32,807 157,903
35,108 160,558
92000 Operating Transfers TEXPENSES Total Expenses
157,148 366,345
157,903 354,133
160,558 380,118
537
CITY OF AMARILLO TUTBURY PUBLIC IMPROVEMENT DISTRICT (27400) FUNCTIONS, GOALS AND OBJECTIVES
FUNCTION The Tutbury Public Improvement District(PID) was established to provide for the maintenanceofeightlandscaped parcels, which have been designated as common areas within the Colonies Unit Number 9 subdivision. Since the proposed services are in addition to the standard level of service provided by the City, the property owners within the Tutbury Public Improvement District will be assessed for the incremental cost of care and maintenance.
GOALS
The Tutbury PID collected the first assessments in January 2002. All improvements have been installed, accepted, and are being maintained by a private contractor. The City has given the responsibility for maintenance of aU landscape and hardscape materials to the Tutbury Homeowners Association. The City of Amarillo will continue to be responsible for payment of all maintenance and operations for the Tutbury PID, subject to recommendations from the Tutbury PID Advisory Board.
ACCOMPLISHMENTS
*
There are 24 lots within the Tutbury PID with no plans for expanding the area of the PID. The projected 2012/13 maintenance and operating costs are estimated to be $16,236. Assessments will be divided among the property owners equally. Per the action of the Tutbury PID Advisory Board, assessments will remain at $679 per lot.
538
City of Amarillo
53200 Water and Sewer
2,510
1,861
2,159
51000 Supplies 61200 Postage 61300 Advertising 62000 Professional 68300 R & M - Improvements
2,767 12 233 200 9,337
2,147 12 450 200 8,700
2,552 12 450 200 10,700
60000 Contractual Services 77450 Administrative Other
9,782 1,312
9,362 2,109
11,362 2,322
70000 Other Charges 83200 Improvement
1,312 0
2,109 15,000
2,322 0
80000 Capital Outlay TEXPENSES Total Expenses
0 13,861
15,000 28,618
0 16,236
539
CITY OF AMARILLO POINT WEST PUBLIC IMPROVEMENT DISTRICT (27510) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The Point West Public Improvement District (PID) was established to provide for the maintenance of several landscaped medians within City right-of-way. The City of Amarillo has a policy of not allowing medians within City right-of-way and therefore required the PID be established for a maintenance mechanism. Since the proposed services are in addition to the standard level of service provided by the City, the property owners within the Point West Public Improvement District will be assessed for the cost of care and maintenance of the medians.
GOALS This business/office park development will be a multi-phased development. However, a majority of the PointWestPID medians have been fully developed thereby necessitating assessments. The City has given the responsibility of maintenance for the PlD landscaping to the Point West Property Owner's Association. The City of Amarillo will continue to maintain hardscape materials and will be responsible for payment of all maintenance and operations of the Point West PID subject to recommendations from the Point West PID Advisory Board.
ACCOMPLISHMENTS
*
The projected 2012/13 maintenance and operating costs for the landscaped medians as well as the landscaped Pubic Utility Easement areas total $50,286. These costs will be divided among the property owners based on the percentage of total square footage of property owned. Property owner assessments will remain the same as the previous year for a total of
$52,000.
540
City of Amarillo Points West PID
51000 Supplies 61200 Postage 61300 Advertising 67600 Temporary Labor 68300 R & M - Improvements
15,457 5 240 0 20,811
16,960 0 450 10,020 7,610
25,471 5 465 10,020 7,610
60000 Contractual Services 77450 Administrative Other
21,056 3,580
18,080 7,451
18,100 6,715
70000 Other Charges TEXPENSES Total Expenses
3,580 40,092
7,451 42,491
6,715 50,286
541
CITY OF AMARILLO QUAIL CREEK PUBLIC IMPROVEMENT DISTRICT (27610) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The Quail Creek Public Improvement District (PI D) was established to provide for the maintenance of the common area with brick dumpster enclosures to include a lighted landscaped median within City right-of-way. The amenities offered within this PID are in addition to the standard level of service provided by the City. The property owners within the Quail Creek Public Improvement District will be assessed for the cost of care and maintenance of the common area amenities.
GOALS
This 291ot residential subdivision was developed on an irregular piece of land and was limited in what could be drafted into a workable residential design. The large median in the middle of the development was a result of this irregular tract. There will be no entry features associated with this tract and the only landscaping will be grass and trees within the median mentioned above. The subdivision improvements associated with this PID were completed and accepted in the spring of 2009 and are now being maintained by a private contractor.
ACCOMPLISHMENTS
*
The projected 2012/13 maintenance and operating costs will total $6,232. These costs will be equally divided among the 29 lot property owners. Amarillo PID policy specifies that a minimum amount equal to a 3-month operating reserve remain on deposit within the fund. Therefore, in order to not substantially burden lot owners with a large assessment, the PID Board recommends assessing each lot owner $237. The total property owner assessment will total $6,873.
542
City of Amarillo Quail Creek PID
53150 Electricity 53200 Water and Sewer 51000 Supplies 61300 Advertising 68300 R & M- Improvements
2,397 236 2.705
3,319 250 2,630
2,418 250 2,630
60000 Contractual Services 77450 Administrative Other
2,941 238
2,880 238
2,880 934
70000 Other Charges TEXPENSES Total Expenses
238 5,576
238 6,437
934 6,232
543
CITY OF AMARILLO VINEYARDS PUBLIC IMPROVEMENT DISTRICT (27710) FUNCTIONS, GOALS AND OBJECTIVES FUNCTION The Vineyards Public Improvement District was established to provide for the installation and maintenance of certain landscaped
areas (common areas). Since the proposed services are in addition to the standard level of service provided by the City, the property owners within the Vineyards Public Improvement District will be assessed for the cost of care and maintenance.
GOALS
The Vineyards PID is a multi~phased development and will be subject to developer reimbursements for portions of the improvements. The Vineyards PID will collect the first assessments in October 2012. Improvements such as landscaped medians and specialty lighting have been installed, accepted and therefore, are now being maintained within the first phase of development.
ACCOMPLISHMENTS
* The estimated maintenance and operations costs for the Vineyards PID for FY 2012/13 total $3,760. The Vineyards Public Improvement District Advisory Board unanimously approved assessing the Developer, who owns a majority of the property within the boundary and is member of the Board, for the fiscal year 2012~2013 total expenses.
544
City of Amarillo
2,000
53200 Water and Sewer
0
51000 Supplies 61200 Postage 61300 Advertising 68300 R & M- improvements
0 0 0 0
0 0 0 0
2,250 10 300 1,200
60000 Contractual Services TEXPENSES Total Expenses
0 0
0 0
1,510 3,760
545
City of Amarillo Capital Improvement Projects
546
~-~-- CITY OF AMARILLO --547
CITY OF AMARILLO INTRODUCTION The City's Capital Improvement Plan represents the staffs' determination of projects that need to be completed during the next five years to improve the quality of life for all our citizens and to improve our present service delivery system. Funding for the 2011/2012 portion of this Capital Improvement Plan has been approved in the City's annual fiscal year budget. Funding for the remaining portion of the plan
will be determined on an annual basis depending upon available financial resources and our changing needs and priorities. CAPITAL PROJECTS FUND General Construction-- To account for traffic engineering and other miscellaneous construction funded primarily by the general revenues of the City. This fund also accounts for costs of construction of various improvements to the City's parks, which in recent years, have been financed primarily by general revenues, and in some instances by intergovernmental grants. The General Construction Fund is also used to account for general revenues designated for replacement of existing buildings, improvements and equipment, and for similar projects. Street Assessments Fund -- To account for the construction of streets and alleys, which are financed primarily by property owner participation. Street Improvement Fund --To account for improvements being made to major thoroughfares and the storm sewer system of the City financed by general revenues, augmented in some instances by property owner participation. Golf Course Improvement Fund-- To account for the portion of green fees designated for improvements to the public golf courses. Solid Waste Disposal Improvement Fund --To account for costs of improvements to the City's solid waste disposal facilities, which in recent years primarily general revenues have financed. T-Anchor-Bivins Improvement Fund-- To account for sales of City land; the proceeds of which are designated for future betterments to the historic Bivins home, which is owned and rented by the City to the Amarillo Chamber of Commerce and other community service organizations. Civic Center Improvement Fund - To account for improvements to Civic Center Convention Annex facilities financed by motel tax receipts.
METHODS OF FINANCING CAPITAL IMPROVEMENT PROJECTS General Fund General Fund is the financing of improvements from revenues such as general taxation, fees, or service charges. Earmarked Funds With earmarked funds, monies are accumulated in advance or set aside for capital construction or purchase. The accumulation may result from surplus of earmarked operational revenues, funds in depreciation reserves, or the sale of capital assets. Certificates of Obligation Bonds With certificates of obligation bonds, the taxing power of the jurisdiction is pledged to pay interest and retire the debt. Certificates of obligation bonds can be sold to finance permanent types of improvements such as municipal buildings, parks, and recreation facilities. General Obligation Bonds With general obligation bonds, the taxing power of the jurisdiction is pledged to pay interest and retire the debt. General obligation bonds can be sold to finance permanent types of improvements such as municipal buildings, parks, and recreation facilities. Voter approval is required. Revenue Bonds Revenue bonds are frequently sold for projects, such as water and sewer systems that produce revenues. Voter approval is not required. Lease-Purchase The lease-purchase method requires the City to prepare specifications for a needed expenditure. The equipment is then leased by the municipality. At the end of the lease period, the title to the equipment can be conveyed to the municipality without any future payments. Special Assessments Public works that benefit particular properties may be financed more equitably by special assessment, i.e., paid by those who directly benefit.
548
CITY OF AMARILLO State and Federal Grants State and federal grant-in-aid programs are available to finance a number of programs. These may include streets, water and sewer facilities, airports, parks and playgrounds, etc. The cost of funding these facilities may be borne completely by grant funds or a local share may be required. Enterprise Funds Funds established from the delivery of specific services, where the money paid to administer the services and the expenses as a result of providing services, are accounted for separate from the General Fund budget of the City. FUNCTIONS OF THE CAPITAL IMPROVEMENT PROGRAM Estimating capital requirements, budgeting priority projects and identifying revenue sources for proposed improvements. Scheduling all capital projects over a fixed period with appropriate planning, implementation, and informing the public of projected capital improvements. Coordinating the activities of various departments in meeting project schedules. Monitoring and evaluating the progress of capital projects.
CAPITAL IMPROVEMENT DEFINITIONS Capital Improvement Project Any expenditure of public funds for the purchase, construction, rehabilitation, replacement, or expansion of the physical assets of the community when the project is relatively large in size, expensive, long~term, and permanent. A capital improvement project should have a useful life of over five years, and a unit value of at least $25,000. Some common examples include streets, libraries, tennis courts, signal systems, fire stations, water and sewer lines, and fire engines. Capital Improvement Projects should not include expenditures for equipment or services that management defines as operating budget items and which should be financed out of current revenue. Capital Improvement Program A five~year scheduling of public physical improvements to be constructed with estimated resources available to finance the projected expenditures. Capital Improvement Budget Improvements programmed for the next fiscal year and adopted as part of the normal budget process of the City and shown as year number one of the Capital Improvements Program.
CAPITAL PROJECTS IMPACT OF CAPITAL PROJECTS ON OPERATING BUDGET Total Projects 150,000 178,920 80,000 35,000 100,000 75,000 341,250 1,250,000 370,000 25,000 85,000 50,000 2,740,170
DESCRIPTION 410566 Telephone Switch Upgrade 410795 Radio Infrastructure Maintenance 410731 Radio Communications Narrowbanding Project 410212 Siren System Expansion Project 410214 Reroof Various City Buildings 410782 Interior Lighting Upgrades 410720 Boiler replacement at Police/Courts Building 410807 808 S. Buchanan Building Remodel 410808 Facilities Building Purchase/Remodel 410818 R22 HVAC Systems Replacement 410823 Fire Station 12 Stem Wall 410826 Upgrade/repair elevators Administrative and City Services Division
Operating
Cost N/A N/A N/A N/A N/A (19,000) (10,000) N/A N/A N/A N/A N/A (29,000)
Replacement and Upgrade Maintenance Replacement Replacement Maintenance Utility Savings Utility Savings Expansion Expansion Replacement Repairs Repairs
There are several projects included in the Administrative and City Se!Vlces Division. The most significant is the remodel of the building at 808 South Buchanan Street. This is the first year of a multi~year project estimated for a total of $7.3 million. There has not been a significant change in office space for City Hall since 1966. This new building will allow for the relocation of several City Departments and provide for much needed space as well as situating departments in a matter that will allow the City to provide more convenient services to the citizens and to the City employees. Communications has included several projects to upgrade telephone and radio communication.
549
CITY OF AMARILLO
The reroof City buildings project will provide for roof replacement and repairs to various City buildings. The City has included $370,000 for the purchase and remodel for the Facilities Department. We have not included any additional operating costs as the Department will be relocating from an existing facility. However, any potential increases will be addressed in future budgets. We anticipate that two projects (the interior lighting upgrade and the replacement of the Police Building boiler) will actually result in utility savings. There are several ongoing maintenance projects including the siren system, the HVAC System, and elevator replacement projects. Public Works Total Projects 1,750,000 58,250 30,000 150,000 1,988,250
DESCRIPTION
410573 SW 58th Rehabilitation from Washington to Georgia 410060 New Signal installations 410061 Rebuild Signalized Intersection 410809 Signal and School Flasher Communications System Public Works Division
Operating Cost 860
Replacement Expansion Repairs Replacement and Upgrade
860
Public Works has included $1.75 million to rehabilitate 58'" Street from Washington to Georgia. This project will remove and replace the existing five lanes of traffic on this street. The signal and school flasher communications system will update the existing system for a wireless connection which will eliminate the need for a Traffic Signal Technician to manually check each signal and flasher location to verify clocks are set appropriately. The new signal installations and the rebuild signalized intersections are ongoing projects to maintain the traffic signals throughout the City. There is a minimal amount of additional electricity cost associated with the new signals.
Police Total Projects 29,000 275,146 304,146
DESCRIPTION 410758 Bomb Team F250 4x4 Truck 410780 Vehicles for 10 Officers Police Division
Operating Cost 15,106 721,807 736,913
Replacement Personnel
The Police Department received approval to add 10 new officers. The project for the vehicles and associated equipment is included in the CIP section. The personnel cost of the officers is included in the 2012/2013 Police Department budget. The City has also included dollars to replace the truck used to pull the bomb trailer, allowing the POlice Department better response to area emergencies. Community Services Total Projects 445,000 445,000
DESCRIPTION 410829 FTA 11/12 Capital Project Community Services
Operating Cost N/A
Replacement
The Transit project above includes $356,000 of grant funding. This project will be used to upgrade the bus benches and shelters on the Fixed Route. The City anticipates funding the replacement of shop equipment out of this project.
Parks and Recreation Total Projects 190,000 60,000 155,000 50,000 100,000 60,000 120,000 135,000 150,000 1,020,000
DESCRIPTION 410552 Park Spraygrounds 410282 Automate/Renovate Irrigation 410286 Playground Improvements 410556 Park Security Lighting 410316 Restroom Replace-Area Parks 410711 Park Amenities 410749 Rotochopper Wood Chip Processor 410351 Rick Klein Soccer Complex 410831 Ellwood Park Improvements Parks Division
Operating Cost 7,100 N/A N/A 600 N/A N/A N/A 21,300 N/A 29,000
Utilities Replacement Replacement and Upgrade Utilities Replacement and Upgrade Replacement and Upgrade Expansion Utilities Replacement and Upgrade
The Parks and Recreation Department has included additional funding for the Soccer Complex project consisting of 41ighted soccerfields, parking, restrooms and a concession stand. This is a multi-year project that will be funded in part by the 2007 CO Bond proceeds ($305,000) for a total of $1,209,150. We have included in the 2012/2013 budget, additional utility costs of $21,300 associated with the Complex. However, we intend to maintain the complex with existing staff. The Ellwood Park project will fund the complete renovation of the existing volleyball and horseshoe court area, as well as adding a playground area.
550
CITY OF AMARILLO The purchase of a Wood Chip Processor will allow the Parks Department to harvest trees that are trimmed and process wood chips. We are seeing substantial price increases from the suppliers. This program wHI allow the Parks Department to continue to focus on replacing the surface material in area parks and avoid expected price increases on the supplies. We have allocated money to renovate irrigation
systems and replace a play structure at Willa Vista Park, as well as provide new and replacement amenities consisting of picnic tables, park benches, trash receptacles and drinking fountains in various park facilities.
Fire Total Projects
Operating Cost
120,000
N/A
Replacement
410785 Fire Act Grant Match
120,000
N/A
One-time Equipment Purchase
410836 SCBA Compressors and Cylinders
136,000
N/A
Replacement
410851 Upgrade Fire Apparatus
276,000
N/A
Replacement and Upgrade
Fire Division
652,000
N/A
DESCRIPTION 410716 Equipment for new Fire Apparatus
The Fire Department has included monies for new equipment for fire pumpers that are scheduled for replacement and $276,000 for an upgrade of the scheduled replacement of a grass rig to a pumper. The Fire Department is anticipating purchasing three supplied air breathing apparatus (SCBAs) compressors. Two of these are to replace existing equipment and a third will be installed at the new Fire Station #13, which is scheduled to be opened in 2013. Street Assessments Fund Total Projects 75,000 75,000
DESCRIPTION 415315 ADA Accommodations 4150-1420 Street Assessments
Operating Cost N/A
Replacement
The Street Assessments Fund is used account for the construction of streets and alleys, which are financed primarily by property owner participation. For the 2012/2013 fiscal year, the City has included $75,000 for the continuation of city wide ADA improvements to sidewalks. Street Improvement Fund Total Operating Projects Cost 1,200,000 N/A 1,200,000
DESCRIPTION 420003 Overlay Project 4200·1420 Street Improvement
Replacement
The Street Improvement Fund is used to fund the maintenance and expansion of the streets and drainage within the City. For the 2012/2013 fiscal year, the City has included $1.2 million for the street overlay project. Note: an additional $637,000 is included in the Street Department budget to help fund the overlay project. Solid Waste Disposal Improvement Fund Total Projects
Operating Cost
430059 6 New Blow Fences
24,000
N/A
4300 Solid Waste Disposal Improvement Fun
24,000
DESCRIPTION
Replacement
The Solid Waste Disposal Improvement Fund is used to fund the expansion projects at the Landfill. For the 2012/2013 year, the City has included a $24,000 fencing project to help prevent the blowing of trash off of the landfill property. Civic Center Improvement DESCRIPTION
Total Projects
Operating Cost
440052 Auditorium Seating Replacement
345,000
N/A
Replacement
440064 3/4 ton VB, Automatic Pick-up
25,000
N/A
Replacement
440074 Upgrade Civic Center radios
30,000
N/A
Replacement
440076 Carpet Extractor and E Watch Security System
18,200
N/A
Replacement
4400-1241 Civic Center Improvement
418,200
A portion of the hotel occupancy tax has been earmarked for improvements to our Civic Center. The Civic Center has included $345,000 for replacement of the auditorium seating. Over the years, the Civic Center has diligently worked to maintain the existing seating. However, replacement parts are no longer available and the seating will need to be replaced. Also included is replacement of equipment and the upgrade of the radio system.
551
CITY OF AMARILLO
Water and Sewer
Total Projects 1,000,000
DESCRIPTION 521634 PRD Annual Well Addn. (2012) 521750 PRD Spare Rotating Element For Carson Pumps 1 & 2
Operating Cost
175,000
521751 PRO Spare Rotating Element For Carson Pump 3 5217S5 TRN New 10 MGD Pump/Motor/VFD For 34th Hole 3 Or 4 521757 TRN Concrete Drain To Street At Hillside OHT 521087 TRN 30 inch Gate Valve 521248 OSG Air Scour system for 8 filters, including building 521765 OSG Three Ozone Generator Cells For Spares 521766 OSG Replace 12 Yard Dump Truck 521779 OSG SCADA Master Station Upgrades 521263 OSG Dam Improvements at Palo Duro Well Field
175,000 500,000 50,000 25,000 100,000 200,000 65,000 600,000 1,250,000
S21764 OSG Remodel E&l Office, Storage Area-Ozone
39,000
S20271 WD Large Valve Replacement
325,000
520563 WD 16" WM Farmers/Georgia
280,000
521409 WD Water Main Replacement Project
7SO,OOO
521412 WD Water E&l 521400 WD Water System Expansion 521420 WWC Manhole Rehabilitation 521423 wwc Sewer E&l 521428 WWC Cast Iron Lining 520378 WWC Lift Station 32 Facility Rehab
1,400,000
soo,ooo 150,000 1,400,000 450,000 930,000
5216S2 WWC North-West Interceptor
300,000
521402 WWC Sewer System Expansion
500,000
521656 WWC Sewer Main Rehabilitation Program (2012)
750,000
521773 WWC LS No. 40 Replacement VFDs & Generator
300,000
520394 RR line Storm Water Basin
7S,OOO
521109 RR Primary Clarifier #2, 3 & 4 Rep I 521780 RR Pedestals For Old High Lift
175,000
520985 HR Sludge Drying Beds
6S,OOO 75,000
50,000
520100 ELB Expand/Rehab ELAB Bldg 521639 ELB Replace ICP/Optical
190,000
521778 ELB Storage Bldg
300,000
$5,000
Replacement and Expansion Replacement Replacement Improvement Maintenance Project Replacement Engineering Replacement Replacement Replacement and Expansion Improvement Replacement Replacement Improvement Replacement and Expansion Replacement and Expansion Expansion Replacement Replacement and Expansion Improvement Replacement Engineering Expansion Replacement Replacement Improvement Replacement Replacement Improvement Replacement and Expansion Replacement Expansion
13,144,000
5200 Water and Sewer System Fund
The Water and Sewer Fund has a significant amount of capital improvements: $13,144,000. As reviewed below, the majority of these projects are replacement and expansion of existing infrastructure. The associated operating costs are included in the Water and Sewer Fund budgets. Water Production has included $1 million for the installation of new ground water wells. Once these wells come on-line, the City anticipates moving some of the production load to the new wells. Also included is $350,000 for spare rotating elements. If there is a problem with a pump, there can be as much as 6 months in repair time. With the element units on hand, the delay time should be less than two weeks. The Water Transmission Department has budgeted $500,000 for a new pump at the 34th Street pump station. This improvement will increase capacity at the station. Surface Water Treatment has included $100,000 of design fees for the construction of an air scour system for the filters at the treatment plant. Construction costs are estimated at $1 million and are scheduled for the 2013/2014 fiscal year. The purchase of the ozone generator cells will allow the Department to help facilitate repairs in the event of an emergency loss of a cell. The upgrade of the Osage Plant SCADA system will replace an aging system and provide for consistency with the SCADA system used at the Potter County Well Field. The improvement to the Palo Duro Well Field dam is estimated at ·$1.25 million and will allow the Department to address concerns regarding potential downstream release of water during storm events. Water Distribution has included $3.25 million in capital improvement projects for the next fiscal year. Of this amount, $2.65 million is estimated for water system extensions and improvements and main replacements. There are two additional projects: one to replace a valve at 34th and Osage and one to install a 16 11 water main connecting Farmers to Georgia Street. The Waste Water Collection Department has included $4.78 million to continue ongoing programs to fund sewer system expansion and improvement, manhole rehabilitation and rehabilitation of cast iron sewer mains. Of this amount, $2.65 million includes ongoing annual improvements to the wastewater system. The Department has included $450,000 to continue rehabilitating and relining sewer main crossings at major traffic locations, as well as an additional $930,000 to replace the wet wells and electric systems at lift Station #32. The design cost of the NorthWest Interceptor project is estimated at $300,000 with a total project cost of $3.6 million. The $300,000 for the replacement of VFDs and
552
CllY OF AMARILLO
a generator will allow the Department to address old equipment that is undersized as well as provide backup capability for the VFD drives. The River Road Treatment Plan has included $225,000 to replace clarifier equipment and to replace pedestals on the pumps. The installation of a storm water basin liner will address erosion that has occurred in the basin. The Hollywood Treatment Plant has included $65,000 in design cost for improvements to the sludge drying beds. This is a multi-year project with a total estimated cost of $715,000. The Environmental Laboratory is planning on replacing the Inductively Coupled Plasma/Optical Instrument, which the lab uses to analyze trace metals in samples. There are two projects included for the expansion of the laboratory building. The actual expansion project includes the design portion with total estimated project cost of $575,000. The construction of a storage building for the storage of chemicals and records will allow for additional space in the laboratory building for the continuation of the expansion project. There will be utility costs associated with this building and they have been included in the budget.
Airport
Projects
Operating Cost
Total DESCRIPTION 540076 Vehicle Repl (#5361) with new Ford F-150
25,000
N/A
Replacement
540096 Runway Rubber Removal Project
25,000
N/A
Maintenance
540098 Leased Hangar Roof Repairs
125,000
N/A
3,245,000
540106 FAA Grant FY13/14 540102 Rental Car Facility Consolidation & Improvement Project
2,300,000
N/A 52,800
5400 Airport Fund
5,720,000
52,800
Maintenance Replacement and Improvement Fuel
The Airport has allocated $333,447 in matching funds for a $3.2 million FAA grant. The Airport anticipates spending these dollars on several airport projects including: replacement of the four terminal building escalators, Improving the terminal drainage to the east, and replacement of the distance remaining signage. The Rental Car Facility Consolidation project of $2.3 million will combine with $1.5 million in the current year. This project will consolidate the facility and include rental car parking, car wash and vehicle fueling. We anticipate for the 2012/2013 year that we will complete the fueling piece of the project and will have a $0.09 mark-up on all gallons sold for revenue of $54,240. Upon completion of the project, estimated during 2013, we estimate total expenditures including depreciation of close to $970,000; however, we expect these expenditures to be covered by offsetting revenue fees. Roofing repairs to leased hangar space has been included in the amount of $125,000. An additional $25,000 is included to replace an existing vehicle and another $25,000 to remove rubber from runways to stay in compliance with the FAA approved Airport Certification Manual. Drainage Utility Fund During the current year, the City Commission approved the creation of a Drainage Utility. The Drainage Utility will provide a dedicated funding source for the operations and maintenance of the existing storm¥water system. The City anticipates issuing approximately $6.6 million in Drainage Utility bonds during the 2012/2013 fiscal year. These bonds will be funded by the Drainage Utility Fee which will become effective October 1, 2012. These proceeds will be used to fund much needed capital improvements to the drainage infrastructure throughout the City.
DESCRIPTION
Total
Operating
Projects
Cost
560000 Storm Sewer repairs (Extension & Improvement)
500,000
Maintenance
560020 Martin Road Lake
350,000
Replacement and Improvement
560035 Headwall Drainage Improvement
100,000
560043 FY12/13 Equipment Additions/Replacements
945,000
560044 Farmers Ave from Georgia to Western Storm Sewer and outfall to McCarty Lake
4,200,000
5600 Drainage Utility Fund
6,095,000
$300,000
Maintenance Personnel Cost Expansion
The 2012/2013 Equipment purchase will allow for the addition of new crews, including seven new employees that will address ongoing operations, repair and preventative maintenance of the storm·water system. The construction and installation of new storm sewer infrastructure at Farmers Avenue will allow the City to address drainage concerns in this area.
Municipal Garage Capital projects scheduled in 2012/2013 for Municipal Garage are routine replacements. There should not be a significant operating impact on the operating budgets from Garage items. However, expected increases in the replacement of equipment has been built into the budget and the rental costs associated with the equipment.
553
CITY OF AMARILLO
Information Technology We have also included amounts for the continuation of the Microsoft Operating System upgrade of $270,000. Replacement of PCs and existing equipment is estimated at approximately $260,000. The Information Technology staff continues to follow a replacement schedule. Over the past several years, we have seen significant increases in the number of PCs for the City. These projects should not have a significant impact on the operating budget.
554
CAPITAL PROJECTS FUNDS FISCAL YEAR2012/13 2007 Solid Waste Animal Civic Center Shelter Certificates Bivins lnterfund General Street Street Golf Course Disposal Total Transfers Construction Assessments Improvement Improvement Improvement Improvement Improvement Improvement Of Obligation Balance 10/01/11 (See Below)
13,061,956
6,033,383
720,213
1,215,816
385,163
2,015,022
255,457
1,818,379
3,207
615,316
Fiscal Year 2011/12
Add: Operating Transfers Grant and Other Revenue Deduct: Capital Expenditures And Amounts Committed Operating Transfers Balance 10/01/12
9,541,967 326,160
0
6,026,252 76,800
0 2,500
1,700,000 13,000
0 164,710
1,250,000 50,000
0 150
565,215 19,000
0 0
500
(8,952,279)
0
(4,211 ,495)
(0)
(1,724,968)
0
(2,635,000)
0
(375,000)
0
(5,816)
_______(.1.§§_1!&1.?J________________ {§7.:?,?1~L----------Q______ ll2.,Q9_QL_l?_~?..?.~?J--------------_9_____________Q_____________ _.o.. _______________Q ______ {~_1_Q,9_Q91 722,713
1 '190,848
294,085
680,022
255,607
2,027,594
3,207
0 2,500
1,200,000
13,000
0 206,446
1,250,000
531,600
50,000
0 150
539,955 19,000
0 0
(7,149,566)
(75,000)
(1,200,000)
0
(24,000)
0
(418,200)
0
12,421,193
0
7,247,116
0 8,347,541 822,696
0
5,357,586
0
Fiscal Year 2012/13
Add:
"'"' "'
Bond Proceeds Operating Transfers Grant and Other Revenue Deduct: Capital Expenditures Operating Transfers Balance 10/01/13
Available Funds Calculation: Cash and Investments (Appreciation) Depreciation in Investments Assets to be converted to Cash less liabilities less Construction in Progress Balances Balance 10/01/11
0
(8,866,766)
_________
__________________(!.§,?_QQ)________________Q_______
{'l..1l&~J
12,383,251
0
40,048,375
{1},_QQ_QL___{?_g?J~)_
______________Q_____________Q_____________ Q_ _______________ Q_ _________________ _
5,911,136
650,213
1,190,848
247,718
1,956,022
255,757
2,168,349
3,207
0
17,579,813
720,213
2,274,988
419,940
10,104,937
280,976
4,520,718
3,207
4,143,583
(39,112) (4,409) 0 (8,741) 0 (17,056) (8,906) 302,532 256,244 5,055 30,441 10,792 (2,074,290) (1,127,509) (88,312) (667,261) (1,626) (17,308) (172,274) _____ _(~~!-".?.~L--l~~,?.?D.. ___(!.,~.?_i!,Q_~gj______ {?_~,~~-~l---l?,?_~~,!!.1?1 ___________________[~,~-~§,~-~~1 (25, 175,549 l·---------- (1 o, 670, 756) ______________Q 13,061,956
0
6,033,383
720,213
1,215,816
385,163
2,015,022
255,457
1,818,379
3,207
615,316
City of Amarillo FY 2012/2013 Capital Improvement Program DESCRIPTION 410566 Telephone Switch Upgrade- Telecommunication switch upgrades for the City's Service Center and the Osage Water Treatment Plant.
Total Projects 150,000
410795 Radio Infrastructure Mainten<~nce- Maintenance on existing radio system sites including enhanced cable management, grounding and surge protection improvements. 410731 Radio Communications Narrow banding Project- Provide redundancy for public safety and support agency communications. 41010-1231 Communications
80,000 408,920
410212 Siren System Expansion Project- Replacement of sirens that are reaching life expectancy. 41010-1232 Emergency Management Services
35,000 35,000
178,920
410214 Reroof Various City Buildings- Maintenance of existing City buildings. 410782 Interior Lighting Upgrades- Replacement ofT-12 florescent light fixtures with T-8 or T-5 fixtures. 410720 Boiler replacement at Police/Courts Building- Replace existing boilers with six high efficiency boilers. 410807 808 South Buchanan Building Remodel- Remodeling costs that will allow additional space for existing City Departments. This is the first stage of this project that will provide for utilities relocation and demolition in preparation for remodel. 410808 Facilities Building Purchase/Remodel -Anticipated expansion of the Facilities Department into a separate building. 41081.8 R22 HVAC Systems Replacement- Replacement of existing units. 410823 Fire Station 12 Stem Wall- Improvement to existing facility. 410826 Upgrade/repair elevators- Replacement and improvement to the elevators at the Police Department and the Atmos Building. 41010-1252 Facilities Maintenance
50,000 2,296,250
410573 SW 58th Rehabilitation from Washington to Georgia- Remove and replace the pavement of five lanes of Southwest 58th Street. 41010-1410 Engineering
1,750,000 1,750,000
410758 Bomb Team F250 4x4 Truck- Replacement of existing vehicle that will allow the Bomb Team to respond to out of town requests for assistance. 410780 Vehicles for 10 Officers- Automotive and associated equipment expenses for 5 vehicles and 2 motorcycles. 41010-1610 Police Department
410060 New Signal Installations- Budgeted dollars to signalize two new intersections. 410061 Rebuild Signalized Intersection- Replacement of damage to infrastructure at signalized intersections.
556
100,000 75,000 341,250
1,250,000 370,000 25,000 85,000
29,000 275,146 304,146
58,250 30,000
City of Amarillo FY 2012/2013 Capital Improvement Program DESCRIPTION 410809 Signal and School Flasher Communications System- Upgrade to a wireless
Total Projects
communication systems for both the traffic signal and school flashers systems. 41010-1731 Traffic Administration
150,000 238,250
410829 FTA 11/12 Capital Project- Funding will be used to complete the bus bench and shelter replacement project and replacement of equipment in the Transit Shop Facility. 41010-1761 Transit-Fixed Route
445,000 445,000
410552 Park Spraygrounds- The construction of a sprayground located in Westover Village. 41010-1840 Swimming Pools
190,000
190,000
410282 Automate/Renovate Irrigation- Ongoing project to replace old hydraulic irrigation systems with new electric systems. 410286 Playground Improvements- Annual program to bring all park playgrounds into compliance with ADA guidelines, includes one playground structure replace and area surface improvements. 410556 Park Security Lighting- Installation of security lighting on interior park trails and shelters. 410316 Restroom Replacements at Area Parks- Annual program to replace restrooms in
60,000
155,000 50,000
area parks. 410711 Park Amenities- Annual program to replace amenities such as picnic tables,
100,000
benches, trash receptacles and drinking fountains. 410749 Rotochopper Wood Chip Processor- The chip process will allow the Department to
60,000
recycle the wood trimmed from City parks and golf courses. 410351 Rick Klein Soccer Complex- Additional funding for this project to add a restroom and
120,000
concession building. 410831 Ellwood Park Improvements- Replacement of the existing volley ball court area and .
135,000
the additional of a playground facility. 41010-1861 Park Maintenance
150,000 830,000
410716 Equipment for new Fire Apparatus- Funding for new equipment on the fire pumpers schedule for replacements. 410785 Fire Act Grant Match- Includes $100,000 of grant-in-aid funding.
120,000 120,000
410836 SCBA Compressors and Cylinders- Funding for the purchase and replacement of supplied air breathing apparatus compressors. 410851 Upgrade Fire Apparatus- Funding of an upgrade of a scheduled equipment
136,000
replacement to a pumper. 41010-1920 Fire Support
276,000 652,000
4100 General Construction Fund
7,149,566
557
City of Amarillo FY 2012/2013 Capital Improvement Program DESCRIPTION
Total Projects
415315 ADA Accommodations- Continuation of City wide ADA improvements to sidewalks. 4150-1420 Street Assessments
75,000 75,000
4150 Street Assessments Fund
75,000
420003 Overlay Project- Annual funding for the City wide overlay program. 4200-1420 Street Improvement
1,200,000 1,200,000
4200 Street Improvement
1,200,000
430059 6 New Blow Fences- Construction of six new blow fence to control wind blown paper. 4300-1432 Solid Waste Disposal
24,000 24,000
4300 Solid Waste Disposal Improvement Fun
24,000
440052 Auditorium Seating Replacement- Replacement of seating in the Auditorium. 440064 3/4 ton VB, Automatic Pick-up- Replacement of truck. 440074 Upgrade Civic Center radios- Dual band radios to allow Civic Center to communicate with the Police Department assigned to events at the Civic Center.
345,000 25,000
440076 Carpet Extractor and E Watch Security System - Funding for additional equipment. 4400-1241 Civic Center Improvement
18,200 418,200
4400 Convention Annex Improvement
418,200
4000 Capital Project Funds
30,000
8,866,766
521634 PRD Annual Well Addition -Annual additional of new groundwater wells into the City's water production system. 521750 PRD Spare Rotating Element For Carson Pumps 1 & 2- Purchase of a spare rotating element will reduce delay's when there are problems with a pump. 521751 PRO Spare Rotating Element For Carson Pump 3- Purchase of a spare rotating element will reduce delay's when there are problems with a pump. 52123-52200 Water Production 521755 TRN New 10 MGD Pump/Motor/VFD For 34th Hole 3 Or 4- Increase the pumping capacity of the 34th Street pump station. 521757 TRN Concrete Drain To Street At Hillside Overhead Tank- There has been increased commercial and residential development in this area, in the event of an overflow this drain will route water away from development.
558
1,000,000 175,000 175,000 1,350,000
500,000
50,000
City of Amarillo FY 2012/2013 Capital Improvement Program DESCRIPTION
Total Projects
521087 TRN 30 inch Gate Valve- Replacement of 30" tank isolation valve between Bonham Pump Station and Bonham Ill reservoir. 52123-52210 Water Transmission
25,000 575,000
521248 OSG Air Scour system for 8 filters, including building- Engineering/ design cost for the construction of air scour system for filters which will clean the filters more efficiently. Total project cost is estimated at $1.1 million. 521765 OSG Three Ozone Generator Cells For Spares- Purchase of spare cells will reduce delays in the event of an emergency loss of cells. 521766 OSG Replace 12 Yard Dump Truck, #4987, 1995 Model- replacement of dump truck used for hauling sludge and working in the well fields. 521779 OSG SCADA Master Station Upgrades- Funding to replace and expand the new SCADA software and hardware into the Osage operations room. 521263 OSG Dam Improvements at Palo Duro Well Field- Funding to provide improvements to the Bivins Lake Dam. 521764 OSG Remodel E&l Office, Storage Area-Ozone- Remodel of facility. 52123-52220 Surface Water Treatment
520271 WD Large Valve Replacement- Installation of a 30" valve approximately .5 miles east of the intersection of 34th and Osage and to replace a broken 10" valve. 520563 WD 16" WM Farmers/Georgia - Phase II of a 16" water main extension along Farmers to connect at Georgia. 521409 WD Water Main Replacement Project- Annual project to replace water mains throughout the City.
100,000 200,000 65,000 600,000 1,250,000 39,000 2,254,000
325,000 280,000 750,000
521412 WD Water Extension and Improvement- Annual project to fund emergency and unexpected maintenance problems in the water distribution and pumping system.
1,400,000
521400 WD Water System Expansion- Annual project to fund new water main extensions. 52123-52230 Water Distribution
500,000 3,255,000
521420 WWC Manhole Rehabilitation -Annual project to rehabilitate deteriorated manholes throughout the City. 521423 WWC Sewer Extensions and Improvements- Annual project to fund emergency and unexpected needs for the City's waste water system. 521428 WWC Cast Iron Lining- Continuation of existing project to rehabilitate and reline
150,000 1,400,000
sewer main crossings at major traffic locations. 520378 WWC Lift Station 32 Facility Rehabilitation- Funding to replace Lift Station #32 wet
450,000
wells and electrical systems.
930,000
521652 WWC North-West Interceptor- Design and construction of the Northwest Wastewater Interceptor. Total project cost is estimated at $3.6 million.
559
300,000
City of Amarillo FY 2012/2013 Capital Improvement Program DESCRIPTION
Total Projects
521402 WWC Sewer System Expansion- Annual project to fund new sewer main extensions. 521656 WWC Sewer Main Rehabilitation Program- Annual citywide sewer main replacement and rehabilitation project. 521773 WWC LS No. 40 Replacement Variable Frequency Drives (VFDs) & GeneratorReplacement of VFDs and generator that is undersized and past its viable life span. 52123-52240 Waste Water Collection
500,000 750,000 300,000 4,780,000
520394 RR Line Storm Water Basin - Installation of a liner for the storm water basin. 521109 RR Primary Clarifier #2, 3 & 4 Replacement- Replacement and upgrade of the motorized equipment, rake system and weirs will increase efficiency in solid and grease removal from process. 521780 RR Pedestals For Old High Lift- Replacement of concrete pedestals for high lift service pumps. 52123-52260 River Road Water Reclamation
50,000 300,000
520985 HR Sludge Drying Beds 52123-52270 Hollywood Road Waste Water
65,000 65,000
75,000
175,000
520100 ELB Expand/Rehabilitate Environmental Laboratory Building- Design portion of a two year project estimated for a total of $575,000. 521639 ELB Replace Inductively Coupled Plasma/Optical Instrument- Replace of 14 year old lab instrument that is used to analyze trace metals.
190,000
521778 ELB Storage Building- Construction of building to store chemicals and other records that will be relocated from the Laboratory Building to allow for the expansion project. 52123-52281 Laboratory Administration
300,000 565,000
75,000
13,144,000
5200 Water and Sewer System Fund
540076 Vehicle Replacement (#5361) with new Ford F-150- Replacement of equipment. 540096 Runway Rubber Removal Project- Annual funding to remove rubber from runways, Runway 4-22 and 13-31 will be addressed. 540098 Leased Hangar Roof Repairs- Annual project to fund roof panel replacements on hangars at the Airport.
125,000
540106 FAA Grant FY13/14- This project will be used to fund replacement of four terminal building escalators, improve terminal drainage to the east and replacement of the distance remaining signage. This project is 90% funded by FAA Grant dollars.
3,245,000
560
25,000 25,000
City of Amarillo FY 2012/2013 Capital Improvement Program DESCRIPTION 540102 Rental Car Facility Consolidation & Improvement Project- Second year funding for construction of a consolidated rental car service center for rent car parking, car wash and vehicle fueling facilities. 54120-5400 Airport Fund 5400 Airport Fund
Total Projects
2,300,000 5,720,000 5,720,000
560000 Storm Sewer Extension and Improvements- Annual project to fund emergency and unexpected maintenance problems in the storm sewer drainage system.
500,000
560020 Martin Road Lake- Design cost for the excavation of the lake and replacement of the discharge line and sewer pump. Total expected project cost are $4.1 million. 560035 Headwall Drainage Improvement- Annual maintenance project to City headwalls located at various lakes and outfalls. 560043 Equipment Additions/Replacements- Purchase and replacement of two trucks, one TV truck, two sweepers and one excavator. 560044 Farmers Avenue from Georgia to Western Storm Sewer and outfall to McCarty LakeConstruction and installation of new storm sewer infrastructure. 56200-5600 Drainage Utility Fund
4,200,000 6,095,000
5600 Drainage Utility Fund
6,095,000
5000 Enterprise Funds
24,959,000
610003 Scheduled Replacements- Scheduled equipment replacement. 61120-6100 Municipal Garage Fund
6,389,000 6,389,000
6100 Municipal Garage Fund
6,389,000
350,000 100,000 945,000
620005 PC Replacement Schedule- Scheduled equipment replacement.
260,000
620011 Departmental Requests- Purchase additional departmental hardware requests. 620020 Microsoft Upgrades- Annual funding to upgrade the Microsoft Office suite utilizing a Microsoft Enterprise Agreement. 62150-6200 IT Fund
24,249 270,000 554,249
6200 Information Technology Fund
554,249
6000 Internal Service Funds
6,943,249
1 City of Amarillo
40,769,015
561
City of Amarillo 2012/2013 General Capital
$2.5
$2.0 t/)
s::
= 0
$1.5
:E $1.0
$0.5
$0.0 Admin Services
Public Services
Police
Public Works
Community Services
Parks
Fire
TOTAL EXPENDITURES $7,149,566
Administrative Services is the largest General Capital expenditure comprising $2.74 million or 38% of total General Capital expenditures for the 2012/2013 fiscal year. $2.3 million of this amount has been included to address repairs and upgrades to City facilities. Public Works expenditures of $1 .99 million are the second largest General Capital expenditure representing 28%. Of this amount, $1 .75 million is estimated to rehabilitate Southwest 581h Street from Washington to Georgia. Parks ·has several projects with a total cost of approximately $1 .02 million. Included in these projects are playground improvements, park spraygrounds, various park amenities, irrigation renovations , and the purchase of a wood chip processor. Community Services has allocated $445 ,000 to upgrade passenger amenities for the Transit Police and system and purchase shop equipment, of which $356,000 will come from federal funding. Fire capital represent 4% and 9%, respectively.
562
City of Amarillo 2012/2013 Combined Capital Improvements By Funding Source General Fund Solid Waste Disposal Street Improvements Street Assessments Hotel/Motel Information Technology Municipal Garage Drainage Water & Sewer Federal Airport Photo Traffic Enforcement Bond Proceeds
$0
$2
$6
$4
$8
$10
$12
Millions
TOTAL FUNDING $40,769,015
The most significant funding sources are Water and Sewer with $13.1 million, bond proceeds with $8.8 million, and General Funds with $6.6 million. Included in the Water and Sewer funds is $5.3 million to fund both water and sewer main extensions, improvements and replacements. Bond proceeds of $6.1 million will fund Drainage Utility projects, including $4.2 million for the Farmers Avenue project. Public Works has included $1 .75 million of General Funds for rehabilitation of Southwest 581h Street from Washington to Georgia. For the 2012/2013 fiscal year, the Airport has several projects including the final phase of rental car facility improvements, a vehicle replacement, runway rubber removal , and one hanger roof replacement. The $1.2 million of Street Improvement funding and $75,000 of Street Assessment funding are for the 2012/2013 street overlay project and ADA accommodations, respectively. Scheduled fleet replacement in the Municipal Garage Fund is anticipated to be $6.4 million, of which $2.7 million will come from bond proceeds. Correspondingly, we expect to replace information technology equipment and software in the amount of $554,249.
563
$14
CITY OF AMARILLO DEBT SERVICE Current Requirements The total debt service requirement for the City of Amarillo for fiscal year 2012/13 is $27,902,028*. The debt service consists of $16,102,113 in principal payments, $10,099,215 in interest and fees, and $1,700,700 in estimated compensated absences payments. During the 1999/2000 fiscal year, voters approved library improvements that would be funded by a one~cent property tax increase. In June 2001, $6.9 million in General Obligation bonds were issued. The Library Improvement bonds were issued for 20 years at an average interest rate of 4.87%. The bond proceeds were used to construct two new branch libraries and to remodel two existing branch libraries and the downtown library. This issue was refunded with the 2009 General Obligation bonds with a net present value benefit of $231,274. The original par value of the new bonds is $4,825,000 with an average interest coupon of 3.83% and maturities thru August 2022. These bonds enjoyed an underlying rating of AAA from Standard & Poor's and Aa2 from Moody's Investors Service. During the 2006/2007 fiscal year, the City Commission approved the issuance of $24,575,000 of Combination Tax and Revenue Certificates of Obligation. The bond proceeds enabled the City to fund capital improvement needs in the Fire, Police, Public Health, Street and the Parks Departments. The substantial growth in the City has increased public facility and infrastructure needs and many of these projects had been waiting for a funding source for several years. These bonds enjoyed an underlying rating of AAA from Standard & Poor's and Aa2 from Moody's Investors Service. The bonds were issued for 20 years at an average interest rate of 4.76%. The Greenways Public Improvement District has developed a linear park system containing approximately 19 acres. The park-like setting meanders throughout the development. During the 200112002 fiscal year, the City of Amarillo issued $600,000 in Certificates of Obligation to pay for improvements at the Greenways. The 2001 Certificates of Obligation mature in 15 years at 4.45% interest with annual debt service of approximately $56,000. In the 2003/2004 fiscal year, the City of Amarillo issued $620,000 in Certificates of Obligation with an annual debt service amount of approximately $45,000. The 2003 Certificates of Obligation mature in 20 years at 3.70% interest. During the 2007/2008 fiscal year, the City of Amarillo issued $600,000 in Certificates of Obligation with an annual debt service amount of approximately $45,000. The 2008A Certificates of Obligation mature in 20 years at 4.28% interest. All three of these issues are funded by assessments to the property owners of the Greenways Public Improvement District Accordingly, the Greenway's assessments are $535 per lot for the 2012/2013 fiscal year. The Colonies Public Improvement District has developed a linear park area throughout the development. During the 2005/2006 fiscal year, the City .of Amarillo issued $585,000 in Certificates of Obligation to pay for the improvements to the Colonies. The Certificates of Obligation mature in 20 years at 4.75% interest. Annual debt service on the 2006 Certificates will be approximately $46,000. During the 2007/2008 fiscal year, the City of Amarillo issued $1,500,000 in Certificates of Obligation to pay for the improvements to the Colonies. The Certificates of Obligation mature in 20 years at 4.08% interest. Annual debt service on the 2008B Certificates will be approximately $110,000. Both issues are funded by an assessment to the property owners. The total assessment is calculated on the square feet of the property owner's lot. The 2012/2013 assessment of $0.070 per square foot funds the debt service of the Certificates as well as the operating cost to maintain the park area. During 2010, the City issued $1 ,392,000 in Recovery Zone Build America Bonds, Series 2010. The maturities range thru 2030 with an average interest coupon of 3.196%. These bonds are eligible for an interest subsidy of 45%. These funds will support a portion of the construction of the S.E. 3ro Avenue and Grand Street overpass with the remaining funds used for street improvements in the target zone. During 2011, the City issued $3,750,000 Certificates of Obligation bonds to fund the reconstruction of one of the City municipal golf courses. The maturities range thru 2037 with a true interest cost of 4.91%. The debt service on this issue will be funded by revenues generated by the City golf course. The City also issued $2,210,000 Certificates of Obligation bonds that will be funded by Tax Increment Reinvestment Zone #1 (TIRZ #1) revenue. The proceeds from this issue will be allocated by the TIRZ #1 Board to fund downtown improvement projects. The State of Texas sets a limit on the amount of General Obligation debt that can be issued. This limit would apply to the General Obligations bonds and the Certificates of Obligation. The limit of General Obligation debt is 10% of the total assessed property value before applying exemptions. Accordingly, the City of Amarillo's total General Obligation debt limit would be $1.2 billion. The City's actual General Obligation debt net of Debt Service assets is $149,018,649, which leaves a balance of $1.1 billion. We cannot see any future projects that would take the City of Amarillo anywhere near this limit. Amounts provided for in the Provision for Compensated Absences Fund are used to pay terminating and retiring employees their respective sick and annual leave. Civilian employees with 10 years of service are entitled to be paid up to 90 days of unused sick days and 65 unused vacation days. Police Officers and Firefighters are entitled to be paid for up to 90 days of unused sick days and 65 unused vacation days, but are not required to have 10 years of service to receive the benefit. The City is estimating a total $9.5 million available to fund the unused sick and annual leave benefit. During 2005, the Waterworks and Sewer System Revenue Refunding Bonds, Series 2005 were issued. The proceeds from the sale of these bonds were used to refund a portion of the Waterworks and Sewer System Revenue Bonds, Series 1999. The issuance of the 2005 bonds resulted in a debt service gross savings to the City of approximately $917,000. During 2006, the Waterworks and Sewer System Revenue Refunding Bonds, Series 2006A were issued. With the 2006A issue, we restructured the 1996 issue; extending maturities, but still ended up with a net present value benefit of just over $100,000. During 2011, the General Obligation Refunding Bonds, Series 2011, were issued to refund the 2003 Water and Sewer issue. This refunding reduced total debt service payments over the next twelve years by approximately $840,080. Also, the Waterworks and Sewer System Revenue Bonds, Series 2011, were issued to fund water rights purchases. All of our debt issuances are monitored for potential savings with refundings.
564
CITY OF AMARILLO DEBT SERVICE During 2009, the City issued $38.8 million Combination Tax and Revenue Certificates of Obligation, Series 2009, and $47 million Combination Tax and Revenue Certificates of Obligation, Series 20098; both through the Texas Water Development Board Water Infrastructure Fund. These bonds were issued at 2.095% and 1.969% respectively, 200 basis points less than the market. Currently, there are eight outstanding Water and Sewer bond issues: the 2003 Water and Sewer issue, the 2005 Water and Sewer
issue, the 2006 Water and Sewer issue, the 2006A Water and Sewer issue, the 2009 Certificates of Obligation, the 20098 Certificates of Obligation, the 2009C Certificates of Obligation, the 2011 Water and Sewer issue, and the 2011 General Obligation Refunding Bonds. Funding for debt service expenses will be from the Water and Sewer Fund of $8,234,845 including principal and interest. The bond covenants for the Water and Sewer debt issues require that the Water and Sewer Bond Reserve Fund contain an average of one year's debt service, which is currently $1,948,179. Also included in the Water and Sewer Debt Service, is the City of Amarillo's share of the Canadian River Municipal Water Authority's (CRMWA) debt. Although the CRMWA debt is not bonded debl, it is a long-lerm obligation of lhe Cily. This obligation represents the City of Amarillo's portion of the Canadian River Municipal Water Authority's debt that was issued to provide the Municipal Water Supply. This debt is paid for out of the Water and Sewer Fund. During the 1998/1999 fiscal year, CRMWA issued debt in the amount of $2,490,000. The City's share of this project was $1,541,142. CRMWA also issued bonds in the amount of $17,450,000 during the fiscal year 1998/1999. The City's share of these bonds was $8,110,287. During 2005, the City participated in two CRMWA debt issues: the 2005 revenue/refunding bonds and the 2005 revenue bonds. The City's share of these issues is $18,462,823 and $19,467,586 respectively. The City desires to have level debt service payments. In order to keep the CRMWA debt service payments level, the City will only be paying interest for the first ten years on the 2005 CRMWA contract revenue bonds. In ten years, the other obligations will be paid off and the City will begin paying principal and interest on the 2005 CRMWA contract revenue bonds. In total, the payments to CRMWA will remain constant throughout the term of the various bond issues. During 2006, CRMWA issued revenue bonds in the amount of $49,075,000. The City's share of the issue is $20,359,745. During 2009, CRMWA issued bonds in the amount of $21,105,000. The City's share of these bonds is $8,573,062. During the year 2010, CRMWA refunded two 1999 issues with the following issues: the Bureau of Reclamation Prepayment Project ($1 0,520,000) and the Conjunctive Use Groundwater Supply Project revenue refunding bonds ($5,235,000). The City's share of these bonds is $4,889,380 and $3,420,130 respectively. During 2011, CRMWA issued bonds in the amount of $81,630,000. The Cily's share of these bonds is $33,536,053. During 20_Q9, the City issued $16,140,000 in Combination Tax and Revenue Certificates of Obligation, Series 2009A with maturity thru 2020 and an average interest coupon of 4.69%. The proceeds of this issue are to help fund the Airport tenninal project. The City implemented a Passenger Facility Charge for the repayment of this bond issue.
Future Bond Requirements The following-pages also detail the future annual principal and interest requirements for the City's outstanding debt obligations. As of October 1, 2012 through 2032, the City has a total of $191,830,210 in principal to retire and $52,920,563 in interest to pay.
Future Bond Sales and Impact Operating Budget The City anticipates issuing approximately $6.6 million in Drainage Utility bonds during the 2012/2013 fiscal year. These bonds will be funded by the Drainage Utility Fee, which will become effective October 1, 2012. These proceeds will be used to fund much needed capital improvements to the drainage infrastructure throughout the City. The City is estimating an issuance of $2.7 million in bonds in the Municipal Garage Fund. We are anticipating the issuance of these bonds at less than 1% interest rate and will use the proceeds to fund the larger fleet expenditures. The City has entered into a development agreement, which has been assigned to the Amarillo Local Government Corporation. The Corporation's charge is to work with the developer on three downtown initiatives: a convention hotel, a parking garage and a multipurpose event venue that will also serve as a minor league ball parte The City will own all of the facilities, We anticipate that the City will need to issue about $33 million in hotel tax revenue bonds in 2013 to finance the parking garage and multipurpose event venue. The City has budgeted capital funds for relocation of utilities in the 2011/2012 budget and has revised the 2010/2011 budget to pay the developer's $940 thousand in pursuit costs. All three of the projects will be outsourced in a lease agreement with the developer, and the developer will be responsible for the maintenance and operation of the facilities at no cost to the City. Unfortunately, the hotel tax revenue is already allocated. Currently, 3.5% of the 7% hotel tax revenues are used to offset the operating loss at the Civic Center Complex, which includes the Globe News Center. Also, about 3% of the hotel tax is allocated to the Chamber of Commerce's Convention and Visitor's Counsel to promote tourism and conventions in the City. The half percent is used to subsidize events at the Civic Center Complex. Generally, the 3.5% for the Civic Center Complex is more than enough to offset the loss and the balance is transferred to the Civic Center Improvement Fund for future capital needs. likewise, we generally do not use all the funds allocated to subsidize events at the Civic Center Complex and those excess funds are also transferred to the Civic Center Improvement Fund. To free up additional hotel tax revenues, we increased Civic Center Complex rents by 20% in the 2011/2012 budget and by another 20% in 2012/2013. We have also added a 10% addMon fee to ticketed events at the Civic Center Complex. Since most events were under contract in 2012/2013, we will not see the impact of this increase until2013. Once the parking garage is built, we anticipate about $150 thousand annually in special events parking and a lease from the hotel of $360 thousand annually for parking spaces. The Venue District has also approved a $100 thousand increase in our operating agreement for their portion of the Civic Center, which will also free up some hotel tax.
565
CITY OF AMARILLO DEBT SERVICE For the Civic Center, the net result of issuing the hotel tax revenue bonds will be fewer funds for future capital. However, the Chamber's Convention and Tourism allocation was used mainly for operating the program. The Chamber has retained unspent hotel revenues and will use those funds to offset their reduction in future hotel tax revenue. The hotel taxes will ultimately have to grow to make up for the short fall to the Chamber.
*
Note- The amount reported as total debt service, $27,902,028, includes $4,504,857 in Canadian River Municipal Water Authority debt interest payments and $11,710 in fiscal agent fees. In the Summary of Revenue and Expenditures, pages 4 and 5, these
amounts are included as Water and Sewer Fund operating expenses.
566
CITY OF AMARILLO TOTAL INTEREST AND REDEMPTION FUND STATEMENT OF TOTAL DEBT SERVICEATOCTOBER 1, 2012 BONDED INDEBTEDNESS BONO ISSUES
EXPENDITURES Date of
Original
Outstanding
Issue
Issue
10101112
09/03109
4,825,000
Series 2001
12120/01
Series 2003
1112612003
General Obligation Bonds
Principal
Interest
4,130,000
345,000
158,439
600,000
200,000
45,000
8,900
53,900
620,000
405,000
30,000
14,985
44,985
Total
503,439
Combination Tax and Revenue Certificales of Obligation:
Series 2006
5/24/2006
585,000
455,210
24,860
21,086
45,946
Series 2007
912512007
24,575,000
21,620,000
1,020,000
1,084,013
2,104,013
Series 2008A
711712008
600,000
520,000
25,000
21,721
46,721
Series 20088
711712008
1,500,000
1,295,000
60,000
51,612
111,612
Series 2010
4/15/2010
1,392,000
1,290,000
59,000
41,222
100,222
Series 2011A
21312011
3,750,000
3,665,000
85,000
166,313
251,313
Series2011B
2/312011
2,210,000
2,140,000
70,000
103,300
173,300
Paying Agency Fees
18,000
Total Ganeral Expenditures
35,720,210
1,763,860
1,671,589
Compensated Absences Fund
3,453,449
1,700,700
Water & Sewer 2005
08101/05
13,650,000
8,620,000
1,070,000
398,900
1,468,900
Water & Sewer 2006
12/01/06
9,120,000
9,120,000
305,000
376,606
681,606
Water & Sewer 2006A
12119106
9,370,000
9,370,000
0
401,531
401,531
Combination Tax & Revenue Certificates of Obligation, Series 2009
02127109
38,885,000
34.875,000
2,005,000
624,317
2,629,317
Combination Tax & Revenue Certificates of Obligation, Series 2009B
11124109
47,400,000
43,490,000
1,955,000
744,726
2,699,726
Combination Tax & Revenue Certificates of Obligation, Series 2009C
02104110
18,075,000
17,195,000
905,000
0
905,000
Water & Sewer Revenue Bonds, Series 2011
08/30/11
16,300,000
15,455,000
600,000
524,638
1,124,638
General Obligation Refunding Bonds, Series 2011
08130/11
5,605,000
Total Water & Sewer Debt
5,520,000
450,000
133,575
583,575
143,645,000
7,290,000
3,204,293
10,494,293
1,768,319
601,653
2,369,972
Other water & Sewer Long Term Debt Canadian River Municipal Water Authority (CRMWA) 2005 Contract Revenue Refunding Bonds
18,462,823
12,492,567
2005 Contract Revenue Bonds
19,467,586
19,467,586
2006 Contract Revenue Bonds
20,359,745
16,412,257
1,004,406
1,004,406
810,379
820,613
1,630,992
2009 Contract Revenue Bonds
8,573,062
7,735,762
320,906
326,923
647,829
2010 Conjunctive Use
3,420,130
2,549,037
345,171
84,774
429,945
2010 Burec
4,889,380
3,449,755
461,478
113,119
574,597
2011 Bonds Contract Revenue Bonds
33,536,053
32.704,1n
1,157,000
1,553,369
2,710,369
238,456,096
12,153,253
7, 709,150
19,874,113
Paying Agency Fees
11,710
Total Water and Sewer Expenditures
Combination Tax & Revenue Certificates of Obligation, Series 2009A
9/312009
16,140,000
Total Airport Expenditures
Estimated Revenue Bonds Series 2013
Estimated
6,600,000
12,465,000
1,330,000
542,675
1,872,675
12,465,000
1,330,000
542,675
1,872,675
0
320,000
113,820.
433,820
Total Drainage Expenditures
Estimated Revenue Bonds Series 2013
433,820
Estimated
2,700,000
Total Municipal Garage Expendii\Jres
0
535,000
32,271 •
567,271 567,271
Total C:i ty of Amar:illo Oabt Serv:ice
27,902,028
*Included in operating budget
567
CITY OF AMARILLO COMPUTATION OF LEGAL DEBT MARGIN October 1, 2012
Assessed Value~ 2012 Tax Roll
$12,429,482,741 $1,242,948,274
Debt Limit ~-1 0% of Assessed Roll
Amount of Debt Applicable to Debt Limit: Total Bonded Debt Less: Less:
$
Assets in Debt Service Fund (as of 09130/2011) Waterworks Revenue Bonds
Total Amount of Debt Applicable to Debt Limit
191,830,210 (246,561) (42,565,000)
$149,018,649
Pro Forma Legal Debt Margin
$1,093,929,625
568
CITY OF AMARILLO DEBT SERVICE At October 1, 2012 Combination Tax and Revenue Certificates of Obligation
Series 2001, 2003, 2006, 2008 & 2011 ACTUAL
ESTIMATED
ESTIMATED
2010/2011
2011/2012
2012/2013
10
13
17
3
3
0
Transfers
145,607
740,123
738,277
T atal Receipts
145,610
740,126
738,277
Total Resources & Receipts
145,620
740,139
738,294
Principal Maturities
73,705
328,708
339,860
Interest Maturities
67,402
400,915
387,917
Paying Agency Fees
4,500
10,500
10,500
145,607
740,123
738,277
13
17
17
RESOURCES: Balance 10/01/11 ADD RECEIPTS: Interest Earnings Revenue
DEDUCT EXPENDITURES:
0
Other Total Expenditures Reserve for Future Maturities
569
CITY OF AMARILLO DEBT SERVICE At October 1, 2012
Tax Supported Debt Interest and Redemption ACTUAL
ESTIMATED
ESTIMATED
2010/2011
2011/2012
2012/2013
210,071
246,561
357,717
22 2,750,167 0
26 2,831,557 0
250 2,722,026 0
Total Receipts
2,750,189
2,831,583
2,722,276
Total Resources & Receipts
2,960,260
3,078,144
3,079,993
Paying Agency Fees
1,314,000 1,381,821 17,878
1,378,000 1,334,927 7,500
1,424,000 1,283,672 7,500
Total Expenditures
2,713,699
2,720,427
2, 715,172
246,561
357,717
364,821
RESOURCES:
Balance 10/01/11 ADD RECEIPTS:
Interest Earnings Ad Valorem Tax Collections Other
DEDUCT EXPENDITURES:
Principal Maturities Interest Maturities
Reserve for Future Maturities
Estimated Tax Rate: Debt Service Rate Per $100 Value Available funds calculation: Cash & Investments (Appreciation)Depreciation in Investments Assets to be converted to Cash Less: Liabilies & Encumberances Less: Certificates of obligation funds
249,317
0 32,745 (35,488) (13)
Balance 10/01/11
246' 561
570
CITY OF AMARILLO
INTEREST AND REDEMPTION FUND· GENERAL OBLIGATION DEBT
STATEMENT OF BONDED INDEBTEDNESS AT OCTOBER 1, 2012 AND EXPENDITURES BY ISSUES 2012/13
BOND INDEBTEDNESS
EXPENDITURES 2010111
Principal
Interest
Total
4,130,000
345,000
158,439
503,439
Date of
Maturities
Interest
Original
Outstanding
Issue
Outstanding
Rate
Issue
10/01/12
4,825,000
BOND ISSUES
General Obligation Bonds
09/03/09
4,825,000 3.00, 2.00, 4.472 4.865, 4.00 5.00, 3.25 3.50, 3.50 3.75, 4.00
• Combination Tax and Revenue Certificates 12/20/01
600,000 4.45
600,000
200,000
45,000
8,900
53,900
*Series 2003
1112612003
620,000 3.7
620,000
405,000
30,000
14,985
44,985
•• Series 2006
5/24/2006
585,000 4.75
585,000
455,210
24,860
21,086
45,946
••• Series 2007
9/25/2007
24,575,000
21,620,000
1,020,000
1,084,013
2,104,013
• Series 2008A
7/17/2008
600,000 4.28
600,000
520,000
25,000
21,721
46,721
•• Series 20088
7/1712008
1,500,000 4.08
1,500,000
1,295,000
60,000
51,612
111,612
••• Series 2010
4/15/2010
1,392,000 5.81
1,392,000
1,290,000
59,000
41,222
100,222
****Series 2011A
2/3/2011
1,392,000 3.50, 3.75
3,750,000
3,665,000
85,000
166,313
251,313
2,210,000
2,140,000
70,000
103,300
173,300
of Obligation, Series 2001
24,575,000 4.0, 5.0, 5.25
4.00, 4.25 5.00, 5.25
••••• Series 2011 B
2/3/2011
1,392,000 3.50, 3.75 4.00, 4.25 6.00
18,000
Paying Agency Fees
Total Expenditures
1,763,860
• The Combination Tax and Revenue Certificates of Obligation, Series 2001, 2003 & 2008A Bonds are funded by a Special Assessment to the Greenways Public Improvement District. •• The Combination Tax and Revenue Certificates of Obligation, Series 2006 & 20088 Bonds are funded by a Special Assessment to the Colonies Public Improvement District. ••• The Combination Tax and Revenue Certificates of Obligation, Series 2007 & 2010 Bonds are funded by Property Taxes.
*"* The Combination Tax and Revenue Certificates of Obligation, Series 2011A Bonds are funded by Golf Revenue. '*'*' The Combination Tax and Revenue Certificates of Obligation, Series 20118 Bonds are funded by TIRZ #1.
571
1,671,589
3,453,449
CITY OF AMARILLO SCHEDULE OF MATURITIES INTEREST AND REDEMPTION FUND- GENERAL OBLIGATION BONDS October 1, 2012 Outstanding Fiscal
Beginning of Year
Principal
Interest
Total
2012/13 2013/14 2014/15 2015/16 2016117 2017118 2018/19 2019/20 2020/21 2021/22
4,130,000 3,785,000 3,430,000 3,060,000 2,670,000 2,265,000 1,845,000 1,405,000 950,000 485,000
345,000 355,000 370,000 390,000 405,000 420,000 440,000 455,000 465,000 485,000
158,438 151,538 135,663 117,663 102,063 81,813 68,163 52,763 36,838 19,400
503,438 506,538 505,663 507,663 507,063 501,813 508,163 507,763 501,838 504,400
4,130,000
924,338
5,054,338
Year
TOTALS
572
CITY OF AMARILLO SCHEDULE OF MATURITIES INTEREST AND REDEMPTION FUND
Fiscal
Outstanding Beginning of Year
Principal
Interest
Total
Combination Tax and Revenue Certificates of Obligation, Series 2001 October 1, 2012
2012/13 2013/14 2014/15
2015116
200,000 155,000 105,000 55,000
TOTALS
45,000 50,000 50,000 55,000
8,900 6,898 4,673
53,900 56,898
2,448
57,448
200,000
22,918
222,918
54,673
Combination Tax and Revenue Certificates of Obligation, Series 2003
October 1, 2012 2012/13
2013/14 2014/15
2015/16 2016/17 2017118 2018/19 2019/20 2020/21 2021/22 2022/23 TOTALS
405,000 375,000 345,000 315,000 280,000 245,000 210,000 170,000 130,000 90,000 45,000
30,000 30,000 30,000 35,000 35,000 35,000 40,000 40,000 40,000 45,000 45,000
14,985 13,875 12,765 11,655 10,360
6,290 4,810 3,330 1,665
44,985 43,875 42,765 46,655 45,360 44,065 47,770 46,290 44,810 48,330 46,665
405,000
96,570
501,570
573
9,065 7,770
CITY OF AMARILLO SCHEDULE OF MATURITIES INTEREST AND REDEMPTION FUND
Fiscal
Outstanding Beginning Interest of Year Principal Combination Tax and Revenue Certificates of Obligation, Series 2006
Total
October 1, 2012
2012113 2013114 2014115 2015116 2016117 2017/18 2018/19 2019/20 2020/21 2021/22 2022123 2023124 2024/25 2025126
455,210 430,350 404,283 376,952 348,293 318,242 286,733 253,696 219,053 182,728 144,640 104,704 62,829 18,920
TOTALS
24,860 26,067 27,331 28,659 30,051 31,509 33,037 34,643 36,325 38,088 39,936 41,875 43,909 18,920
21,086 19,879 18,613 17,287 15,895 14,436 12,910 11,303 9,621 7,857 6,008 4,070 2,037 225
45,946 45,946 45,944 45,946 45,946 45,945 45,947 45,946 45,946 45,945 45,944 45,945 45,946 19,145
455,210
161,227
616,437
Combination Tax and Revenue Certificates of Obligation, Series 2007 October 1, 2012
2012113 2013114 2014115 2015116 2016117 2017118 2018119 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 TOTALS
21,620,000 20,600,000 19,530,000 18,420,000 17,265,000 16,050,000 14,785,000 13,460,000 12,065,000 10,595,000 9,050,000 7,420,000 5,705,000 3,900,000 2,000,000
1,020,000 1,070,000 1,110,000 1,155,000 1,215,000 1,265,000 1,325,000 1,395,000 1,470,000 1,545,000 1,630,000 1,715,000 1,805,000 1,900,000 2,000,000
1,084,013 1,033,013 990,213 945,813 888,063 839,463 776,213 706,650 633,413 556,238 475,125 389,550 299,513 204,750 105,000
2,104,013 2,103,013 2,100,213 2,100,813 2,103,063 2,104,463 2,101,213 2,101,650 2,103,413 2,101,238 2,105,125 2,104,550 2,104,513 2,104,750 2,105,000
21,620,000
9,927,025
31,547,025
574
CITY OF AMARILLO SCHEDULE OF MATURITIES INTEREST AND REDEMPTION FUND
Fiscal
Outstanding Beginning of Year
Principal
Interest
Total
Combination Tax and Revenue Certificates of Obligation, Series 2008A
October 1, 2012
2012/13 2013/14 2014/15
2015/16 2016/17 2017/18 2018/19 2019/20 2020121 2021122 2022123 2023124 2024125 2025126 2026127 2027/28
520,000 495,000 470,000 445,000 420,000 395,000 365,000 335,000 305,000 270,000 235,000 200,000 165,000 125,000 85,000
45,000
TOTALS
25,000 25,000 25,000 25,000 25,000 30,000 30,000 30,000 35,000 35,000 35,000 35,000 40,000 40,000
21,721 20,651 19,581 18,511
46,721 45,651 44,581 43,511
17,441
42,441 46,264 44,980
16,264 14,980 13,696 12,305
40,000 45,000
10,807 9,309 7,811 6,206 4,494 2,782 963
520,000
197,522
43,696 47,305 45,807
44,309 42,811 46,206 44,494
42,782 45,963 717,522
Combination Tax and Revenue Certificates of Obligation, Series 2008B October 1, 2012
2012/13 2013114 2014/15 2015116 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 TOTALS
1,295,000 1,235,000 1,175,000 1,110,000 1,045,000 975,000 905,000 830,000 755,000 675,000 590,000 500,000 410,000 315,000 215,000 110,000
60,000 60,000 65,000 65,000 70,000 70,000 75,000 75,000 80,000 85,000 90,000 90,000 95,000 100,000 105,000 110,000
51,612 49,164 46,614 43,962 41,208 38,352 35,394 32,334 29,172 25,806 22,236 18,564 14,790 10,812 6,630 2,244
111,612 109,164 111,614 108,962 111,208 108,352 110,394 107,334 109,172 110,806 112,236 108,564 109,790 110,812 111,630 112,244
1,295,000
468,894
1,763,894
575
CITY OF AMARILLO SCHEDULE OF MATURITIES
INTEREST AND REDEMPTION FUND
Fiscal
Outstanding Beginning of Year Principal Interest Combination Tax and Revenue Certificates of Obligation, Series 2010
Total
October 1, 2012
2012/13 2013/14 2014/15
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30
1,290,000 1,231,000 1,171,000 1,110,000 1,048,000 984,000 919,000 852,000 783,000
713,000 641,000 568,000 493,000 416,000 338,000 257,000 174,000 88,000
TOTALS
59,000 60,000 61,000 62,000 64,000 65,000 67,000 69,000 70,000 72,000 73,000 75,000 77,000 78,000 81,000 83,000 86,000 88,000
41,222 39,337 37,419 35,470 33,489 31,444 29,367 27,226 25,021 22,784 20,483 18,150 15,754 13,293 10,801 8,212 5,560 2,812
100,222 99,337 98,419 97,470 97,489
1,290,000
417,844
1,707,844
96,444
96,367 96,226 95,021 94,784 93,483 93,150
92,754 91,293 91,801 91,212 91,560 90,812
Combination Tax and Revenue Certificates of Obligation, Series 2011A October 1, 2012 2012/13 2013/14 2014/15 2015/16 2016/17 2017{18 2018{19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 2034/35 2035/36
2036137 TOTALS
3,665,000 3,580,000 3,490,000 3,400,000 3,305,000 3,205,000 3,100,000 2,995,000 2,885,000 2,770,000 2,650,000 2,525,000 2,395,000 2,260,000 2,120,000 1,970,000 1,815,000 1,650,000 1,480,000 1,300,000 1,110,000 910,000 700,000 480,000 245,000
85,000 90,000 90,000 95,000 100,000 105,000 105,000 110,000 115,000 120,000 125,000 130,000 135,000 140,000 150,000 155,000 165,000 170,000 180,000 190,000 200,000 210,000 220,000 235,000 245,000
166,313 163,250 160,100 156,863 153.450 149,863 146,188 142,425 138,344 133,788 128,888 123,625 117,825 111,638 104,925 97,681 89,875 81,500 72,750 63,263 53,025 42,263 30,975 19,031 6,431
251,313 253,250 250,100 251,863 253,450 254,863 251,188 252,425 253,344 253,788 253,888 253,625 252,825 251,638 254,925 252,681 254,875 251,500 252,750 253,263 253,025 252,263 250,975 254,031 251,431
3,665,000
2,654,275
6,319,275
576
CITY OF AMARILLO SCHEDULE OF MATURITIES INTEREST AND REDEMPTION FUND
Fiscal
Outstanding Beginning of Year
Principal
Interest
Total
Combination Tax and Revenue Certificates of Obligation, Series 20118 October 1, 2012
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027128 2028/29 2029/30 2030/31 2031132 TOTALS
2,140,000 2,070,000 1,995,000 1,920,000 1,840,000 1,760,000 1,675,000 1,590,000 1,500,000 1,405,000 1,310,000 1,210,000 1,105,000 995,000 880,000 755,000 620,000 480,000 330,000 170,000
70,000 75,000 75,000 80,000 80,000 85,000 85,000 90,000 95,000 95,000 100,000 105,000 110,000 115,000 125,000 135,000 140,000 150,000 160,000 170,000
103,300 100,763 98,138 95,425 92,625 89,738 86,763 83,700 80,344 76,663 72,763 68,531 63,000 56,250 49,050 41,250 33,000 24,300 15,000 5,100
173,300 175,763 173,138 175,425 172,625 174,738 171,763 173,700 175,344 171,663 172,763 173,531 173,000 171,250 174,050 176,250 173,000 174,300 175,000 175,100
2,140,000
1,335,700
3,475,700
577
CITY OF AMARILLO DEBT SERVICE PROVISION FOR COMPENSATED ABSENCES
ACTUAL
ESTIMATED
PROPOSED
2010/2011
2011/2012
201212013
14,180,337
12,696,081
11,097,667
Interest Earnings Operating Transfers Olher
107,313 0 0
100,000 0 0
110,000 0 0
Total Receipts
107,313
100,000
110,000
14,287,650
12,796,081
11,207,667
Compensated Absences
1,591,569
1,698,414
1,700,700
Total Expenditures
1,591,569
1,698,414
1,700,700
Reserve for Future Compensated Absences
12,696,081
11,097,667
9,506,967
RESOURCES: Balance 10101111 ADD RECEIPTS
Total Resources & Receipts DEDUCT EXPENDITURES:
Available funds calculation: Cash & Investments (Appreciation)Depreciation in Investments Assets to be converted to Cash Less: Liabilies & Encumberances
12,758,147 (37,538) 46,950 (71,478)
Less: Construction in Progress Balances Balance 10101111
12,696,081
578
CITY OF AMARILLO INTEREST AND REDEMPTION FUND· WATER REVENUE STATEMENT OF BONDED INDEBTEDNESS AT OCTOBER 1, 2012 BONDED INDEBTEDNESS BOND ISSUES
EXPENDITURES
Date of
Maturities
Interest
Original
Outstanding
Issue
Outstanding
Rate
Issue
10101112
Principal
Interest
Total
Water & Sewer 2005
08/01/05
04/01/06-19 4.00- 5.00
13,650,000
8,620,000
1,070,000
398,900
1,468,900
Water & Sewer 2006
12/01/06
04/01/07-32 4.25-4.50
9,120,000
9,120,000
305,000
376,606
681,606
Water & Sewer 2006A
12/19/06
04/01/07-27 4.25- 4.38
9,370,000
9,370,000
0
401,531
401,531
02/27/09
05/15/11-28 0.148 - 3.018
38,885,000
34,875,000
2,005,000
624,317
2,629,317
11/24/09
05/15/11-29 0.021 - 2.587
47,400,000
43.490,000
1,955,000
744,726
2,699,726
02/04/10
05/15/12-31 0.00
18,075,000
17,195,000
905,000
0
905,000
08/30/11
04/01/2012-31 2.00
16,300,000
15,455,000
600,000
524,638
1,124,638
08/30/11
04/01/2012-23 2.00 - 3.125
Combination Tax & Revenue Certificates of Obligation, Series 2009 Combination Tax & Revenue Certificates of Obligation, Series 20098 Combination Tax & Revenue Certificates of Obligation, Series 2009C Water & Sewer Revenue Bonds, Series 2011
4.125
General Obligation Refunding Bonds, Series 2011
Total Water & Sewer
5,605,000
5,520,000
450,000
133,575
583,575
158,405,000
143,645,000
7,290,000
3,204,293
10,494,293
2,369,972
OTHER LONG TERM DEBT Canadian River Municipal Water Authority (CRMWA) 02/15/05-20 Various
18,462,823
12,492,567
1,768,319
601,653
2005 Contract Revenue Bonds
08/1512005-25 Various
19,467,586
19,467,586
0
1,004,406
1,004,406
2006 Contract Revenue Bonds
02/15107-27 Various
20,359,745
16,412,257
810,379
820,613
1,630,992
2009 Contract Revenue Bonds
02/15/2011-29 Various
8,573,062
7,735,762
320,906
326,923
647,829
2010 Conjunctive Use
02/15/2011-20 Various
3,420.130
2,549,037
345,171
84,774
429,945
2010 Burec
10/01/2010-18 Various
4,889,380
3,449,755
461,478
113,119
574,597
2011 Bonds Contract Revenue Bonds
08/15/2012-31 Various
33,536,053
32,704,122
1,157,000
1,553,369
2,710,369
2005 Contract Revenue Refunding Bonds
Paying Agency Fees
11,710
Total Expenditures
19,874,113
CURRENT RESERVE REQUIREMENTS
1,910,591
Total Principal Payments Note: Bond Covenants of Waterworks & Sewer Revenue issues require monthly deposits to the Reserve Fund until the fund contains one year's average annual debt service ($1 ,910,591 ). This amount has been fully funded.
• Included in operating budget
579
12,153,253
CITY OF AMARILLO SCHEDULE OF MATURITIES
INTEREST AND REDEMPTION FUND - WATER
2012/2032
outstanding Year
Beginning
Fiscal
of Year
Principal
Interest
Total
2012/13
143,645,000
7,290,000
3,204,293
10,494,293
2013/14
136,355,000
7,360,000
3,120,968
10,480,968
2014/15
128,995,000
7,460,000
3,025,484
10,485,484
201.5/16
121,535,000
7,570,000
2,914,902
10,484,902
2016/17
113,965,000
7,680,000
2,791,222
10,471,222
2017/18
106,285,000
7,830,000
2,653,355
10,483,355
2018/19
98, 455, 000
71 985, QQQ
2,494,915
10,479,915
2019/20
90,470,000
8,195,000
2,332,301.
10,5271301
2020/21
82,275,000
8,370,000
2,158,372
10,528,372
2021/22
73,905,000
8,580,000
1, 964,650
10,544,650
2022/23
65,325,000
8,785,000
1,753,906
10,538,906
2023/24
56,540,000
8, 720,000
1,523,088
10,243,088
2024/25
47,820,000
8,950,000
1,293,713
10,243,713
2025/26
38,870,000
9,200,000
1,047,591
10,247,591
2026/27
29,670,000
9,465,000
787,761
10,252,761
2027/28
20,205,000
8,330,000
545,045
8,875,045
2028/29
11,875,000
5, 930,000
319,158
6, 249,158
162,763
2,767,763 2, 776,088
2029/30
5, 945,000
2,605,000
2030/31
3,340,000
2,685,000
91,088
2031/32
655,000
655,000
14,738
669,738
143,645,000
34,199,312
1'77, 844,312
TOTALS
580
CITY OF AMARILLO INTEREST AND REDEMPTION FUND· AIRPORT FUND STATEMENT OF BONDED INDEBTEDNESS AT OCTOBER 1, 2012 EXPENDITURES
BONDED INDEBTEDNESS BOND ISSUES
Date of
Maturities
Interest
Original
Outstanding
Issue
Outstanding
Rate
Issue
10/01112
2011 thru2019
5. 00, 3.00, 4.00, 4' 705' 5. 00, 4.241, 5.00, 5.00, 4.783
16,140,000
12,465,000
Combination Tax & Revenue Certificates of Obligation, Series 2009A
09/03/09
Total Principal Paymenls
* Included in operating budget
581
Principal
Interest
Total
1,330,000
542,675 *
1,872,675
1,330,000
CITY OF AMARILLO SCHEDULE OF MATURITIES
INTEREST AND REDEMPTION FUND - AIRPORT
2012/2020 OUtstanding
Year
Beginning
of Year
2012/13
12,465,000
1,330,000
542,675
1, 872, 675
2013/14
11,135,000
1,380,000
495,125
1,875,125
2014/15
9,755,000
1,440, 000
433, 650
1, 873,650
2015/16
8,315,000
1,510,000
362,025
1,872,025
2016/17
6,805,000
1,580,000
290,775
1,870,775
2017/18
5,225,000
1, 655,000
215,900
1,870,900
2018/1.9
3,570,000
1,740,000
131,025
1,871,025
2019/20
1,830,000
1,830,000
43,763
1,873,763
12,465,000
2,514,938
14,979,938
TOTALS
582
Interest
Total
Fiscal
Principal
CITY OF AMARILLO INTEREST AND REDEMPTION FUND· DRAINAGE UTILITY FUND STATEMENT OF BONDED INDEBTEDNESS AT OCTOBER 1, 2012 BONDED INDEBTEDNESS BOND ISSUES
Revenue Bonds Series 2013
EXPENDITURES
Date of
Maturities
Interest
Original
Outstanding
Issue
Outstanding
Rate
Issue
10/01112
Estimated
2012 thru 2031
1. 23
6,600,000
Total Principal Payments
• Included in operating budget
583
Principal
Interest
Total
320,000
113,820 •
433,820
320,000
CITY OF AMARILLO INTEREST AND REDEMPTION FUND ·MUNICIPAL GARAGE FUND STATEMENT OF BONDED INDEBTEDNESS AT OCTOBER 1, 2012 EXPENDITURES
BONDED INDEBTEDNESS BOND ISSUES
Revenue Bonds Series 2013
Date of
Maturities
Interest
Original
Outstanding
Issue
Outstanding
Rate
Issue
10/01/12
Estimated
2012 thru 2031
1. 23
2,700,000
Total Principal Payments
* Included in operating budget
584
Principal
Interest
Total
535,000
32,271 •
567,271
535,000
CITY OF AMARILLO
585
CITY OF AMARILLO HUMAN RESOURCES SUMMARY
The Human Resources Department functions as a primary employee support service to all operational departments of the City. Major functional activities include Human Resources services involving merit system, recruitment and employment selection, salary plan administration and classification, training and career development, maintenance of all permanent personnel records, employee relations, correspondent for the Texas Municipal Retirement System, leave administration, personnel policies and procedures and civil service administration. Since 1944, the City of Amarillo has operated under a merit system of employment whereby all appointments and promotions in classified service are made on the basis of competitive examinations. City employees are grouped for this purpose as classified or unclassified. Unclassified employees are generally the City Manager, Division Directors, Department Heads, their principal assistants and all hourly employees. All other fulltime employees are considered classified and are governed by local and state civil service law. The City of Amarillo has a three member Civil Service Commission appointed by the City Manager and confirmed by the City Commission. Each member ofthe Civil Service Commission serves a three-year alternating term. The Civil Service Commission is one of the few regulatory commissions of the City and is empowered to adopt rules and regulations for the administration of the City's Civil Service System. It also serves as a hearing tribunal for all classified employees appealing actions of demotion, suspension, or termination. The Human Resources Department is responsible for the administration of the City's salary and classification system referred to as the Compensation Plan. The Compensation Plan consists of five salary schedules: ( 1) (2) (3) (4) (5)
General Salary Schedule; Managerial Salary Schedule; Fire Salary Schedule; Police Salary Schedule; Hourly Salary Schedule.
The City Commission approves each salary schedule and the classification of positions within that schedule as a part of its review and approval of the City's annual budget. The General Salary Schedule and the Managerial Salary Schedule are administered as a pay-for-performance system designed to compensate and reward employees on the basis of job performance. Salary schedules for Police and Fire are regulated to a greater extent by state law and such are limited to longevity or time-in-rank salary increases which may be adjusted as approved by the City Commission from year-to-year for purposes of cost-of-living increases or changes in labor market conditions. The Human Resources Department works closely with all operating departments in the development of training programs directed at enhancing supervisory skills, improved employee communications, and increased employee productivity. Efforts are continually made through the pay-for-performance evaluation system to identify training and employee development opportunities, at all levels of the municipal work force, to better coordinate individual career development with the City's overall organizational goals and policies. The Human Resources Department is responsible, with approval of the City Manager, for the development and implementation of all personnel policies and procedures establishing the manner in which all personnel related transactions are to be administered throughout the City. These procedures are continually updated as required and are distributed to all employees. Examples of policy applications include: compensation, equal employment opportunity, leave policies, substance abuse prohibitions, employee grievance procedures, personnel records, appointments and promotions, and performance evaluations.
586
CITY OF AMARILLO 2012/2013 RECAPITULATION OF RECOMMENDED PERSONNEL AUTHORITY
Ln
co _,
GENERAL FUND DEPARTMENTS
2008
Accounting Amarillo Emergency Comm. Cntr. Animal Control Benefits Building Safety Central Stores City Manager City Secretary Civic Center Operations Civic Center Promotions Civic Center Sports Civic Center Box Office Globe News Center Civilian Personnel Custodial Operations Director of Finance Emergency Management & Comm. Emerg. Mgmt Services Support Engineering Environmental Health Facilities Maintenance Fire Fire Civilian Personnel Golf Judicial Legal Library Mayor and Commission Municipal Court Municipal Office Services Parks and Recreation Payroll Personnel and Risk Management Planning Police Purchasing Solid Waste Collection Solid Waste Disposal Street Traffic Administration Traffic Field Operations Transit Vital Statistics
12
Total General Fund
PERMANENT POSITIONS 2011 20U!:I 2010
2012
2008
12 67 25
13 67 25
13 67 25
2 0
26
12 62 25
4
4
4
4
4
1
30
30
30
30
31
8 5 2
8 5 2
8 5
7
5
23
23
2 23
3 23
7 5 3
2 0
4
4
4
4
2
2
3 3
3 3 51 25
2 3
3 51 27
2 3 3
4 2 3 3
51 27
52 27
100
25 4
11
4 11
4
4
4
11
12
21 13 24 244 12 30 0
21 13 24 244 12 30 0
21 13 25 247 14 30
12 0 21 13 25 251 15 30 3 9
0
21 13 24 244 25 30 0
23
0
PART-TIME POSITIONS 2009 2010 2011
2 4
2 0
4 4
3 0
3 4
3 0
2012
2008
3
14
4
9 0 9 0
0 0 0 0 9 0 5 0
0 0 0 0 9 0 5 0
0 0 0 0 9 0 6 0
14 66 26
16 71 26
16 71 26
2 23
5 33 7 6 3
34 7 6 3
23
23
4 2
4 2
12 3 57 27
12 3 57 27
27 5
5
5
3 0
32
32 8
33
0 0 0 0 9
0 5
0
8 6 2
6 2
2012
16 71 26
1
1
0 0 0 0
TOTAL POSITIONS 2009 2010 2011
8 6
5
23
23
4
4
2
2
4 2
12 3 109 25
12
12
3 56
3 56
25
27
5
5
5
5
5
12
12
13
1
0
21 14 24 244 15 47 0
21 14 24 244 15
21 14 25 247 17
13 0 21 14 25 251 18
56
56 4 9
78
1
1
1
1
0 0
0
0
0
0
0
0
0
0
0 0 3
0 0 3
0 0 3
0 0 3
0 0 3
17
17
26
26
26
12 0 21 14 24 244 28 47
0 0
0 0
0 0
8
8
8
3 9
0
0
0 8
8
8
56 4 9
58
58
58
58
58
20
20
20
20
20
78
78
78
78
0
0
0
0
0
5
5
5
23
23
5 2
5
26
5 3
5
26
5 3
5
26
5 3
2
29
29
29
25
2 96 3
2
0 167 0 2
0 174 0
3
3
0
258
257
257
264
9
0 97 3 10
0 94 3
9
2 96 3 9
3
96
25 0 268
7 345 8 108
3
10
1
1
1
162 0 3
161 0
161
0 3
3
3
3
3
3
12
12
12
12
12
7
7
7
7
7
0
2 0 0
317
317
323
335
8 107 36 108
9
345 9
110 37 108
110 37 99
0 0
3 0 0
8
2 6
2 6
1 2 6
8
2 6
2 6
108 36
19 41
19 41
19 41
13 41
13 41
108 46
108 36 108
19 63
3 9 0
3 9 0
3 9 0
3 0 0
3 0 0
22 59
22 59
1,513
323
322
334
323
329
1,776
1,774
7
7
7
7
317
317
7 106
7 106
323 7
335 8
30 89
30 89
105 30 89
108 31 95
5
5
5
5
5
19 50
19 50
19 50
19 62
1,453
1,452
1,464
1,507
31 86
0 0
0
0
46
46
46
59
22 62
22 63
1,798
1,830
1,842
46 22
CITY OF AMARILLO 2012/2013 RECAPITULATION OF RECOMMENDED PERSONNEL AUTHORITY
WATER & SEWER UTILITIES
en 00 00
Director of Utilities Environmental Laboratory Hollywood Road Wastewater Trtmnt River Road Reclamation Utilities Office Wastewater Collection Water Distribution Water Production Water Transmission Water Treatment
2008
20 20 25 25 30
2008
2012
2008
0 0 2 2 1 0 0 0 2 0
0 0 2 2 1 0 0 0 2 0
0 0 2 2 1 0 0 0 2 0
0 0 2 2 1 0 0 0 2 0
0 0 2 2 1 0 0 0 2 0
16 20 26 26 29
7
7
7
7
7
34
34
58 7 7 29
58 7 7 29
58 8 7 29
20 20 25 25 30 36 59 9 7 29
Total Water & Sewer Utility
247
250
250
256
260
Airport
62
62
62
59
58
I
0
0
0
0
0
Drainage Utility
0
0
0
0
16
I
0
0
0
1
Information Technology
26
28
28
32
32
I
1
1
1
Municipal Garage
53
53
53
53
53
I
0
0
City Care Clinic
0
5
5
6
6
I
0
Special Revenue
108
109
109
107
107
I
1,949
1,959
1,971
2,020
2,045
I
34
19 20 24 24 28
PART-TIME POSITIONS 2010 2011 2009
2012
19 20 24 24 28 34 58 7 7 29
TOTAL
16 20 24 24 28
PERMANENT POSITIONS 2009 2010 2011
TOTAL POSITIONS 2009 2010 2011
2012
58 7 9 29
19 20 26 26 29 34 58 7 9 29
19 20 26 26 29 34 58 7 9 29
20 20 27 27 31 34 58 8 9 29
59 9 9 29
254
257
257
263
267
I
62
62
62
59
58
1
I
0
0
0
1
17
2
2
I
27
29
29
34
34
0
0
0
I
53
53
53
53
53
3
3
2
2
I
0
8
8
8
8
5
5
5
5
5
I
113
114
114
112
112
336
338
350
340
346
I
2,285
2,297
2,321
2,360
2,391
34
20 20 27 27 31
36
CITY OF AMARILLO EMPLOYEES BY FUNCTION - FISCAL YEAR 2012/13
900 r-----------------------------------------------------~ 800
600 500
300 200
General Government
Staff Agencies
Culture & Recreation
Public Safety
•Full-Time
DPart-Time
2,045
346
Public Works
Special Revenue
The Public Safety and Health functional group, which includes both the Police and Fire Departments, continues to employ the largest number of employees at 801 full-time positions and 17 part-time positions. The Public Works and Traffic group, consisting of the Street Department, Engineering, Solid Waste Collection and Disposal, Traffic, Airport, Municipal Garage, Transit, the Water and Sewer Departments, and Drainage Utility, employs the next largest group of employees at 720 full-time and 73 seasonal employees. The Parks and Recreation Departments consist of 124 full-time and 200 part-time employees.
589
CITY OF AMARILLO CITY EMPLOYEES BY FUNCTIONAL GROUP FOR FISCAL YEAR 2012/2013
GENERAL GOVERNMENT Mayor and Commission City Manager City Secretary Judicial Municipal Court Vital Statistics Total
FULL TIME
5 3 3 23 1 35
PART TIME
5 1 1 2 9
STAFF AGENCIES Director of Finance Accounting Payroll Information Technology Purchasing Legal Human Resources/Risk Management Benefits
Communications Facilities Maintenance Central Stores Planning City Care Clinic Total
4 13 3 32 8 9 10 4 10 52 7 7 6
1 3
165
13
2 1 2
2
PUBLIC SAFETY & HEALTH Police Police Civilian Personnel Animal Control Fire Fire Civilian Personnel Building Safety Emergency Management Environmental Health Amarillo Emergency Communications Cntr Total
FULL TIME
345 52 25 251 15 31 2 13 67
PART TIME
5 1 3 3 1 4
801
17
86 21 5 19 58 63 53 260 16 31 108
13
PUBLIC WORKS & TRAFFIC Street Engineering Traffic Administration T raffle Field Operations Airport Transit System Municipal Garage Water & Sewer Drainage Utility Solid Waste Disposal Solid Waste Collection Total
41 3
7 1 6 2
720
73
CULTURE & RECREATION SPECIAL REVENUE Civic Center Library Parks and Recreation Golf Total
35 58 94 30
9 20 174 26
217
229
Urban Planning Grants Health Grants Community Development & Housing Emergency Management Grants Photographic Traffic Enforcement Total
4 79 20 4
2 2
107
5
TOTAL EMPLOYEES
2045
346
590
CITY OF AMARILLO 201212013 GENERAL SALARY SCHEDULE CLASS
DESCRIPTION
MINIMUM
MAXIMUM
(hrlmthlyr)
(hrlmthlyr)
GROUP C-03
CLR400 TRD040 TRD065 CLR135 CLR561 TRD910 TRD935 CLR955 TEC770 CLR778 TRD900 TRD333 TEC587
ADMINISTRATIVE ASSISTANT I BUILDING ATTENDANT I BUILDING MECHANIC TRAINEE COLLECTIONS CLERK COMMUNITY SERVICE AIDE CUSTODIAN I LABORER MESSENGER PHOTO TECHNICIAN TRAFFIC GUIDE WATCHGUARD WATER METER MECHANIC I WIG TECHNICIAN I
8.500 1,473 17,680
15.396 2,669 32,024
GROUP C-04
CLR405 TRD590 PRF110 TRD041 TRD047 TRD235 TRD430 TEC530 TRD170 TEC585 TRD925 TRD930 TRD334 TEC590 TEC955
ADMINISTRATIVE ASSISTANT II ANIMAL ATTENDANT BAILIFF I BUILDING ATTENDANT II CUSTODIAN II EQUIPMENT SERVICER I GREENSKEEPERI LUBRICATION TECHNICIAN METER READER I NUTRITION TECHNICIAN I SERVICERI UTILITY WORKER WATER METER MECHANIC II WIG TECHNICIAN II ZOO KEEPER I
8.965 1,554 18,647
16.220 2,811 33,738
GROUPC-05
CLR410 TRD080 TEC900 CLR075 TEC211 TRD221 TEC771 TRD252 TRD435 TRD431 TRD332 TRD970 TEC950 TRD151 PRF085 TEC541 TRD331 TRD955
ADMINISTRATIVE ASSISTANT Ill BUILDING MECHANIC I COMMUNICATIONS TECHNICIAN ASSISTANT DEPUTY REGISTRAR ENGINEERING AIDE I EQUIPMENT OPERATOR I EVIDENCE TECHNICIAN GATE ATTENDANT GOLF IRRIGATION TECH I GREENSKEEPER II METER SERVICE REPRESENTATIVE PARK MAINTENANCE MECHANIC I PARK TECHNICIAN I PRINTER I SECURITY OPERATIONS AGENT TRAFFIC TECHNICIAN I UTILITY LOCATOR UTILITY MAINTENANCE MECHANIC
9.366 1,623 19,481
16.971
CLR415 TRD560 TRD222
ADMINISTRATIVE ASSISTANT IV ANIMAL CONTROL OFFICER CONCRETE FINISHER
9.820 1,702 20,426
17.789 3,083 37,001
GROUP C-06
591
2,942 35,300
CITY OF AMARILLO 2012/2013 GENERAL SALARY SCHEDULE CLASS
DESCRIPTION
MINIMUM
MAXIMUM
(hr/mth/yr)
(hr/mth/yr)
TRD950 TRD236 TRD341 TEC586 TRD415 TEC951 TEC400 TRD518 TRD234 TEC560 PRF571 TEC220 TRD240 TEC591 TEC956
EQUIPMENT OPERATOR II EQUIPMENT SERVICER II LIFT STATION MAINTENANCE MECHANIC NUTRITION TECH II PARK PLUMBER I PARK TECHNICIAN II PERMIT TECHNICIAN PLAN REVIEWER I SERVICERII SOLID WASTE SERVICE TECHNICIAN STD/HIV OUTREACH SPECIALIST I TRAFFIC CONTROL TECHNICIAN WELDER I WIC TECHNICIAN Ill ZOOKEEPER II
GROUP C-07
CLR420 PRF430 CLR065 TRD042 TRD530 CLR950 TRD046 TEC960 TRD436 TRD980 PRF250 TEC213 PRF034 TRD920 TRD335 TRD952 PRF090 PRF575 CLR167 TRD964 TRD411 TRD954 TRD960 TRD535
ADMINISTRATIVE ASSISTANT V ATHLETIC SPECIALIST BENEFITS COORDINATOR I BUILDING ATTENDANT Ill BUS DRIVER BUYER I CUSTODIAN Ill DRAFTER I GOLF IRRIGATION TECH II HOUSING INSPECTOR HUMAN RESOURCE GENERALIST INSTRUMENT OPERATOR LIBRARY ASSISTANT MECHANIC APPRENTICE METER SERVICE REPRESENTATIVE I RESIDENTIAL EQUIPMENT OPERATOR SECURITY OPERATIONS SUPERVISOR STD/HIV OUTREACH SPECIALIST II STORE CLERK TREATMENT PLANT OPERATOR I TREE TRIMMER UTILITY MAINTENANCE MECHANIC I UTILITY OPERATOR VAN OPERATOR
10.284 1,783 21,391
18.613 3,226 38,715
GROUP C-08
CLR121 CLR130 TRD592 TRD905 TRD043 TEC133 CLR535 TRD951 CLR085 TRD519 TEC121 TRD771
ACCOUNTS PAYABLE CLERK II ADMINISTRATIVE SUPERVISOR ANIMAL CONTROL OFFICER I BUILDING MECHANIC II BUILDING TECHNICIAN II COMPUTER OPERATOR I DISPATCHER EQUIPMENT OPERATOR Ill EXECUTIVE ADMISTRATIVE ASSISTANT HEATING INSPECTOR I INFORMATION TECHNOLOGY TECHNICIAN JAIL COOK
10.770 1,867 22,402
19.504 3,381 40,568
592
CITY OF AMARILLO 201212013 GENERAL SALARY SCHEDULE CLASS
DESCRIPTION
MINIMUM
MAXIMUM
(hrlmthlyr)
(hrlmthlyr)
TRD342 TRD171 CLR945 TRD410 TRD416 TRD150 TRD555 CLR908 TEC225 TRD340
LIFT STATION MAINTENANCE MECHANIC I METER READER II OFFICE ADMINISTRATOR PARK MAINTENANCE MECHANIC II PARK PLUMBER II PRINTER II REHAB INSPECTOR I SECRETARY Ill-UNCLASSIFIED TRAFFIC CONTROL SPECIALIST UTILITY MAINTENANCE MECHANIC LEADER
GROUP C-09
CLR941 CLR113 MGT270 TEC943 CLR951 TRD953 TEC132 CLR096 TRD255 TEC300 TRD220 PRF592 TRD350 CLR166 TEC940 TEC340 TRD233 CLR779 TEC065 TRD351 MGT221 CLR220 TEC222 TRD250 TRD251 TRD965 TEC120 TRD241
ADMINISTRATIVE TECHNICIAN ARRAIGNMENT CLERK ASSISTANT BOX OFFICE MANAGER BACTERIOLOGY TECHNICIAN BUYER II COMMERCIAL EQUIPMENT OPERATOR COMPUTER OPERATOR II DATA ADMINISTRATOR DISPOSAL EQUIPMENT OPERATOR DRAFTER II EQUIPMENT OPERATOR IV IMMUNIZATION OUTREACH SPECIALIST INDUSTRIAL WASTE INSPECTOR INVENTORY CLERK LABORATORY TECHNICIAN ODOR CONTROL TECHNICIAN PAINTER & BODY REPAIRER POLICE DATA ADMINISTRATOR PRODUCTION TECHNICIAN STORM WATER INSPECTOR STREET FOREPERSON I STREET PROGRAM COORDINATOR TRAFFIC DESIGN TECHNICIAN TRANSFER STATION OPERATOR TRANSFER TRUCK DRIVER TREATMENT PLANT OPERATOR II UTILITY TECHNICIAN WELDER II
11.319 1,962 23,544
21.515 3,729 44,751
GROUP C-10
CLR120 CLR947 TRD593 PRF115 CLR602 TRD906 CLR952 PRF351 TEC905 TEC212 CLR560 TEC130 TEC588
ACCOUNTING ASSISTANT ADMINISTRATIVE SPECIALIST I ANIMAL CONTROL OFFICER II BAILIFF II BENEFITS COORDINATOR II BUILDING MECHANIC Ill BUYER Ill CHEMIST I COMMUNICATION TECHNICIAN ASSISTANT II ENGINEERING AIDE II HOUSING TECHNICIAN INFORMATION TECHNOLOGY ASSISTANT NUTRITION TECHNICIAN Ill
11.963
22.742 3,942 47,303
593
2,074 24,883
CITY OF AMARILLO 2012/2013 GENERAL SALARY SCHEDULE CLASS
DESCRIPTION
MINIMUM (hr/mth/yr)
MAXIMUM (hr/mth/yr)
MGT950 PRF520 CLR145 CLR230 MGT340 MGT222 TRD956 TEC945 MGT330
PARK FOREPERSON I PLANNING DESIGNER SENIOR BUYER SERVICE WRITER SEWER FOREPERSON STREET FOREPERSON II UTILITY MAINTENANCE MECHANIC II WATER BACTERIOLOGIST WATER FOREPERSON
GROUP C-11
PRF088 MGT045 MGT041 CLR775 TEC901 TRD520 TEC216 CLR595 TRD915 TEC920 TEC150 TEC555 MGT900 TRD440 PRF070 MGT242 CLR140 TRD921 TEC942 TEC918 MGT210 TRD556 TEC543 TEC542 TRD966 TRD330 MGT345
AIRPORT OPERATIONS COORDINATOR ASSISTANT PRODUCTION MANAGER BOX OFFICE MANAGER CIVILIAN INVESTIGATOR COMMUNICATIONS TECHNICIAN COMMUNITY IMPROVEMENT INSPECTOR DESIGN TECHNICIAN I DISPATCH SUPPORT SPECIALIST ELECTRICIAN I ENGINEERING ASSISTANT I ENVIRONMENTAL COMPLIANCE TECHNICIAN ENVIRONMENTAL TECHNICIAN EVENTS SUPERVISOR GOLF EQUIPMENT MECHANIC I LEGAL ASSISTANT MAINTENANCE SHOP SUPERVISOR MARKETING ADMINISTRATOR MECHANIC I PROCESS CONTROL TECHNICIAN PROJECT REPRESENTATIVE PUBLIC WORKS PROJECT COORDINATOR REHAB INSPECTOR II SIGNAL TECHNICIAN I TRAFFIC TECHNICIAN II TREATMENT PLANT OPERATOR Ill UTILITY COORDINATOR WATER/SEWER FOREPERSON I
12.576 2,180 26,158
23.914 4,145 49,741
GROUPC-12
TRD594 PRF420 TRD975 TEC915 TEC115 MGT520 CLR953 MGT170 PRF352 PRF577 TRD922 TEC589 MGT117 MGT951 PRF902
ANIMAL CONTROL OFFICER Ill AQUATICS SPECIALIST ASSISTANT GOLF COURSE SUPERINTENDENT I ASSISTANT SOLID WASTE SERVICE COORDINATOR BAS CONTROLS TECHNICIAN BUILDING SAFETY MANAGER BUYER IV CENTRAL STORES MANAGER CHEMIST II HIV PREVENTION CASE MANAGER MECHANIC II NUTRITION TECHNICIAN IV OPERATIONS MANAGER PARK FOREPERSON II PLANNER I
13.188 2,286 27,431
25.075 4,346 52,156
594
CITY OF AMARILLO 2012/2013 GENERAL SALARY SCHEDULE CLASS
DESCRIPTION
MINIMUM
MAXIMUM
(hr/mth/yr)
(hr/mth/yr)
TEC520 TRD525 MGT241 TRD232 TEC910 PRF560 CLR118 TRD957 MGT931 MGT430
PLANNING TECHNICIAN PLANS EXAMINER ROUTE SUPERVISOR SENIOR WELDER SOLID WASTE TECHNICIAN SUPPORTIVE HOUSING COORDINATOR TEEN COURT/COMMUNITY SERVICE COORDINATOR UTILITY MAINTENANCE MECHANIC Ill WATER & SEWER SUPERVISOR I ZOO CURATOR
GROUPC-13
PRFOBO MGT251 MGT253 MGT082 TRD511 PRF354 TEC141 TEC215 TRD514 TRD060 TEC930 CLR770 TEC921 PRF060 PRFBOO PRF870 PRF050 PRF030 MGT260 TRD923 PRF583 PRF585 TRD510 TEC040 TRD540 PRF550 MGT540 MGT541 MGT240 CLR665 TRD972 MGT535 TEC320
AIRPORT POLICE OFFICER ASSISTANT LANDFILL SUPERVISOR ASSISTANT TRANSFER STATION SUPERVISOR BUILDING FOREPERSON BUILDING INSPECTOR I CHEMIST-BIOLOGIST COMPUTER PROGRAMMER I DESIGN TECHNICIAN II ELECTRICAL INSPECTOR I ELECTRICIAN II ELECTRONICS/INSTRUMENTATION TECH EMERGENCY COMMUNICATIONS SPECIALIST ENGINEERING ASSISTANT II FACILITIES COORDINATOR I FIRE INSPECTOR FIRE INVESTIGATORIINSPECTOR I HAZARDOUS MATERIALS PLANNER LIBRARIAN I MAINTENANCE SHOP COORDINATOR MECHANIC FOREPERSON I MEDICAL PREPAREDNESS PLANNER NUTRITIONIST I PLUMBING INSPECTOR I RADIO SHOP FOREPERSON SAFETY & TRAINING OPERATIONS SUPERVISOR SANITARIAN I SIGNAL FOREPERSON SIGNS AND MARKINGS SUPERVISOR SOLID WASTE SERVICE COORDINATOR TELECOMMUNICATIONS CALLTAKER TRANSFER STATION MAINTENANCE MECHANIC TRANSIT OPERATIONS SUPERVISOR WATER OPERATIONS/COMPLIANCE TECHNICIAN
13.885 2,407 28,881
26.412 4,578 54,937
GROUP C-14
PRF125 MGT090 MGT590 MGT420 PRF353 PRF302 CLR581 MGT320
ACCOUNTANT I AIRPORT FACILITIES SUPERVISOR ANIMAL CONTROL SUPERVISOR ATHLETIC SUPERVISOR CHEMIST Ill CIVIL ENGINEER I DISEASE INTERVENTION SPECIALIST ELECTRONIC/INSTRUMENTATION SUPER
14.593 2,529 30,353
27.725 4,806 57,668
595
CITY OF AMARILLO 2012/2013 GENERAL SALARY SCHEDULE CLASS
DESCRIPTION
MINIMUM (hr/mth/yr)
MAXIMUM (hr/mth/yr)
MGT902 PRF061 PRF871 PRF770 TRD770 PRF910 PRF500 TRD230 PRF586 MGT411 MGT412 MGT410 PRF400 MGT321 TEC919 MGT400 MGT601 TEC925 MGT220 TEC550 MGT910 PRF600 MGT930
EVENTS MANAGER FACILITIES COORDINATOR II FIRE INVESTIGATOR/INSPECTOR II JAIL MEDICAL OFFICER JAILOR LVN MANAGEMENT ANALYST MECHANIC FOREPERSON II NUTRITIONIST II PARK HORTICULTURAL SUPERVISOR PARK MAINTENANCE SUPERVISOR PARK OPERATIONS SUPERVISOR PARK PLANNER PROCESS CONTROL SUPERVISOR PROJECT REPRESENTATIVE II RECREATION SUPERVISOR RECRUITMENT COORDINATOR SENIOR DESIGN TECHNICIAN STREET SUPERVISOR I TRAFFIC OPERATIONS TECHNICIAN TREATMENT PLANT MAINTENANCE FOREPERSON U. R. NURSE WATER & SEWER SUPERVISOR II
GROUP C-15
MGT081 PRF081 PRF052 TEC927 MGT046 TEC140 PRF570 TEC923 PRF301 TRD045 TEC335 PRF031 MGT941 MGT665 PRF551 TEC540 MGT545 PRF582 MGT043 MGT252
AIRPORT POLICE COMMANDER AIRPORT POLICE SERGEANT APPLICATION/SPECIALIST TRAINER CHIEF DESIGN TECHNICIAN COMMUNICATIONS SHIFT SUPERVISOR COMPUTER PROGRAMMER II EDUCATION COORDINATOR ENGINEERING ASSISTANT IV ENGINEERING DESIGN COORDINATOR FACILITIES SUPERVISOR INDUSTRIAL WASTE SUPERVISOR LIBRARIAN II OPERATIONS CONTROL SUPERVISOR R/T COMMUNICATION SUPERVISOR SANITARIAN II SIGNAL OPERATIONS TECHNICIAN SIGNAL SUPERVISOR SNS COORDINATOR TRAINING/QUALITY ASSURANCE SUPERVISOR TRANSFER STATION SUPERVISOR
15.289 2,650 31,801
29.063 5,038 60,451
GROUP C-16
PRF126 CLR080 PRF579 PRF130 TRD512 CLR110 PRF581 PRF350
ACCOUNTANT II ADMINISTRATIVE SPECIALIST II BIOTERRORISM DISP VOL COORD BUDGET ANALYST I BUILDING INSPECTOR II COURT REPORTER EDUCATOR/SNS COORDINATOR ENVIRONMENTAL CHEMIST
15.986 2,771 33,251
30.382 5,266 63,195
596
CITY OF AMARILLO 2012/2013 GENERAL SALARY SCHEDULE CLASS
DESCRIPTION
MINIMUM
MAXIMUM
(hr/mth/yr)
(hr/mth/yr)
MGT770 MGT250 MGT510 PRF587 PRF901 MGT560 MGT044
JAIL SHIFT SUPERVISOR LANDFILL SUPERVISOR NEIGHBORHOOD SERVICE ADMINISTRATOR NUTRITIONIST Ill PLANNER II PROGRAM COORDINATOR SENIOR COMMUNICATIONS SUPERVISOR
GROUPC-17
PRF300 TEC122 TEC123 PRF032 PRF588 TEC137 MGT040 PRF552 PRF303
CIVIL ENGINEER II INFORMATION TECHNOLOGY ANALYST INFORMATION TECHNOLOGY SUPPORT ANALYST LIBRARIAN Ill NUTRITIONIST IV PERSONAL COMPUTER SPECIALIST PRODUCTION MANAGER SANITARIAN Ill SENIOR PROJECTS COORDINATOR
16.747 2,903 34,834
31.823 5,516 66,192
GROUPC-18
PRF128 PRF123 TEC135 PRF120 PRF122
ACCOUNTANT Ill BANK CONTROUGENERAL LEDGER ACCOUNTANT COMPUTER PROGRAMMER ANALYST I FINANCIAL ACCOUNTANT/GRANTS MANAGER PROPERTY ACCOUNTANT ANALYST
17.538 3,040 36,479
35.347 6,127 73,522
GROUP C-19
TRD500 PRF033 TEC570 MGT050 PRF100 PRF553 PRF900
COMMUNITY SAFETY INSPECTOR COORDINATOR OF PUBLIC RELATIONS & PROGRAMMING DIETITIAN I FLEET MANAGER INTERNAL AUDITOR SANITARIAN IV SENIOR PLANNER
18.404 3,190 38,280
37.826 6,557 78,678
GROUPC-20
MGT230 PRF071 PRF135 TRD545 TRD515 TRD513 TRD516 MGT610 TRD505 TEC134 TEC571 MGT870 PRF590 TEC126 TEC136 PRF572 PRF040 TEC124 TEC107
ASSISTANT MMRS COORDINATOR ATTORNEY I CD COORDINATOR CHIEF BUILDING INSPECTOR CHIEF ELECTRICAL INSPECTOR CHIEF PLANS EXAMINER CHIEF PLUMBING INSPECTOR CLAIMS ADMINISTRATOR COMMUNITY IMPROVEMENT CHIEF COMPUTER PROGRAMMER ANALYST II DIETITIAN II FIRE MARSHAL IMM/COMM. DISEASE COORDINATOR INFORMATION TECHNOLOGY COORDINATOR PERSONAL COMPUTER SERVICES COORDINATOR REGISTERED NURSE RESOURCE ADMINISTRATOR SENIOR INFORMATION TECHNOLOGY ANALYST SPECIAL PROJECTS MANAGER
19.714 3,417 41,005
40.484 7,017 84,207
597
CITY OF AMARILLO 2012/2013 GENERAL SALARY SCHEDULE
GROUP C-21
CLASS
DESCRIPTION
PRF072 PRF304 MGT130 PRF580 MGT060 PRF576 PRF605 TEC125 MGT580
ATTORNEY II CIVIL ENGINEER Ill COMPUTER PROGRAMMING MANAGER COORDINATOR OF PUBLIC HEALTH PREPAREDNESS MMRS COORDINATOR NURSE EPIDEMIOLOGIST NURSE PRACTITIONER SENIOR PROGRAMMER ANALYST PROGRAM MANAGER
598
MINIMUM (hr/mth/yr) 21.107 3,659 43,903
MAXIMUM (hr/mth/yr) 45.100 7,817 93,808
CITY OF AMARILLO FIRE DEPARTMENT PAY SCHEDULE Effective 09/20/2012
<.n
"'"'
Assign Pay* 401
52 12
5,080 5,080
445
24
48
5,455 5,455
5,558 5,558
489
24
48
6,075 6,075
6,191 6,191
6,308 6,308
553
24
48
Fire District Chief (40 hour week) Fire District Chief (56 hour week)
6,909 6,909
7,045 7,045
7,177 7,177
631
24
48
Asst. Fire Chief
7,879
8,464
9,092
24
48
Class FIR860 FIR865
Job Title Firefighter (40 hour week) Firefighter (56 hour week)
Step 1 3,220 3,220
Step 2 3,514 3,514
Step 3 3,837 3,837
FIR850 FIR870
Fire Driver(40 hour week) Fire Driver (56 hour week)
4,892 4,892
4,982 4,982
FIR840 FIR875
Fire Lieutenant (40 hour week) Fire Lieutenant (56 hour week)
5,349 5,349
FIR830 FIR880
Fire Captain (40 hour week) Fire Captain (56 hour week)
FIR820 FIR885 FIR810
*Monthly assignment pay for a 40 hour week
Step4 4,187 4,187
StepS 4,567 4,567
Months Before Raise 53 54 55 24 36 48
CITY OF AMARILLO POLICE DEPARTMENT PAY SCHEDULE
Effective 9/20/2012
"'
0 0
Months Before Raise 53 54 24 36
Class POL760
Job Title Police Officer
Step 1 3,589
Step2 3,767
Step 3 4,105
POL750
Corporal
5,098
5,205
5,296
24
48
POL740
Sergeant
5,679
5,792
5,899
24
48
POL730
Lieutenant
6,438
6,564
6,687
24
48
POL720
Captain
7,272
7,410
7,551
24
48
Step4 4,469
Step 5 4,864
52 12
55 48
CITY OF AMARILLO INCENTIVE/CERTIFICATION PAY PLAN
ALL FULL-TIME CITY PERSONNEL
Monthly Pay Amount
Bilingual ( 1026) Sign Language (1 027) Journeyman Electrician ( 1075) Shift Differential ( 1076) Commercial Driver's License (1077) Certified Welder (1 088)
$50 $50 $75 $50 $50 $100
FIRE AND POLICE DIVISIONS CERTIFICATE PAY: Fire and Police Intermediate Certificate (1055/1004) Advanced Certificate (1050/1000) Master Certificate ( 1052/1 002)
Monthly Pay Amount $50 $75 $100
EDUCATION PAY: Fire and Police 10 - 19 Hours College Credit ( 1064/1 016) 20-29 Hours College Credit (1063/1014) 30+ Hours College Credit (1 062/1 012)
$15 $25 $35
60+ Hours College Credit/Associates Degree (1061/1010) Bachelors Degree (1059/1008) Masters Degree (1060/1006)
$75 $125 $150
OTHER: Fire Bilingual ( 1026/1 017) Sign Language ( 1027/1 021) EMT-Intermediate (1022/1018) EMT-Paramedic (1023/1019)
$50 $50 $100 $200
Fire Civilian Fire Emergency Vehicle Technician- Levell (1051) Fire Emergency Vehicle Technician- Level II (1053) Fire Emergency Vehicle Technician- Level Ill (1054)
$25 $50 $75
Police Field Training Officer ( 1024) Crises Intervention (1044)
$50 $50
Police Civilian Typist Piece Rate (1132)
$0.60 per minute
A Firefighter or Police Officer can receive both certificate pay and education pay. However, both certificate pay and education pay do not accumulate. A Firefighter or Police Officer can be paid for only one category of certificate pay (intermediate, advanced, or master certificate). Correspondingly, a Firefighter or Police Officer can be paid for only one level of education pay (1 0 hours credit, 20 hours credit, 30 hours credit, Associates Degree, Bachelors Degree, or Masters Degree).
601
CITY OF AMARILLO INCENTIVE/CERTIFICATION PAY PLAN
PUBLIC SERVICES DIVISION Community Development Lead Inspector (1 057)
Monthly Pay Amount $50
Building Safety Code Levell (1120) Code Level II (1125) Code Level Ill (1130)
$125 $200 $275
PUBLIC WORKS DIVISION Solid Waste Solid Waste C License (1117) Solid Waste B License (1118) Solid Waste A License (1119)
Monthly Pay Amount $50 $100 $200
Engineering Survey Technician Levell (1071) Survey Technician Level II (1072) Survey Technician Level Ill (1073) Survey Technician Level IV (1074)
$25 $50 $100 $200
Traffic Traffic Signals I (1095) Traffic Signals II (1096) Traffic Signs and Markings I (1097) Traffic Signs and Markings II (1098)
$100 $200 $50 $100
PARKS DIVISION
Monthly Pay Amount
Journeyman Electrician (1 075) Certified Grounds Keeper (1080) Licensed Irrigation Installer (1 081) Chemicallmm. of Animals (Zoo) (1082) Certified Pool & Spa Operator (1 083) Certified Playground Inspector (1084) Arborist Certification Program (1085) Certified Backflow Inspector (1 086) Certified Irrigation License (1 087) Certified Welder (1088) Master Gardener Certification (1089) Aquatic Facility Operator (AFO) (1090) Certified Park Maintenance School Graduate (1091) Instructor Trainer-Lifeguard Instructor (1092) Lifeguard Instructor (1093) Certified Chemical Applicator (1094)
602
$75 $30 $30 $75 $75 $100 $75 $100 $100 $100 $75 $75 $150 $100 $50 $50
CITY OF AMARILLO INCENTIVE/CERTIFICATION PAY PLAN
CITY SERVICES DIVISION Amarillo Emergency Communication Center
Monthly Pay Amount Intermediate Texas Commission on Law Enforcement Officers Standards (1028) $25 Advanced Texas Commission on Law Enforcement Officers Standards (1029) $25 Critical Incident Stress Management (1 042) $25 Telecommunicator's Emergency Response Taskforce, Tactical Dispatch (1043) $25 Emergency Medical Dispatch Certification ( 1032) $50 Emergency Fire Dispatch Certification (1 033) $50 Amarillo Emergency Communication Center Trainer I (1121) $25 Amarillo Emergency Communication Center Trainer II (1122) $50 Amarillo Emergency Communication Center Trainer Ill (1123) $75 Amarillo Emergency Communication Center Trainer IV (1124) $100 Amarillo Emergency Communication Center Trainer V (1126) $125 Quality Assurance (1127) $50
Amarillo Emergency Communication Center Pay shall not exceed $150 per month per employee.
COMMUNITY SERVICES DIVISION Monthly Pay Amount
Animal Control
$25 $50 $75 $50 $50
National Animal Control Association I (1129) National Animal Control Association II (1133) National Animal Control Association Ill (1134) Euthanasia (1136) Field Training Officer (1138)
Monthly Pay Amount
Transit
Commercial Driver's License "P" Endorsement (1131)
$50
FINANCE DIVISION Monthly Pay Amount
Municipal Court
Court Clerk I (11 01) Court Clerk II (1102) Court Clerk Ill (1103)
$50 $75 $100
UTILITY DIVISION
Monthly Pay Amount
"A" Water (1 065) "A" Wastewater (1067) "B" Water (1 070) "B" Wastewater (11 00) "C" Water (1105) "C"Wastewater (1110) "D" Water (1106) "D" Wastewater (1111) Confined Space Entry (1 068) National Environmental Laboratory Accreditation Conference Technical Director (1069)
$200 $200 $100 $100 $50 $50 $25 $25 $100 $100
603
CITY OF AMARILLO INCENTIVE/CERTIFICATION PAY PLAN
Survey Technician Certification Levell (1071) Level II (1072) Level Ill (1073) Level IV (1074)
Monthly Pay Amount $25 $50 $100 $200
Collection System Operator Class I (1114) Classll (1115) Class Ill (1116)
Monthly Pay Amount $25 $50 $100
Utility Division Certification Pay shall be for one license only per employee.
Note: The numbers in parenthesis at the end of each line are used internally by the City to identify the different types of incentive pay.
604
CITY OF AMARILLO 2012/2013 MANAGERIAL SALARY SCHEDULE CLASS
MONTHLY MINIMUM MAXIMUM
DESCRIPTION
(hr/mth/yr)
(hr/mth/yr)
GROUPA-01
ADM088 ADM035 ADM025 ADM002 ADM551 ADM900 ADM015 ADM610
AIRPORT OPERATIONS MANAGER ASSISTANT BUILDING OFFICIAL ASSISTANT CITY SECRETARY COMMUNITY RELATIONS COORDINATOR ENVIRONMENTAL ADMINISTRATOR GOLF COURSE SUPERINTENDENT MANAGEMENT ANALYST PUBLIC SAFETY SAFETY MANAGER
15.117 2,620 31,443
42.635 7,390 88,681
GROUPA-02
ADM041 ADM591 ADM580 ADM093 ADM051 ADM171 ADM411 ADM141 ADM231 ADM241 ADM221 ADM531 ADM340 ADM065 ADM331 ADM321 ADM055 ADM620 ADM160 ADM042 ADM073 ADM112 ADM150
ASSISTANT CIVIC CENTER MANAGER 16.865 ASSISTANT DIRECTOR OF ANIMAL CONTROL 2,923 ASSISTANT DIRECTOR OF PUBLIC HEALTH 35,079 ASSISTANT EMERGENCY MANAGEMENT COMMUNCIATIONS MANAGER ASSISTANT EMERGENCY MGMT COORDINATOR ASSISTANT MANAGER UTILITY BILLING ASSISTANT PARK SUPERINTENDENT ASSISTANT PURCHASING AGENT ASSISTANT SHOP SUPERINTENDENT ASSISTANT SOLID WASTE SUPERINTENDENT ASSISTANT STREET SUPERINTENDENT ASSISTANT TRANSIT MANAGER ASSISTANT WASTEWATER COLL. SUPERINTENDENT ASSISTANT WASTEWATER TREATMENT SUPERINTENDENT ASSISTANT WATER DIST SUPERINTENDENT ASSISTANT WATER PRODUCTION SUPERINTENDENT ASSISTANT WIC DIRECTOR BENEFITS ADMINISTRATOR CENTRAL STORES SUPERINTENDENT CIVIC CENTER BUSINESS MANAGER DEPUTY BUILDING OFFICIAL DEPUTY COURT CLERK & ASST. ADMINISTRATOR PRINTING MANAGER
47.561 8,244 98,927
GROUPA-03
ADM590 ADM560 ADM031 ADM093 ADM061 ADM081 ADM581 ADM550 ADM355 ADM032 ADM905 ADM425 ADM541 ADM585
ANIMAL CONTROL DIRECTOR 18.797 ASSISTANT COMMUNITY DEVELOPMENT ADMINISTRATO 3,258 ASSISTANT DIRECTOR OF LIBRARY SERVICES 39,098 ASSISTANT EMERGENCY COMMUNICATIONS CENTER MANAGER ASSISTANT FACILITIES MANAGER DEPUTY DIRECTOR OF AVIATION DIRECTOR OF PUBLIC HEALTH ENVIRONMENTAL HEALTH DIRECTOR ENVIRONMENTAL PROGRAM MANAGER LIBRARIAN IV MPO DIRECTOR PARK DEVELOPMENT MANAGER TRAFFIC FIELD SUPERINTENDENT WICMANAGER
53.011 9,189 110,263
GROUPA-04
ADM121 ADM601 ADM131 ADM115 ADM510 ADM040 ADM502 ADM095 ADM050
ASSISTANT CITY AUDITOR ASSISTANT DIRECTOR OF HUMAN RESOURCES ASSISTANT INFORMATION TECHNOLOGY MANAGER ASSOCIATE MUNICIPAL COURT JUDGE BUILDING OFFICIAL CIVIC CENTER MANAGER COMMUNITY DEVELOPMENT ADMINISTRATOR EMERGENCY COMMUNICATIONS CENTER MANAGER EMERGENCY MANAGEMENT COORDINATOR
59.089 10,242 122,905
605
20.951 3,632 43,578
CITY OF AMARILLO 201212013 MANAGERIAL SALARY SCHEDULE MONTHLY MINIMUM MAXIMUM
CLASS
DESCRIPTION
ADM060 ADM111 ADM410 ADM520 ADM140 ADM230 ADM240 ADM220 ADM530
FACILITIES MANAGER MUNICIPAL COURT CLERK AND ADMINISTRATOR PARK SUPERINTENDENT PLANNING DIRECTOR PURCHASING AGENT SHOP SUPERINTENDENT SOLID WASTE SUPERINTENDENT STREET SUPERINTENDENT TRANSIT MANAGER
GROUPA-05
ADM211 ADM401 ADM310 ADM020 ADM071 ADM080 ADM600 ADM030 ADM045 ADM110 ADM135 ADM170 ADM540 ADM345 ADM330 ADM320
GROUPA-06
(hr/mthlyr)
(hrlmthlyr)
ASSISTANT CITY ENGINEER ASSISTANT DIRECTOR OF PARKS AND RECREATION CHIEF WATER UTILITIES ENGINEER CITY SECRETARY DEPUTY CITY ATTORNEY DIRECTOR OF AVIATION DIRECTOR OF HUMAN RESOURCES DIRECTOR OF LIBRARY SERVICES MANAGER OF EMERGENCY ADMINISTRATION MUNICIPAL COURT JUDGE RISK MANAGEMENT DIRECTOR UTILITY BILLING MANAGER TRAFFIC ENGINEER WASTEWATER TREATMENT SUPERINTENDENT WATER AND SEWER SYSTEM SUPERINTENDENT WATER PRODUCTION SUPERINTENDENT
23.365 4,050 48,599
65.902 11,423 137,076
ADM101 ADM201 ADM301 ADM120 ADM210 ADM130 ADM350
ASSISTANT DIRECTOR OF FINANCE ASSISTANT DIRECTOR OF PUBLIC WORKS ASSISTANT DIRECTOR OF UTILITIES CITY AUDITOR CITY ENGINEER INFORMATION TECHNOLOGY MANAGER SUPERINTENDENT OF ENVIRONMENTAL OPERATIONS
26.056 4,516 54,196
73.489 12,738 152,857
GROUPA-07
ADM005
ASSISTANT POLICE CHIEF
29.050 5,035 60,424
81.937 14,202 170,429
GROUPA-08
ADM070 ADM500 ADM100 ADM400 ADM200 ADM300 ADM800 ADM137 ADM700
CITY ATTORNEY DIRECTOR OF COMMUNITY SERVICES DIRECTOR OF FINANCE DIRECTOR OF PARKS AND RECREATION DIRECTOR OF PUBLIC WORKS DIRECTOR OF UTILITIES FIRE CHIEF INFORMATION TECHNOLOGY DIRECTOR POLICE CHIEF
32.390 5,614 67,371
91.348 15,834 190,004
GROUPA-09
ADM010 ADM011
ASSISTANT CITY MANAGER- FINANCIAL SERVICES ASSISTANT CITY MANAGER- PUBLIC SERVICES
35.950 6,231 74,776
101.399 17,576 210,910
GROUPA-10
ADM012
DEPUTY CITY MANAGER
39.910 6,918 83,013
112.550 19,509 234,104
606
CITY OF AMARILLO 2012/2013 HOURLY SALARY SCHEDULE HOURLY MAXIMUM MINIMUM
CLASS
DESCRIPTION
GROUP H-01
HRL260 HRL040 HRL039 HRLOSO HRL031 HRL400 HRL403 HRL540 HRL541 HRL402 HRL413 HRL411
CART ATTENDANT CIVIC CENTER BOX OFFICE CLERK I CIVIC CENTER TECHNICAL CREW EMERGENCY MANAGEMENT VOLUNTEER LIBRARY VOLUNTEER LIFE GUARD POOL CASHIER SCHOOL CROSSING GUARD SCHOOL CROSSING GUARD SUBSTITUTE SWIMMING LESSON INSTRUCTOR YOUTH WORKER- MAINTENANCE YOUTH WORKER- RECREATION
7.250
8.530
GROUP H-02
HRLSSO HRL405 HRL417 HRL415 HRL414
ENVIRONMENTAL HEALTH INVESTIGATOR HEAD LIFEGUARD LESSON COORDINATOR RECREATION LEADER RECREATION SPECIALIST
7.250
8.701
GROUP H-03
HRL406 HRL905 HRL 100 HRL418 HRL542 HRL551
ASSISTANT- POOL MANAGER ATHLETIC SPECIALIST BUILDING MECHANIC DISTRICT SUPERVISOR TRAFFIC COUNTER WEED INSPECTOR
7.250
9.392
GROUP H-04
HRL025 HRL 170 HRL910
ANIMAL ATTENDANT METER READER TEMPORARY INTERN
7.250
9.963
GROUP H-05
HRL901 HRL904 HRL020 HRL 111 HRL 113 HRL252 HRL935 HRL032 HRL530 HRL970 HRL053 HRL571 HRL033 HRL544 HRL902 HRL587
ACCOUNT CLERK I ADMINISTRATIVE ASSISTANT COMMUNITY SERVICE AIDE DATA ENTRY OPERATOR HOURLY FIRE INTERN GATE ATTENDANT LABORER LIBRARY MESSENGER LUBRICATION ATTENDANT MESSENGER PBX OPERATOR STD/HIV FIELD INVESTIGATOR TECHNOLOGY SERVICES TECH TRAFFIC CONTROL OFFICER WATCHGUARD WIG TECHNICIAN I
7.250
10.378
GROUP H-06
HRL975 HRL042 HRL041 HRL875
ANIMAL CONTROL OFFICER BUILDING ATTENDANT CIVIC CENTER BOX OFFICE CLERK II CONCESSION WORKER
7.250
10.876
607
CITY OF AMARILLO 2012/2013 HOURLY SALARY SCHEDULE HOURLY MINIMUM MAXIMUM
CLASS HRL915 HRL911 HRL903 HRL590 HRL930
DESCRIPTION CREW LEADER CUSTODIAN I CUSTOMER SERVICE CLERK I NUTRITION TECHNICIAN I UTILITY WORKER
GROUP H-07
HRL906 HRL960 HRL926 HRL 140 HRL925
ACCOUNT CLERK II DRAFTER I MECHANIC APPRENTICE PURCHASING CLERK SERVICER I
7.400
11.468
GROUP H-08
HRL920 HRL211 HRL221 HRL051 HRL940 HRL038 HRL907 HRL080 HRL 164 HRL409 HRL955
COLLEGE INTERN ENGINEERING AIDE I EQUIPMENT OPERATOR I HAZMAT OUTREACH ASSISTANT LAB TECHNICIAN I OUTREACH SPECIALIST SECRETARY II SECURITY OPERATIONS AGENT STORE CLERK I SWIMMING POOL MGR. UTILITY MAINTENANCE MECHANIC I
7.760
11.986
GROUP H-09
HRL421 HRL950 HRL592 HRL419 HRL420 HRL240
ASSISTANT AQUATIC/ELLIS INSTRUCTOR EQUIPMENT OPERATOR II NUTRITION TECHNICIAN II PLUMBER PROGRAM COORDINATOR WELDER I
8.130
12.567
GROUP H-10
HRL941 HRL531 HRL909 HRL980 HRL034 HRL593
ADMINISTRATIVE TECHNICIAN BUS DRIVER COMMUNICATIONS TECHNICIAN HOUSING INSPECTOR LIBRARY ASSISTANT NUTRITION TECH Ill
8.510
13.149
GROUP H-11
HRL951 HRL230 HRL215 HRL908 HRL548 HRL251
EQUIPMENT OPERATOR Ill MECHANIC PROJECT REPRESENTATIVE SECRETARY Ill SIGNAL TECHNICIAN TRANSFER TRUCK DRIVER
8.920
13.782
GROUP H-12
HRL250
TRANSFER STATION OPERATOR
9.370
14.487
GROUP H-13
HRL585 HRL700 HRL 138
NUTRITIONIST I OFFICIALS SPECIALIST ATHLETICS PERSONAL COMPUTER TECHNICIAN
9.910
15.296
608
CITY OF AMARILLO 2012/2013 HOURLY SALARY SCHEDULE HOURLY MINIMUM MAXIMUM
CLASS HRL725 HRL545
DESCRIPTION RANGE OFFICER SCHOOL CROSSING GUARD SUPERVISOR
GROUP H-14
HRL 145 HRL916 HRL555 HRL945 HRL052 HRL035 HRL575 HRL586
COLLECTIONS CLERK ELECTRICIAN I ENVIRONMENTAL TECHNICIAN EQUIPMENT MECHANIC I HAZMAT OUTREACH COORDINATOR LIBRARIAN I LVN NUTRITIONIST II
10.420
16.091
GROUP H-15
HRL 141 HRL770 HRL965
COMPUTER PROGRAMMER I EMERGENCY COMMUNICATIONS SPECIALIST INSPECTOR
11.500
17.765
GROUP H-16
HRL520 HRL581 HRL570 HRL500
BUDGET ANALYST DISEASE INTERVENTION SPECIALIST II HEALTH PROMOTION SPECIALIST MANAGEMENT ANALYST
12.080
18.680
GROUP H-17
HRL 110 HRL582 HRL870
COURT REPORTER NUTRITIONIST IV PUBLIC FIRE SAFETY SPECIALIST
13.240
20.475
GROUP H-18
HRL 121 HRL990
INFORMATION TECHNOLOGY TECHNICIAN OFFICE MANAGER
13.900
21.492
GROUP H-19
HRL045 HRL775 HRL595 HRL750 HRL830 HRL871 HRL946 HRL850 HRL 115 HRL560 HRL573 HRL572 HRL610
ADMINISTRATIVE HEARING OFFICER CIVILIAN IDENTIFICATION TECHNICIAN DIETITIAN DISTRICT A HORNEY LIAISON OFFICER ENGINEER FIRE INSPECTOR FLEET MANAGER MANAGEMENT INTERN MUNICIPAL COURT JUDGE NURSE PRACTITIONER PHYSICIAN REGISTERED NURSE SAFETY TRAINER
14.600
56.154
609
09/11/12 - ORDINANCE NO. 7363 AN ORDINANCE OF THE CITY COMMISSION OF THE CITY OF AMARILLO, ADOPTING THE BUDGET FOR THE FISCAL YEAR OCTOBER 1, 2012, THROUGH SEPTEMBER 30, 2013, FOR THE CITY OF AMARILLO; APPROPRIATING MONEY FOR THE VARIOUS FUNDS AND PURPOSES OF SUCH BUDGET; ESTABLISHING AND ADOPTING AN OFFICIAL PERSONNEL PLAN FOR THE CLASSIFIED AND UNCLASSIFIED SERVICE AND, ABOLISHING ALL POSITIONS NOT LISTED IN SAID BUDGET; DIRECTING THE USE OF STATE FEE SCHEDULES FOR PUBLIC INFORMATION; AMENDING VARIOUS PROVISIONS OF THE AMARILLO MUNICIPAL CODE TO MODIFY, INCREASE, OR DELETE VARIOUS FEES AND RATES AS FOLLOWS: CHAPTER 2-4, RETURNED CHECK FEE; CHAPTER 2-7 ESTABLISHING PRIORITIES AND FEES FOR RADIO SHOP; CHAPTER 4-1, ARTICLE I, VARIOUS BUILDING, CONSTRUCTION, PLUMBING, HVAC, ELECTRICAL PERMIT & INSPECTION FEES, AND ADDING NEW TRADE LICENSES FOR INSULATORS, GLASS AND GLAZERS, AND SWIMMING POOLS AND SPAS; CHAPTER 8-3, ARTICLE IV, CERTAIN LANDFILL FEES; CHAPTER 10-4, FINGERPRINT FEES; CHAPTER 12-1, ARTICLE I, ATHLETIC TEAM FEE, AND ARTICLE II, ADULT ZOO ADMISSION FEE; CHAPTER 16-3, PARADE AND BLOCK PARTY FEES; CHAPTERS 18-2 AND 18-3, VARIOUS WATER AND SEWER RATES AND OTHER FEES; PROVIDING A SAVINGS AND SEVERABILITY CLAUSE; REPEALING ALL ORDINANCES AND APPROPRIATIONS IN CONFLICT; PROVIDING AN EFFECTIVE DATE.
WHEREAS, a budget for operating the municipal government of the City of Amarillo for the fiscal year October 1, 2012 through September 30, 2013 (hereafter, "fiscal year" or "FY") has been prepared by the City Manager of the City of Amarillo; and WHEREAS, all public notices and hearings required by State law and the City Charter have been duly and legally advertised, published and conducted as required; and WHEREAS, said budget has been filed with the City Secretary for more than fifteen (15) days immediately prior to the public hearing heretofore held upon said budget; and WHEREAS, at the public hearing the financial condition, comparative expenditures as filed, and public comments were duly considered;
610
NOW, THEREFORE, BE IT ORDAINED BY THE CITY COMMISSION OF THE CITY OF AMARILLO, TEXAS: SECTION 1. That the budget as filed with the City Secretary of the City of Amarillo for the fiscal year of October 1, 2012 through September 30, 2013 (hereafter, "the fiscal year"), together with any amendments made upon motion, second, and majority vote during public hearings, is hereby approved, adopted and ratified as the Annual Budget for the City of Amarillo, Texas, for the fiscal year. SECTION 2. That the number, classification, and designation of each position, as listed in the Annual Budget and incorporated herein by reference, is hereby created, established and adopted as the official plan for the classified service and unclassified service (managerial schedule and part-time schedule) of the City of Amarillo for the fiscal year. Any classified or unclassified position which is not listed in said Annual Budget is expressly found, after having been examined in budget work sessions to be a surplus position and, in order to increase efficiency of providing service and to reduce expenditures, such position is hereby abolished. The number of authorized positions may be increased by subsequent action if grants or other revenue sources become available during the fiscal year to fund such position( s ). SECTION 3.
That in accordance with the adoption of the annual budget for the City, all organizational
Divisions and Departments shall abide by the fee schedules and guidelines promulgated by the State, pursuant to Texas Government Code, chapter 552, Subchapter F (sec. 552.261 et. seq.), as amended, in calculating and collecting fees from requestors for copies of public information. A receipt shall be issued for each fee and such monies accounted for in the manner provided for by the City Finance Director. Provided however, if the fee due is less than ten dollars ($10.00) it is hereby waived in the interest of government efficiency, unless there is a clearly documented pattern of a requestor making serial requests for portions of information in an attempt to avoid the fee. The City Attorney's office shall prepare a standardized letter for Divisions to use for notifying requestors of itemized fee estimates of $40.00 or more (or such other sum as Subchapter F may be amended to provide} and, a letter requiring
611
a fifty percent (50%) fee deposit on any request involving an estimated fee of $100.00 or more, before staff commences work on the request. SECTION 4.
That in accordance with the annual personnel budget for the City, effective January 1,
2013, the City contribution rate to the Texas Municipal Retirement System will be twelve point zero four percent ( 12.04% ). Effective January 1, 2013, the City contribution rate to the Amarillo Firemen's Relief and Retirement Fund will be seventeen point eight three percent (17.83%). Effective January 1, 2013, the City contribution rate towards the City's Other Post Employment Benefits (OPEB) liability will be one point nine six percent (1.96%). This does not change the amounts contributed by employees each payroll period. SECTION 5. That, in accordance with the annual budget that Chapter 2-4, Article I, section 2-4-3(b) of the Amarillo Municipal Code is hereby amended to read as follows: Sec. 2-4-3. - Dues accruing to city payable in current money.
(a)
[NO TEXT CHANGE]
(b)
Returned check fee: Twenty five dollars ($25.00) thirty dollars ($30.00).
SECTION 6. That, in accordance with the annual budget adopted for the Office of Emergency Management/Communications, that Chapter 2-7 of the Amarillo Municipal Code is hereby amended to designate the existing provisions as Article I, and to add a new Article II to read as follows: CHAPTER 2-7 EMERGENCY MANAGEMENT ARTICLE I. GENERAL Section 2-7-1 to Section 2-7-10 [NO TEXT CHANGE] Sees. 2-7-11 to 2-7-20. Reserved.
612
ARTICLE II. COMMUNICATION SERVICES Sec. 2-7-21. Radio shop; purpose; priorities; services.
(a) The radio shop exists for the purpose of installing and servicing mobile electronic communication devices. sirens. emergency lights. and other
radios,
electrical
other
equipment
as assigned by the Emergency Management Coordinator/Communications Manager or designee, in and on emergency response and emergency service vehicles of the City,
in
a
facility that offers reasonable security for such vehicles. (b l The needs of City of Amarillo personnel and equipment shall always be the first priority of the shop. When and as resources may allow. or as otherwise directed by the Emergency for
special
circumstances, the shop may provide its services to other governmental public safety
entities
Management
Coordinator/Communications
Manager
or
designee
on a first come/first served basis. provided that performing such service will produce a direct benefit in aid to the City of Amarillo's own public safety programs. Provided, however. the City reserves the right to charge fees for materials and labor as may be approved or directed by the City Manager. Sec. 2-7-22 to 2-7-25. Reserved.
SECTION 7.
That, in accordance with the annual budget adopted for the Department of Building
Safety, Chapter 4-1, Article I, Division 1, Section 4-1-3(c), of the Amarillo Municipal Code is hereby amended, in part, to read as follows: Sec. 4-1-3. Application, plan review, permit time limits, cancellations and refunds.
(a) [NO TEXT CHANGE] (b) [NO TEXT CHANGE] (c) Fee for renewing expired permits. A permit that has expired by time limitations may be renewed for an additional time period as stated above provided there have been no
613
substantial changes in the plans or scope of work, and upon payment of a renewal fee as follows:
(1) Not more than sixty (60) days after expiration date:
Thirty Elollars ($:30.00) Forty dollars ($40.00)
(2) Sixty-one (61) to not more than one hundred eighty (180) days after expiration date:
One-half (Yz) original fee, but not less than tAifly Elollars ($:30.00) Forty dollars (§40.00)
(3) More than one hundred eighty ( 180) days after expiration date:
New application and at full price
(d) [NO TEXT CHANGE] (e) [NO TEXT CHANGE] (f) [NO TEXT CHANGE] SECTION 8.
That, in accordance with the annual budget adopted for the Department of Building
Safety, Chapter 4-1, Article I, Division 2, Section 4-1-21(b), of the Amarillo Municipal Code is hereby amended, in part, to read as follows: Sec. 4-1-21. Building permit and inspection fee schedule.
(a)
[NO TEXT CHANGE]
(b)
Building Permit Fee Schedule.
(1)
All Projects:$ Value x 0.0030 =Permit Fee: Rounded to whole dollars.
(2)
Minimum Permit Fees:
614
a.
New construction: One hundred twenty dollars ($120.00) plus tAffiy forty
dollars ($~ 40.00) times the number of other permits required for electrical, plumbing and HVAC work. b. Remodels and Additions: Sixty dollars ($60.00) plus tAffiy forty dollars($~ 40.00) times the number of other permits required for electrical, plumbing and HVACwork. (3)
Other Permits and Inspection Fees:
a.
Certificate of Occupancy review and inspection when not associated with a
building permit: ..... $120.00 Duplication or recreation of existing Certificate of Occupancy: ..... ~ 40.00 c. - i [NO TEXT CHANGE]
b.
Siding and exterior veneer: Value of project X 0.0030, minimum of~ 40.00 k. -1 [NO TEXT CHANGE] j.
m.
Insulation and Energy Conservation: value of projectX0.0030. minimum of
......... $40.00 SECTION 9.
That, in accordance with the annual budget adopted for the Department of Building
Safety, Chapter 4-1, Article I, Division 3, Section 4-1-30(b), of the Amarillo Municipal Code is hereby amended, in part, to read as follows: Sec. 4-1-30. Fee schedule.
(a) [NO TEXT CHANGE] (b)
Electrical Permit and Inspection Fee Schedule.
(1)
New Construction and additions to panel service: a.
Minimum fee: ..... $~ 40.00
615
b.
Fee for construction taps: ..... W-,00- 40.00
c.
All 120-volt through 480-volt single-or three-phase services, per ampere:
...... 00.30 (2)
(3)
Alterations: a.
Alteration of residential service entrance: ..... ~ 40.00
b.
Alteration of nonresidential service entrance: ..... ~ 40.00
Equipment additions: a.
Gasoline pump and dispensers, generators and wind generators,
transformers, signs, sign transformers, electrical device or opening not listed; each: ..... 10.00 b.
Electrical passenger or freight elevator or dumbwaiter installation, each:
..... ~ 40.00 (4)
[NO TEXT CHANGE]
SECTION 10. That, in accordance with the annual budget adopted for the Department of Building Safety, Chapter 4-1, Article I, Division 4, Section 4-1-40(b), (c), and (d) of the Amarillo Municipal Code is hereby amended, in part, to read as follows: Sec. 4-1-40. Heating, and Air Conditioning, HVAC, permit Fee Schedule.
(a)
[NO TEXT CHANGE]
(b)
Existing buildings, equipment installations. For the installation or relocation of HVAC
equipment in existing buildings when separate from a project requiring a building permit: (1)
Commercial hoods, Type I or II, for the first unit: ..... $~ 40.00 For each additional unit: ..... 10.00
(2)
Commercial refrigeration, for the first unit: ..... ~ 40.00 For each additional unit: ..... 10.00
616
(3)
Commercial cold storage box, for the first unit: ..... ~ 40.00 For each additional unit: ..... 10.00
(4)
Boilers-first 100,000 BTU/hour input: ..... ~ 40.00 Each additional 100,000 BTU/hour input or portion thereof: ..... 10.00
(c)
Alterations and Equipment Change Outs. Alterations of or changing out environmental
air system equipment when separate from a project requiring a building permit require the following fees: (1)
Floor heaters, wall furnaces, unit heaters: First unit: ..... $~ 40.00 Each additional unit thereafter: ..... 10.00
(2)
Equipment change out, per unit: First 5 tons: ..... ~ 40.00 Each additional 5 tons or portion thereof: ..... 10.00
(3) Relocation, replacement or installation of new duct, chilled water or steam pipes in existing buildings, per square foot of floor area: ..... 00.02 (d)
Minimum permit: ..... ~ 40.00
(e) -(f) [NO TEXT CHANGE] SECTION 11. That, in accordance with the annual budget adopted for the Department of Building Safety, Chapter 4-1, Article I, Division 5, Section 4-1-50(b} of the Amarillo Municipal Code is hereby amended, in part, to read as follows: Sec. 4-1-50.- Plumbing permit fees.
(a)
[NO TEXT CHANGE]
(b)
Plumbing Permit Fee Schedule.
(1)
[NO TEXT CHANGE]
617
(2)
New fixture installations, additions, alterations and repairs. When there is no
building permit issued on the same project where a plumbing installation is made, the plumbing permit fee shall be based on the following schedule:
(3)
a.
Minimum fee for all installations: ..... $~ 40.00
b.
[NO TEXT CHANGE]
Repairs and Replacements: a.
Replacement of water, gas, or sewer service line: ..... ~ $40.00 When more than one (1) of these service lines are replaced at the same time the fee shall cover all the lines that are installed and inspected at the same time. If the lines are not ready for inspection at the same time, reinspection fees for additional inspections will be required.
b.
Water Heater Replacement: ..... ~ $40.00
c.
Water, sewer, or gas re-piping within a structure and separate from service lines: ..... ~ $40.00 Plus per plumbing fixture and gas outlet: ..... 2.00
(4)
Medical Gas Installations, minimum: ..... ~ $40.00 Plus per outlet assembly: ..... 2.00
(5)- (7) [NO TEXT CHANGE] SECTION 12. That, in accordance with the annual budget adopted for the Department of Building Safety, Chapter 4-1, Article II, Section 4-1-110 of the Amarillo Municipal Code is hereby amended, in part, to read as follows: Sec. 4-1-110.- Registration of contractors; homeowner exemption; fees and requirements.
(a)- (c) [NO TEXT CHANGE]
618
(d)
Contractor categories: Registration and registration of State licenses, endorsements and
certifications: Contractors in the following categories are required to be registered with the City
in accordance with this section: ( 1)- (2) [NO TEXT CHANGE] (3\ Glass and Glazing Contractor: An individual, firm. corporation or partnership who performs work with any types of glass and glazing materials commonly used including: glass. light-transmitting ceramic, light-transmitting plastic panels, and all others used in interior or exterior applications. ~
.(1} Heating, Ventilating, and Air Conditioning (HVAC) Contractor: An individual, firm,
corporation or partnership who performs HVAC work for which a permit is required by this code shall be licensed by the State as either a Class A or B Air Conditioning Contractor, shall register his State license with the City, and shall only perform HVAC work commensurate with the class of State license he holds. EXCEPTIONS: a.- c. [NO TEXT CHANGE] (5\ Insulation Contractor; Specialty; Energy Conservation/Air Infiltration:
An individual, firm, corporation or partnership who performs insulation work with types of insulation materials commonly used, including: spray- on. roll/batt, blown, or lose-fill. rigid-board or reflective. ventilation, vapor barriers and retarders. as well as others. Includes exterior envelope materials commonly used; weather resistant sheathing paper, tape. sealants, or other materials/methods of sealing exterior envelope for energy efficiency and moisture control.
619
f4j {§_) Landscape Irrigator or Irrigation Technician: An individual, firm, corporation or partnership who performs any landscape irrigation installation for which a permit is required by this code shall be licensed as a Landscape Irrigator or Irrigator Technician with the State and shall register such license with the City. EXCEPTION: A Plumbing Contractor licensed by the State and registered with the City in accordance with this section may perform the work of a Landscape Irrigator or Irrigation Technician.
f&jfl} Medical
Gas
Installation
Contractor:
An
individual, firm,
corporation
or
partnership who installs or performs work on any medical gas system in the city shall be licensed by the State as a Plumbing Contractor with a Medical Gas Endorsement and shall register his license and endorsement with the City.
fej @L Moving Contractor: An individual, firm, corporation or partnership who shall move, or cause to be moved, any house, Building or Structure of any kind over or along any Street, highway, Alley or public way located in the City shall register with the City.
(-71 ill}
New Residential Contractor: An individual, firm, corporation or partnership who
builds a new one (1) or two (2) family residence for which a building permit is required shall register with the State and shall also be registered with the City. ~
UQ1
Plumbing Contractor: An individual, firm, corporation or partnership who
performs plumbing work regulated by this code and for which a permit is required shall be licensed by the State as a Plumbing Contractor and shall register his license with the City. The responsible Master Plumber for the Plumbing Contractor shall also register his state license with the City.
f91-----f11l.
Residential Addition and Remodeling Contractor: An individual, firm,
corporation or partnership who performs worl1 OR a one (1) or l\vo (2) farnily residenGe
620
and assosiated assessory I:Juildings on the same I:Juilding site regulated I:Jy this sode, and for whish a I:Juilding permit is reEJuired shall register with the gtate and shall also I:Je registered 'Nith the City. A Residential Building contrastor eJmmpt from registration with the gtate shall nonetheless register with the City. alterations, repairs, and additions on one-and two-family dwellings, multiple single-family dwellings (townhouses) not more than three stories above grade and any associated accessory structures regulated by the International Residential Code shall register with the City. Roofing Contractor: No person engaged in the business of roofing shall erect, construct, enlarge, alter, repair, remove, improve, convert or demolish any roof or roof structure for which a permit is required within the corporate limits of the City until such person has registered with the City as required by this section.
f4+111.ill Sign Contractor and Master Sign Electrician: No person shall erect, construct, reconstruct, install, paint, or replace any Sign for which a permit is required within the corporate limits of the City until such person has registered with the City as required by this Section. A Sign Contractor who constructs signs that have any electrical component integral with the sign shall also employ a Master Sign Electrician licensed by the State. The Master Sign Electrician shall also register his state license with the City. EXCEPTIONS: Registration as a sign contractor is not required for a property owner or business owner may obtain a permit for a Temporary Sign which he or she proposes to construct or install on property under his or her control. ~ f11)
Swimming Pool, l=lot Tui:J, and Spa Contractor: No person, firm, corporation, or
partnership
engaged in the business of installing, altering, repairing, relosating or
replasing any swimming pool, spa or hot tui:J construction. alteration. relocation, repair, or maintenance of pools. spas, hot tubs, or any other aquatic vessel as regulated by the
621
International Swimming Pool Code, shall perform such work until that person has registered with the City as required by this section. ~ U§l
Water Treatment Equipment Installation Contractor: No person shall engage
in the business of installing, altering, repairing, relocating or replacing any residential water treatment equipment unless that person is certified by the Texas Department of Health to install, exchange, service and repair residential water treatment facilities, and has registered that certification with the City as required by this section. (e)
Application. An applicant for any contractor registration shall make a written application
upon forms furnished by the Code enforcernont Department of Building Safety. The applicant shall complete all information requested on the application or an explanation of the omissions shall be provided. When a State license, endorsement, or certification is required of a contractor, a copy of the original of the same shall be submitted with the application. When a contractor is required by the State to have a responsible Master licensee in a respective trade, that Master licensee shall also register separately with the City. (f)
Registration fee. To become a registered contractor a fee in the amount of thirty-five
dollars ($d(h00 35.00) per year shall be paid to the City. All registrations under this section shall expire one (1) year from the date of registration. (g)
Bond and insurance requirements. No person engaged as a contractor required to be
registered by this section shall be issued a permit for work in the respective category until he has made, executed and delivered to the Building Official either a License and Permit Surety Bond, or a Certificate of Insurance, or both, further described as follows: (1)- (2) [NO TEXT CHANGE]
622
(h)
Table of Contractor Registration Requirements. The specific requirements for each
contractor category are as listed in the following Table 4-1-110, Contractor Registration Requirements. Table 4-1-110 Contractor Registration Requirements
Contractor Categories
State License or City Registration In Annual City Registration Registration Addition to State Fee Required License or Registration
License and General Permit Surety Liability Bond Insurance
Building Contractor
General Contractor(fn. 1)
no
yes
$35.00
none
None
New Residential Contractor(fn. 2)
No
yes
$35.00
none
none
Residential 1\EIEiitiens ana Remodeling Contr.(fn. 3)
No
yes
$35.00
$20,000.00
none
623
Additional requirements for building demolition
no
any of the any of the lot clearance above above bond(fn. 4)
Electrical Contractor, Master Electrician License(fn. 6)
State Lie. yes
yes(fn. 5)
$35.00
none
State Required Min.
yes
~35.00
None
~500,000.00(fn
HVAC Contractor, A and B(fn. State yes Lic.(fn. 7) 7)
$35.00
none
Insulation Contractor
~35.00
~20,000.00
Glass and Glazing Contractor J]Q
no
yes
m
State Required Min.
~300,000.00 (fn.
11.)
Landscape Irrigator or Irrigation Technician
State Lie. yes
$35.00
$10,000.00
none
House Moving Contractor
no
$35.00
$10,000.00
none
Plumbing Contractor, Master
State Lie. yes
none
none
State Required
yes
624
Plumber License(fn. 7)
Min.
With Medical Gas endorsement (MGE)(fn. 8)
MGE
yes
none
none
State Required Min.
Commercial Roofing Contractor
no
yes
~35.00
~20,000.00
~1 ,000,000.00 (Fn. 13)
Residential Roofing Contractor
no
yes
$35.00
$20,000.00(fn. 11) $300,000.00(fn. 11)
Electrical Sign Contractor(fn. 9)
State yes Lic.(fn. 9)
$35.00
none
State Required Min.
Non-electrical Sign Contractor(fn. 10)
no(fn. 10) yes
$35.00
$10,000.00
none
$35.00
$10,000.00
none
Sign Contractor
Swimming Pool, Hot Tu9 and No Spa Contractor
yes
625
Water Treatment Equipment Installation Contractor
State Lie. yes
$35.00
$10,000.00
none
Footnotes: 1. - 10. [NO TEXT CHANGE] General liability insurance requirements for roofin§ contractors. Prior to being registered, and prior to each registration renewal period, each roofin§ contractor must provide a standard insurance certificate to the Department of Building Safety Department that demonstrates liability insurance coverage in the following amounts, and that otherwise complies with the following:
.1.1...
a. - e. [NO TEXT CHANGE]
.1L
General liability insurance requirements for glass and glazing contractors. Prior
to being registered, and prior to each registration renewal period, each glass and glazing contractor must provide a standard insurance certificate to the Department of Building Safety that demonstrates liability insurance coverage in the following amounts, and that otherwise complies with the following: a. Minimum of five hundred thousand dollar ($500,000.00) per occurrence
I combined for property damage and bodily injurv coverage); and Q., Minimum of one million dollar 1$1.000.000.00) aggregate (total amount the policy will pay for property damage and bodily injurv coverage); and c. Minimum of five hundred thousand dollar ($500,000.00) aggregate for products and completed operations. d. The certificate of insurance must contain a clause requiring the company to give the City of Amarillo thirty (30) day cancellation notice of the policy.
626
e.
Insurance must be provided by an admitted company, surplus lines carrier or
other insurer authorized by law to issue liability insurance in Texas, with minimum financial reserves of not less than one hundred million dollars ($1 00,000,000.00)
in reported capital, surplus, and conditional reserve funds.
Any insurer or re-insurer which is rated shall have an A.M. Best Company rating of B+ or higher or an equivalent rating by another insurance rating company. A registered contractor shall furnish to any customer who requests it: the name of the insurance carrier, policy number. and the name, address. and telephone number of the insurance agent with whom the contracting company is insured. 13.
General liability insurance requirements for commercial roofing contractors. Prior
to being registered, and prior to each registration renewal period. each commercial roofing contractor must provide a standard insurance certificate to the Department of Building Safety that demonstrates liability insurance coverage in the following amounts, and that otherwise complies with the following: a. Minimum of one million dollar ($1.000.000.00) per occurrence (combined for property damage and bodily injury coverage): and
Q, Minimum of two million dollar ($2,000,000.00) aggregate (total amount the policy will pay for property damage and bodily injury coverage); and c. Minimum of one million dollar ($1.000.000.00) aggregate for products and completed operations. Q,_ The certificate of insurance must contain a clause requiring the company to give the City of Amarillo thirty (30) day cancellation notice of the policy . .Jh
Insurance must be provided by an admitted company. surplus lines carrier or
other insurer authorized by law to issue liability insurance in Texas. with minimum financial reserves of not less than one hundred million dollars ($100,000,000.00)
627
in reported capital. surplus. and conditional reserve funds.
Any insurer or re-
insurer which is rated shall have an A.M. Best Company rating of B+ or higher or an equivalent rating by another insurance rating company. A registered contractor shall furnish to any customer who requests it: the name of the insurance carrier. policy number. and the name. address. and telephone number of the insurance agent with whom the contracting company is insured. SECTION 13. That, in accordance with the annual budget adopted for the Department of Building Safety, Chapter 4-1, Article II, Section 4-1-111 (a) of the Amarillo Municipal Code is hereby amended, in part, to read as follows: Sec. 4-1-111.- Authority to withhold and suspend contractor registrations, permits, and Inspections.
(a)
Under the following conditions, the Building Official is authorized to deny registration of,
to suspend the registration of, and to withhold renewal registration of a
contractor who:
(1) - (4) [NO TEXT CHANGE]
; or. (5) State License has expired or City registration requirements have not been maintained in accordance with this Chapter (b) [NO TEXT CHANGE] SECTION 14. That, in accordance with the annual budget adopted for the Solid Waste Department of the Public Works Division, Chapter 8-3, Article IV, Division 2, Section 8-3-94, of the Amarillo Municipal Code is hereby amended to read as follows: Sec. 8-3-94. - Landfill use fees.
(a)
Table of charges. Except as hereinafter provided in subsections (b), (c) and (d)
below, the fees charged for the use of the City sanitary landfill facility shall be computed at the rate of twenty seven dollars and fifty sents ($27.§9) twenty nine dollars ($29.00) per ton of
628
waste with a minimum charge of five dollars ($5.00) per load. If the net weight in tons of any load cannot be determined, the fees charged shall be as set out in Table Number Three. TABLE THREE [NO TEXT CHANGE]
(b) [NO TEXT CHANGE] (c) [NO TEXT CHANGE] (d) [NO TEXT CHANGE] SECTION 15. That, in accordance with the annual budget adopted for the Police Department, that Chapter 10-4, Art. Ill, Section 10-4-31 of the Amarillo Municipal Code is hereby amended in part to read as follows: Sec. 10-4-31. -Authorized fees. The Police Department is authorized to collect the following fees for the specified services provided through the department:
a. - b. [NO TEXT CHANGE]
[NO TEXT CHANGE]
c. Fingerprints
$ -W-.-00 15.00 per card
d.- k [NO TEXT CHANGE]
[NO TEXT CHANGE]
SECTION 16. That, in accordance with the annual budget adopted for the Parks and Recreation Department, that Chapter 12-1, Article I, Section 12-1-1 of the Amarillo Municipal Code is hereby amended in part to read as follows:
629
Sec. 12-1-1. ·Athletic team and player fees. Each team and player shall pay to the Parks Department the seasonal fee specified below prior to using a city facility or park for a team or league activity:
Softball: Team
$350.00
Players Fee
$15.00
Volleyball: Spring: Team
$200.00
Players Fee
$15.00
Summer: Team Players Fee
$130.00 $15.00
Fall: Team Players Fee
$130.00 $15.00
Winter: Team Players Fee
$200.00 $15.00
Grass Volleyball: Team Players Fee
$80.00 $15.00
Basketball: Team
$ ~Q§.GG 415.00
Players Fee
$15.00
#1 Men's Team
$485.00
Players Fee
$15.00
Track: Per participant
$20.00
630
SECTION 17. That, in accordance with the annual budget adopted for the Parks and Recreation Department, that Chapter 12-1, Article II, Section 12-1-11 of the Amarillo Municipal Code is hereby amended in part to read as follows: Sec. 12-1-11. ·Zoo Fees.
There is hereby assessed an admission fee on each person entering the Amarillo Zoo as follows: Adults:
(ages 13-61)
$4.00
Seniors
(62-over)
$600--- 3.00
Children
(3-12)
$ 4-,00-- 2.00
Children
(2 & under)
Free
Provided, however, on October 1 of each year, the Director of Parks and Recreation
shall
designate one day per week as a free or no admission day for all persons entering.
SECTION 18. That, in accordance with the annual budget adopted for the Traffic Engineering Department, that Chapter 16-3, Division 1, Article VI, Section 16-3-287(a)(2) of the Amarillo Municipal Code is hereby amended in part to read as follows: Sec. 16·3·287. ·Application.
(a)
The following general provisions apply to all applications for any permit issued under this
article: ( 1)
[NO TEXT CHANGE]
(2)
A completed application for a Festival, Parade, or Race Permit must be filed with
the Traffic Engineer not less than thirty (30) calendar days before the proposed date. A completed application for a Block Party must be filed no later than fourteen (14) days
631
before the activity date. A "complete application" is one that has all blanks filled-in. plus any required supplementary documents are complete and attached and a fee of $30.00 is paid by the applicant. (3) [NO TEXT CHANGE] (4) [NO TEXT CHANGE] SECTION 19. That, in accordance with the annual budget adopted for the Utility Division, the water rates and charges in Chapter 18-2, Article Ill, Section 18-2-57 of the Amarillo Municipal Code are hereby amended in part to read as follows:
Sec. 18-2-57. Monthly rates. (a) The following minimum monthly meter service charges include the
first three
thousand
(3000) gallons consumption: TABLE INSET:
Meter Size (inches)
Size Code
Water Rate 1 Inside City
Water Rate 2 Outside City
5/8 or %
A
$ ~ 12.48
$ ~18.73
1
B
~16.75
~25.12
1 1/2
c
;w.A4- 21 .46
~32.20
2
D
~33.35
4-'he&- 50.03
3 or FH Meter
L,H,X
1HUle 122.69
179.~8
184.04
4
E,Y
148.~9
~22.44
233.56
6
FA
22UQ 232.79
dd2.§§ 349.18
8 or larger
G,J,K,M,W
aGe.ee 320.94
498.48 481.40
155.70
(b) In addition to the monthly meter charge set forth in subsection (a) above, the following shall apply to the amount of water used in excess of three thousand (3000) gallons per month:
632
TABLE INSET· Inside City per 1,000 Gallons
Outside City per 1,000 Gallons
0 -- 3,000
Minimum Charge
Minimum Charge
3,001 --10,000
$~
2.23
$ ~3.34
10,001-30,000
~2.91
4.49-4.37
30,001 - 50,000
44-Q.- 4.31
Me- 6.47
Over 50,000
4.-M- 4.56
&.M-- 6.84
Quantity (gallons) Residential:
TABLE INSET" Commercial I Industrial:
0-- 3,000
Minimum Charge
Minimum Charge
Over 3,000
$ -&..42- 2.54
$~3.79
TABLE INSET" Irrigation (all service groups) 0 -- 3,000
Minimum charge
Minimum charge
3,001 - 10,000
$~2.54
$~3.79
10,001 -30,000
..!&!+- 2.91
4.49-4.37
30,001 - 50,000
4.-W 4.31
&.49-- 6.47
Over 50,000
4.-M- 4.56
&.M--6.84
* * * *
SECTION 20.
That, in accordance with the annual budget adopted for the Utility Division, the
laboratory fees in Chapter 18-2, Article Ill, Section 18-2-59(b) of the Amarillo Municipal Code are hereby amended to read as follows, in part: Sec. 18-2-59.- Early payment; service charges.
(a)
[NO TEXT CHANGE]
633
(b)
There shall be charged and collected from the customer the
following service charges: Serviee Charge
Description of Services
Turn on water .................................................................. $25.00 Turn off water ....................................................................25.00 Issuance of door tag for delinquent disconnect ..................&.-00 5.25 Delinquent disconnect ....................................................... 25.00 Reconnect ..........................................................................25.00 Illegal/Unauthorized connection .................................... $150.00 Damage to a locked meter or line .................... Greater of $150.00 or actual costs After hours and weekend service (additional charge) ....... 10.00 (1)- (5) [NO TEXT CHANGE] SECTION 21.
That, in accordance with the annual budget adopted for the Utility Division, the
laboratory fees in Chapter 18-2, Article Ill, Section 18-2-60 of the Arnarillo Municipal Code are hereby amended to read as follows:
Sec. 18-2-60. - Laboratory fees. The following fees are hereby established for collecting or testing submitted samples: Bacteriological coliform testing ......... $ ~ 30.00 SECTION 22. That, in accordance with the annual budget adopted for the Utility Division, the wastewater rates and charges in Chapter 18-3, Article IV, Sections 18-3-73 and 18-3-74 of the Amarillo Municipal Code are hereby amended in part to read as follows:
634
Sec. 18-3-73. Rates inside corporate limits.
Every User whose Premises, within the City, is served by a connection with the Wastewater system of the City, whereby the Wastewater is disposed of by the City, shall pay a service charge as follows: (1) A monthly service charge shall be charged to all Users based on the water meter size as follows:
TABLE INSET Meter Size (inches)
Charge for first 3, 000 gallons
5/8 or%
$~14.14
1
~14.60
1 1/2
14.:17 14.98
2
4&.49- 16.26
3
~18.39
4
~26.88
6
~39.56
8 or larger
49.,79- 52.28
(2) A monthly service charge shall also be charged to all Residential users in the amount of one dollar and sixty one sents ($1.81) one dollar and sixty nine cents ($1.69) per one thousand (1 ,000) gallons of water used over the initial allotment of 3,000 gallons. The service charge for all Commercial and Industrial users shall be one dollar and seventy fuur sents ($1.74) one dollar and eighty two cents ($1.82) per one thousand (1 ,000) gallons over the initial allotment, unless
the
Wastewater is metered in which case the service charge shall be one dollar and ninety throe sonts ($1.93) two dollars and two cents ($2.02) per thousand over the initial allotment as more specifically set forth hereinafter. a.- d. [NO TEXT CHANGE] (3) [TEXT UNCHANGED]
635
(4) [TEXT UNCHANGED] Sec. 18-3-74. Rates beyond corporate limits.
( 1) Any User whose Premises outside the corporate limits is served by a connection with the Wastewater system of the City shall pay a service charge one and one-half ( 1 1/2) times the rates and charges established for Users within the corporate limits except that surcharges and monitoring charges shall be paid at rates established for customers within the corporate limits, as fellows:
[DELETE TABLE, BELOW]
.,...t
Meter aize (iAshes) 918
er%
Charge fer first 3,000 galleAs $
~9.09 $:10.:1~
4---
~9.97
4--W-
:10.:10 :11.4~
:1----
:1~ .9~
:13.:14
a-
:14.78
:19.:17
4---
39.:1:1 38.40
e-
93.33
99.9:1
8 er larger
70.49
74.99
:10.89
(2) A monthly service charge shall also be charged to residential Users outside the corporate limits in the amount of two dollars and forty-two cents ($2.42) per one thousand (1 ,000) gallons of water used over the initial allotment of 3,000 gallons. The service charge for all Commercial and Industrial users outside the corporate limits shall be two dollars and sixtyone cents ($2.61) per one
thousand (1 ,000) gallons over the initial allotment of 3,000 gallons,
unless the wastewater is actually metered, in which case the service charge shall be two dollars and eighty-nine cents ($2.89) or as contracted.
636
SECTION 23.
That. in accordance with the annual budget adopted for the Utility Division, the
wastewater rates and charges in Chapter 18-3, Article IV, Sections 18-3-77(a) of the Amarillo Municipal Code are hereby amended in part to read as follows: Sec. 18-3-77.- Disposal charges for liquid waste disposal.
(a)
A disposal charge of ten 9ellars ($1 0.00) fifteen dollars ($15.00) per each one
thousand (1,000) gallons of tank capacity or fraction thereof will be assessed each time that Wastes as described in this article are deposited. (b)- (e) [TEXT UNCHANGED] SECTION 24.
•
That should any part, portion. section, fee, charge, or expenditure enacted by or
contained within either this ordinance or the budget that it adopts, be declared inoperative, unconstitutional. invalid, or void for any reason by a court of competent jurisdiction, such decision, opinion, or judgment shall in no way affect the remaining portions. parts. sections. fees, charges, or expenditures of either this ordinance or the budget, which remaining provisions shall be and remain in full force and effect. SECTION 25. That all ordinances, resolutions. and appropriations for which provisions have heretofore been made are hereby expressly repealed to the extent of any conflict with the provisions of this ordinance. SECTION 26. That the City Manager is authorized to approve transfers between line items in any departmental budget and to make transfers between funds within the budget which will neither decrease a program or service adopted in said budget, nor increase expenditures over the total amount of expenditures approved in said budget. in order to meet unanticipated expenditures within any department, program. or service.
637
SECTION 27. That this ordinance shall be effective on and after its adoption; provided, however, that the Annual Budget adopted herein, along with fees and charges established herein, shall be effective on October 1, 2012, unless a different effective date is stated for a particular Section hereof. INTRODUCED AND PASSED by the City Commission of the City of Amarillo, Texas , on First Reading the 11th day of September, 2012; and PASSED on Second and Final Reading the 18th day of September, 2012.
ATIEST:
Donna DeRight, City
638
~~-' CITY OF AMARILLO --639
8/17/12_ __ ORDINANCE NO. 7364 AN ORDINANCE OF THE CITY COMMISSION OF THE CITY OF AMARILLO, TEXAS: APPROVING TAX ROLL; SETTING THE TAX RATE AND LEVYING A TAX UPON ALL PROPERTY SUBJECT TO TAXATION WITHIN THE CITY OF AMARILLO FOR THE TAX YEAR 2012; ESTABLISHING AN EFFECTIVE DATE; REPEALING CONFLICTING ORDINANCES.
WHEREAS, the Chief Appraisers of the Potter and Randall Counties Tax Appraisal Districts have prepared and certified the appraisal roll for the City of Amarillo, Texas, said roll being that portion of the approved appraisal roll from each Tax Appraisal District which lists property taxable by the City of Amarillo within each respective county; and WHEREAS, the Chief Appraisers of the Potter and Randall Counties Tax Appraisal Districts have performed the statutory calculations required by Section 26.04 of the Texas Property Tax Code, and have published the effective tax rate, the rollback tax rate, an explanation of how they were calculated, and has fulfilled all other requirements for publication as contained in the Texas Property Tax Code, in a manner designated to come to the attention of all residents of said City and has submitted said rates to the City Commission of said City prior to its adoption of this ordinance; and WHEREAS, the City Commission has complied with all applicable posting, hearing, filing, and meeting requirements of the Texas Property Tax Code prior to the setting of the tax rate for 2012; and WHEREAS, a quorum of the City Commission is present in a regular meeting open to the public; NOW THEREFORE, BE IT ORDAINED BY THE CITY COMMISSION OF THE CITY OF AMARILLO, TEXAS: SECTION 1. That the appraisal roll with the amount of tax calculated thereon by the Tax Assessor Collectors of Potter and Randall Counties is hereby approved.
640
SECTION 2. That for the year 2012, there is hereby levied on all of the property located in the City of Amarillo, Texas, on the first day of January, 2012, and not exempted from taxation by the Constitution and Statutes of the State of Texas, an ad valorem tax of $0.02733 for debt expenses plus $0.29276 for maintenance and operation expenses (total of $0.32009, per $100.00 valuation of all such property to provide revenue for carrying on the City Government and the current expenses thereof.
THIS TAX RATE WILL RAISE MORE TAXES FOR
MAINTENANCE AND OPERATIONS THAN LAST YEAR'S TAX RATE. THE TAX RATE WILL EFFECTIVELY BE RAISED BY 0.79%
PERCENT AND WILL RAISE TAXES FOR
MAINTENANCE AND OPERATIONS ON A $100,000 HOME BY APPROXIMATELY $0.46. SECTION 3.
Monies collected pursuant to this ordinance shall be expended in
accordance with the ordinance adopting the City of Amarillo budget for fiscal year 2012-2013, and any monies collected which are not specifically appropriated shall be deposited in the general fund. SECTION 4. All ordinances or parts thereof that conflict with this ordinance are hereby repealed to the extent of such conflict. SECTION 5. This ordinance shall be in full force and effect from and after its passage and publication as required by law. INTRODUCED AND PASSED by the City Commission of the City of Amarillo, Texas, on First Reading the 11th day of September, 2012; and PASSED on Second and Final Reading the 18th day of September, 2012.
641
CITY OF AMARILLO CLASSIFICATION OF REVENUES BY REVENUE CLASS AND CODE CLASSIFICATION AND EXPLANATION OBJECT CODE
DESCRIPTION
30000
REVENUES
30100
OPERATING REVENUES
30200
Taxes
30300
Prop Taxes Current Year
Collection of property taxes, which are due during the current year.
30310 30311
Collections Potter County Assessor Collections Randall County Assessor
30320
Property Taxes Prior Year Levy Collection of property taxes for all years except the current year.
30321 30322
Prior Year Collections Potter County Prior Year Collections Randall County
30330
Interest and Penalties The interest and penalty collected on payments of delinquent taxes.
30331 30332
Potter County Assessor Randall County Assessor
30340
Vehicle Rental Tax
30400
Gross Receipt Business Tax
30410
Electricity Utility Three percent gross receipts tax paid monthly for use of public rights of way within corporate City limits.
30420
Gas Utility Three percent gross receipts paid quarterly for use of public rights of way within corporate City limits.
30430
Water Utility Three percent gross receipts tax paid monthly for use of public rights of way within corporate City limits.
30435
Sewer Utility Three percent gross receipts tax paid monthly for use of public rights of way within corporate City limits.
30440
Telecommunications Utility Per line charge for use of public rights of way within corporate City limits.
30450
Cable TV Five percent gross receipts tax paid quarterly for use of public rights of way within corporate City limits.
30460
Ambulance Services One half of one percent rental on gross receipts of ambulance service.
30470
Hotel Occupancy Tax Nine percent of the room occupancy rate: 7% for improving and promoting the Convention Center and for promoting tourism and conventions; 2% for Amarillo/Potter Venue District for building events complex, also five percent for Amarillo/Potter Venue District.
30800
Interest-Past Tax
30600
Sales Tax
30610
General Sales Tax One and one-half percent sales tax on sales within corporate City limits. Major exemptions from sales tax include food, drugs, services, and equipment or materials used in manufacturing or agricultural purposes.
30620
Mixed Beverage Sales Tax Fifteen percent of taxes collected by the State of Texas on sale, preparation, or service of mixed drinks within corporate City limits.
31400
Licenses and Permits
31500
Liquor, Beer, Wine Licenses
642
CITY OF AMARILLO CLASSIFICATION OF REVENUES BY REVENUE CLASS AND CODE CLASSIFICATION AND EXPLANATION OBJECT CODE
DESCRIPTION
31510
Liquor Licenses Establishments selling liquor are required to obtain a license. The City license is 50% of the State license cost.
31520
Beer and Wine Licenses Establishments selling beer and wine are required to obtain a license. The City license is 50% of the State license
cost.
31600
Rest and Food Establishment Permit
31610
Food Handling and Daycare Fees for various types of permits associated with preparation of food.
31620
Food Manager Certifications Certificate issued to Food Managers who take a course offered by Director of Public Health on proper food preparation.
31700
Occupation and Business License
31710
Electrician Licenses License fee for all electricians doing business within City limits.
31720
Plumbers License and Registration For all master and journeyman plumbers licensed by the State of Texas, residing and/or performing plumbing inspections within City limits.
31730
Dance Hall License Annual Fee for each dance establishment.
31740
Heating and Air-conditioning License License for individuals, firms, corporations, or partnerships holding valid State licenses and doing business in Amarillo.
31750
Roofers License For all individuals or firms who do roofing as a business in Amarillo.
31760
Builders/Contractors License
31770
Taxicab Licenses Fee for each cab operated and each driver operating a cab.
31780
Right of Way License For anyone wishing to use public right of way for private use, either on the surface, in the airspace above, or for subsurface encroachment.
31790
Right of Way License Applications Application fee pursuant to granting right of way.
31800
Other Business Licenses Licenses for occupations such as sign erection and maintenance, garbage and trash collection, massage parlors, excavations, parking permits, and adult businesses.
31900
NonRBus License and Pennit
31910
Building Permits Permit fees for construction, remodeling, or destruction and removal of buildings.
31920
Electrical Permits Permit fees for new construction, additions, and alterations of existing electrical services.
31930
Plumbing and Gas Permit Permit fees for new construction and repair of existing plumbing.
31940
Heating and Air Conditioning Permit Permit fees for new construction or equipment change out
31950
Sewage Disposal Permits Permit to operate sewage disposal service and fees for inspection of sewage disposal systems outside City limits.
31960
Mobile Home Park Permit
643
CITY OF AMARILLO CLASSIFICATION OF REVENUES BY REVENUE CLASS AND CODE CLASSIFICATION AND EXPLANATION OBJECT CODE
DESCRIPTION
31970
Transient Business Permit License fee for door to door type sales.
31980
Solicitation Permits
32800
Intergovernmental Revenue
32805
Health Department Part- Universal
32806
Health Department Participation -Amarillo Hospital District (AHD)
32810
Fire Fighting Potter and Randall Counties Charges for aid in fighting fires outside City limits.
32815
Amarillo College
32820
Teen Court Participation
32825
TX Department of Transportation Assistance
32830
Transit Operating/Capital Assistance
32840
Highway Signal Maintenance Reimbursement
32850
Cops Ahead Program
32855
County Police Participation Participation by County Sheriff Departments in conjunction with Task Force Operations.
32860
Civil Defense Participation
Other Governmental participation for Emergency Management Services.
32865
FEMA Disaster Relief
32870
Police School Liaison Participation School District share of Police liaison program.
32880
Arrest Fee Collection Quarterly reimbursement for City Police making arrests for Potter County.
32890
Other License and Penn its
32900
Fiscal Agent Fees
32910
TNRCC
32920
Transportation Security Administration Reimbursement
33100
Charges for Services
33200
General Government
33210
Zoning Platting Fees Fees for zoning and platting land. These include application fees and fees to amend current zoning requirements.
33220
Zoning Board Application Fees Fee charged an applicant for a variance request to the Zoning Board of Adjustment. The applicant would be requesting a variance of the requirements of the City zoning ordinances.
33225
Abandoned Vehicle Notification
33230
Sale of City Publication
Includes zoning ordinances, subdivision and development ordinances, driveways, parking manual, traffic ordinances, sets of plat/zoning maps, bluelines, maps, sign ordinance, code books, and other City publications.
33240
Sales Central Stores
644
CITY OF AMARILLO CLASSIFICATION OF REVENUES BY REVENUE CLASS AND CODE CLASSIFICATION AND EXPLANATION OBJECT CODE
DESCRIPTION
33300
Public Safety and Health
33310
Fire Inspection Fees
33311
Fire Permit Fees
33320
Traffic Accident Report Fees for reproduction of traffic accident reports.
33330
License and Permit Fees
33340
Animal Shelter Fees Charges for impound and kennel fees, rabies vaccinations, and other Animal Shelter fees.
33350
Vital Statistic Fees Fees for birth certificates, death certificates, genealogy search, etc.
33355
Vital Statistics Surcharge
33360
School Crossing Guard Program
33370
Water Sample Collection Fee for water sample collection for testing.
33380
Vet Clinic Disposal Fee Fee for picking up dead animals from vet clinics.
33390
Miscellaneous Health Department Fees
33400
Fire Service Fee- Airport
33500
Solid Waste
33510
Collection and Disposal Fees for collection of trash.
33520
Landfill Charges Fees for dumping trash at the City Landfill.
33530
Recyclable Fees for recycling materials.
33600
Transit
33610
Passenger Fees Charges for riding fixed route City buses.
33620
Demand Response Fee Fee for mobility impaired passengers who are physically unable to utilize the fixed route passenger service.
33630
Bus and Bus Stop Advertising Commission for advertising on bus stop benches.
33640
Miscellaneous Bus Revenue All other revenues.
33700
Culture and Recreation
33710
Auditorium/Coliseum Rent Rental rates for the Civic Center complex.
33715
Extra Charge
33720
Auditorium/Coliseum Concerts
33730
Auditorium/Coliseum Advertising
33735
Auditorium Novelties
645
CITY OF AMARILLO CLASSIFICATION OF REVENUES BY REVENUE CLASS AND CODE CLASSIFICATION AND EXPLANATION OBJECT CODE
DESCRIPTION
33740
Box Office Fees
33750
Library Late Charges
Amount charged to library patrons for returning borrowed items late. Also includes amounts for damaged or lost items.
33755
Library Copy Charges
33760
Library Copy Charges
Revenue from copy machines at aU libraries.
33765
No Residential Library Fee Fees for residents outside corporate City limits to borrow materials at the City libraries.
33770
Library Reimbursements
33780
Golf Green Fees Fees for playing golf at the Municipal Golf courses.
33790
Golf Green Fee Surcharge
33800
Golf Membership Fees Permit fees for annual permit players.
33805
Golf Cart Commission City portion of golf cart rentals at the Municipal Golf courses.
33806
Golf Concession Commission fee for concession sales at the Municipal Golf courses.
33807
Driving Range Commission City portion of golf driving range revenue.
33810
Entry and Tournament Fees
33815
Tournament Revenue
33820
Admission Fees
33830
Player Membership Fees
33835
Discount Card Sales
33840
Golf Locker and other Fees
33850
Swimming Pool Revenues Entrance fee to public swimming pools.
33855
Swimming Lessons
33860
Baseball Field Rentals Rental of City Baseball fields.
33861
Soccer Field Rentals
33870
Shooting Complex Revenue Fees for use of City Shooting Complex.
33880
Scope Rental Fees Rifle Range.
33890
Tennis Center Fees Court fee at Amarillo Tennis Center to play tennis.
33900
Tennis Memberships Annual membership fee to use Amarillo Tennis Center.
33910
Park Revenue Funfest City percentage for use of Thompson Park for Funfest.
646
CITY OF AMARILLO CLASSIFICATION OF REVENUES BY REVENUE CLASS AND CODE CLASSIFICATION AND EXPLANATION OBJECT CODE
DESCRIPTION
34000
Utility Sales and Service
34010
Water Metered Sales Sale of all metered water.
34020
Sale of Unused CRMWA Allocation
34030
Sewer Charges Charge for sewer service based on water meter size and water volume used.
34040
Industrial Waste Sewer Surcharge Charge for digesting industrial sewage.
34045
Liquid Waste Disposal Fee
34050
Forfeited Disc Water and Sewer Penalty for late payment of water bill.
34060
Sale of Reclaimed Water
Sale of all recycled sewage water for industrial or farm use.
34070
Water Service Charges
Charge for connecting or reconnecting water service.
34080
Door Tag Fee
34200
Tap Fees and Frontage Charges
34210
Water Tap Fees Fee charged to the customer for initial service.
34220
Sewer Tap Fees Fee charged to the customer for initial service.
34230
Water Frontage Charges Fee for extending water main.
34240
Sewer Frontage Charges Fee for extending sewer main.
34250
Water Line Rentals
34260
Other Water Charges
34266
Lab Fees
34270
Panhandle Revenue Recovery
34300
Airfield Fees & Commission
34310
Landing Fees Fee charged to airline to use City Airport runway based on number of landings and weight of aircraft.
34320
Military Fuel Flowage Commission Commission for fueling military aircraft.
34330
Fuel and Oil Commission Fixed Base Commission for fueling commercial aircraft.
34340
Fuel and Oil Commission Other Commission paid by private corporations for fueling company aircraft.
34400
Terminal Building Area Rental and Commission
34410
Airline Rentals Monthly rent of terminal building space used by the airlines.
34420
Restaurant Commissions Commission from restaurant sales.
647
CITY OF AMARILLO CLASSIFICATION OF REVENUES BY REVENUE CLASS AND CODE CLASSIFICATION AND EXPLANATION OBJECT CODE
DESCRIPTION
34430
Insurance Commissions Commission of insurance sales at the Airport.
34440
Locker and Vending Machine Commissions Commission for rental of lockers and use of vending machines.
34450
Telephone Commissions Commission from pay telephones.
34455
Building 602
34460
Other Terminal Building
Monthly rent to car rental agencies, advertising agencies, shoeshine concession, and other businesses in the Airport Terminal. 34470
Car Rental Commissions Commission from rental of vehicles by rental agencies.
34480
Auto Parking Commission
Commission from Airport parking concession. 34490
Security Service Participation Administration fee for providing security for airlines based on enplaned passengers.
34600
Other Build and Ground R
34610
AEDC Leases
34620
Krams Inc Lease
34630
Leading Edge Lease
34640
Bell Helicopter Rents Lease of Airport facilities by Bell Helicopter.
34650
Fixed Base Operator Lease
34660
Other Build Rentals- Airport Monthly rent on other buildings on Airport property.
34670
Fuel Storage Rentals Monthly rent of fuel storage facilities at the Airport.
34680
Ground Rentals Monthly rent for surface area around Airport grounds.
34690
Aircraft Parking Fees
34700
Advertising Commission Monthly rent of advertising space on Airport property.
34710
Ramp Fees Aircraft parking fees on Airport apron.
34800
Other
34810 34820 34830 34840 34850 34860 34865 34870 34875 34880
Employee Health Insurance Premium Retiree Health Ins Premium Cobra Health Ins Premium Dental Insurance Premium City Paid Health Premium City Paid Dental Premium City Health Stop Loss Claim Refund Day Care Contributions Flex Plan Health
34900
Interest Rental and Use Charge
34910
Equipment Rental
648
CITY OF AMARILLO CLASSIFICATION OF REVENUES BY REVENUE CLASS AND CODE CLASSIFICATION AND EXPLANATION OBJECT CODE
DESCRIPTION
34920
Interdepartmental Charges
35000
Fines and Forfeitures
35100
Fines
35105
Administration Fee- Defensive Driving Course Fee for defensive driving course.
35106
Administration Fee- Teen Court
35110
Traffic Fines Fines for all traffic violations.
35115
Other Traffic Court Costs
35120
Misdemeanor Fees Fines for misdemeanor offenses.
35125
Misdemeanor-Crimes Fines for criminal misdemeanor offenses.
35130
Parking Fines Fines for all parking violations.
35135
Violation City Ordinance Fine imposed for violating the Code of City Ordinances.
35140
Court Technology Fee
35145
Misdemeanor Probation Revenue Misdemeanor probation fines.
35146
Traffic Probation
35150
Admin Fees- Pet
35155
Courthouse Security Fund
35157
M C Assessed - Child Safe
35160
Bond Forfeitures Forfeiting cash bond for failing to comply with the tenns of the bond fines for violation of City ordinances.
35170
Administration Fees Teen Court
35175
Judicial Fund Local
35200
Forfeitures
35210
Bond Forfeitures
35215
Forfeited Discount Sanitation Unclaimed escrow deposits upon expiration of Sewer Line Extension Agreement.
35216
Forfeited Discount Water and Sewer Unclaimed escrow deposits upon expiration of Water Line Extension Agreement.
35217
FSS Escrow Forfeitures
35300
Construction Participation
35400
Construction Participation
35410 35420 35430 35440 35450
Contractor Participation Owner Participation State Participation Federal Participation Owner Deposit
M
M
M
649
CITY OF AMARILLO CLASSIFICATION OF REVENUES BY REVENUE CLASS AND CODE CLASSIFICATION AND EXPLANATION OBJECT CODE
DESCRIPTION
35460
Other Participation
35470
Transfer in From Center City
35500
Revenue From Other Agencies
35600
Grants~ Federal
35610 35615 35620
Program Income
35625
District Clinic Co-Pays
35631
Portables - Certificate
35632
Portables - Voucher
35641
Admin Fees- Certificate
35642
Admin Fees- Voucher
35650
Walk Across Texas Revenue
35700
Grants - State
37100
Use of Money and Property
37110
Interest Income
Grant In Aid- Federal Medicaid Reimbursements
Interest earnings on the temporary investment of idle funds.
37115
Unrealized G/L Revenue/Expense to Adjust Investments to Market Value.
37120
Interest Income-Notes Receivable and Other
37125
Other Interest Income Interest from other than investment earnings.
37130
Discounts Earned
37135
Bad Debt Recoveries
37140
Returned Check Fees Service charge for returned checks.
37145
Insurance Recoveries
37146
TSA Background Checks
37150
Rental Income
37151
Amusement Park Lease Lease income from Wonderland Amusement Park located in Thompson Park. The lease is based on a percentage of gross revenue.
37152
Municipal Building Rent Revenue from the rental of Municipal buildings.
37153
Polk Street Rental Rental of Bivins building.
37154
Other Rental Income Rental revenue from the use of various City facilities and equipment such as Forest Hill Park, Memorial Park basement, recreation bags, and swimming pool lockers.
37155
Surface Land Rental Rental revenue from City land and agricultural leases.
37160
Miscellaneous Concession
650
CITY OF AMARILLO CLASSIFICATION OF REVENUES BY REVENUE CLASS AND CODE CLASSIFICATION AND EXPLANATION OBJECT CODE
DESCRIPTION
37170
Payment in Lieu of Property
37200
Administrative Charges
37210
Water and Sewer Utility Reimbursement for administrative charges applicable to the water and sewer utility.
37220
Airport
37225
Weed Collection Charge to property owner for mowing weeds.
37230
Weed Mowing Services Additional administrative charge to property owner for billing and collecting weed mowing charge.
37235
PID Reimbursements
37231
Bad Dept Expense/Recovery
37240
State Court Cost
Service fee for collecting State Court costs.
37245
Court Cost~Arrest Fees
37246
Dismissal Fee-Drivers License
37247
Judicial Administration Efficiency
37248
Municipal Court Time Payments
37250
Indirect Cost Reimbursement Reimbursement to the City for administrative charges applicable to federal and state grants.
37300
Administration cost Allocation (lnterfund)
37310
Self Insurance Premium
37315
W/C Premium City Pay
37400
Other
37409
Accident Damage Revenue
37410
Miscellaneous Revenue
37411
Wreck Damage Collection
37412
Auction Expense Recovery
37413
Seized Property or Cash
37415
Appraisal District Refund
37416
Other Outside Restitution
37417
Wrecker Service Contract
37418
Non-City Damage Claim
37419
Other Paving Cuts
37420
Donations
37421
TB Testing
37422
Immunizations
37423
Fuel Tax Refund
651
CITY OF AMARILLO CLASSIFICATION OF REVENUES BY REVENUE CLASS AND CODE CLASSIFICATION AND EXPLANATION OBJECT CODE
DESCRIPTION
37424
Internet Commissions
37426
PRRA Collection Fees
37427
Internet Convenience Fee
37428
Procurement Card Rebate
37430
Sale of Property
37435
Sale of Scrap
37440
Asset Sale Proceeds
37445
Sales to Outside Utilities
37450
Discount Earned
37455
Events District Op Asst.
37460
Gain/Loss on Property Disposal
37463
Parks Tree Workshop
37465
Net Book Value Asset Disposal
39000
OTHER FINANCING SOURCES
39100
Operating Transfers In Transfer In From General Fund
39110 39115 39130 39210 39215 39265 39350 39360 39370 39390 39400 39410 39430 39431 39465 39470 39480 39490 39500 39510 39520 39530 39540 39550 39560 39570 39580 39590 39591 39592 39595 39593 39596 39597 39800 39810
Transfer In From General Fixed Asset Transfer In From CDBG Transfer In From Local Law Enforcement Transfer in From Trust Funds Transfer In From Federal Narcotics Trafficking Force
Transfer In From General Construction Transfer In From Street Improvement Transfer In From Street and Drainage
Transfer In From Park Improvement Transfer In From Civic Center Transfer in From Solid Waste Improvement Transfer In From Building Equipment Replacement Transfer In From Animal Shelter Transfer In From Amarillo~Potter Venue District Transfer in From Water and Sewer Transfer In From Municipal Garage Transfer In From lnfom1ation Services Transfer In From Risk Management Transfer In From Employee Insurance Transfer In From AEDC Projects Transfer In From Airport Transfer In From T~Anchor Bivins Transfer In From Golf Course Improvements Transfer In From Special Revenue Transfer In From Capital Projects Transfer In From Internal Service Transfer In From Venue District Transfer In From Affordable Housing Transfer In From Court Tech Fund Transfer In From AHFC Transfer In from Trans Housing Transfer In From Greenways PID Transfer In From Colonies PlD
Proceeds from Long Term Debt Proceeds From Long Term Debt
652
-653
CITY OF AMARILLO CLASSIFICATION OF EXPENDITURES BY OBJECT CODE CLASSIFICATION AND EXPLANATION OBJECT CODE
DESCRIPTION
40000
EXPENDITURES
41000
PERSONAL SERVICES Compensation to individuals and firms in the form of salaries, wages, and fees.
41100
Salaries and Wages Base salaries and wages of all employed personnel, both full and part-time.
41200
Longevity Additional pay based upon years of service.
41300
Incentive Additional compensation for Police Officers or Firefighters upon attainment of intennediate or advanced certificates. Police Officers/Firefighters are paid $25.00 per month for intermediate certificate, or $50.00 per month for advanced certificate.
41400 41500 41550 41610 41620 41710 41720 41730 41740 41750 41760
Merit Pay PFP HLC Courier Scheduled Unscheduled Umpire Fees Scorekeepers Gate Attendants Off Duty Police Stats Fees Scheduling
41820
Health Insurance Includes all the City's costs for employees' life and health insurance.
41900
Life
42010
Medicare Includes all part~time, seasonal, fire, and police hired after 4~ 1~86, which are subject to pay 1.45% Social Security Tax.
42020
Social Security Includes all the City's cost for FICA (Social Security).
42110
TMRS Includes all fees and contributions to the Texas Municipal Retirement System.
42120
FRRF Includes all the City's contributions to the Amarillo Firemen's Relief and Retirement Fund.
42200
Tuition Reimbursement
42300
State Unemployment Includes all City cost for State Unemployment Taxes.
42310
Federal Unemployment Includes all City cost for Federal Unemployment Taxes.
42400
Workers Compensation City cost for Worker's Compensation Insurance.
42510
Car Allowance Payment to city employees for use of privately~owned vehicles in the performance of their regular official duties.
42520
Uniform/Clothing Allowance Payment to City employees as reimbursement or partial reimbursement for added expense incurred in the purchase of required special types of clothing such as unifonns.
42530
Moving Expense Includes expenses incurred as a result of employing personnel who must move to the City as a requirement of their employment.
654
CITY OF AMARILLO CLASSIFICATION OF EXPENDITURES BY OBJECT CODE CLASSIFICATION AND EXPLANATION OBJECT CODE
DESCRIPTION
42540
Tcol Allowance The City of Amarillo requires employees, as a condition of employment, to provide and maintain various tools needed for use in performing repair and maintenance services. The City pays each employee a set amount for each hour worked as a "tool allowance," over and above the employee's regular pay, to cover costs the
employee incurs for acquiring and maintaining the tools. Tools do not include required personal protective equipment that is worn by an employee to keep them safe such as hardhats or safety goggles-these are provided as necessary at the City's expense.
42560
Change in Sick and Annual Leave
51000
SUPPLIES Includes expendable material and operating supplies necessary to conduct a department No capital outlay items are to be included in this classification.
51110
Office Expense Includes all supplies necessary for the operation of an office such as stationery, drafting supplies, printed forms, books used for office reference, and small office equipment items such as staplers, letter trays, subscriptions, etc. This classification does not include postage.
51115
Employee Recognition Program
51117
United Way Expenses
51200
Operating Includes ice, cups, pump packing, binding glue, grease, grease fittings, cotter pins, hour charts, welding rods, liquids for use other than fuel, nuts, bolts, and other operating supplies that are not charged individually.
51250
Janitor Includes all cleaning supplies such as soap, disinfectants, deodorizers, floor oils, oil dry, wax, paper towels, toilet tissue, rags, brooms, mops, etc. Does not include janitorial services on contract.
51300
Clothing and Linen Includes all items of clothing and linen supplies such as police, fire, recreation, etc., and unifonns, badges, belts, boots, hats, gloves, shoes, slickers, pillow cases, sheets, mattress covers, etc. Does not include payments to employees for clothing allowances or repairs to damaged clothing.
51350
Chemical and Medical Includes laboratory, first aid supplies, water and sewer treatment chemicals, and recharges of fire extinguishers. Does not include chemicals for photographic processing.
51400
Photographic Includes film, film packs, flash bulbs, batteries, chemicals, and paper and supplies for processing, developing, and repairing photos and film.
51410
Vaccines
51450
Botany and Agriculture Includes fertilizers, insecticides, bulbs, seeds, trees, plants, top soil, etc., used on parks and public grounds.
51452
Botany and Agriculture- General
51454
Botany and Agriculture- Trees
51456
Botany and Agriculture - Bedding Plants
51458
Botany and Agriculture - Fertilizer
51460
Botany and Agriculture - Grass
51462
Botany and Agriculture- Chemicals
51500
Animal Purchases Includes purchase of Zoo and other animals.
51550
Animal Feed and Medical Includes prepared animal feed, hay, other fodder, vegetables, meat, and other foods purchased for animal consumption. Includes all veterinary fees and medical expenses related to animals.
655
CITY OF AMARILLO CLASSIFICATION OF EXPENDITURES BY OBJECT CODE CLASSIFICATION AND EXPLANATION OBJECT CODE
51610
DESCRIPTION
Recreation Supplies Includes all gymnasium and recreational supplies and material, and fees for film usage during summer recreation programs. Examples include balls, bats, nets, rackets, games, and other items of a similar nature.
51620
Recreation Trophies
51700
Education Includes safety training and educational films, safety badges, blotters, pamphlets, books and supplies used for
training schools, civil defense, and fire prevention literature, etc.
51750
Recyclable
Includes costs associated with the City's recycling program.
51800
Fuel and Oil Includes gasoline, diesel fuel, oil and other fuels and lubricants for cars, trucks, heavy equipment, and stationary engines. Includes special lubricants for electrical equipment. Does not include supplies for greasing.
51850
Minor Tools Articles in this classification are normally of small unit value, costing less than $500, and are subject to either loss or rapid deterioration. Includes all hand tools used by carpenters, plumbers, printers, electricians, mechanics, laborers, surveyors, draftsmen, engineers, small equipment. and improvements that are not capitalized.
51900
Election Supplies Includes all supplies necessary for preparing and conducting municipal elections.
51950
Minor Office Equipment Purchase of all office equipment such as calculators, desks, tables, chairs, files, cabinets, typewriters, PC software, etc., that do not meet capital specifications, but are not office supplies.
51955
Furniture
52000
Ammunition Includes ammunition for firearms only. Does not include training supplies such as targets, score sheets, etc.
52050
Auto Parts For Municipal Garage expenditures only.
52110
Tires and Tubes Buses Includes lease, repairs, and other costs related to bus tires and tubes.
52120
Tires and Tubes Other Includes repair and replacement other than buses.
52200
Trash Bags
52300
Unassigned
53100
Natural Gas Includes all gas services and installation charges.
53150
Electricity Includes all electrical services and installation charges.
53200
Water and Sewer Includes all utility charges for water, sewer, and sanitation.
54000
Food Includes all food except that purchased for animal consumption.
55100
Publications
55210
Library Books This code for Library expenditures only.
55220
Microfilm This code for Library expenditures only.
656
CITY OF AMARILLO CLASSIFICATION OF EXPENDITURES BY OBJECT CODE CLASSIFICATION AND EXPLANATION OBJECT CODE
DESCRIPTION
55230
Library Periodicals This code for Library expenditures only.
55240
Library Book Rental This code for Library expenditures only.
55250
Library Non-Print
This code for Library expenditures only.
55260
Book film Repair This code for Library expenditures only.
56100
Cost of Goods Sold
60000
CONTRACTUAL SERVICES Expenditures for services which are obtained by an express or implied contract or services which are of such a nature that they normally would be obtained by such a contract are included. No capital outlay items are to be charged to this classification.
61100
Communications Billing Includes telephone and telegraph services. This code is for Communications Department only.
61200
Postage
This is for mailing services only. Does not include rental of post office box or postage machine.
61300
Advertising Includes cost of advertising, publications of public notices, ordinances, bid invitations, and other such items.
61350
Promoter Fees
61400
Dues Includes all membership dues. Does not include newspaper or magazine subscriptions unless they are included in the dues amount.
61500
Administrative Service Charge
61410
Tuition Includes all employees' tuition expenses and fees paid to college and other agencies for conduction of special courses, etc. Does not include reading materials such as selfwimprovement pamphlets or other educational printed materials.
61420
Employee Reimbursement
61430
Accounting Services
61600
Unassigned This classification ordinarily will not be used and will be assigned to certain classes of supplies only after consultation between the City Auditor and department officials.
62000
Professional Payment for all professional services such as audit fees, all types of studies, etc.
62020
TSA Background Checks
62050
Collection Expense
63100
Appraisal District Services City share of costs for operation of Tax Appraisal District.
63110
ASA Affiliates
63120
TAAF Affiliates
63130
USSSA Affiliates
63135
State Tournament Fees
63140
Audit Fee
63145
Bushland Wellness Project
657
CITY OF AMARILLO CLASSIFICATION OF EXPENDITURES BY OBJECT CODE CLASSIFICATION AND EXPLANATION OBJECT CODE
DESCRIPTION
63150
Immunization Project
63180
Texas Department of Transportation Participation
63210
Armored Car Service Includes all charges for deliveries of City monies.
63220
Security Service Contract Includes charges for security services by a contractor.
63300
Collection Expense
63400
Employee Medical
63405
Lab Fees
63410
Pediatric Services
63420
Indigent Care
63430
Public Health
63440
Dental Clinic
63450
Health Access Clearing House
63500
Center City Inc.
63550
1-27 Corridor
63600
Chamber of Commerce
63700
Professional Services Civic Center
63750
Visitor Center
63800
Keep Amarillo Beautiful
63900
Event Development
64000- 64799
CDBG Sub-recipients
64010
Jan Werner
64020
Family Support Services
64030
Interfaith Hunger
64040
Title 4-A Child Care
64041
Child Care
64050
Students Off the Streets Center
64060
Amarillo Senior Citizens Association Homebound Meals
64070
Emergency Repairs Grant
64080
Owner Expenses
64090
Martin Luther King, Jr.
64100
Lead Paint Test
64110
Margaret Wills Park
64120
Rails to Trails
64130
Transportation for Homeless
658
CITY OF AMARILLO CLASSIFICATION OF EXPENDITURES BY OBJECT CODE CLASSIFICATION AND EXPLANATION OBJECT CODE
DESCRIPTION
64140
Amarillo Police Department Youth Summer Camp
64150
Forest Hill Park Spray Grounds
64160
TSRC Day Room
64510
Family Support Services/Domestic Violence
64520
Another Chance House
64530
Martha's Home
64540
The Haven
64550
Downtown Women's Center/ABBA
64560
Tyler Street Resource Center
64570
Family Support Services Counseling
64580
Catholic Family Services Case Manager
64590
Morning Star
64600
Foot Hold Project
64610
Transportation
64620
Homelessness Prevention
64630
Salvation Anny
64640
Faith City Mission
64650
TSRC Day Room Advocate
64710
Amarillo Community Center
64711
Amarillo United Citizens Forum Cultural Center
64712
Hilltop Senior Center
64713
Morning Star
64714
The Haven
64715
Glenwood Playground
64716
High Plains Food Bank
64717
Whittier Playground
64718
Alcoholic Recovery Center
64719
North Branch Ymca
64720
Opportunity School
64721
Jan Werner
64722
Resource Center
64723
Dons Track
64724
Maverick Club
64725
Family Support Services
64726
ADVO
659
CITY OF AMARILLO CLASSIFICATION OF EXPENDITURES BY OBJECT CODE CLASSIFICATION AND EXPLANATION OBJECT CODE
DESCRIPTION
64727
Neighborhood Facility Program
64728
ARC of Potter I Randall
64729
Watley Day Center
64730
Goodwill
64731
Humphrey Highland
64732
Wesley Community Center
64733
Will Rogers School
64734
Pearl Longbine Cottage
64735
Martha's Home
64736
The Canyons
64737
Children's Learning Center
64738
Cornerstone Outreach
64739
Greentree Sports Field
64740
Another Chance House
64741
Faith City Mission
64742
San Jacinto Sidewalks
64743
AC Community Link
64744
WIC- North Branch Expansion
64800 - 64999
Housing Programs
64810
Housing Assistance Payment
64820
Portable Contracts Assistance
64830
House Merg.
64850
Catholic Family Services Transitional Housing
64910
Owner Rehabilitation
64911
Rental Rehabilitation
64912
Homebuyers
64913
Community Housing Development Organization Administration
64914
Community Housing Development Organization
64915
NACA
64916
TPMHMR Project
64917
American Dream DP Initiative
64918
San Jacinto Home Ownership
64919
New Construction Development
64920
Jason Avenue Residential
64950
Micro Loan Program
660
CITY OF AMARILLO CLASSIFICATION OF EXPENDITURES BY OBJECT CODE CLASSIFICATION AND EXPLANATION OBJECT CODE
DESCRIPTION
67110
Demolition Condemned Property
67310
Janitorial Service Contract
67320
Extermination
Includes pest control and extermination, fly and mosquito abatement, etc.
67400
Weed Contractor Expense
67500
Laundry
67600
Temporary Labor
68100
R and M - Building
Includes all materials and services required in the maintenance and repair of buildings and structures, elevators, boilers, air conditioning systems, and other equipment attached and included in the cost of the
68110
building. Rand M - Building Rent Abatement
68210
Rand M -Traffic Pavement Marker Includes all materials such as paint, beads, etc. for pavement markings.
68220
R and M - Street Lights Includes all materials and services required for the maintenance of street lights.
68300
R and M - Improvements Includes aU material and services required in the maintenance and repair of aU real property except buildings; such as streets, sidewalks, traffic signals, park lights, swimming pools, fences, regulators, chlorinating apparatus, parking lot paving, fire hydrants, water mains, water wells, storage tanks, water towers, sewer lines, sewer lift stations, sewer mains, sewage treatment installations, plants, stonn sewers, sprinkler systems, tennis courts, golf course construction, etc. Items in this classification ordinarily become a part of the improvement to which they are applied.
68310
Rand M ~ Other Improvement
68312
Rand M ~ Other Improvement
68314
Rand M - Metal Products
68315
R and M ~ Materials ~ Meter Boxes
68316
Rand M ~ Sand, Gravel, Concrete
68318
R and M - Lighting
68320
R and M ~ Picnic Area
68322
Rand M - Playground Equipment
68324
Rand M ~ Fences, Backstops, Courts
68400
R and M - Irrigation Includes all materials and services required to maintain golf course irrigation systems.
68500
R and M - Streets
68610
R and M -Office Equipment Includes all materials and services required in the maintenance and repair of office equipment such as typewriters, adding machines, calculators, desks, chairs, etc. Includes maintenance contract on office equipment.
68615
Rand M - Miscellaneous. Fuel Powered Equipment Includes all material and services required in the maintenance and repair of all gasoline, diesel or propane powered equipment that is not a vehicle. Lawnmowers, gasoline powered weed eaters, gasoline powered welders, and gasoline powered chain saws are examples of miscellaneous fuel-powered equipment.
68620
Rand M -Computer Equipment
661
CITY OF AMARILLO CLASSIFICATION OF EXPENDITURES BY OBJECT CODE CLASSIFICATION AND EXPLANATION OBJECT CODE
DESCRIPTION Includes all material and services required in the maintenance and repair of computer hardware, such as Computer Terminals (CRT's), printers, personal computers, etc.
68630
R and M ~ Dumpster Boxes
Includes all materials and services required in the maintenance and repair of all Dumpmaster boxes or trash containers. Does not include maintenance cost of vehicleMmounted packer bodies.
68640
R and M - Machinery
Includes all materials and service required in the maintenance and repair of all tractors, ditching machines, dozers, booms, mowing machines, farm equipment, sweepers, portable welders, and other heavy or construction equipment. Does not include automotive or shop equipment.
68650
Rand M- Shop Equipment
Includes all materials and services to maintain all battery chargers, boring machines, burners, jack hammers, compressors, portable welders, cutters, drills, dynafog, lathes, generators, jacks, pipe machines, sanders, printing presses, and all other carpenter, blacksmith, auto print, and electrical shop equipment except small hand tools, etc.
68660
Rand M- AudioNideo Equipment Includes all material and services required in the maintenance and repair of audio or video equipment such as cameras, projectors, movie screens, tape recorders, video recorders, etc. Does not include communications equipment.
68670
Rand M- Communications Equipment Includes all material and services required in the maintenance and repair of all communications equipment such as telephones and telephone equipment, walkie~talkies, two~way radios, base stations, pagers, etc. This code is for Communications Department only.
68680
Rand M ~Other Equipment Includes items that are not covered in one of the above classifications, such as window air conditioners, radar guns, electronic equipment, recreational equipment, water coolers, laboratory and restaurant equipment, etc. Does not include Communications equipment.
68710
Auto Repair and Maintenance Includes all material and services required in the maintenance and repair of all automobiles, trucks, trailers and attachments, and appendages to vehicles.
68720
Auto Accident Repair Includes all materials and services to repair damage to all City vehicles and equipment. Recoveries from insurance and/or other sources should be credited to this code.
68810
Repair and Maintenance Buses Includes all materials and services required in the repair of all buses.
68820
Services Buses Includes all materials and services required to service all buses.
68900
Repair and Maintenance Other
69100
Rental Land and Buildings
69210
Rental City Equipment
69220
Rental Other Equipment
69300
Leased Computer Software
70000
OTHER CHARGES Includes expenditures of a fixed or semi~fixed nature, over which the City Commission has little or no control.
71100 71110 71210 71220 71230 71240 71250 71260 71270
Insurance and Bonds Life Insurance Life Insurance Health Fixed Costs Retiree Insurance Subsidy Retiree Insurance From Paid Claims Medical Insurance Claim Flex Plan Daycare
662
CITY OF AMARILLO CLASSIFICATION OF EXPENDITURES BY OBJECT CODE CLASSIFICATION AND EXPLANATION OBJECT CODE
DESCRIPTION
71280 71290 71300 71310 71320 71330 71360 72000 74000
Flex Plan Unreimbursed Camp Claims Paid Claims Administration Incurred Medical Claims Risk Management Service Incurred Claims
75100
Travel
Well ness Communication Printing and Binding Includes binding, printing, and reproduction of books, pamphlets, newsletters, and other reading material such as personnel rulebooks, blueprints, and aerial photographs. Does not include printing costs for preparation of office forms, police tickets and warrants, job orders, inspection tags and other routine supply items.
Includes transportation, meals, convention expense, and lodging expense of employees incurred in the performance of official business.
75200
Mileage Includes reimbursement to approved employees for mileage driven for City of Amarillo business in the employees' personal vehicles.
75300
Meals and Local Includes all meals and related local expenses of advisory boards and other special commissions, i.e., Police School, Planning and Zoning meetings, Civil Service meetings, etc.
76000 76500 77100 77110 77200 77210 77215 77300 77410 77420 77430 77450 77460 77470 77500 77610 77620 77710 77720 77730 77740 77750 77760 77810 77820 77830 77840 77850 77860 77880 77900 77910 78000 78010 78020 78100 78210 78211 78220
Depreciation Amortization of Water Rights Court Costs Filing Fees License and Permits State Tournament Fee Tax Payments on Leased Property Water System Inspections Administrative Service Administrative- Director Administrative- Laboratory Administrative Other Admin Other Governments Service Charges - Other Walk Across Texas Expense Data Processing - City Data Processing - Other Electrical Engineering Solid Waste Facilities Maintenance
78230 . 78240 78245 78255
Waler Sewer Administrative Water Payment in Lieu of Franchise Tax Payment in Lieu of Property Tax Administrative Sewer Payment in Lieu of Franchise Tax Payment in Lieu of Property Tax Dividend Expense -Water Other Agencies Other Agencies- Overtime Payment to CRMWA- Maintenance and Operating Fiscal Agent Fees Interest Expense Contingencies
Cash Over/Short Temporary Change Fund Collection Includes payments to outside agencies for collection of accounts due the City of Amarillo.
Loss on Bad Debt Late Payment Charges Discounts Lost
lnvenlory Credil card Purchase
663
CITY OF AMARILLO CLASSIFICATION OF EXPENDITURES BY OBJECT CODE CLASSIFICATION AND EXPLANATION OBJECT CODE
DESCRIPTION
78247 78250 78260 78300
Internet Payment Service Fees Inventory Over/Short
80000
CAPITAL OUTLAY Capital outlay includes the purchase of all real property such as land, building, and other improvements, and the purchase of items of personal property which meet the following requirements:
Inventory Mark Ups
Interest Rebate
1. 2.
3.
Must have an estimate life of more than three years. Must be capable of being permanently identified as an individual unit of property. Must belong to one of the general classes of property which are commonly considered as fixed assets in accordance with generally accepted accounting practice. Fixed assets are defined as the items of more or less permanent property necessary to the operation of an enterprise. As a general rule, an item which meets the first two requirements and has a unit cost of $500 or more should be classed as capital outlay, while items costing less than $500 should be classified under commodities.
81100
Land Acquisition Costs Includes all costs of acquiring land such as purchase price, commissions, abstracts, court costs, filing fees, appraisals, attorney fees, betterments, etc.
82100
Buildings Includes all buildings and structures, well and pump houses, park buildings, fire stations, etc.
83100
Improve other than Building
83200
Improvements- Parks Includes all real property other than buildings, such as streets, sidewalks, traffic signals, street lights, swimming pools, fences, regulators, park lights, chlorinating apparatus, parking lot paving, fire hydrants, water mains, water wells, water meters, storage tanks, water towers, pumping units, sewer lines, sewer lift stations, sewer mains, sewage treatment installations, plants, storm sewers, sprinkler systems, street signs, tennis courts, golf course construction, warning systems, etc.
84100
Auto-Rolling Stock and Equipment Includes the purchase price and transportation of all automobiles, trucks, trailers, attachments and appendages. All major items purchased to equip the vehicle for service are to be charged to this account. This includes such items as power take-offs, winches, sirens, beacon lights, alternators, etc.
84110
Miscellaneous Fuel Powered Equip Includes the purchase price and related costs of all gasoline, diesel, or propane-powered equipment that is not a vehicle. Lawnmowers, gasoline powered weedeaters, gasoline powered welders, and gasoline powered chain saws are examples of miscellaneous fuel-powered equipment.
84120
Dumpster Boxes and Packer Includes the purchase price and laid-in freight of all Dumpmaster boxes and all packer type bodies for trash collection.
84200
Machinery General Includes the purchase price of all tractors, ditching machines, dozers, booms, power mowers, sweepers, farm equipment, and other heavy or construction equipment.
84310
Shop Equipment Includes the purchase price of all battery chargers, boring machines, burners, jack hammers, compressors, portable welders, cutters, drills, lathes, generators, jacks, pipe machines, sanders, printing presses, dynafog, and all other carpenter, blacksmith, auto, print, and electrical shop equipment except small hand tools, etc. Does not include miscellaneous fuel-powered equipment.
84320
Audio/Video Equipment Includes the purchase price and related costs of audio or video equipment such as cameras, projectors, movie screens, tape recorders, video recorders, etc. Does not include communications equipment.
84500
Office Machines and Equipment Includes all new or used additions to office equipment such as typewriters, adding machines, calculators, duplicating machines, desks, chairs, filing cabinets, carpets, draperies, tables, bookcases, etc.
84610
lnfonnalion Tech Equipment- PCs Includes the purchase price and related costs of all computer hardware and software. Items included in this object code are printers, CRT's, personal computers, tape drives, and software.
84620
Information Tech Equipment- Services
664
CITY OF AMARILLO CLASSIFICATION OF EXPENDITURES BY OBJECT CODE CLASSIFICATION AND EXPLANATION OBJECT CODE
DESCRIPTION
84630 84640 84650 84660 84670 84700 84710 84800
Information Tech Equipment~ Network Information Tech Equipment- Printers Information Services- PS Fire Information Services- Other Departments Information Services- Contingencies Information Tech Equipment- Software Information Tech Equipment- Network Software Communications Equipment Includes the purchase price and related costs of all communications equipment including telephones and telephone equipment, walkie-talkies, two-way radios, base stations, pagers, etc.
84900 84910
Office Furniture and Fixtures Other Equipment Includes such items as law library books, window air conditioners, fire hose, recreational equipment, drinking fountains, transits, heaters, laboratory and restaurant equipment, etc.
85110 85120 85130 85140 85150 85160 85170 85180 85185 85186 85187 85190 85200 85210 85220 85300 85400 85500 85610 85611 85612 85613 85614 85615 85616 85617 85618 85619 85620 85621 85622 85623 85624 85625 85626 85627 85628 85629 85630 85631 85632 85633 85634 85635
Contractor Payment #1 Contractor Payment #2 Contractor Payment #3 Contractor Payment #4 Contract Engineering #1 Contract Engineering #2 City Engineering Project Test Implementation- Consulting Pre-Purchase Consulting Training City Material Miscellaneous Improvement Right of Way Improvement Capitalized Interest Homebuyers CHDO Administration CHDO Administration SE 4th - Osage Louisiana SE 9th Travis/Austin NW 3rd!WashNanBuren Spring/Lake Lamar/Rusk/Fannin SW 1sVSW 2nd/SW 5th N Jackson/Terry/NW13th/Monroe N Hayden/Lamar/Rusk/NW1 CLEINE5/NW7 Terry NW 6th, NW 4th, and Various Industrial, Spring Chicago Industrial Street Paving Projects SW 28'"/Ross/Aidredge Rusk, Tyler, Philadelphia Rusk/SW 1" Dallas Philadelphia/Fannin Broadway - NW 241h to N Hughes Wichita to Johnson to Osage Rio Grande, Neuches, Concho Sanborn/Channing NW gth Fannin to Bonham Don Drive - Buchanan to Grant
89000
DEBT SERVICE
89100 89200 89300
Bond Principal Payments Bond Interest Payments Fiscal Agent Bond Fees
665
CITY OF AMARILLO CLASSIFICATION OF EXPENDITURES BY OBJECT CODE CLASSIFICATION AND EXPLANATION OBJECT CODE
DESCRIPTION
90000
INTER REIMBURSEMENTS
This classification is for allocations to other departments or reimbursements to other funds. These are credits that reduce the total expense of the department. The account number shows the department to whom the charge is being made. 90010 90020 90030 90040 90050 90060 90070 90080 90090 90100 90101 90102 90110 90120 90130 90140 90150 90160 90170 90180 90190
Housing Assistance Data Processing Municipal Garage Solid Waste Disposal Transit System Water Production Water Transmission Water Distribution Surface Water Treatment Workorder Reimbursement Workorder Reimbursement-Water Workorder Reimbursement-Sewer Sewer System Sewage Treatment Plant Golf Course
92000
OPERATING TRANSFERS
92005 92010 92011 92013 92015 92020 92030 92035 92040 92050 92060 92070 92080 92090 92100 92110 92115 92120 92125 92130 92140 92145 92150 92160 92170
General Fund Other Grant Funds
Airport
Wreck Damage Other Departments
Grant Fund Reimbursement Sales to Other Department Payroll Reimbursements
AlP Pantex 2670 Camp STEP 2210
Home Investments Housing Assistance Criminal Justice Grants Transfer to APD Seizures Solid Waste
Center City Trust Civic Center Improvement lm pressed Funds Capital Improvement Main Extensions/Improvements Water Main Extensions/Improvements Sewer Liability for Compensation Absences Airport Information Services Municipal Garage General Construction Events Debt Service Transfer to Self Insurance Trust Certificates of Obligation Transfer to Employee Insurance Transfer to Debt Service
666
~~~ CITY OF AMARILLO ---
667
CITY OF AMARILLO GLOSSARY OF TERMS ACCOUNTING SYSTEM: Records and procedures which are used to record, classify and report information on the financial status and operations of an entity. APPROPRIATION: An authorization made by the City Commission which permits officials to incur obligations against and to make expenditures of governmental resources. Appropriations are usually made for fixed amounts and are typically granted for a one year period. APPROPRIATION ORDINANCE: The official enactment by the City Commission establishing the legal authority for the City officials to obligate and expend resources. ASSESSED VALUATION: The estimated value placed upon real and personal property by the chief appraiser of the appraisal district as the basis for levying property taxes. ASSETS: Property owned by the City for which a monetary value has been established. BASE BUDGET: Ongoing expense for personnel, contractual services, and the replacement of supplies and equipment required to maintain service levels previously authorized by the City Council. BASIS OF ACCOUNTING: The basis of accounting is accrual for all enterprise funds and internal service funds. The modified accrual basis is used for the governmentaiMtype funds and special revenue funds. BOND: A certificate of debt issued by an entity, guaranteeing payment of the original investment, plus interest, by a specified future date. Bonds are typically used for longMterm debt to pay for large capital expenditures. BOND CALL: Terms in a bond contract stipulating the right to redeem or call the entire outstanding amount before maturity, subject to certain conditions. A bond call feature modifies the maturity date. The bond call feature is exercisable immediately or it is deferred for some time. BUDGET CALENDAR: The schedule of key dates or milestones, which the City follows in the preparation and adoption of the budget. BUDGET: An annual plan of financial operation embodying an estimate of proposed expenditures and the estimated means of financing them. The approved budget is authorized by ordinance and thus specifies the legal spending limits for the fiscal year. BUDGET DOCUMENT: The official written statement prepared by the Budget Officer and supporting staff, which is presented by the City Manager to the City Commission as the proposed Annual Budget. CAPITAL IMPROVEMENT BUDGET: A plan of proposed capital expenditures and the means of financing them. The basis of the capital improvement budget is the capital improvement program (CIP). CAPITAL IMPROVEMENT PROGRAM: A five year financial plan for construction, acquisition, or major renovation of physical assets such as buildings, streets, sewers and recreational facilities. CAPITAL OUTLAY: Expenditures for the acquisition affixed assets which by definition have a useful life of more than one year and a purchase cost of at least $1,000. Included in this category is the cost of land, buildings, permanent improvements, machinery, large tools, rolling and stationary equipment. CAPITAL PROJECTS: Projects that purchase or construct capital assets. Typically, a capital project encompasses a purchase of land and/or the construction of a building or facility, as well as the equipment necessary to make the facility operational. CITY MANAGER'S MESSAGE (TRANSMITTAL LETTER): A general discussion of the proposed budget presented in writing as a part of or supplement to the budget document. The message explains principal budget issues against the background of financial experience in recent years and presents recommendations made by the chief executive. CONTINGENCY: A budgetary reserve set aside for emergencies or unforeseen expenditures. CONTRACTUAL SERVICES: Operational expenses related to maintenance agreements, professional or technical services and other outside organizations. DEBT SERVICE FUND: The fund used to account for the payment of principal and interest on all long-term debt. DELINQUENT TAXES: Real or personal property taxes that remain unpaid on and after February 1st of each year upon which penalties and interest are assessed.
668
CITY OF AMARILLO GLOSSARY OF TERMS
DEPRECIATION: The process of estimating and recording the lost usefulness, expired useful life or diminution of service from a fixed asset that cannot or will not be restored by repair and will be replaced. The cost of the fixed asset's lost usefulness is the
depreciation or the cost to reserve in order to replace the item at the end of its useful life. Depreciation is only recognized in enterprise and internal service funds.
DIVISION: A major administrative segment responsible for the management of operating departments which provide services within a functional area. DEPARTMENT: A basic organizational unit that provides service under the administrative direction of a division. ENCUMBRANCE: The commitment of appropriated funds for future expenditures. ENTERPRISES FUNDS: Funds used to account for the acquisition, operation and maintenance of governmental facilities and services which are entirely or predominantly self-supported by user charges. The funds are operated in a manner similar to comparable private enterprises. A brief description of each enterprise fund follows: AIRPORT FUND: To account for the operation of the Amarillo International Airport. In addition to providing runways, a passenger terminal and related facilities, the Airport includes improvements built by the Federal Government for an Air Force Base, on land which was returned to the City in 1967 and 1970. These facilities, together with later additions, are leased to commercial tenants for warehousing and manufacturing activities. WATER AND SEWER FUND: To account for the provision of water and sewer services to residents and commercial enterprises of the City and proximate area. Water is obtained from a number of well fields, together with an allocation of water from the Canadian River Municipal Water Authority. ESTIMATED REVENUE: The amount of projected revenue to be collected during the fiscal year.
EXPENDITURE: Funds spent in accordance with budgeted appropriations on assets or goods and services obtained. EXPENSES: A decrease in net total assets. Expenses represent the total cost of operations during a period regardless of the timing of related expenditures. FISCAL YEAR: The twelve month period beginning October 1st and ending the follo'Ning September 30th.
FRANCHISE FEE: A fee paid by public service businesses for use of City streets, alleys and property in providing their services to the citizens of a community. Services requiring franchises include electricity, telephone, natural gas and cable television. FUND: A set of interrelated accounts which record revenues and expenditures associated with a specific purpose. FUND BALANCE: Fund Balance is the excess of assets over liabilities. GENERAL FUND: The fund established to account for those resources devoted to financing the general administration of the City and traditional services provided to citizens. Service activities include fire and police protection, library facilities, street, drainage, park maintenance, and recreational opportunities. GENERAL OBLIGATION BONDS (G.O.Bonds): Legal debt instruments which finance a variety of public projects such as streets, buildings, and improvements. These bonds are backed by the full faith and credit of the issuing government and are financed through property tax revenues. In Texas, G.O. bonds must be authorized by public referenda. INTERGOVERNMENTAL REVENUE: Contributions received from the State and Federal Government.
INTERNAL SERVICE FUNDS: Internal Service Funds are used to account for the financing of goods or services to departments of the City on a cost-reimbursement basis. INFORMATION SERVICES FUND: To account for the revenues and costs of operations of the City's data processing system. Charges to using departments are based on estimated cost of providing the service, including depreciation on equipment. MUNICIPAL GARAGE FUND: To account for the revenues and cost of operations of a central motor pool which includes all City owned vehicles except fire trucks and buses. Vehicles are rented to using departments at estimated cost of usage.
RISK MANAGEMENT FUND: To account for funds accumulated from operating transfers and from assessments of the various City departments for the purpose of self-insuring liability, workmen's compensation, unemployment claims, and miscellaneous other risks. EMPLOYEE INSURANCE FUND: To account for self-insured medical benefits together 'Nith life and dental insurance for employees, retirees and covered dependents.
INVESTMENT: Securities and real estate purchased and held for the production of income in the form of interest, dividends, rentals or base payments.
669
CITY OF AMARILLO GLOSSARY OF TERMS
LEVY: The City Commission has limited authority to impose or collect taxes, special assessments, or service charges. LIABILITIES: Debt or other legal obligations arising out of transactions in the past which must be liquidated, renewed, or refunded
at some future date. This term does not include encumbrances. LINE ITEM BUDGET: A budget prepared along departmental lines that focuses on expenditure categories. LONG-TERM BUDGET: Debt with a maturity of more than one year after the date of issuance. OBJECT: Expenditure classification according to the types of items purchased or services obtained. ORDINANCE: A formal legislative enactment by the governing board of a municipality. If it is not in conflict with any higher form of law, such as a state statute or constitutional provision, it has the full force and effect of law within the boundaries of the municipality to which it applies. OPERATING BUDGET: Plans of current expenditures and the proposed means of financing them. The annual operating budget is
the primary means by which most of the financing acquisition, spending, and service delivery activities of the City are controlled. The use of annual operating budgets is required by State Law. OTHER CHARGES: Costs of a fixed or semi~fixed nature over which the City Commission has little or no control. PERSONAL PROPERTY: Property classified by the State Property Tax Board including non~business vehicles, utilities, businesses and other tangible and intangible personal properties. PERSONAL SERVICES: Costs related to compensating employees, including salaries, wages, insurance, payroll taxes and
retirement contributions. PROPERTY TAX: Taxes levied on all real and personal property according to the property's valuation and the tax rate, in
compliance with State Property Tax Code. REAL PROPERTY: Property classified by the State Property Tax Board including residential single and multi~family, vacant lots,
acreage, farm and ranch improvements, commercial and industrial, and oil, gas and other mineral reserves. RESERVE: An account used to earmark a portion of fund balance to indicate that it is not appropriate for expenditure. A reserve
may also be an account used to earmark a portion of fund equity as legally segregated for a specific future use. RESOURCES: Total dollars available for appropriation including estimated revenues, fund transfers and beginning fund balances. REVENUE: Generally refers to income received by the City from taxes, fees, grants, interest on investments and other related
sources. REVENUE BONDS: Legal debt instruments which finance public projects for such services as water or sewer. Revenues from the
public project are pledged to pay principal and interest of the bonds. In Texas Revenue Bonds may or may not be authorized by public referenda. SUPPLIES: Costs of goods consumed by the City in its operations.
TAX LEVY: The total amount to be raised by general property taxes for operating and debt service purposes. TAX RATE: The amount of tax levied for each $100 of assessed valuations. USER FEES: The payment of a fee for direct receipt of a public service by the party benefiting from the service.
670
CITY OF AMARILLO GLOSSARY OF TERMS LIST OF ACRONYMS USED
AnnexW:
Pantex Response Plan
AC:
Amarillo College
ADA:
Americans with Disabilities Act
AED:
Automatic External Defibrillator
AEDC:
Amarillo Economic Development Corporation
AHFC:
Amarillo Housing Finance Corporation
AlP:
Agreement in Principle
AlSO:
Amarillo Independent School District
APD:
Amarillo Police Department
ARC:
Alcoholic Recovery Center
ASA:
Amateur Softball Association
ASTM:
American Society for Testing and Materials
AUTS:
Amarillo Urban Transportation Study
BRC:
Bureau of Radiation Control
CAD:
Computer Aided Dispatch
CDBG:
Community Development Block Grant
CHDO:
Community Housing Development Organization
cvo:
Cardia Vascular Disease
CPR:
Cardia Pulmonary Resuscitation
CPSC:
Consumer Product Safety Commission
CRMWA:
Canadian River Municipal Water Authority
DOE:
Department of Energy
DPH:
Department of Public Health
DWC/ABBA:
Downtown Women's Center/ABBA House
EMS:
Emergency Medical Services
EOC:
Emergency Operations Center
EPA:
Environmental Protection Agency
FEMA:
Federal Emergency Management Agency
FSS:
Family Self Sufficiency
GCSAA:
Golf Course Superintendents Association of America
GIS:
Geographical Information Systems
HIV:
Human Immune Virus
ICPMS:
Induction Coupled Plasma Mass Spectrometer
ISO:
Insurance Services Organization
MG:
Million Gallons
MC:
Municipal Court
671
CITY OF AMARILLO GLOSSARY OF TERMS MGD:
Million Gallons per day
MOC:
Mobile Operations Center
NACA:
North Amarillo Community Association
NPDES:
National Pollutant Discharge Elimination System
PC:
Personal computer
PFP:
Pay for Performance
PGA:
Professional Golfers Association
PID:
Public Improvement District
PPD:
Purified Protein Derivative
PRRA:
Panhandle Revenue Recovery Association
R&M:
Repair & Maintenance
SCADA:
Supervisory Control & Data Acquisition
SCBA:
Self Contained Breathing Apparatus
STD:
Sexually Transmitted Disease
STEP:
Selective Traffic Enforcement Program
TAAF:
Texas Amateur Athletic Federation
TCEQ:
Texas Commission on Environmental Quality
TDH:
Texas Department of Health
TPDES:
Texas Pollutant Discharge Elimination System
TPMHMR:
Texas Panhandle Mental Health and Mental Retardation
TSA:
Transportation Security Administration
TSRC:
Tyler Street Resource Center
TVFC:
Texas Vaccine For Children
USGA:
United States Golf Association
USSSA:
United States Specialty Sports Association
VFD:
Variable Frequency Drive
W/C:
Workers Compensation
WMD:
Weapons of Mass Destruction
WTAMU:
West Texas A & M University
672
---
CITY OF AMARILLO
673