COA Annual Budget (2014-2015) by City_of_Amarillo

ANNUAL BUDGET FISCAL YEAR 2014 - 2015

Texas Local Government Code Section 102.007 Notice

This budget will raise more revenue from property taxes than last year's budget by an amount of $764,289, which is a 2.15 percent increase from last year's budget. The property tax revenue to be raised from new property added to the tax roll this year is $644 ,297. The record vote of each member of the governing body by name voting on the adoption of the budget as follows:

FOR: Mayor Paul Harpole, Councilmember Ellen Robeñson Green, Councilmember Brian J. Eades,' Councilmember Lilia Escajeda, and Councilmember Jim Simms AGAINST: None PRESETI and not voting: None ABSENT: None The municipal property tax rates for the preceding year and current year are as follows: Current FiscalYear Fiscal Property Tax $0.34509 Effective Tax $0.33207 Effective Maintenance and Operations Tax $0.49500 Rollback Tax $0.36858 Debt Tax $0.02915 $0.0301

Rate Rate Rate Rate

Rate

Preceding Year $0.34009 $0.31521 $0.47008 $0.35172 1

The total amount of debt obligation as follows City of Amarillo Debt Obligation 2007 Certificate of Obligation 2009 General Obligation 2010 Certificate of Obligation Fiscal Agent Fees Total Debt Obligation

Principal $1 ,1 10,000

370,000 61,000 1,541,000

lnterest $990,212 135,663 37,419 1,163,294 7,500 $2,711,794

ITY OF

AMARItto'

CITY OF

AMARIttO' OFEN SPÂCES T EI¡DLE55 OPPORTUNITIES

ANNUALBUDGET October 1,2014 - September 30, 2015

CITYOFAMARILLO, TEXAS MAYOR Paul Harpole

COMMISSIONERS Ellen Robertson Green Brian J. Eades

Lilia Escajeda Jim Simms

CITY MANAGER Jarrett Atkinson

( @

GOVERNMENT FINANCE OFFICERS ASSOCIATION

D istinguished

Budg et P resentøtion Aw ørd PRESENTED TO

City of Amarillo Texas For the Fiscal Year Beginning

October lr 2013

ffiyÊtuExecutive Director

CITY OF AMARILLO

ANNUAL BUDGET TABLE OF CONTENTS DEPT NO.

Readers Guide ........... City Manager's Budget Message ... Accounting Policies and Practices. Budget Calendar......

PAGE NO. ..1

..3 13

COMMUNITY PROFILE Community Statistics . Proflle of Amarillo.......

55 59

SUMMARIES City Organization Chart..... Summaries - All Funds.......... Summary of Resources and Expenditures, All Funds ................... Graphic Actual to Budget Comparisons Revenue and Expense.... Revenue Summary Summary of Expenditures by Activity Classification ........ Summary of Expenditures by Object Classification ......... Relationship of City Organizations................... Ratio of Tax Collections to Current Year's Levy, All Funds............

75 77 78 80 90 96 105

113 114

GENERAL FUND DIVISIONS AND DEPARTMENTS GENERAL GOVERNMENT General Fund Revenue and Expenditures Graph. General Fund Revenue..-.....-.-.......... General Government Organization Chart and Budget Summary......... Mayor and Commission City Manager Tourism and Economic Development.....

115 116 121

1011

123

..........1020

125 127

Judicial

.......... I 030 .......... 1 040

Legal... City Secretary

..........1210 ..........1220

131 133

MANAGEMENT & ADMINISTRATION DIV¡SION Management & Administration Division Organization Chart and Budget Summary ..... Human Resources ....... Radio Communications Emergency Management Services Custodial Services ..... Facilities Maintenance Amarillo Emergency Communications Center....

........ 135 .........137 .........141 ........ 143 .................145 .................147 .................1 51

PUBLIC SERVICES DIVISION Public Services Division Organization Chart and Budget Summary.......... Environmental Hea|th.............. Transit Fixed Route. Transit Demand Response Transit Maintenance ....... FINANCE DIVISION Finance Division Organization Chart and Budget Summary...... Risk Management............ Municipal Court............ Teen Court Director of Finance.... Accounting Payroll Purchasing

Vital Statistics .............. Health Plan Administratiä;:::::::: ::::::

129

......1 55 ......1 s9 ......1 63

......167 ......1 69

.1 .1 .1 310 .1 315 .1 320 .1 321 .1 325 .1 335 .1 340

......... . . 1 71 ......... . . 1 75 ......... . . 1 77 ......... . . 1 81 ......... . . 1 83 ......... . . 1 85 ......... . . 1 89 ......... . . 1 91 ... .. .... . . 1 93 ......... . . 1 95

CITY OF AMARILLO ANNUAL BUDGET

TABLE OF CONTENTS

Central Stores............... General Fund Transfers LEISURE SERVICES Leisure Services Organization Chart and Budget Summary...... Civic Center Promotions Civic Center Operations Civic Center Sports..., Box Office Operations Globe News Center.... Library......... PARKS AND RECREATION DIVISION Parks and Recreation Division Organization Chart and Budget Summary......... Ross Rogers Golf Course. Comanche Trail Golf Course Parks and Recreation Tennis Swimming Pools Recreation......... Park Maintenance ............. Zoo Athletic Programs.............. PUBLIC WORKS DIVISION Public Works Division Organization Engineering. Street Department............. Solid Waste Collection..... Solid Waste Disposal....... Traffic Administration Traffic Field Operations...

:I1 "":: ::::: :

::i::lÏ:

DEVELOPMENT SERVICES Development Services Organization Chart and Budget Summary Animal Management and Welfare Planning...... Building Safety..........

DEPT NO.

PAGE NO.

34s

350

197 199

.....20,1

1241

....203

1243 1245 1248 1249 1260

.....205 .....207 .....208 .....209 .....211

1811

.....215 .....217

1812

.....221

't820 1 830 1 840 1 850

.....225 .....227 .....229 .....233 .....237

1861

1862 ...1870-1877

1432 173',1

1732

............1710 ............1720 ............1740

287

289 293 295

Police .................... Civilian Personnel . Tobacco Grant - Police Dept..

FIRE DIVISION Fire Division Organization Chart and Budget Summary.... Fire Department.....................

ENTERPRISE FUNDS Summary of Resources and Expenditures - Enterprise Funds........ WATER AND SEWER UTILITY Water and Sewer Utility Revenue and Expenditure Graph. Utilities Division Organization Chart and Budget Summary Water and Sewer Utility Revenue and Receipts.................

.....245

1410 1420 1431

POLICE DIVISION Police Division Organization Chart and Budget Summary

Fire Support Fire Marshal Civilian Personnel ....

.....241

297

299 ............1 91 0

300

............1920

301

... ......... 1 930

303 305

............1 940

309

311

313 315

CITY OF AMARILLO

ANNUAL BUDGET TABLE OF CONTENTS DEPT NO.

Utility Office.

Director of Utilities Water Production ............. Water Transmission........... Surface Water Treatment ............... Water Distribution ............ Waste Water Collection River Road Water Reclamation ......... Hollywood Road Water Reclamation. Environmental Laboratory.. Water and Sewer - General AIRPORT Airport Revenue and Expenditures Graph .......... Airport Revenue and Receipts Department of Aviation Airport Transfers Capital Rental Car Facility.......... DRAINAGE UTILITY Drainage Utility Revenue and Expenditures Graph Drainage Utility Revenue and Receipts Drainage Utility Drainage Utility Transfers Capital

INFORMATION SERVICES DIVISION lnformation Services Division Organization Chart and Budget Summary.... lnformation Technology Revenue nformation Technology 4dministration......................... lnformation Technology Operations... nformation Technology Systems nformation Tech nology nfrastructu re & Support ......... nformation Technology Capital lnformation Technology Public Safety . lnformation Technology GIS ................ lnformation Technology Print Services Telecommunications........ I

I I

SELF INSURANCE TRUST Self lnsurance Trust......... EMPLOYEE INSURANCE TRUST REVENUE Employee lnsurance Trust................. City Care Clinic ........... Employee Flexible Spending Plan ..... GRANT FUNDS Special Revenue Funds Revenue Graph Summary of Resources and Expenditures - Special Revenue Funds Special Revenue Summary Community Development Block Grant..

NO.

........52100 ........52110 ........52200 ........52210 ......52220

..52230... ..52240... ..52260... ..52270... ..52281 ... ...52120-52123 ...

..........541 1 0 ......... .......... 54120 ......... 54170

561 00

56200

INTERNAL SERVICE FUNDS Summary of Resources and Expenditures - lnternal Service Funds ........ MUNICIPAL GARAGE Municipal Garage Department.. Municipal Garage Revenue and Receipts Municipal Garage Operations Municipal Garage Equipment and Replacement .

PAGE

.............365 .............366 .............367 .............369

371

373 61110

374 375

61120

376

62110.. 62120.. 62'130 ..

62140.. 62150.. 62160.. 62170.. 62180..... 62190.....

.....631 1 0-631 95 .....

389

..65100

.......... 393 ...........395 ...........398

.......20110-20170

........399 ........400 ........402 ........407

CITY OF AMARILLO

ANNUAL BUDGET TABLE OF CONTENTS DEPT NO.

Housing Assistance .......... Home Administration........ Court Technology.............. Court Security Library System Services Safe and Sober TXDOT Program Click lt or Ticket Summer Lunch........... Metropolitan Medical Response System Sustainment Urban Transportation Planning Photogra ph ic Traffic Enforcement

Metropolitan Medical Response System Public Health

wtc... Edward Byrne Justice Assistance Grant. Narcotics Trafficking Task Force

LEOSE Police Department ..................... TLEOSE Airport Security ...... AIP Pantex Project........

Greenways puól¡" rprouää;i il;ï;i"ï :. : : Brennan Public lmprovement District........... Colonies Public mprovement District .......... Tutbury Public lmprovement District............ Point West Public lmprovement District................... Quail Creek Public lmprovement District... Vineyards Public lmprovement District...... Redstone Public lmprovement District....... I

.........20210-20250 .20310-20755 ............20800 ............20910 .21115-21130 .....22150 .....22160 .....23100

.....24130 24200 24250 .24333-24390.. .25011-25045.. .25311-25322.. .26110-26190.. 26210.. 26610.. ..............26630 .. 26710..... 27100..... 27200..... 27300.....

CAPITAL PROJECTS Capital Projects..

PAGE NO.

431

433 435 437 439 441

445 469 497 501

517

DEBT SERVICE Debt Service ......

Statement of Total Debt Service Computation of Legal Debt Margin Combination Tax and Revenue Certificates of Obligation Series........ Tax Supported Debt lnterest and Redemption............... Statement of Bonded lndebtedness and Expenditures by lssue - General Obligation Debt..... Schedule of Maturities: lnterest and Redemption Fund - General Obligation Bonds . Schedule of Maturities: Tax and Revenue Certificates of Obligation Provision for Compensated Absences................. Statement of Bonded lndebtedness and Expenditures by lssue - Water Revenue.... Schedule of Maturities: lnterest and Redemption Fund - Water Revenue......... Statement of Bonded lndebtedness and Expenditures - Airport . Schedule of Maturities: lnterest and Redemption Fund - Airport Statement of Bonded lndebtedness and Expenditures - Drainage Utility Schedule of Maturities: lnterest and Redemption Fund - Drainage Utility ........... Statement of Bonded lndebtedness and Expenditures - Municipal Garage Schedule of Maturities: lnterest and Redemption Fund - Municipal Garage......... PERSONNEL SUMMARY Human Resources Summary..... Recapitulation of Recommended Personne|.............. Employees by Function Chart............ Employees by Functional Group......... Salary Schedule Classified Positions Excluding Police and Fire Personnel Salary Schedule Fire and Police Personne|................. lncentive/Certiflcation Pay Plan Salary Schedule Unclassified Positions...... Hourly and Temporary Salary Schedule

533 536 537

s38 539 540 541

542 547 548 549 550 551

552 553 554 555

..557 ..558 ..560 ..561

..562 ..570 ..572 ..576

..578

CITY OF AITIARILLO

ANNUAL BUDGET TABLE OF CONTENTS DEPT NO.

ORDINANCES Ordinance Ordinance

PAGE NO.

.581

.589

GLOSSARY .591

List of Acronyms Used

.595

cttY oF

AMARItto"

CITY OF AMARILLO

READER'S GUIDE TO THE BUDGET ln order to avoid preparing multiple documents, this document is prepared for several differenttypes 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 Council. However, the document is still sufficiently detailed to be used by City staff and our elected officials in their normaljob 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 Council. The transmittal letter addresses budget highlights and gives a good overview of the budget. ln this section the reporting entity is defined along with the basis of accounting. The long{erm 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 table 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 its own. ln 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.

OurCommunityProfilesectiongivesthereaderofthebudgetalotofgeneralinformationaboutourCity.

The Community Profile contains information about our geographic location and climate, the historyof 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 medicalfacilities. 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.

CIIY OF

AMARItto oDER sÞÀCEs - EtDtE!3

Opr0nlUùlllè5

509 E. 7th Avenue, P.O. Box 1971 Amarillo, Texas 79105-197 1 (806) 378-3000

Gity of Amarillo

Memo To:

Mayor and Council Members

From:

Janett Atkinson, City Ma

Date:

October 1,2014

Re:

Fiscal Year 201412015 Budget

On behalf of the City of Amarillo staff, it is my pleasure to present the fiscal year 201412015 City of Amarillo Budget. As always, this budget is the product of extensive staff effort and many months of preparation. The Mayor and City Councilmembers have reviewed this budget in great detail and devoted many hours to providing their guidance and direction on the City's program of services for fiscal year 201412015. During 2014, the Mayor, Councilmembers and senior staff participated in a strategic visioning retreat. The Council used this process to frame a strategic plan for the future and to identify key items that are important for Amarillo's future. The Council envisions a City that has: high quality of public safety, outstanding citizen participation, regional center for regional growth, large numbers of hiking and biking trails, having amenities that attracts and retains a well educated population, transportation system that works for everyone, low taxes, embraces diversity, secure and protection of water rights, improved infrastructure, thriving neighborhoods in all sectors of the City new businesses with living wage jobs, opportunities for minorities, expanded services for public health, and superior education opportunities. Thru this process, the Council identified the following Strategic Goals to prioritize over the next five years. This budget addresses the Council's goals:

1. Funding lssues 2. Communication Strategies to gain buy-in from stakeholders 3. Economic Development 4. Downtown Revitalization 5. lnfrastructure Needs 6. Water Conservation 7. Transportation lnfrastructure

8. Bus Transit lssue 9. Neighborhood Pride

The 201 412015 budget is a balanced budget. It is based on conservative revenue estimates, a low ad-valorem tax rate, and complies fully with all relevant state and local requirements. The Council increased the property tax rate by $0.005 to $0.34509 per

$100 valuat¡on. The tax increase allows the City to address additional police officer positions and increased staffing for Animal Management and Welfare. This budget takes many positive strides fonruard for Amarillo. With the addition of seven police officer positions, the City continues to work towards a recommended staffing level for the Police Department of two officers per 1,000 population. Additional overtime budget funding in the Fire Department will provide for Advanced EMT training of nine additional firefighters. The City has made great strides toward improving Animal Management & Welfare operations including the addition of nine positions, four during the 201312014 fiscal year and five additional positions for the 201412015 fiscal year. The budget also includes a restructure of the Department and enhancements to the facility. The budget further provides for continued improvements to our streets, water system, wastewater system, parks and core services. This budget addresses internal City efforts such as the lnformation Technology division and the City fleet.

The City is very pleased with the sales tax receipts for the 201212013 year. The 201212013 sales tax receipts represented an all-time record collection year. We included a revised budget of $54 million in sales tax receipts for the 201312014 fiscal year, which is up $1.5 million over the original budget. This represented an increase for 201312014 that goes above and beyond the record set thé prior year as noted above. However, the City feels that a portion of the increased sales tax receipts is directly related to the l,llay 2013 hail storm event. ln preparing the 201412015 budget, we have included a 3o/o increase over a "normalized" current year for a budget estimate of $54.8 million. The City of Amarillo is heavily reliant upon the sales tax and the continued

upward trends contribute greatly to the ability to address staffing concerns and

compensation issues.

Property Taxes Amarillo continues to maíntain the second lowest ad-valorem tax rate among similarly sized cities in the State. The 201412015 ad-valorem tax rate is $0.34509 per $100 valuation, which is a $0.005 (112 cent) increase over the prior year. The total value of properties on the tax roll is now approximately $t t.t 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 $9.3 billion. The loss in taxable value due to the increase in frozen properties for the year is $17.6 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 201412015 budget, the revenue lost from frozen taxes is $1,001 ,220 or 2.7% of the current advalorem tax levy. ln 2013, Amarillo experienced $340 million in total grovuth of all property. Of this amount, $187 million was new property added to the tax roll. BUDGETARY ISSUES

There are numerous issues that our organization must be cognizant of in the 201412015 budget. The following summary includes a brief discussion of these issues and how we are addressing these needs and challenges. f

) Public Safety 4

The high quality of public safety was identified by the Council as a key element to Amarillo's future. During the last several budget years, the City has expanded funding and staffing for public safety. For the 201412015 budget, we were able to focus on additions to public safety. We added 12 additional police officers for the 201112012 budget, 10 for the201212013 year; 13 forthe 201312014 year and have included an additional 7 positions for the 201412015 year. This makes significant progress towards the Police Department's goal to systematically add officers until we have a staffing ratio of two officers per I ,000 in population or until statistics show that we have had a positive impact on the crime rate.

With the completion of the construction of Fire Station #13, we added a second engine company to provide a two-company 'hub' station to support several existing stations. Three additional firefighter positions were added in 201112012 and the 201212013 budget included four additional firefighter positions and fully staffing the station in 201312014 with eight additional firefighters. For the 2O1412015 fiscal year, the City has included additionaloveftime dollars to train nine additionalfirefighters in Advanced EMT capabilities. The goal is to have all front-line engine companies provide Advanced Life Saving care to our residents.

The Council has made significant improvement in the funding level of the Animal Management and Welfare Department. Three additional Animal Management officer positions were added in the 201312014 budget. However; midyear, the City added four more animal care positions. For the 201412015 year¡ the City has continued to enhance staffing for the shelter, including one Animal Management Supervisor, three Animal Management Officer I positions and one Animal Welfare Specialist position. This increase will allow the Department to address staffing and time of service issues. The budget also includes capita! improvement funding to continue improvements at the shelter.

2l Enhancement of the City's Pay Plan & Benefits

Cities are service-based organizations in which attracting and retaining qualified employees is critical for accomplishing their mission. For 201412015, our budget proposes an average 2.75% pay increase as pay-for-performance. 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 many positions, with the exception of entry-level positions. Tumover in these positions has remained steady despite enhancements in the prior two yeads budgets. This will be a constant focus for future budgets.

3) Stabilization of Employee Healthcare Costs

The City uses a multi-prong approach to managing healthcare costs. While we have stop-loss coverage for claims above $750,000, the City is largely self-insured for employee and retiree medical. Thus, any savings we achieve directly impacts Plan costs. During the last two fiscal years, the City has seen a significant increase in claims cost.

lncluded in both the 201312014 and 201412015 budgets is a 5.0% increase in employer contributions and a 3o/o increase in employee contributions to the health plan. We will

continue efforts to include additional cost savings in our health plan and maintain stability. However, the federal healthcare reform bill has and will continue to add future costs to the Plan. ln January 2011, the Plan added 63 children over age 19, but under age 26. ln many instances, however, 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 appro priately consider futu re contri bution increases.

The City continues to monitor all costs of the Health Plan. For the 2014 Plan year, the City increased the amount of deductibles and out-of-pocket cost for covered members. The City is completing a dependent eligibility audit to ensure that all members are eligible for coverage on the Plan. Effective January, the Medicare eligible members will be transitioned off of the Plan and provided a stipend to supplement insurance costs.

Prescríption medicines are a significant cost to our Plan. ln early 2007, we contracted with a local Pharmacy Benefit Manager (PBM) to obtain favorable pricing. Prescription medications that have satisfactory over-the-counter 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, which includes 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.

4l Gapital Needs

Infrastructure needs continue as a priority for the Council and are included as a Strategic Goal. The recommended Capital lmprovement Program (ClP) budget for the 201412015 fiscal year is $44.3 million, which is down from the $54.4 million available in 2013t2014. However, the 201312014 fiscal year included two projects: $5 million to fund the Martin Road Lake project and $8.8 million for the Lift Station #7 project, in which both projects were bond financed. The City continues to face an aging infrastructure. The City has included $3.9 million for aderial roadway reconstruction. During the current year, the City has made improvements at the animal shelter facility. For next yeads budget, the City has allocated $518,731 to complete the upgrades and repairs to the animal shelter. The City has allocated approximately $1.4 to complete expansions for the Police and Fire Departments, including expansions at the bomb team complex and the shooting complex and the first year of funding for the construction of a new Fire Station #3. The City continues the development of the downtown convention center hotel, parking structure, and multi-purpose venue and has allocated $1.4 million as contingency funding for this project.

The City's General Fund capital program includes $718 thousand for equipment replacement in the Transit Depaftment, of which we anticipate $596 thousand in grant funding. Also included in the General Fund capital program is additional funding for

police and fire equipment, upgrades and repairs to City facilities and improvements to the park system.

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 200912010 and 2O1O|2O11 fiscal years. For the near term, the Municipal Garage has a strong fund balance; however, due to rising replacement costs, we are evaluating the equipment rate and replacement structure. In both the 201112012 and 201212013 fiscal year budgets, we increased the equípment rental rates by 5o/o and increased them by 7% in the 201312014 and the 201412015 budget. We will continue to monitor those rates in future budgets. Thís same scenario applies to the City's lnformation 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 $16.8 million in capital projects. Amarillo now has nearly 1,120 miles of water mains in the City and an additional 955 miles of wastewater maíns. The City's water and wastewater systems are very robust and have excellent capacity. Efforts will continue to focus on addressing aging infrastructure and ensuring future capacity.

The Drainage Utility Fund allows us to address improvements to the storm water drainage system. We anticipate addressing capital needs in the approximate amount of $2 million forthe 201412015 year.

CONSOLIDATED BUDGET Our 201412015 fiscal year budget is $295,087,777; which is a 1.0% or $2,980,229 decrease compared to our 201312014 budget of $298,068,006.

The areas of specific increase/decrease in this budget are

General Fund M&O Water & Sewer M&O Capital lmprovement Proiects Special Revenue M&O MunicipalGaraqe M&O lnsurance M&O Debt Service Airport M&O Drainaqe Utility M&O lnfo Technoloqy M&O Capital Transfers Less lnterfund Transfers

Total Budget

FY 201312014 $163"198,265 $43,733,976 $58,441,659 $19,879,800 $9,553,462 $25,237,495 $25,234,744 $6,688,180 $1,994,043 $4,576,311 $351,265 ($60,821,194)

FY 201412015 s173,731,298 $46,878,105 $44,277,813 $21,146,090 $9,806,879 $26,235,461 $25,397,971 $6,791,953 s2,417,O37 $4,758,062 $304,400 ($66,657,292)

% Ghanqe 6.5%

$298,068,006

ç295,087,777

-1.0%

7.2o/o

-24.2% 6.4% 2.7o/o

4.0% 0.60/o 1.60/o

21.2% 4.0o/o

-133% -9.6Yo

Municipal govemment is a service provision business and the predominant expense category in our budget is always personnel and associated employee salaries and benefits expense. Personnel costs comprise 48o/o or $141.8 million of our 201412015 net budget. The second largest category is Capital lmprovement Projects of $44.3 million or 15o/o of our budget. The third highest category of expenses is Debt Service, which accounts for 9% or $ZS.+ million of our budget. Debt service expenditures include all funds. The largest category increase in the FY 201412015 budget is the General Fund. Propertv and Sales Taxes Council determined funding issues as the number one Strategic Goal. During this budget, City staff analllzed and reviewed the fund levels including property tax levels and projected sales tax receipts. As discussed earlier, after three years with the same property tax rate, the City Council increased the property tax rate by one cent to $0.32009 for the 201112012 fiscal year and by $O.OZ in the 201312014 fiscal year and by $O.OOS in the 201412015 fiscal year. Even with the increase, our $0.34509 tax rate is one of the lowest rates in the State. lt 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 saw flat or declining sales tax receipts. We were very pleased to report that the $St.Z million sales tax receipts received for the 201212013 fiscal year were the highest ever at that point. We estimated an increase in sales tax receipts for the 201312014 fiscal year at $54 million and an estimated budget for the 201412015 fiscal year at $54.8 million. Even so, the sales tax budget of $54.8 million for the 201412015 fiscal year is not sufficient alone to fund the budgets for Public Safety. The City relies on multiple revenue sources to fund General Fund operations. Franchise Fees. User Fees and Gharoes During this budget, City staff anal¡lzed and reviewed the fund levels. During the 201012011 fìscal 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 seryice necessitated an 11o/o increase in the water and sewer rates. This rate increase was implemented over two budget cycles. Thus, rates were increased by 6% in the 201 112012 budget and we included a 5o/o increase to follow for the 201212013 fiscal year budget. ln the 201312014 fiscal year, the City included a 2o/o rate increase. For the 201412015 fiscal year, the City has included an increase in the fourth tier rates from $4.65 to $5.00 per 1,000 gallons. This rate increase only affects those customers that use over 50 thousand gallons a month. 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 $28.62, which is very low compared to other Texas cities.

For 201412015, we have included an increase for the residential solid waste customers from $15.00 monthly to $15.40. Revenue from the electricity and gas franchise fees is projected to increase for the 201412015 fiscal year from these sources.

Emplovee Staffins The 201412015 budget consists of 2,131 permanent and 330 parttime employee positions. Permanent positions have increased by 41 positions over the cunent year and part-time positions have decreased by 16. The largest single increase is in public safety, with a total of 12 new positions. With the increase in the sales tax revenue, we have been able to continue addressing staffìng concerns.

Personnel Additions Accountant lll Office Administrator Animal Welfare Specialist Animal Control Officer Animal Control Supervisor Ad ministrative Assistant Ad ministrative Assistant Custodian I Fire lnspector Park Plumber ll Police Officer Utility Workers Concrete Finisher Utility Worker Assistant Transit Manager Utility Technician Foreperson I Supervisor I Utility Worker Utility Worker Storm Sewer Technician Drainage Utility Supervisor Administrative Assistant V Registered Nurse Administrative Assistant I

Department Accounting Amarillo Emergency Communications Center Animal Management & Welfare Animal Management & Welfare Animal Management & Welfare City Secretary Civilian Personnel Custodial Operations Fire Marshal Parks Maintenance Police Solid Waste Disposal Street Street Transit Water and Sewer Water and Sewer Water and Sewer Water and Sewer Drainage Drainage Drainage Drainage Public Health Public Health

1 1

4 1 1

1 1 1 1

7 1 1

I 1 1 1 1 1 1 1 1 1 1 1

43 (2)

Total Additions Positions eliminated Net Additions

Full Time

Aviation

For the 2O13t2014 fiscal year, we have proposed an additional 7 new police officers. The Police Department will now have 365 sworn police officers, which is an increase of 48 since the 200912010 fiscal year. Our goal is to add 10 to 12 officers each year for the next three years. During the 201 112012 fiscal year, we added 3 additional firefighters to begin staffing a second engine company at Station #13. For the 201212013 year, we added an additional 4 firefighters and in 201312014, an additional firefighters for a total of 259 firefighters. Collectively, the Police and Fire Departments account for approximately 41o/o of the General Fund budget and are 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 received considerable attention in the 201312014 and the 201412015 budgets.

The City Water and Sewer Utility has 268 full{ime employees and 7 part{ime employees. We have 127 full-time and 197 part{ime employees in the Parks Department and at our golf courses, 57 employees at the Airport, 58 full-time and 20 part-time employees in the 5 libraries, 31 full-time employees in Building Safety, 36 full-time and 9 part-time employees in the Civic Center Complex, and 54 employees to maintain and clean City facilities. The Solid Waste Collection and Disposal operation has 141 full-time and 4 part-time employees. The Street Department has 96 full-time and 5 part-time employees and the Traffic Engineering Department, which includes the school crossing guard program, has 44 part-time and 24 full-time employees. The Transit Department has 66 full{ime employees and the Municipal Garage has 53 full-time employees. The Drainage Utility Fund has 24 full-time and 2 parttime employees, including 9 positions originally transferred from the Street Department. Emplovee Gompensation

1) lncrease of 2.75o/o across the board for Police and Fire. 2) Average Increase of 2.75o/o as pay-for-performance, based on annual evaluations. 4) Continuation of the civilian Discretionary Retention Pay (DRP) program. 5) Continued funding of employee incentive pay programs. The total cost of these pay plan improvements and benefits is $3,766,855. Most of the cost ($2,825,000) is in the General Fund.

Featured Programs As stated above, the budget addresses the Council's stated goals. Funding lssues - The Council annually reviews the rate structures for the City. The budget reflects a $0.005 property tax increase to $0.34509. This increase allows the City to address funding issues in public safety, specifically the Police Department and the Animal Management and Welfare Department. Communication Strategies to gain buy-in from stakeholders Better and more timely communication to the public has become an important goal to the City. During the 201 412015 budget, the City has included a full-time position to assist the Community Relations Coordinator to enhance the City's communication process. During the current year, and for the 201412015 budget year, the City and the Council have worked to address community concerns regarding the animal shelter. Staffing levels have been addressed as well as the allocation of $518,000 to complete upgrades and repairs to the animal shelter. Economic Development - The City continues to work closely with the Amarillo Economic Development Corporation to facilitate economic development for the City of Amarillo. Downtown Revitalization 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.

nfrastructure Needs - During the 201312014 fiscal year, the City was able to fully

fund the 809 South Pierce building remodel. This project will allow the consolidation of the Development Services Departments. As mentioned a

previously, the City has allocated an additional $518,000 to make much needed repairs to the animal shelter. Water Conservation The City of Amarillo continues to address water conservation. For the 201412015 fiscal year, the City has included an increase in the fourth tier rates from $4.65 to $5.00 per 1,000 gallons. This rate increase only affects those customers that use over 50 thousand gallons a month. The water rate structure is designed so that customers who only use water for domestic use still have very reasonable rates. Throughout the summer months, which are the higher usage months for water, the City presented the 2014 Every Drop Counts Campaign each month to share conservation tips and water usage information with the Council and the citizens of Amarillo. Transportation lnfrastructure - The City will continue its focus on street repair and improvements in the 201412015 budget year. Funding from the one cent tax rate increase during the 201112012 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 the reconstruction of 34th from Soncy to Coulter and the project to widen and extend Hillside. Bus Transit lssue - The 201412015 budget continues improvements to the City's transit system, funding for replacement of City buses. 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 healthcare and other important basic services. The City has included expansion projects for Neighborhood parks neighborhood which include playground replacements, additional restrooms and lighting improvements in area parks.

Pride

Conclusion ln 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 appreciate the extensive time and effort you undertake to study and understand the complexities of the varíed operations of our organization and the comprehensive review of the proposed 201412015 budget process. Your guidance and service is invaluable and truly makes Amarillo a great community!

crfY OF

AMARIILO'

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. lt was 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 óperations, planning and zoning, and general administrative services. ln addition, the City maintains the water and sewer system an¿ ihe airpãrt. For financial stãtement presentation, the City of Amarillo is considered the primary governmental unit fór other reporting entities; however, none of those entities have been included in this budget presentation.

MrssroN The City of Amarillo's mission is to deliver quality public services and advance the social and economic well-being of our present and future citizens. OURVISION 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 cultiváted, 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

o Honesty and lntegrity: Commit to the highest standard of ethical and legal behavior.

. Excellent Customer Service: Recognize that we exist for our customers. . High Performance: lnstill 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 others' strengths. . Respect for Diversity: Cultivate a public awareness and appreciation for diversity within our community and organization.

. Fonivard Thinking: ldentify 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 ãre designed as a framework for guiding future development, redevelopment, and community enhancement in the City of Ama¡llo andlts surrounding planning area over the next 15 to 20 years and beyond. The purpose of the Comprehensive Plan is to establish a vision, aloñ! 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 commuñity's ultimate success and livability. This includes the integrity and appeal of its neighborhoods, the proximiiy of schools and récreation 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 13

CITY OF AMARILLO

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.

Lonq Ranqe Goal: To establish the necessary policy direction to enable the City of Amarillo to manage future land Oevelopnrent 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 preservin g and enhancin g community character. Action Strateqies: f. Publ'rc Facility Design. Design and renovate City buildings and facilities with area character in mind, especially in residential neighborhood settings.

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. ln 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.9., lower-density

5. 6.

housing types in the interior, centered around a neighborhood park and/or elementary school campus; larger commercial anO ¡nðt¡tut¡onal uses at the neighborhood edges and major intersections; and attached and multi-family housing and small-scale office uses providing a transition from the interior to the more intensive perimeter uses). School District Coordination- Continue close coordination with area school districts regarding new campus locations and joint planning for City/school park and recreation areas. Conimunity Development Priorities and Programmi ng. Continue to target federal funding infusions, as well as community development and housing rehabilitation efforts through the City's HUD-approved Consolidated Plan and related coordination and implementation programs. Special lmplementation Mechanisms. Continue to use special district mechanisms, together with City tax policy and other incentives, to encourage revitalization and infill, in an effort to invigorate commercial activity in under-served areas.

7. L 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.

g. Beyond Þhysical Plañning. 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 Develoþment Features and Amenities. Continue to use Public lmprovement Districts, Tax lncrement 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.

ll. Protectiõn 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 lnitiatives- 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 appropriate points in time.

16. Character Emphasis. lncorporate 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 characte/' of the City [Section 4-6-3(2)].

17. Gompatibility of Neþhborhood Commercial/Service 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 heighi), adopt an approach which focuses much more on building scale and site design to ensure that whatever use occurs on the site 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.9., grid street pattern with shorter block

CITY OF AMARILLO

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 reinforces 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.9., 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. Co¡¡ido¡ Design. ln coordination with the Texas Department of Transportation (IxDOT), insist on Context Sensitive Design approaches in all construction and rehabilitation projects 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 Oaylor, Fillmore, Pierce, and Buchanan, in conjunction with US highways 60, 87, and 287), and the area's interstate highway corridors. flexible bufferyards approach for 23. Adequate and Flexible Buffering and Screening Standards. Adopt 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 signage and visual elements - and also to match the scope of Amarillo as a major Texas and U.S. city. 25. Multi-Purpose Esplanades. lnstall 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 commercial property and business owners to help fìnance building façade improvements, enhanced landscaping, or other site upgrades that might not othen¡rise occur where no construction or expansion activities are planned that would trigger compliance with newer development standards.

27. Mitigate Aesthetic lmpacts 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 highprofile 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.9., 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 deslred. The standards for each district should reinforce the existing, prevailing physical conditions (e.9., lot sizes, building setbacks, dwelling sizes and styles, building 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 lntent. 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 to ensure "coverage" encompasses impervious surfaces, 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, façade treatments, and dimensional features (height, roof type, material types, garage placement, etc.). The variations may be required periodically 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 other locations. This involves identifying certain City standards as base standards that all developments must meet. Then various other supplemental design features and site enhancements would be itemized and the applicant would choose and implement a certain number. ln some cases, points would be assigned to the various options and the applicant would accrue a specified point total to receive site plan approval. Certain supplemental items the community considers highly desirable could be assigned a relatively high number of points, meaning the applicant could quickly achieve compliance through one, or a few, key enhancements.

CITY OF AMARILLO

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

fo (ET " ex o

government resources can be strained when the overall þeriphery of the city and into its extraterritorial jurisdiction decades. lt is essential for a municipality to stay ahead of the the negative and positive impacts of adding population and the timely extension of adequate infrastructure, provision development in line with its capacity to serve this growth.

efficiency becomes in certain minimize ped area.

ervices, a

Lonq Ranqe Goal: To cla¡fy and establish City policy regarding how growth and new development in and around Amarillo will be accommodated. lt should occur in an orderly and beneficial manner 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 Strateqies: r. Coo¿¡nate¿ planning and Public lnvestments. Ensure that the policy direction of this Comprehensive Plan carries

5. 6. 7.

through to other mastãr planning efforts across City government, including plans for utility infrastructure, highways and streeiê, sidewalks and trails, bikle 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.9., traffic counts and colliéion 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 growth-related impacts of concern. Éinancial and Strategic Gonsiderations for Annexation. Use reliable, sophisticated cosUbenefit analysis methods to evaluate the anticipated revenues, as well as up-front and ongoing costs to the City of all proposed annexations. However, recognize that in some cases, other strategic, non-financial considerations must guide annexation decisions, such as the neèd to exert early control over future critical growth areas or corridors, protect water supply resources or other public assets, etc. Green Building and Management Practices. Continue to monitor trends and practices in the building code, land development, and public fac¡lities arenas related to "green" building and operational standards (including for energy 's codes efficiency, water conservation, capture, and re-use, waste reduction and National National Green The in Amarillo. such activity polióies do not discourage and Association of Home Builders is an important resource, along with other government terr¡tory lnitial Zoning of Annexed Areas. Continue to automatically apply "A" unless the City designates other zoning as part of completing the annexation. While a property owner may immediately apply for a chãnge iñ zoning classifìcatión foÍlowing annexation, the ordinance should also include criteria for the review of such applicationé to ensurJthat adequate public facilities are available to serve any of the uses permitted by right in the requested new zoning district. Voiuntary Annexatiðn and ETJ Extension. Pursue opportunities to incorporate strategic areas via voluntary petition by area landbwners. Also consider voluntary requests by landowners outside the current ETJ to have the ETJ extended to their property where it suits the long-term interests of both parties. Utility Mectianism and Fee. Conlider mechanisms for equitable financing of improvements necessitated by ongoing harged to a wide gro*tn, along with maintenance and from enhanced iange of reãiOential and maintenance and speedier completion limits based on Advance Annexation. Continúe to identify ETJ areas immediate and near-term development pressures (generally over the next 5-10 years). These areas should be feasible for the City to serve within statutory timeframes and ãlso make fiscal sense (projected revenue relative to costs of service

recycling, Buildin agricultural

u non-reside

extension).

B. 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., agriculturá zoning, no infrastructure extension, etc.). Also coordinate with individual property owners in targeted ETJ àrãas tó promote the benefìts of special non-annexation development agreements the City must offer, prior to ãnnexation 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). Traffic lmpact Analysis. proteõt roadwày capacity and safety, especially in fringe and rural areas with limited existing road infrastructure (änd no near-term improvement plans), by requiring Traffic lmpact Analyses (TlAs) 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.

CITY OF AMARILLO

10. public lmprovement Districts (plDs). Continue to use public improvement districts in appropriate growth and investment areas as ìhey allow for funding of ã broad range of public improvements (including streets, sidewalks, water and

wastewater infrastructure, draina-ge facilities, and párks; as well as associated land acquisition for such improvements). 11. Development Agreements. puÉue development agreements in the ETJ to help coordinate development activity and patterns to the extent possible, especially in targeted long-range growth areas.

tz. browth planning rtrap prep"rä and mainiã¡n a toñg-rañge Growth Planning Map for coordination across City

departments anO w¡ttr oih", gou"rnments and entities. Beyond the core, largely contiguous developed area of the existing ith existing infrastructure and public services), the map should .; runway protections zones, n iguous areas where the next 2O h be accommodated and served; d or well-suited to absorb any significant growth or intensive horizon. development over the 20-year planning 'Establish a new zoning district that would accommodate large-lot, low-intensity residential 13. Zonini for Rural charaóter. other districts intended to promote and maintain suburban development between district intermediate an as development character on the one hand, and rural character on the other' 14. ,,Country Living" Options within the Gity. lncorporate, and appropriately zone, adequate land at the City's fringe to accommodate low-density residential development that will maintain an estate or rural character over time. Otherwise, those seeking larger-lot living arrangements with a more open feel will continue to look to property and developments in unincorporatãd areas, which-can reiñforce a spread-out the development pattern and reduce the City's long-term tax base

drainage year and

potential.

ts. Lot Size Averaging. To provide greater flexibility, without the need for a Planned Development application, as well ash

¿ dedicat dedications

promote resource p-roteçtion and more creative design, allow proposed subdivisions to use would apply by phase in the case of multi-phase projects)' 16. Conservàtion tnrough Public (or Non-Profit) Acquisition. ln the absence of parkland process, continue to negotiate voluntary land subdivision review a-nO "pprouàl and asset areas in perpetu preserve key natural features

s d

12. Cluster and Conservation Development Provisions. development approaches without the need for subdivision Development process on the zoning side. Cluster design sizes below typical minimum standards and thereby foc site.

Responsibte Divisions: Public Services, PublicWorks, Utilities MOBILITY

The means and infrastructure for movin

city are central to many aspects of

successful community building. Highways arrangement of land uses. Elonõm¡c de

influence the city's physical form and

vement and links to other cities and

markets. and For individual citizens, mobility between home and work, school, shopping and services is a basic quality of life element transportation managed and well-planned A environment. auto-oriented in an vehicles without a particular challenge for those foot) and ,yrt"r should prov-iOe options, both in terms of ways to move around the city (driving, via transit, and by bike or onand above congestion, of traffic avoidance convenience, seek system places. the Those using multiple, alternåtive pathä to get all - safety.

Lonq Ranqe Goal: To work hand-in-hand with Land Use & Community Character goals by highlighting the need to establish anãT-rotecttneo.'stinctcharacterofparticulardistricts,neighborhoods,andcorridors.Fromthetransportationperspective,this is aðcomplished through roadway design that is sensitive to its natural and built surroundings, as well as through a commitment to "complete streets."

Action Strateqies: i. lntersection Focus. Recognize the significance of intersections in maintaining an efficient and safe transportation

system, especially where roädway wideñing or other capacity enhancements are not practical along the overall.corridor. lntersection capað¡ty and performânce can be improved by adding left and/or right turning lanes (or multiple turning lanes points that in some instances),'increäsing lane length to accommodaie vehicie queuing, eliminating and relocating access operation. and/or signal equipment upgrading and are too ue to cónduci targeted studies and invest in advanced signalization and solutions aimed at maximizing the efficiency of the existing transportation other

close 2. Transportati technol system. 3. Thoroughfare plan Updates. Reflne the Thoroughfare Plan for particular areas as more detailed corridor and/or special area stuãies and plans are prepared in follow-up to the Comprehensive Plan.

CITY OF AMARILLO

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 &-eite Plan Update. Complete a thorough update of the City's 2003 Hike & Bike Master Plan.pedestrian and bicycle 6. lntersection Safety. ldentifu and prioritize those intersections in the community that have the most

activity and determlne what safety improvements may be needed (e.g., marked, signed, and/or signaled bike/pedestrian crossings, pedestrian-actuated signal detectors, bikeway signage, retro-fitting of wheelchair ramps). SctrooiAräa Safety. Continue coordination with Amarillo lSD, as well as other area school districts and private schools to manage bus trafflc and vehicle queuing associated with peak-hour drop-off and pick-up activity, ensure the safety of studeñts 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 fund ing support for safety-related improvements. Speciãl Giant Opportuñ¡t¡es. 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, that may aim to expand transit capacity and services in U.S. cities and/or promote sustainable communities and alternative fuels and technologies. Context-Sensitive Corridorbesign. ln coordination with the Texas Department of Transportation (lxDOT), insist on Context Sensitive Design (CSD) approaches in all construction and rehabilitation projects involving the community's primary, high-profile coriidois, as was recommended in Chapter 2, Land Use & Community Character (Corridor Design). This includés lnterstates 40 and 27, Business 40-Amarillo Boulevard and Loop 335. The City should also require a CSD approach for all major roadway projects implemented through its Capital lmprovement Plan and/or economic development incentives or other City programs so that the resulting transportation infrastructure is consistent with, and enhances, area character. Enhanced desigñ 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 1061Tascosa Road and flr¡ZtAO, from the north on U.S. Highways 87l287-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 lnternational Airport along Airport Boulevard. i0. Accðss Management. Consider the need for more stringent access management policies and standards for new development añd redeveloping sites to maintain traffic capacity, reduce conflict points, and enhance safety along the City's major thoroughfares. Àccess management is particularly important for preserving capacity along minimallyimproved rural roadways and other corridors that are not already lined with development. ,,iomplete Streets" Approach. Where appropriate, adopt a "Complete Streets" policy for new and reconstructed roadway corridors. Under this philosophy and approach that 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. Pedestriän/Bicyclé Accommodafuon 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. Bicycie/Pedestrian Circulation within Neighborhoods. Add provisions to the subdivision regulations (and Section 8, Stréet, Alley & Drainage Facilities Design Criteria in the Development Policy Manual) to require public access paths and/or easements ¡n m¡¿-¡locf locationJ where long block lengths, or the particular subdivision layout, will limit bicycle and pedestrian circulation options within a neighborhood. 14. Screening without Eliminating Local Circuiation. Ensure that screening walls and/or visual barriers mandated by the zoning orðinance in certain situãtions, while serving a legitimate purpose to increase land use compatibility, do not also eliminãte completely the ability for residents to travel directly and safely between neighborhoods and nearby commercial means other than vehicles. areas by-Calming through Original Development Design. Consider making traffic calming design considerations and/or 15. Traffic criteria more explicit and detailed in the subdivision regulations and Development Policy Manual.

ll.

16. Traffic lmpact Analysis. lncorporate explicit provisions into the subdivision regulations and the zoning ordinance that authorize ine City to require a traffic impact analysis (TlA) study if projected traffic from a particular development site

would exceed a certain established trafflc generation threshold or specified development conditions (e.9., square feet of non-residential development, number of residential lots or units, etc').

Responsible Divisions: Parks & Recreation, Public Services, PublicWorks PARKS & CULTURAL RESOURCES Coun¡ess 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 18

CITY OF AMARILLO

functions such as flood control and habitat protection, and enhance community character. With the joy and inspiration they bring, arts and culture also rate highly as benefits of living in a larger city. Furthermore, historic areas, sites, and structures enable both long{ime residents and relative newcomers to appreciate and maintain links to their city's past.

Lonq Ranqe 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 condition review and needs assessment to confìrm and prioritize 2. 3. 4.

necessary improvements to the Civic Center and related buildings to maintain sound operations and appealing, competitiúe facilities. Technological upgrades are a current priority given the evolving technical expectations and sophistication of facility users. Origoing Fiscal Support. Continue to maintain routine budget support and a multi-year capital budget for the City's artsTentertainmenUexhibition 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. Arts/Gultural Education and Outreach. Continue to build on the remarkable Window on a Wider World (WOVI/W) program, which is "dedicated to enriching the education of Texas Panhandle students through arts, science and cultural experiences." (www.wi ndowonawideruvorld.org) 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, perfõrmances, 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.9., 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 effective joint marketing through the Amarillo Convention & Visitor Council. This includes

the Visitor Council's attractive, interactive, and comprehensive website (and link to the "ArtsinAmarillo" website 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. Maiimization 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. 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. Fiscal Support. W¡tn 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, cu¡ural, and heritage asset programs and initiatives that clearly boost local tourism and draw visitors to the community and Panhandle region. Early Consideration in Regulatory Processes. Continue to make reference to the "Measuring Land Development lmpacts" guidance in the City's Development Policy Manual in zoning, subdivision, and other regulatory processes governing-land development and redevelopment in Amarillo. Speciflcally, among the Topics for Evaluation is Aesthetic & Óuftural 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. Parkland Dedication and Fee-in-Lieu Requirements. Support new residential development in the community with specific parkland dedication provisions that were recommended in the 1980s Comprehensive Plan (along with a "fee-inlieu" option). This 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 new neighborhoods 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 fl-CA) to make such designations in cities across Texas. Cultural dìstricts are categorized by TCA in five ways. The "Major Arts lnstitution Focus" category would likely be the best

6. 7. L

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fìt 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 lnstitution cultural districts are located close to the central business district and often near convention and other tourism sites. These districts can have a particular

CITY OF AMARILLO

culture genre, such as museums or theaters.

13. Downtown Þlan lmplementation. 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 6"' Avenue urban design and streetscape link between the Civic Center and municipal complex node and the Polk Street entertainmenUretail atea, a potential multi-purpose sports facility, and loft residential and/or live/work units which can be attractive to artists and others involve¿ with cultural pursuits. Through the Urban Design Standards for downtown and other initiatives (e.9., 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. ìn conjunction with locaf 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, continue to cap¡alize on opportunities to install and maintain public art pieces in high-profile locations for the enjoyment of residents and visitors to Amarillo. 15. Umbrella Organization. Consider creating a non-profit organization to serve as an umbrella mechanism for coordinating arts fundraisiñg, 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 in 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 iãentiflcation 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. Neighborlrood Conservation Link. Use a Neighborhood Conservation zoning approach to further clarify-and cust,omize 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 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 one of the largest expenditures within their overall cost of living - but also at the heart of attaining the "American Dream." On a community-wide scale, residential land uses typically represent the majority of developed acreage within a city. The physical anangement of buildings and related spaces to accommodate the way people live dictates so much else about a community's "fabric." ln this way, relidential land use serves as a starting point for other essential community building blocks such as schools, parks, and neiþhborhood stores and services. Across 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 Ranqe Goal: To consider current and future housing issues and priorities in Amarillo based on review of the existing hogsins stock, acttvity and trends in the area housing market, and projected population growth over the next several decades. Also to recognize thát 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 Strateqies: t. Cooø¡nate¿ Strategies. Pursue action items in all sections of the Comprehensive Plan that would support housing variety/affordability and quality neighborhoods.

2. Code Enforcemént Strategy. C:ontinue to employ a proactive 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. Êconomic Development L¡nt. 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 housingrelated 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 Resul$. Upon the release of applicable census data, 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-LoUFootþrint Homes. lnventory existing small homes within the community (i.e., units of less than 1,200square 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. 20

CITY OF AMARILLO

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 efended and clarified through the downtown housing study conducted during 2010.

7. NeighËorhoód tdentity. proñote neighborhood identity and pride through special street signage and/or potential

instãllation of small monument signs and landscaping at entries to older neighborhoods that never had these identity

features.

g. Redevelopment lncentives. Encourage residential redevelopment in targeted areas through a tax abatement ordeferral

program (or other incentive mechanism) that rewards infill activity and housing rehabilitation in older neighborhoods. Such

ä piogram could target lots where substandard structures were recently removed so that these lots are put back onto the market and tax rollé 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 OutreacÉ and Goordinatioñ. Pursue multiple ways to maintain communication links to neighborhood

leadl-ers and representatives, such as through less formal 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 "grassroots" input into (and notice of) capital improvement priorities, park and public facility upgrades, street and infrastructure projecls, pending zoning cases, crime prevention activities, code compliance initiativel, etc. Establishing a community-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.

10. Acõessory 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 relàtives ("granny flats"), young adult family members wanting to live independently but nearby, or local collegè students in need of basic, low-cost housing. lt 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 BoarO 1GÃSa) and the Government Finance Officers Association. The accounting policies of the City of Amarillo

conform to generaìly-accêpted accounting principles applicable to governmental entities. Accordingly, the accounts of the City are organizéd on the basis of funds and account groups. Each fund is considered a separate accounting entity. Funds are used iñ governmental accounting to segregate soLtrces and uses of monies. The operations of each fund are accounted for with a sãparate set of accounts. Íne nOuc¡ãry funds are not included in the budget since they are not subject to appropriation and are governed by a separate trust document or board. ln 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. lt is used to account for all financial resources except those that are required to be accounted for in another fund. Most common C1y 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 General fund. fnése temporary grant programs usually provide full or partial funding of the program for a few years and are then incorporated into their normal General Fund budget.

Special Revenue Funds: Special Revenue Funds are used to account for the proceeds of specific revenue

sources that arerestricted for specified purposes. They are used mainly to budget and account for grants 1ad9 to the City. Special Revenue Funds are also used to account for the transactions of the Public lmprovement Districts (PlDs)'organized in the city since those funds are earmarked for a specific purpose. The Court Technology Fund and ine Cburt Security Fund are both Special Revenue Funds since their revenue can only be spent for a specifìc purpose. Special iìevenue Funds also include our Housing Assistance Program, along with the Emergency Shelter änci Support¡ve Housing, the Community Development Block Grant, the Summer Lunch Program, library grants, the Police Seized PropertyFunds, other law enforcement grants, the law enforcement and fireflghter training grants, the Home Program, l-iazaidous Materials Transportation and Urban Transportation Planning Grants, Public Health and Women, lrfants & Children grant, and the Emergency Management Pantex Agreement in Principle (AlP) grant. The above grant funds are not éubject to appropriation. The budget will be negotiated with the granting agency and accepte.-d by the governing body when they approve the grant contract. The grant budgets are estimates presented to gain a bêtter understañding of the City's entire financial picture. The Public lmprovement District (PlD) 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 Council in the budget process.

CITY OF AMARILLO

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. The City has 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 lmprovement 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.

ln 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 Proiects 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 lmprovement Fund, the Civic Center lmprovement Fund, the Golf Course lmprovement Fund, the Bivins lmprovement Fund, the Animal Shelter lmprovement Fund, and the Solid Waste lmprovement Fund. Capital projects for Proprietary Funds (Enterprise and lnternal Service Funds) would be budgeted in those individualfunds.

Proprietary Funds: Enterprise Funds: Enterprise Funds are used to account for operations that are financed and operated in a manner similar to private business. 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 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 and sewer system. Internal Service Funds: lnternal Service Funds are used to account for the financing of goods or services, on a cost-reimbursement basis, for agencies of the City or for other governments. lnternal Service Funds are used to account for the activities of the Municipal Garage, lnformation Technology and the City's self-insurance activities. Basis of Accounting/Budgeting:

The basis of accounting refers to revenues, expenditures or expenses being recognized in accounts and reported in the fìnancial statements. All governmental funds listed 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 fìscal 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 general 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. ln the 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 listed above are accounted for using the accrual basis of accounting. Their revenues are recognized when they are earned, and their expenses are recogn¡zed 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. ln 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 $25,000. 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.

CITY OF AMARILLO

For the proprietary funds, we also budget nominal capital and depreciation in the operating budget of the department. The targe caþitat purcñases are budgeted iñ the capital projects budget. Depreciation is estimated on existing assets and large prolects'anticipated to be in seruice in the upcoming year. lr determining proprietary funds available resources, both the nom¡nal capität (which is included in the operating budgets) and capital projects would be shown as expenditures. However, depreciafioh 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 acõrual, capital 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. 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'ö financial resourcós. As a result of the City's financial policies, the City should be able to retain a sound financial coñdition, retain favorable bond rating to provide future generations with the ability to borrow capital at favorable interest rates, and balance the needs of communitiés 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 POLICIES

. 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 . Process General Fund payments from the Water and Sewer System . Only request grant funding when the purpose of the grant is consistent with the goals of the City of Amarillo o Plan and make capital acquisitions in an orderly fashion . Provide debt flnancing when needed o Adhere to a prudent lnvestment 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. Cunent resources (current revenues plus apþropriated reserves) wíll equal or exceed budgeted expenditures. Long-term debt will not be used to fund current operating expenses. Moreover, non-recurring resources will only be used to fund non-recurring expenditures.

Tax Rate: The tax rate should be comparable with similarly sized 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 ihe Truth in Taxation calculations. The City grants an $8,600 / age 65 exemption or disability exemption. Moreover taxes are frozen for age 65 or disability.

Annual Budget and Budgetary Gontrol: The City will prepare a detailed budget for public hearings that delineates the sources and uses of funds. The City will be prudeniin prepaiing the annual budget. The City will seek to prepare a conservative budget where revenue estimates are reasonably'atiainaõle and not aggiessive. Exþense 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

¡nance the Ciiy's capital requirements in subsequent years in accordance with the City's pay-as-you-go fìnancing of capital.

The city w¡ll esta¡l¡sn and maintain a traditional line-item budget as one of management's means of monitoring both revenue and expenditures throughout the fiscal year. 23

CITY OF AMARILLO

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 gradually to be less burdensome on our constituents. User Fees: ln 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 ofthe budget process.

The City will adopt annual utility rates that will generate revenues adequate to provide for operations of the system including depreciâtion, legal requirements of bond covenants, capital replacement and expansion of the system. Reserves:

The City seeks to maintain reserves, which should be sufficient to provide financing for capital or special projects and meet unanticþated contingencies such as lawsuits, tax roll tie-ups, fluctuations in sales tax or receipts from the city-owned utilities

and other fiscal emeigencies. While many cities enjoy the stability of the majority of the revenues being generated by property taxes, most of the Ciy 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 potenìial úolatility of the City's major revenue sources, the overall revenue and corresponding fund balances are more vulnerable than a city that is moie dependent on property taxes as its major revenue source. Accordingly, the target reserve balance for the Geñeral 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. lf large capital needs arJanticipated in the near future, reserves may be accumulated to provide for at least a portion of the needed flnancing. For the public lmprovement Districts maintained Oy tne City, the long-term reserve would also be at least three months operating expenses anð could also have a capital replacement reserve. General Fund balances greater than needed for the purposes státed above are transferred to Capital Projects funds in our normal budgetary process to provide for current and future capital needs.

ln calculating reserves, the City of Amarillo uses "Available Funds" as opposed to Fund Balance. With Available Funds, the City only inc'Íudes those items readily convertible to cash, less liabilities and encumbrances. The main items excluded from nvä¡ta¡lê Funds would be inventories and unrealized changes in the value of investments. lnventories 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 t-he calculaiion is different from Fund Balance, the actual beginning of the year calculation is included on the "Summary of Resources and Expenditures" presentation. General and Adm inistrative 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 extent allowable by the granting agency, the City will recoup all allowable indirect costs to com programs. For grants, the administrative fee takes the form of indirect allocation plan, which is developed in accordance with Federal Co functions, the administrative fees are derived from a modified version plan is modified to recognize the General Government Expense, which is mainly the Mayor and City Council portion, along with the administrative cósts associated with the Mayor and City Council. The Mayor and City Council set policy for the entire organization and these costs are recognized in our modified lndirect Cost Plan.

General Fund Payments from the Water and Sewer Utility and the Drainage Utility: The Water and Sewer Utility is operated in a manner similar to a Public Utility. Accordingly, the Water and Sewer Utility makes corresponding payments tothe Õity of Amarillo General Fund that a private utility would be required to make. The Water and Sewei Util1y iräkês payments in liéu of tax payments for property taxes and franchise 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 ñalf percent sales tax in lieu of property tax rate. The payment in lieu of franchise tax is

calculated in a similar ma-nner 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 Conðumer Price lndex and any increase in water and sewer rates. The account charge reduces

CITY OF AMARILLO

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. ln fact, the City of Ama¡llo is one of the larger Water and Sewei Utitity 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 level 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/lmprovement Policy:

The City will plan and budget for the replacement of equipment and capital assets as the need arises. Minor capital replacement items will be plánned 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 and is updated annually. The City uses pay-as-you-go financin! of capiial acquisitions where feasible. When debt is needed to finance capital assets, the City strives to schedule bond isõues 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 flve-year Capital lmprovement

Plan. A capital improvement is any expendìture for the purchase, construction, replacement, expansion, or major renovation of

the physical asseis of the city when the project is relatively expensive (more than $25,000), long{erm and permanent. Some commón examples are streéts, libraries, traffic signal systems, fìre stations, additional trucks, and water and sewer lines. Cap1al 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 "Cap1al Projects" section of the budget. The functions of the Capital lmprovement Program are as follows:

1. Planning for the eventual replacement of capital items and estimating 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; and 6. lnforming 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. ls 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 performance of a service? Will it reduce the ongoing costs of a service or facility? 25

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. ls this project required to complete a major public improvement? 8. Will rapid urban growth in the area of the proposed project increase the costs of land acquisition if the project is deferred?

9. ls the project well identified by the citizens? Does it have established voter appeal? 10. ls 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 general public. Additionally, where the levels

of desired city services are beyond the norm for a subdivision, Public lmprovement 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 greater than one year. 2. The 1em 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 all the applicable costs to make the unit function properly.

Debt Policies: The City of Amarillo prefers to fìnance 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 governmental funds during the budgetary process. For proprietary funds, the excess of current revenues over operating éxpenses and debt servicswill be used for capital expenditures. When capital needs exceed funding of a pay-as-you-go basis, ¿ebt w¡ll 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, longterm 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 City shall use a competitive bidding process in the sale of debt unless the use of a negotiated process is warranted due to market timing requirements (refuñding), or a unique pledge or debt structure. The City will award competitively issued debt on a true,interest cost (l-lC) basis. The general policy of the City is to establish debt repayment schedules that use level annual principal and interest payments. The City will not enter into derivative transactions. The financing of the project should not exceed the useful life of the improvement. However, maturity schedules can be modifìed in a refinancing to level out debt service payments, including extending maturities. The capital acquisition or improvement should beneflt future citizens. Where þossible, the City wlll use self-supporting 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. The City of Amarillo maintains a good rapport and communication with bondholders and rating agencies at all times 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 the Drainage Utility Fund and is solely supported by the revenues of the Water and Sewer System and the Drainage Utility Fund respectively. The Certificates of Obligation debt issued for the Public lmprovement Districts are fully supported by Public lmprovement 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:

o Basic records relating to the bond transaction (including the trust indenture, loan agreements, and bond counsel opinion);

o Documentation evidencing expenditure of bond proceeds; 26

CITY OF AMARILLO

Documentation evidencing use of bond-financed property by public and private sources (i.e., copies of management contracts and research agreements);

Documentation evidencing all sources of payment or security for the bonds; and

o Documentation pertaining to any investment of bond proceeds (including the purchase and sale of securities, SLGs

subscriptions, yi"tO catcuìations for each class of investments, actual investment income received the investment of proceeds, guaranteed investment contracts, and rebate calculations).

The C1y 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 se¡al maturities to meet its funding goal. However, Recovery Zone Development Bonds and Recovery Zone Facilities Bonds will be issued at par. Other Build Àmlrica Bonds (BABs) will be issued at par or at a discount. The limitation on premiums on Recovery Zones Bonds will be provided in all offering documents of the proposed bonds. Before a bond offer is presented to

the City bouncil, the City Finanòial Advisor and Bond Counsel will review the offer for compliance with all applicable laws and regulation. Advance reiunding and fonruard delivery refunding transactions for savings should be considered when the net présent value savings as a pelcentage of the par amount of refunded bonds is at least 3%. Current refunding transactions issued for savings siould be consideied when the net present value savings as a percentage of the par amount of refunded bonds is at leas[ 2o/o. From time to time, the City may also issue refunding debt for purposes of restructuring debt, changing covenants, and/or changing the repayment source of the bonds. Such purpose should be specifically recognized by City Council.

lssuance costs, and a reasonably required reserve, can be paid from bond proceeds. ln determining a reasonably required reserve fund for purposes of this provision, the rules under S 14S(dX2) will apply. The balance of bond proceeds can only be

used for capitai (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. ln determining a reasonably required reserve fund for purposes of this provision, the rules under g148(d)(2) will apply. The balance of the proceeds (100%) will only be used for capital improvements (as defined in Íreas. Reg. S1.150-f (b)). An eligible financing of capitalexpenditures 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 lRS. The correspónding liability, if any, will be adjusted annually on the City's financial statements for the proprietary funds and be recorded as ã CRSa 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 lRS. 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 ea¡ier than 90 days before-iñe 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 lnvestment Policies: State statutes govern the City's investment policies, as well as the City's own written investment policy and strategy. ln accordance witñ state law anð the City lnvestment Policy, the City's investment objectives are to preserve capital, provide liquidity, and maximize earnings within the constraints of capital preservation and liquidity. City funds are deposited in FDICinsured banks located within tie 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, certifìcates of deposit, other interest bearing accounts, and bank money market accounts at the City of Amariilo'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 full FDIC insurance. 3. Certifìcates of deposits purchased through the Certifìcate of Deposit Account Registry Service (CDARS). in agencies and 4. Obligations of the United States or its agencies and instrumentalities. The investment limit below. instrumentalities is limited lo 70o/o plus any unused portion of the taxable municipal securities

CITY OF AMARILLO

5. No-load money market mutual funds that are continuously rated AAA or AAAm by at least one nationally recognized

rating agency, have a dollar-weighted average stated maturity of 90 days or less, and seek to maintain a stable net asset value of $l 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 municipalsecurities 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.

ln 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 depaftment 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 will 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 4O-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 will be recorded in the Debt Service Funds. Amounts needed to fund the 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 (OPEB) other than pensions until this budget. The City's OPEB obligation is subsidized post-retirement employee and dependent health insurance. The City is participating in an irrevocable trust and began funding the obligation in January 2013. For the fìrst year the funding will be at a fund level and 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, giving 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. ln the budget process, City departments present a base budget and supplement to the base budget. The base budget is

the funding 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 Council 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 the City Council's 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 Council's goals and objectives, improve 28

CITY OF AMARILLO

management effectiveness, improve service to our citizens or increase productivity. The proposed budget that the City Manager submits to the City Council 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 2014115 budget was filed August , 2014, which is more than 30 days prior to the scheduled adoption 1

of the property tax rate. The proposed budget is available for public inspection. The City Council 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 Council 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, but instead they are a financial plan for management purposes. The grant budgets are not formally adopted until the City Council 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 Manager may also increase revenue and expenditure budgets by a corresponding amount when unanticipated outside funding is received. This adjustment must have no net effect on a fund's budget. The City Council must approve revisions that alter total expenditures of a fund. Under the City's budget ordinance, the City Council 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. At the end of each project, Capital Project budgets lapse. BUDGET POLICIES AND GUIDELINES Annual budgets are prepared for all funds except trust funds. Trust fund revenues and expenditures are governed by the trust requirements. The City of Amarillo utilizes a decentralized operating and capital budget process in preparing the budget. All departments have an opportunity to participate in the budget process. ln conjunction with the preparation of the operating budget, all departments also submit a five-year capital plan of anticipated capital needs. The flrst year of the capital plan becomes the approved capital budget.

ln preparing the budget, certain policies and assumptions must be made in developing the figures. lt 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:

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.

All services that are based on a user-fee concept should make every effort to be self-supported by those fees. Some services benefìt the user and the general public such as construction inspections. lf 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, lnformation 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:

CITY OF AMARILLO

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. REVEN UE/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 three-year history by month and are required to estimate the revenue for the balance of the current year and next year on a month-by-month bâsis. 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' hisiorical expenditure data are provided to the department head at budget preparation. ln 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.

lf these assets were expected to remain at about the same level at the end of the year, they would not be available for appropriation. Since the City historically holds investments to maturity, temporary gains or losses from investment activity are exâuded 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 ãstimated remaining expenditure balances of all construction in progress. For each fund we have included a separate calculation of the available funds. Gitizen Input to the Budget: ln 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 line-item budget as a means of providing our citizens with budgetary infórmai¡on. The proposed budget ís also available on the City's website. The City has multiple budget workshops with the City Council that 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. lf 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 Council 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 òrdinance, the City Council 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 Council directly solicits citizen input on the budget and other matters of interest through a series of neighborhood meetings held throughout the City. Many of the citizen's requests and concerns are incorporated in the budget. BUDGET PRIORITIES AND SHORT-TERM INITIATIVES

Service Levels/Demands and Staffing Changes:

As in 2013/14, Public Safety was a budget priority in2014115. |n2013114, we added 13 police offìcers. ln the 2013/14

budget, we added two firefìghters, three fire drivers, two fire lieutenants, and one fire captain to finish staffing Station 13. ln lhe 2014115 budget, we reclassifled one fire inspector from part time to full time.

CITY OF AMARILLO

ln2O14t15 we also added 7 police offìcers, reclassified 7 police officers to police corporals and reclassified 3 police corporals to police sergeants. police overtime has been used for directed patrol of high crime areas and we have seen a decrease in seiious crimãs. Our target is 2 officers per 1,000. We have made a great deal of progress in adding officers, but are still short of the target. While wè 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 offlcers.

ln addition to the police and Fire Departments, the Animal Management & Welfare Department was reorganized in the 2}j3l14 budget to address public safety issues. This reorganization included five new positions and several position

reclassificatioñs. The number of animal management officers increased from ten in 2013114 to sixteen in 2014115.

Drainage has been a long-time issue and some of the big news in lhe 2012113 budget was the City Council approved a new Drainale Utility effective October 1,2012. Nine employees were transferred from the Street Department and seven more were added io tne Útitity in the 2o12t13 budget. We ptedged the revenue from the Drainage Utility for debt for some high-priority projects. We also þurchased monitoring equipment and spent most of the first year assessing the condition of the drainage and prioritizing projects. Forthe typicaihome in Amarillo, the fee is $2.51 per month. ln the 2013/14 budget, five additional positions werð äocie¿ to the Draiñage Utitity department, along with additional equipment, and in the 2014115 budget, four additional positions were added. ln total, we added a net of 25 positions lolhe2O14t15 budget. The Custodial Services Department added one custodian, and Accounting added one accountant. Municipal Court added an hourly collections clerk and reclassifìed an administrative assistant tó an executive administrative assistant. Street Department added one utility worker and one concrete fìnisher, and reclassified eight utility workers from part time to full time. We also added an assistant transit manager to Transit Fixed Route' We added one administrative assistant and reclassifìed one parking enforcement manager to a traffic guide in Civilian personnel. ln park Maintenance, we added a park plumber and reclassified one park technician to a park foreperson. ln addition, we reclassified an administrative assistant to a training coordinator in Human Resources. ln Legal, a prosecutor was reclassified to a senior prosecutor. A part time administrative assistant was reclassified to a full time administrative specialist in City Secretary Depariment. Library reclassifìed two administrative assistants to library assistants, and AECC combined two part iime emergency communication specialist positions into one full time office administrator. Finance reclassified an administrative téchn'rcian to an administrative specialist and an internal auditor (pay grade C19) to an internal auditor (pay grade C20). Four part time utility worker positions were combined into two full time positions in Solid Waste Disposal. We ãlso reclassified two sanitarians to food safety specialists and seven sanitarians to environmental health specialists in Environmental Health. ln total, we added four full time positions to our Water & Sewer Utility: a utility technician, water/sewer foreperson, water/sewer supervisor and utility worker. We also reclassified one administrative assistant position to a higher pay grade in Water & Sewer Utility. Public Health added one new registered nurse and one new administrative assistant. ÀO'Oitìonatty, Community Development reclassified an administrative assistant to housing program coordinator. lnformation Technology reclassifìed one lT analyst to a senior lT analyst, and City Care Clinic reclassifìed an administrative assistant to a clinic aide.

A great deal of headway was made in staffing in both our 2013t14 and 2014115 budgets. ln the 201 3/14 budget, we added 30 full--time positions and ône part-time position to the General Fund. Three full-time positions were added to the Water and Sewer System and fìve new positions were added to the new Drainage Utility. ln total, 40 fulllime positions were added and three part{ime positions were added. ln total, staffing has increased by 140 positions from2,321in20101111o2,461in2O14115.

Below is a graph of totalstaffìng:

Total Staffing

2,500 2,450

2,400 2,350 2,300 2,321 2,250

2010 2011 2012 2013

2014

CITY OF AMARILLO

Employee Compensation: Employee compensation is always a budgetary issue. The City of Amarillo is a service-based organization and we must recruit

and reia¡n dependable employées to accomplish our mission. We have included a 2.75o/o overall employee raise in the 21i4¡l5 budgetforall empioyees. Police officers and firefighterswill receivetheir raise in October2014. Civilian employees will receive tñeir raise at theiiannual evaluation and will vary with their job performance. ln 2113fi4 we were able to include a 3.5% overall raise for civilian employees and a 3.75% raise for police officers and firefighters, and in 2012113 a 2.75o/o raise was included. The additional incieases in 2013114 above the 2012113 rate were funded by a 1 cent property tax increase approved by the City Council.

ln 2010111 and 2011112, we could only afford a 2o/o employee pay raise. Moreover, top management was excluded from the 2O1Ot11 increases. We had to forgo employee raises in the 2009/10 budget. The only way we could afford raises in the 2O1O¡¡1 budget was to revise our tlrnRS benefit. We dropped the retiree COIA in the 2010/11 budget, which saved the City about $2.1 million in the 201 0/1 1 budget and helped lund a 2o/o pay ralse.

Through all the lackluster years, we were able to maintain all current incentive pays such as CDL driver pay, welder certifiðation pay, and bilinguãl pay, giving employees opportunities to earn additional money. We also kept the Discretionary Retention päV iOnp) for clvitian émþtoyeLs, which is similar to longevity pay for police offlcers and flrefìghters. We have shift differential pay ior evenings, nights and weekend shifts. Employees that work on holidays can receive double{ime pay.

We are starting to see some improvement in our turnover compared to last year. Through August 2014, our turnover rate was 9.b%. Througñ nugust 2013, turnover was 10.27%, We continue to have a higher turnover rate in some of our lower paid positions. Wã ¡el¡eve the increase in entry level pay in 2011t12, along with raises in the first quarter of the lower ranks and the 2o/o pay raise, helped recruitment and retention. Turnover remains an issue that we continue to address with pay adjustments appioveC w¡tn tné 2 cent property tax increase lor 2013114 and an average 2.75o/o increa_s-e approved for 2014/15. As of S'eptem¡er 2014, the City's unemployment rate was 4.0%, which is slightly lower than lhe 5.2% 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 (CDL) and an on-site *étOing certifìcation program. Áfter 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 a GED program and we have a tuition assistance program for higher education opportunities.

Benefits: The City has a valuable 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 additionaf 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 eight 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'cañ accumulate up to 40 sick days. Police officers and firefìghters receive 15 sick days per year and can bank unused days without limit.

All of our full-time employees are covered in very good retirement plans. Firefighters have their own plan and other full-time employees are covered in the Texas Municipat Retirement System (TMRS). The City had been notified that the annual requiréd contribution to TMRS would be over 23%o. Most of the over 800 TMRS cities saw similar increases. TMRS was allowing cities to phase-in the new rates over an eight-year phase-in period. The City's TMRS rate was scheduled to increase from 1l.g3o/o in 2010 to 18.83% in 2o11. 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 l+.Ogo/o.'ihe repeating CõLA was a great benefit for retirees, however, we do not believe dropping the repeating COLA will significan¡y huri efforti to attract and retain employees. Amarillo is isolated in terms of competing TMRS cities and attracts móst emplóyees from the private sector. Our benefit package is still appealing compared to the private sector.

ln 201 1, the Texas Legislature combined the three TMRS funds into one fund with a resulting decrease in contributions. The City's 2ó12 rate wouldiave decreased to less than 10%, however, we kept the rate at 14% in the budget to be able to provide forîuture enhancements. Our TMRS rate was scheduled to drop again in 2013 lo 8.75%. With the decrease in TMRS rate, in 2013 we added five-year vesting and restored the repeating updated service credits, helping active employees. We believe

these changes will help attract añd retain active employees. These revisions increased the TMRS ¡ale lo 12.04o/o of pay, which left 1 .96% ót pay to start funding our post-retirement health care benefit in 2013. Our 2014 TMRS rate dropped slightly to 11 .57o/o leavinþ 2.43o/o lor our post-retirement healthcare benefit. Once again, our 2015 TMRS rate dropped lo 11'260/o and our post-retirement healthcare benefit remained al 2.43o/o. The City has historically provided subsidized health insurance to retirees. The City has funded this benefit on a pay-as-you-go basis. Íhe GASB 45 calculation forced cities to cost this benefit, but not fund it. However, there are obvious benefits to 32

CITY OF AMARILLO

prefunding of the benefit. Any benefìt that is prefunded is less costly since earnings can be used to offset the cost of the benefit. W¡tn tne 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 in 2013 and thé 2.43o/o conl¡ibution to the trust in 2014 and 2015 will not totally fund the Annual Required Contribution (ARC), but is a good start. Our part-time employees contribute to our deferred compensation plan in lieu of social security. Full{ime 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 befter plans offered in our community. Oui$t,000 deductible ié one of the lower deductibles in our area. Moreover, the City has always strived to keep the plan affordable to the employees. of our employee-only clinic: CityCare. Any person on our health plan can go to the CityCare without a coThis is the sixth year -$1,000 pay. While the deducti¡lé is low for a hospital stay, it was a barrier to primary care for many of our lower paid has been good for both the employees and the City. CityCare gave all employees, and their dependants The clinic ämptoyees. on oui health plan, access to primary care. The cost of Citycare has been less than the reasonable and customary cost of the services provided. Most importantty, it nas helped improve the quality of life for many of our employees and has boosted morale. iityçare has also been an important employee recruiting and retention tool, especially of our lower paid employees.

We started our safety footwear program 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 signifìcant 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 direc¡y aitributable to our safety footwear program. The cost of the safety footwear program is funded by the City's Selflnsurance Fund and is estimated to cost approximately $103,000 in2014115.

lnsurance and Self lnsurance: The C1y is self-insured for many lines of coverage and usually has large self-insurance retentions and high deductibles when insuranôe is purchased. Healt-h insurance, including dental, is in one fund (the Employee lnsurance 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 lnsurance Fund should end the 2O12t13 budget year with about $6.2 million in reserve and we expect to end 2014t15 wiih about $4.7 million in reserve. The City has specific stop loss coverage with a $750,000 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-pian 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 lnsurance program is essentially self-insured. ln addition to the premiums assessed to City departments, employees, and retirees; the City has transferred additional funds into the Health lnsurance Fund in the past. With sufficient reserves, the Fund should not need add1ional 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 lnsurance Program. The City has very favorable contracts in place for Amarilló hospital services, þhysician's services, lab and pharmacy. Beginning in July 2014,lhe City entered into a wrap network that has lower negotiated rates for healthcare services outside of the City's local network. We believe that our employee-only clinic, CityCáre, has helped to stable our healthcare costs. Before CityCare, some of our employees' access to priñrary care was the hoðpital emergency room. A side benefit of our Clinic is that the Clinic is the largest writer of prescription brugs in our plan and predominateiy prescribes the lower-cost generic and formulary drugs, which helps contain costs. The Clinic is funded out of our Employee Health lnsurance Fund. ln keeping with our general philosophy of an incremental approach to rate increases, we'aré increasing the employer contribution by 59/o in October 2014 and the employee/retiree pôrt¡on by 3o/o in January 2015. Deductibles and out-of-pocket amounts will remain the same for fiscal year 2014115. On ianuary i,ZOIS, all Med-icare eligible retirees (age 65 and above) will be moved off of the City's health insurance plan and onto a Medicare supplement plan. The City plans to fund a monthly stipend to help offset the cost to these retirees.

Our Dental plan is entirely employee funded and has not done as well as our Health Plan. We had a 12% rate increase last year but will not need an increasein 2014115. As with other health related costs, we believe that the long-term trend is related to higher costs.

We have not had to make a transfer from the General Fund to the Risk Management Fund since 2005/06. ln our revised estimate of the Risk Management Fund, we are estimating revenues of $4.9 million and expenditures of $4.2 million. For the 2O14t1S budget, we are èstimating revenues of $4.8 million and $5.1 million in expenditures. Therefore, we should end ZOi4llS withãpproximately $3.S mlll¡on in reserves. The largest line of coverage in the Risk Management Fund is workers compensation.

'We

budgeted $1 .9 million for workers comp claims in 2014115 plus another $241 ,000 for insurance, protective

CITY OF AMARILLO

clothing, safety and other costs. The comp rates multiplied by the comp payroll should produce revenues of about $2.3 million in 2014115. We have a self insurance retention of 91 million þer worker's comp occurrence with full 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 reserues, should be sufflcient for comp claims. General Liability, Auto Liability and Auto Physical Oamãge combined arê budgeted at $1.4 million in 2014115. We have purchased police officer liability insurance and cyber liabiliti insurance, which had not been purchased in the past. While we have tort limits in State Court, we do not have any proteition in Federal Court. The most iikely and most signifìcant exposure in Federal Court is police officer liability. Cyber iiaUitity was about $47,000 and police liability was about $194,000. Although we do not believe we have much exposure to cyber liability, we were able to obtain very good coverage at a reasonable premium. The police liability covera.ge protects both the City an¿'the officer. Most of the insurance purchaled is f r property insurance. We purchase property insurance with a $250,000 per occurrence deductible.

Street Maintenance: Street maintenance came to the forefront as a major budgetary issue in 2O11112. ln fact, most of the tax increase in the 201'1t12 budget was for streets. The Council became increasingly concerned that deferred maintenance of our streets would result in speîding significantly more for street repairs in the future. This increased funding was maintained in the Street Department budget for 2013114 and2O14l15.

Capital lm provement Program : The Cap1al lmprovement Program is one of the most important parts of our budget and our budgetary process. The City has historically funàed capital proþcts on a pay-as-you-go basis, with budgetary surpluses being earmarked to fund our Capital phìlosophy of capital improvements, it is very important to identify and lmprovement program. W¡tn-tne pay-as-you-gò -be provided for in an orderly fashion. ln conjunction with our budget, we update aniicipate future cãpital needs so thatihey can our fìve-year capitäl program. The first yéar of the five-year program becomes our capital budget. As more fully discussed in our Capital lmpiovemenì section, our Capital lmprovement 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. ln the short-term, we should see some reduced maintenance costs, as they relate to the infrastructure that was reþlaced. However, with the continued deterioration of our aging system, there will not be any staff or budget reductions from thà replacement of the aging infrastructure. Any savings in staff time or materials will be utilized on other aging infrastructure. General Capital - One of the larger capitalprojects inlhe2O14l15 capital budget is $2.3 million in funding to widen and extend Hillside Road. Another signiflcant project is the $1.5 million to reconstruct arterial streets that have major pavement failures and steep transverse slopes. There is $1 .4 million budgeted for contingency projects related to the City's downtown

development projects. Oiher projects included in our general capital budget consist_of funding to contract with a

de assistance to the City to plan and implement a new P25 radi to City facilities including repairs and upgrades to our Animal y system at the Downtown Library, expansion and renovation of new development services softwáre, new traffic signal installations, bus replacements, irrigation improvements at the Comanche irail golf course and other park locations, various park amenities and improvements, and first year funding for design, construction and equipping for a fire station.

Water and Sewer Capital - g3.5 million of funding for engineering and construction costs of a new sanitary sewer main near l40 and 45th avenue. Additional funding of $1.6 million for the blowers, plumbing, electrical and structure for the air scour system filters at the Osage water treatmlnt plant. Also included in the Water and Sewer capital is $6.3 million to fund both water and sewer main eitensions, improvements and replacements. $726 thousand of funding is included for vehicles and equipment for a new main replacemeni crew. Additional funding of $700 thousand is budgeted for the required installation of a linerfor the storm water basin at the River Road Waste Water Treatment Plant. The Hollywood Road Waste Water Treatment plant has continued funding for the construction of a location to temporarily locate liquid anaerobically digested sludge of $300 thousand.

Airport Capital - The $3.2 million FAA grant will be used for replacement of selected slabs on taxiway B, airfield drainage

improvements, Rosenwald and Batson street reconstruction, purchase of high speed runway sweeper, a new fire truck, and various other airfleld related projects and equipment. The Airport match of the FAA grant is 10%. The Airport also has $500 thousand budgeted to replace a snow broom.

Drainage Utility Capital - A $1.4 million drainage improvement project for year one funding for installation of a new storm

sewer fõr Arden road from Soncy to Helium is included in the budget. $500 thousand is included for the annual project to fund emergency and unexpected máintenance problems in the storm sewer drainage system. Funding for new vehicles and equipment for additional personnel is budgeted as well.

Other Gapital - projects include 91 .2 million for street overlay, $150 thousand for ADA improvements, $750 thousand to install new scales and imþrove the scale house at the Landfill, $190 thousand for the second year funding of a new auditorium elevator, and $1.1 million for downtown improvement projects. There are also routine replacements of rolling stock and computer equipment. 34

CITY OF AMARILLO

COMMENTARY ON MAJOR REVENUE CATEGORIES

Property Taxesl The maximum tax rate provided by City Charter is $1.80, of which $1.30 may be levied for general purposes;the remaining $.S0 may be used only for waterworks-purposes. The Potter-Randall Appraisal District assesses taxes. The City of Amarillo has coniracted with both Potter and Randall Counties to collect taxes. Taxes are due October 1, and become delinquent February 1. Delinquent taxes are subject lrom 12Vo to 18% per annum interest plus a penalty of 5o/o 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 caiculáte 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, theie are other factors affe-cting the êffective 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

witho-ut giving the citizens an opportunity to petition the governing body for a roll back election. The rollback rate is usually an

increasJof over 8% the effective rate, but oiher factors can also affect the rollback rate such as the debt service rate and the

sales tax adjustment. lf 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 tairate in á pubiic meeting. The tax rate being considered is discussed atthe 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 iate discussed-at the meeting will then be the maximum rate the governing body can consider. discuss the tax rate. Next, the governing The governing body'could -conductlower the rate, but not raise the rate after the meeting to two public hearings on the proposed tax rate to hear from concerned citizens. After the two public body-is requirãO to heaiings, tñe governing body is iequired to puOl¡sfr a second quarter page ad in the local newspaper as to the date and time of the voiê on thé proposãd tai rate. our City Charter requires the proposed tax rate be approved by ordinance, which requires two readings before the governing body. lñ addition to the meeting to discuss the tax rate and the two public hearings on the tax rate, thé public is alsõ 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. ltthe taxing entity fails to get the 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. ln addition to being a significant revenue source, property taxes have been our most stable revenue source. Property tax has a

very high collectio.-n ratã on the current role. Over the last ten years, collection rates have varied from 97% lo 99% of the curientlole. 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 Certiflcates of Obligation. Before the 2007 Certificates of Obtigat'rons, the City only had $5.2 millión in outstanding General Obligation debt from g-ZlOl issue. ln 2013114, the debt serulce portion of the tai rate is 90.02594. For three years, the City held the tax rate to $0.31009. ln 2011112, the rate was increaséd to $0.32009. tn 2012t13, the City kept the same at tax rate of $0.32009. For 2013114, the City Council approved a 2 cent property tax increase bringing the rate up to $0.34009. ln 2014115, the rate was increased to $0.34509. Compared to the efeci¡ve tai of $0.33207, the-$0-.34509 tax rate is a 3.92o/o increase over the effective rate. This increase will help fund additional police officers and increased staffing for Animal Management and Welfare. As with this increase, our goal is to stage 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 2014115, the taxable property value subject to tax levy is are not $9,301 ,20õ,580. The amount subject to levy excludes the property value of homes that have frozen taxes since they subject to levy. Our total taxable úalue is $11,100,054,718; which is up over last year's value of $10,760,454,171. Our tax rate of 1fO.S+SOS per $100 valuation will produce a total levy of $36,997,707 in 201412015 along with the frozen taxes of $4,900,194. We should actually collect $36,072,764 with a collection rate of 97.5%. Also, based on a tax rate $0.34509, we will transfer taxes of 9170,692 to the Tax lncrement Reinvestment Zone (TIRZ) Number 1 . Sales Taxes:

On November 7, 1989, the Amarillo voters approved a 1o/o increase in the local sales tax. One-half percent (112o/o) of lhe increase took effect April 1, 1990. The 1l2o/o increase from April 1, 1990 is to promote economic development in the City of Amarillo. The Amarillo Economic Development Corporation was created to manage the 112% sales tax for economic development . fhe 1t2% sales tax for economic development is not included in the City of Amarillo's budget. The olher 1l2Yo 35

CITY OF AMARILLO

increase in the sales tax was approved by the voters to reduce property taxes in the City of Amarillo. fhe 112% sales tax increase to reduce property taxes was effective October 1 , 1990. the 112% 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 8.25%, which is the maximum sales tax rate allowed in thê State of Texas. The State of Texas'portion of the sales tax is 6.25%, and the local portion of the sales

laxis 2o/o. Sales tax is the City's most significant single revenue source and provides 34o/o of the General Fund's revenue. Unfortunately, the sales tax is not as predictãble 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 201 1112 and 2012113 years were record years in terms of sales tax receipts and 2013114 is on track to surpass it. We estimate that we will end 2013114 with $54 million in sales tax revenue compared to a budget of $52.5 million. With 2013/14 being another record yearwe only increased our estimate for 2014t15 by approximalely 2o/o. For 2014115, we are estimating sales tax revenue of $54.8 million. A graph of the sales tax collections follows below.

Sales Tax 57.0

52.0

54.0

c 47.0

42.0

48.3

52.1

37.0 32.0

2011t12 2012113 2013114 2014115

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, elect¡city and cable television are 5o/o of gross receipts. The franchise tax on cable television does not include installation ðharges. We receive a per-line fee on land line telephone service. The hotel occupancy tax is a 7Vo room tax on nonpermãnent residents with an additional 2o/o laxfor the Amarillo-Potter 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, 2014115 gross business taxes of $24,988,359 are estimated to increase compared to the revised 2013114 projection of 923,920,827; an increas e ol 45%. We have increased our 2013114 budget estimate for the electric utility franchise tax from $8,387,070 to $8,490,366 and are anticipating 2014t15 revenue of $8,925,000 to reflect customer utility rate increases. We are expecting the franchise tax on the natural gas utility to be $3,450,000 next year compared to a revised 2013114 estimate of $3,224,t58. 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 $2.64 monthly water payment in lieu of franchise fee will generate about $2,240,157 in2014115, the $1.17 monthly sewer payment in lieu of franchise fee will generate about $958,202in2014115.We have increased our 2013114 budget estimate for the telephone utility franchise tax from $1,219,276 to $1,266,517 and are anticipating 2014115 revenue to be $1,280,000. Aclual2O12l13 revenues from the telephone franchise fee were $1,258,977. Overall, we have been 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. We slightly decreased our expected 2013t14 franchise tax on the Cable TV from $1,857,481 to $1,8'19,599 and expect the 2014115 revenue to be $1,820,000.

ln 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 was a decrease in expected revõnues 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 similar 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 óharge. While the full effect of the change in the electric franchise tax has not been determined, the resulting iranchise tax receipts should not change significantly. Consistent with the above flxed unit franchise tax, the City has also modified its franchise fee on the Water and Sewer Utility. Beginning in the 2001102 fìscal year, the City changed to a per 36

CITY OF AMARILLO

account charge. Ihe 2O14115 franchise tax will be $2.64 for each water account and $1 .17 for each sewer account- The change in frañchise tax for water and sewer will result in a more predictable revenue stream for the General Fund and a more prediótable expense estimate for the Water and Sewer Utility. The water and sewer franchise tax is no longer weather related; howeuer, 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 vary with the fuel costs. Hotel tax revenue has been steadily increasing and more hotel properties have been added to our city. Aclual 2011112 revenue was $5,002,181 and actual2OlZtl3 revènue was up to $5,691,118. We have revised our 2O13114 revenue estimate to $6,014,387. We aiso expect 2014t15 revenue to be $6,315,000. Hotel occupancy taxes can vary a great dealfrom year to year and it is the City's poiicy that revenue estimates be attainable. The Hotel Occupancy Tax is a signifìcant single revenue sourc", but its use ii limiteO.-Hotel Occupancy Tax receipts can only be spent on items related to convention and tourist{ype 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 supportsomebonðs. ltwill takeaboutgl .1 millionof thehotel taxforanewparkinggarageandmultipurposeeventvenue. 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 io provide additional capital. With a reasonable growth rate, the hotel tax would also support convention and tourism activities at or near their current levels.

Gross Receipt Business Taxes Hotel 2s% Electric 36%

Cable 8%

Telelephone 5%

Sewer

Gas

13% 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 experienced a record breaking year in 2012113 in construction due to a hail storm that

damaged thousañds of roois in the iity. We anticipate the increase in construction will drop back down to a normal range in 2O14tiS, and therefore we decreaseð buitOing permit revenues 62.5%. We also decreased heating and air conditioning permits by g.1%. The electrical, plumbing and-gas, and heating and air permits are not significant revenue sources in total. ir/ost of the food and beverage reiated peimits are expected to be flat except for a couple of minor rate increases. These are not signiflcant revenue sources either.

Governmental Revenues: Government revenues are a significant revenue source to the City. Our governmental revenues include grants and cost sharing activities with other goveinmental entities. For the General Fund, the most significant governmental revenue is federal and stãte assistance for ouiTransit Department. State funding is expected to be at $396,680. Federal transit assistance is expected to increase to $4,390,312. Under our current cost sharing arrangement, we continuelo receive about 80% of those funds tnrough our operating assistance grant. ln the past, the transit system was accounted for in an enterprise fund. After further review, the transit slstem was mãrged into the General Fund. The transit system did not truly belong ìn an enterprise fund; the transit system waé 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. 37

CITY OF AMARILLO

The schooldistrict will be using a total of 10 officers in the School Liaison Program. With this program, the school pays the offìcers' salary during the schoãl year and the City pays the salaries during the summer. The School District's share of the program is expected to be $857,000 in 2014115. 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 do ñot expect any reimbursement from the Hospital District. The Hospital D¡strict will instead be providing intergovèrnmental transfers as a match for the Public Health Delivery System Reform lncentive Payments (DSRIP) program. We anticipate these dollars willfund both the DSRIP program and the local portion of Public Health costs.

The City receives significant grant funding for airport improvements. ln the 2013114 year, the airport anticipates receiving $2,950,000 in federaf funds foi airport capital projects and $3,463,000 in 2014115. These funds will be used for improvements at the airport.

Most of our governmental revenues are grant funds contained in the Special Revenue Funds. The grant funding is for a variety of different frograms and activities including Housing, Community Development, Public Health, and special police initiatives. Our most significant grants are from the Dèpartment of Housing and Urban Development (HUD). The Housing and Urban Developmen-i (HUD) grants include our Community Development Block Grant Program (CDBG) and various Housing

programs. Oveìall, gra-nt revenues recorded in the Special Revenue Funds are anticipated to increase from $21,283,102 in 2011114 to $22,14i,201 in 2O14t15. Emergency Management grants decreased, however, from $507,705 in 2O12l13lo $494,068 in2013114 and $234,946 in2014l'15. Law enforcement grants are expected to increase from $270,647 in 2013114 to $310,700 in 2014115. Our U.S. Department of

Agriculture grantJ remained siable. Our Women, lnfant, and Children (WlC) nutrition glant received a decrease from planning $ã,SSA,ZZS ln2O12t13 to $2,501,356 in 201312014 and an increase to $2,656,60ô in2014115. Urban transportation

increased stigh¡y from $386,065in2O13t14 to $388,975 in2014115. Our Health Department grants increased from $2,504,955 in 2O13t14 to-$¿lgZt,894 in 2O14t15. Our Community Development Block Grant (CDBG) program is expected to increase from $1 ,470,536 in 2012113 to $1 ,692,795 in 2O13l2O'14 and then decrease to $1 ,545,830 in 2O14115.

While not a significant portion of the Special Revenue Fund budget, we currently have eight Public lmprovement Districts with a combined iOl+nS budget of $1,214,388. These districts were created to provide special landscaping amenities to the residents of these subdivisions. Public lmprovement District (PlD) revenue should increase by $14'1,228 next year. Most of the PID increase is in the Greenways PID ($55,483) and the Colonies PID ($98,409), both resulting from an increase in the number of lots. The Brennan PID revenue decreased from $13,864 lor 2013114 to $0 for 2014115 as a result of the anticipated dissolution of the PID on October 1,2014. Revenue for the Redstone PID is expected to increase $1 ,158 next year' The other plDs revenue was flat. The assessments fund the operation and maintenance of the PlDs along with any related debt service.

The C1y has installed traffic cameras at various new intersections this year and we expect $1 ,097,798 in 2913fi4 in revenue anO $gÓg,SS6 in 2014115. After recognizing all costs, the City's net portion of this revenue will be used for traffic signal improvements. From these revenues, we have budgeted $165,000 for traffic improvements in our capital budget. The Court Security Fund was created in 20O3lO4 to pay for the Municipal Court bailiffs; a three-dollar fee, which is added to offenses, funds thäse positions. The fee should produce some surplus over the cost of bailiffs, which will be used for security improvements at the iourt. The Court Technology Fund collects a four-dollar fee on offenses and is used to fund technology improvements at the Court. These revenues are estimated to be flat lor 2014115. 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 ine Þol¡ce 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.

CITY OF AMARILLO

Special Revenue PID

CDBG

t*\

wtc

Housing

4t%

Health 22%

Trans Pl 2%

Other 5%

Photo 5%

Lib

Court

Public Safety and Health: We are anticipating a slight increase in Public Safety and Health revenue; revenue is expected to increase from $2,785,373 in 211g¡4 to 92,g95,640 in 2O14115. The reimbursement from the Airport to the General Fund for fire protection, which is the largest single revenue source in this category and makes up over half the revenue, will increase by $68,030 in 2014l15. The in re¡ñrburserirent is calculated from our Coõt Állocation Plan. Warrant fees are expected to increase slightly from $660'000 Police 2013114 to $666,600 in 2014t15. Warrant production has been one of the priorities of our Municipal Court and paid Department. ln ZóOglO¿, we outsourced warrant collection. A 30% collection fee is added to the cost of the warrant and police Moreover, "Warrant Roundup." eighth we had our ln 2012113, of collection. cost the covers Oy ine Oetendant, which 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) and is the third largest revenue source in the Public Safety and Health category. Our revised nue Vital The we are e"pecäng Vital Statistics revenues in2}14l15 to be $280,000. and fees Warrant revenue. this collecting with associated low cost the sources because of

cu Statistics are

collect.

Sanitation: user charges for collection and disposal of solid waste. Sanitation revenues also provide for The sanitation revenues represent 'our Solid Waste ìmprovement Fund to provide for ongoing capital costs at the city landfìll. For the budgetary transfer to 2OiU14: a toial of $200,000 is budgeted to transfer to the Solid Waste lmprovement Fund from sanitation revenue. over the to average $1.4 million with $3,057,000 being the largest ,000 to begin opening a new cell at our landfill and making 5 million was budgeted for the liner at the new cell' With an ,000 are not going to be sufficient to support this level of capital commercial customers. Residential in the summer. Service varies with ,

i:"ïT::'?1 rå'i:"FHi', #,"å.;

e revenue is very Predictable.

The graph that follows shows the trend of sanitation collections.

CITY OF AMAR¡LLO

Sanitation Revenue rr!

c o

20.5 20.0 19.5 L9.0 18.5 18.0

t7.5

t7.0

2}t7l72

2013/1.4 20t4hs

20t2lt3 Year

Gulture 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 courses. The balance of this culture and recreation category is made up of participant fees and library late charges. ln total, we expect an increase in the culture and recreation category. Total culture and recreation revenue lor 2014115 is projected to increase to $5,321,040 compared to a revised revenuè éstimate of $5,199,765 lor 2013114. Most of the increase is in Civic Center facility fees ($39,025), league entry fees ($24,730), golf green fees ($22,527) and Civic Center rentals ($19,692) The increase in league entry fees will result from the addition of a flag football league starting in 2014115. A graph of culture and recreation revenue follows.

Culture & Recreation 6.0

5.0 o 3 .0 6

c 4.O

+.J

2 .0

= 0t .0 .0

20!!/12

20!211-3 2O!3/L4 20L4/75 Year

The combined golf fees make up the largest portion of culture and recreation revenue. Golf revenue is expected to increase by $22,527 over õur revised projection for 2013114. We had an 18-hole golf course out of service since March 2011. The renovated course was back in service in late spring of 2013. ln general, golf revenue is always difficult to estimate because it is so weather dependent. A graph of golf revenue follows below.

Golf Revenue 25

- 2.O

2.1

.E r.s

1.0 = E o.s 0.0

21tt/Lz 2OL2/13 20!3/!4 20L4/r5 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 offìce charges and advertising revenue. Next year, Civic Center revenue is expected to increase slightly from $1,900,800 for 2013114 to $1,928,399 lor 2014115. Rental rates were

CIry OF AMARILLO increased by 2oo/o in both 2011t12 and 2012113. The purpose of these increases was 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 2s00.0 ! t l!6 = o

2000.0 L500.0 1000.0

500.0

1573.9

0.0

2O!t/L2 2072/13 2OL3/L4 20L4/!s Year

Fines and Forfeitures: Fines and forfeitures are estimated to decrease by $60,780 next year. Most of the fines and forfeitures are related to traffìc violations with the major revenue source being traffìc 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.

ln 2003/04, we added $3 to each ticket for the Court Security Fund; this fee should generate about $116,150 next year. The Court Security Fund will pay for the bailiffs at the court. ln 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 paid for the upgrade and the ongoing maintenance. The Court Technology Fund generates about $151,500 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 revenue excluding the Security Fund and Court technology Fund follows.

Court Revenue ç o

4.6 4.4 4.2 4.0 3.8

4.4

2O!u!2

2OL2l!3 2013/74

20L4/7s

Year

Forfeited discounts are the next largest single revenue source in the Fines and Forfeitures category. Water, sewer, sanitation, and drainage (new in 2012113) 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. Fo¡ 2O14115, we are anticipating $1,673,700 in forfeited discounts, compared to $1,689,419 in 2013114. There can be significant variations in forfeited discounts. ln 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.

CITY OF AMARILLO

Forfeited Discounts 1689.4 1700.0

ttg

1600.0

1s00.0

o q o

1678.7 1544.0

1s39.3

1400.0 1300.0

2}tt/!2

2jt2/t3

20t3lt4

20t4/ts

lnterest Earnings: ln the past, interest earnings were a significant revenue source to all funds. Last year, $796,416 was generated in investment income. The City portfolio ñas 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. ln 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 iates have been at historic lows and are anticipated to remain low next year. We are anticipating a decrease in interest income to $903,9b6 in 2014115, compared to our revised estimate of $917,969 in 2013114. The above-mentioned anticipated increase in investment income can be seen in the graph below.

lnterest lncome 1.5 g

c o

1.0

0.8

0.9

0.9 0.9

0.5

0.0

2OL1/L2 2O!21t3 2013/1.4 2O1,4/!s

General Fund Administrative Charges, Miscellaneous and Other Revenue: General Fund administrative charges consist mainly of charges to internal operations like water, sewer, airport, drainage, and grants, but also include charges for the administration of our weed enforcement program and collection fees for state court ðosts. The most signifcant revenue items in the administrative charges are the revenues derived from the City's lndirect Cost Allocation Plan. The administrative charge to Water and Sewer, Airport, and Drainage are derived from the lndirect Gost Plan. The actual indirect cost reimbursement to the General Fund represents the various grant portion of General Fund overhead. Airport administrative charges will increase to $128,083 in 2014115 compared to $106,392 in 2013114. Water and Sewer administrative fees increased from $1,189,313 in2013114lo$1,212,405in2014115. lndirect costs charged to City activities and grants will increase from $1,685,190 in2O13l14 to $1,720,376in2014115. As a general rule, indirect cost changes are exacerbated by annual carryover adjustments. lf 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 adjustment 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 signifìcant 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 lo $3,214,205 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 $398,004 for 2014115, which is the same as 2013114.

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. 42

CITY OF AMARILLO

Historically, the interest income from Capital Project Funds that relied on the General Fund for support was recorded as General Fund lncome. 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 increase from $24,600 in2O13l14 to $96,515 in2014115.

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 94o/o

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 signifìcantly.

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 2010111 ; 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. ln 20O1lO2 and 2003104, 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 60/o 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.

The 2007/08 rate structure was designed to generate a 10% water and sewer increase in a normal year. The third tier rate (added in 2006/07) had been effective in deterring large consumption and was left alone. However, a new rate structure was put in place to be less sensitive to changes in volumes. 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. ln fact, many residential customers did not even see an increase.

For 2008/09, we also redesigned our sewer structure. The new sewer minimum charge was raised but included the treatment

of the first 3 thousand gallons of wastewater. The new sewer rate structure was 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 was

that we began having 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.

Water and sewer customers that use more water, incurred most of the rate increase in 2008/09. While the new structure encouraged conservation, our revenue system became more volume dependent. The paradox of conservation is that if conservation actually works, the system has revenue shortfalls and additional rate increases are needed. The 2008/09 rate increase was only a portion of the rate increase needed for the new well 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 1oo/o ¡ale 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 (|WDB) at a very attractive interest rate (1 .97o/o) Íor twenty-year debt. Moreover, the City obtained another 918 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% ¡ale increase in2010111.

We had a great opportunity in 2010111. 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. ln fact, CRMWA would have to cross the City of Amarillo's 43

CITY OF Ai,IARILLO

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. ln total, we needed an 11o/o rate increase to service the debt. ln order to avoid another double-digit rate increase, the debt was structured so that we could have a 6% increase in 2011112 and another 5% increase in2012113. We included a 2% increase in water rates for lhe 2}13fl4 year. The City issued approximately $8.4 million in bonds through the TWDB to fund the Lift Station #7 reconstruction and improvement project. This rate increase will be used to fund the debt service.

Our 201 1112, 2012t13 and 2O13t14 water and sewer revenue were substantial at over $66.2 million, $67.4 million and $67.8 million, respectively. The area has been experiencing drought conditions for the past several years. Thus in 2011112,2012113, and2013114 the City experienced increased water consumption. Our projected budgets are based on average consumption levels.

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 2011112 and2012113 as well as the projected sales for 2013114 and 2O14115.

Water and Sewer Charges 69.0

67.8

68.7

68.0 67.0

c 66.0 o

67.4 66.2

65.0 64.0

20tt/L2

2OL3/L4 201,4175

2OL2/13 Years

Airfield Revenues Airfield revenues include fees charged for use of the airfleld. 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 a decrease in landing fees from $420,385 in2O13l14 to $415,000 in2014115. ln 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 .47 million in revenue in 2012fl3 and should generate $1 .41 million in 2013114 and 2014115. 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 2011112.

Terminal Building Revenue: Terminal building revenue is the Airport's most signifìcant 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 92 million. However, the most signiflcant 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 are in the process of building a common facility to service all the rental cars, and car rental customers would be charged $3 on all car rentals to pay for the facility. We estimate Customer Facility Charge revenue will remain flat at approximately $710,000 for 2013114 and 2014115. Parking revenue is expected to increase from $1,970,810 in2013114 to $2,000,000 in2014115. The new restaurant and bar located inside the secure portion of the terminal should generate about $190,000 in revenue. Car rental revenue is expected to be $1 ,510,000 in 2014115 compared to $1 ,210,910 in 2013114. A graph of terminal building revenue follows.

CITY OF AMARILLO

Terminal Building Revenues Other

rline Rent

20%

2s%

Auto Parking 3t%

Car Rent 24%

Other Building and Grounds Revenue: Other building and grounds revenue is a signiflcant airport revenue source. Most leases have provisions to increase with the Consumer Price lndex 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 ,462,060 in 2013114 to $1 ,539,874 in 2014115.

Municipal Garage and lnformation 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. ln 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 2010/1 1, 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 otherareas. Whileindividual departmentbudgetscanvary,weincreasedratesby5%overall in2011l12and2012113andby 7% in 2013114 and 2014t15 to help make up for the decrease. During 2013/14, we also restructured the rates charged to Enterprise Funds, including Solid Waste which is located in our General Fund, in orderto align the rates with actual costs. We intend to look at increasing garage rental rates again in 2015116. Garage Fund is in decent shape and should still have about $3.1 million in available funds. The 7% increase increased revenue by approximately $1 million. We expect Municipal Garage interdepartmentalcharges to increase from $13,973,385 in 2013114 to $14,963,999in2O14115.

Our lnformation Technology Fund operates similar to our Municipal Garage Fund. We have developed a charge-out system

based on the hardware, software, and services utilized by the various user departments. We increased rates overall by 3% in 2013114 and 4Vo in 2014t15. Beginning in 2O13114, our communications department and related user fees have been moved into our lnformation Technology Fund. User fee revenue is expected to increase to $5,284,000 for 2014115. As with the Garage Fund, we expect future rate increases in the lnformation Technology Fund. COMMENTARY ON AVAILABLE FUNDS

General Fund: The General Fund began the year with $49,773,107 in available funds. We anticipate ending lhe 2013114 fiscal year with $46,390,637. We hadìntended to reduce our General Fund available funds in2013114. We had targeted the 2013/14 fund balance at $35,274,866 and budgeted over $11.4 million in transfers to capital projects funds. The increase in the 2013/14 fiscal year available funds is due to a combination of more revenue than expected and departments under spending their operatìng budget. Historically, year-end surpluses have been earmarked mainly for capital projects. ln 2013114, we budgeted a $7.7 million trãnsfer to our General Construction Fund, $1 .3 million transfer to the Solid Waste lmprovement Fund, $1.2 million transfer to our Street and Drainage lmprovement Fund, and $2 million transfer to the Civic Center lmprovement Fund. For the 2O14115 budget, we increased our transfer to the General Construction Fund to $1 1.2 million. The 2014115 transfer to the Street lmprovement Fund is $1 .2 million, $200 thousand is budgeted for a transfer to the Solid Waste lmprovement Fund and have 91 .6 million is budgeted as a transfer to the Civic Center lmprovement Fund. After lhe 2014115 transfers, the City should operating reserve of 3 months targeted with our funds is consistent available The 2014115 in funds. available $38,739,477 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.

CITY OF AMARILLO

The transfer to the Compensated Absences Fund was eliminated in 2010111 and not budgeted for 2011112 or thereafter. The Compensated Absence Fund should have available funds of $7 million, which should be suffìcient 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 reveñue 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.

General lnterest and RedemPtion: The General lnterest and Redemption Fund is used to accumulate funds for the payment of the general long-term obligations of the City. Relatively speaking, ti're City of Amarillo still has very little tax supported debt. Our tax supported debf consists of one bond-issue for library imþrovements; the 2007 Certificates of Obligation and the 2010 Certificates of Obligation were issued for the Grand Streét Bridge project. Our tax supported debt will require a property tax of $0.02594 per $100 valuation in 2014t15. We anticipate thatwelhould end 2O13t14 w¡tn $Oge thousand in our General lnterest and Redemption Fund, and end 2O14l1S w¡tn $zaO thousand. Since property taxes are both highly collectable and predictable, we only target a modest amount of available funds in the General lnterest and Redemption Fund.

The City has historically used the Certifìcates of Obligation structure when issuing self-supporting debt to obtain more attractive interest rates. ln 2O1Ot11 , the City had issued two Certificates of Obligation for self-supporting debt. The City.issued g3.7 million for golf course improvements añ¿ $Z.Z million in a TIRZ streetscape project. The golf course debt will be 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 lmprovement District and for improvéments at the Colonies Public lmfrovement District. The Certificates of Obligation issued for Greenways and Colonies imþrovements 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 comp time. State law allows police offìcers and firefighters to accumulate unused sick leave without limit and requires inãttn"y be paid for up to 90 days of unused sick leave at termination. ln addition to accumulating unused sick leave, allfulltime employees can aíso accumúlate up to 65 days of unused vacation pay. Traditionally, the City of Amarillo pers.o-nnel rules had erténd-ed the 90-day payment of unused siðk leave provision to full{ime civilian employees with at least 10 years of service. However, beginñing in2OO7, the City of Amarillo changed its sick leave and vacation leave policy for new civilian employees. Civilian néw hiies after 2007 wili be allowed to accumulate up 60 days of unused sick leave and 30 days of unuseO vacation pay. The new sick leave and vacation policy should slow the accumulation of accrued sick leave and vacation pay. While the néwþolicy is clearly not as good as the old policy, it is still an attractive benefit. The new policy does not apply to police offlcers or flreflghters, 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. ln the pa-st, the City has

prefunded tne tiaOitity for sick leãve and vacation so that funds are available at termination to pay the benefit. The City only then. At the current þartially funded the sick leave and vacation benefit in 2009/10 and has not funded the benefit since w¡tn¿rawal rate, the sick leave and vacation accumulation will be exhausted in about 5 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 rãte environment and less of an incentive to prefund the sick leave and vacation benefit. ln any event, we will have to begin funding this obligation again or pick it up on a pay-as-you-go basis in 5 years. Wñile we have accrued the ðost, we hãve 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 C1y heálth coverage after retirement at very attractive rates that do not reflect the total cost of the beneflt. The landfill costs are insignificant ðompared to the cost of post-retirement health coverage. Beginning January 1,2013, we funded a trust dedicated to tñe costs associated with our other post-retirement healthcare benefits. We allocated 136% of all full-time salaries to the new trust for calendar year 2O13. The rate increased lo 2.43o/o beginning January 1,2014 and will remain the same through FY 2O14115. We began the year with $10,490,547 in available funds set aside for the City's generalobligations. We anticipate ending the 211gt1'4 fiscal year with $9,319,925; a decrease of $1 ,170,622.|n 2014115, available funds are expected to be $7,794,325 with $7 million éet aside for compensated absences and $786 thousand for tax supported debt.

Enterprise Funds: The Enterprise Funds are business-like activities that sell a product or 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 sèlf-sustaining and do not require any assistance from another fund. An enterprise fund provides for both operating and capital funding oithei, respective activitiés. Thus, the reserve of an enterprise fund consists of an operating reserve and a 46

CITY OF AMARILLO

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. ln total, Enterprise Funds began the yearwith $45,947,176 in available funds. Ending the 2013/14 fiscalyear, available funds

are estimated to be g46,056,189; an increase of $109,013. ln 2014115, available funds are expected to decrease by $4,985,085 to $41,071 ,105.

Most of the above change in available funds would be attributable to the Water and Sewer Fund. Of the above $41 ,317,909 in beginning available Enterprise Funds, theWaterand Sewer Fund represents $37,811,666. Atthe end oÍ2013114, we expect tne Water and Sewer Fund to increase to $38,323,389. We began our 2013114 year with $4.8 million more in beginning available funds than our original budget. Water and sewer available funds should decrease by $5,899,239 lo $32,424,150 by

the end of 2OMfl|. After considering our reserve for sick and annual leave of $1 ,414,088 and our legal reserves of 912,050,358, our net operating reserve would be $18,959,704. ldeally, we would like to have a 3-month operating reserve of $1 1,719,526 and a one year capital reserve of about $10 million in our water and sewer system, which we anticipate being close to at the end of 2014115.

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 $105.8 million, but after subtracting liabilities and capital project budgets of $59.9 million, we consider available funds to be $45.9 million. We should end 2013114 with $38.3 million and $gZ.+ m¡llion ¡n 2O14t15. 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 approximately $5.3 million in available funds. We expect the available funds to decrease to $4.3 million by the end of 2013114, a decrease of $1 million. ln 2014115, we expect airport available funds to increase to g5.2 million, an increase of approximately $900 thousand. The above $5.7 million of estimated available funds in 2014115 is equal to our target of three months operating expenditures plus one year's normal capital expenditures. The target balance is about g5.7 million: $1.7 million for a 3-month operating reserve and $4 million for a one-year capital reserve.

The new Drainage Utility Fund began the year with approximately $2.8 million in available funds and we expect available funds to increase to $3.5 million by the end of 2013114. The new assessments began October 1,2012. After three full years of collections and operating and capital expenditures, we anticipate ending 2014115 with $3.5 million. Ourtarget reserve is $3.6 million: $600 thousand for a 3-month operating reserve and $3 million for a one-year capital reserve.

lnternal Service Funds: lnternal Service Funds are similar to enterprise funds above in that they are used for business-like activities. However, the lnternal Service Fund's customer is the sponsoring governmental entity. lnternal 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 lnternal Service Funds consists of the Municipal Garage Fund, the lnformation Technology Fund, the Risk Management Fund, and the Employee lnsurance Fund. Like an Enterprise Fund, an lnternal Service Fund provides for both operating and capital funding of their respective activities. Thus, the reserve of an lnternal 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 resèrve. The Risk Management Fund and the Employee lnsurance 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 lnternal Service Funds began the year with approximately $16.5 million in available funds. We are estimating that by the end of 2013t14 fiscal year available funds will decrease by $1 .4 million to $1 5.1 million. ln 2014115, available funds are eipected to decrease by $1.a million to $13.7 million. ln sum, ourtargeted reserve forthe lnternal Service Funds should be about $18.9 million: Municipal Garage $7 million, lnformation Technology $2.4 million, Risk Management Fund $5 million and 95 million forthe Employee lnsurance Fund. The 2014115 balance of $13.7 million is short of ourtargeted $18.9 million with most of the issue in the Garage Fund.

The Garage Fund started with $5.2 million in available funds. We increased garage rental rates by 7% and restructured

Enterprise Fund rates, including Solid Waste, in 2013114 but still expect the available funds to decrease to $3.9 million by the

end of 2013114, a change of $1.3 million. Since revenues are not funding garage operating costs and rolling stock replacements, we anticipate continuing to increase rates in future years. ln 2014115 we ¡ncreased garage rental rates by another 7%. However, we still expect 2014115 garage available funds to decrease to $3.4 million. fhe 2014115 available funds of $3.4 million are less than the targeted balance of $7 million. We intend to increase rental rates again in 2015116 and perhaps another year subsequently until we are closer to our targeted reserve.

Like the Municipal Garage Fund, the lnformation Technology Fund has experienced abnormally large capital expenditures in the past few years, which has depleted their available funds. Beginning available funds for the lnformation Technology Fund were approximately 92.1 million. We expect lnformation Technology's available funds to decrease slightly to $2 million for the 2014¡5 flscal year. \n2014115, available funds are expected to remain flat at $2 million. Our estimated2O14l15 available 41

CITY OF AMARILLO

funds of 92 million would be enough to cover a three-month operating reserve of $1.2 million and leave a balance for capital of gg00 thousand. Since we usually'require about $600 to 650 thousand annually for capital, the lnformation Technology Fund revenue should be sufficient.

The Risk Management Fund (sometimes referred to as the Self-lnsurance Fund) provides coverage for most of the City's exposures incluðing general tiàOitity, worker's compensation, employeis liability, police officer liability, public official liability' auio liability anO autó physical Oámage. The Risk Management Fund purchases property insurance including boiler and

machinery, police office'liability, malpra-ctice insurance for our clinic and carries excess worker's compensation insurance. We generally'häve very high ¿eOuct¡Oles or self-insurance reserves with our purchased coverage. State law protects the City with ãn oueráll liability iim¡iot 9250 thousand per occurrence; therefore, the City has not purchased excess coverage for auto or would be ould be in the CitY. police available . The Risk 2014115' funds. For 2013114, we expect to end the year with $3.8 million we anticipate a decrease ín available funds of $300 thousand. We expect to end 2014115 with available funds of $3.5 million. All known claims are fully funded at their estimated value based on an actuarial study. Additional available funds are necessary for incurred buínot reported (IBNR) claims and for catastrophic claims. Obviously, IBNR claims and catastrophic claims ará very difficult to predict änd we'woulá like to have about $5 million in available funds for these claims. Therefore, we will end 2O14l15less than our targeted reserves.

Fed officer Ma in

employee F if la

yees and retirees

The Employee lnsurance Fund provides life and atong wìtn'tneir dependants. The Employee lnsurance dentã|. However, *e haue individual stop-ìoss coverage entirely employee/retiree funded. Empl'oyee healthcãre is required to make contributions.

for medical and nnually' Dental is retirees are also

We curren¡y have a strong health plan, but in orderto reduce the possibility of a large rate.increase, and in keeping with our rate incre >s, deductibles and out of pocket amounts were increased as of general philâsophy of plan ximum out-of-pocket expense is $4,500. The 1,000 ianuary'2014.' calendar year before the plan pays at 100%. would maximúm out-of-pocket refrain from having to make more drastic to We would rather make smaller incremental changes to Plan' The plan design. changes in Effective City is combleting upplement lañuary zots tnð Mediôare portion by insurance costs. We are also 3% in January 2015.

an Oe i Howeve a-dependent elig inð

per be the

We have four drug tiers with progressively larger co-pays where generìc drugs make up the first tier. The tiers and the co-pay increase correspo.-nding to thä cóst of thé drug. Particþants rre required to pay the entire plan cost for drugs that have an over-the-countei equiriatent; such as proton pump inhibitors and non-sedating antihistamines. The plan cost is still a substantial 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-p"y at the same level for several years to encourage more generic utilization. We currently have over 80% generic utilization.

The Employee lnsurance Fund's available funds are expecte lnsurance Fund began the year with $6.2 million and is expected

We estimate the liability for IBNR claims in the Employee lns lnsurance Fund's IBNR claims are calculated at 16'25% of the including their corresponding treatment plan. We target a $5 m 2014115 less than our targeted reserves.

Special Revenue Funds: With the exception of the public lmprovement Districts, the Special Revenue Funds do not have a target reserve balance. by the grant

i"ìli#:i:J':

on a Pay-as-You-go

i'""iiiÎ'i'.'" åil;

court. The Court Security Fund is used to pay the salary and court. The accumulated funds in the APD (Amarillo Police at the improvements security and benefits of the court's bailiffs Department) Seized property Fund are uied'for the operating expenses of our Narcotics division, excluding salaries. The Naicotics officers' salaries and beneflts are included in the Police Department's budget. APD Seized Property is derived from court ordered forfeitures. At the current rate of expenditures, the seized funds would be suffìcient through 2014115' 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-2ó14t15 and are unsure if we will receive more funding in future years. The funds accumulated in the Hazardousiransportation Planning grant should be spent in the subsequent years. The target reserve for the public lmprovement District is thräe months operatìng expenditures, unless funds are being accumulated for some type of 48

CITY OF AMARILLO

2014115 and will improvement. Some of the public lmprovement Districts do not meet the above target reserve at the end of above, to mentioned PlDs, as of the in two increased been have fees yèars. Assessment need to build up reserves in future address the low amount of reserves.

Gapital lmprovement Funds: fixed assets and Capital lmprovement Funds are set up to provide for the addition, improvement, and renovation of the City's is for replacement.capital. spending capital our most of and infrastructure aging an hàve we Cities, most Like infrastructure. it most likelY will not be

costs serve I Con

d is one Yeais caPital used for anY general

raries, and parks. The estimated ending available funds of $5 apital expenditures in this fund is between $5 million and $6 million.

where the property The Street Assessment Fund was originally set up for street improvements involving special assessments fund balance and a targeted have not Fund does Assessments owners participate in the cost of the ienoúation. ïne street implies, the name As the time. participation over owner's the recoup pay and contractors funds to needs to have available million in about targeted we have $3 Street lmprovement Fund is dedicated specifically for street ìprovements. Historically, additional with along Fund, lmprovement street in the serves Available Fund. reserve funds for the street lmprovemeht street improvements. funds from the GeneraL Èund, näve been used to meet ADA (Americans with Disabilities Act) required balance of $600 2014115 estimated the Therefore, million. Moreover, one year,s capital'would between 91 million an¿ $z yeais spending. capital thosand is less than one

of the green fee being set aside for course improvement'

ficates of Obligation issued for course improvements' We also rses. The incrèase in the premium green fee goes to the Golf d is expected to end 2014115 with $200 thousand in available ebt service in the amount of $300 thousand before any golf improvement funds are used for the courses.

million, and the $3.9 million estimated 2014115 balance is Centeis needs and funding will be necessary for future i available funds for the Civic Center lmprovement Fund.

im The

home that houses our Chamber

The Bivins lmprovement Fund is specifically set aside for of Commerce and severa' no¡1s¡-profit organizations. available funds at the end of 2014115, which should be sufficie

d have about $200 thousand in

we have been accumulating funds in our Solid waste lmprovement Fund for some major improvements at our landfill and

to part So

improvements reþresenting transfer to the $1 .4 million annually; the largest estimated annual 2O17t18. At the end oÍ 2014115, we anticipate having require larger General Fund transfers in the future.

fi a

expendit r remaini a

BUDGET CHANGES AND HIGHLIGHTS per $100 valuation' The An important change to lhe 2014t15 budget is a $0.005 increase to the property tax rate to $0'34509 Animal Management for staffìng positions increased and police offlcer additional to addrels the City for allows increase tax of a similar size in cities rate among tax lowest ad-valorem the of and Welfare. Even with the inóease, the City remains one the state.

tier over still

from $4.65 to $5.00 per 1,000 gallons' This rate onth. The water rate structure is designed so that

The City has included an increase in the fourth increaså only affects those customers that use customers who only use water for domestic use

es' 013t14 is anticipated to exceed 2012113 collections at $54 dget for a total of $54.8 million. The additional General Fund the 2O14t15 budget. As mentioned above, Public Safety

c million. We revenues a

Sales tax

CITY OF AMARILLO

continues to be a top priority for the City. With the addition of seven police offìcer positions the City continues to work towards a recommended staifing levêl of the poiice Department of two rfficers per 1,000 population- Additional overtime budget dollars EMT training of nine firefighters. The City has the addition of nine positions, four during the 201 The budget includes a restructure of the Animal e have mãde great strides in staffing over the last couple of budgets- We should be adding police officers next budget, but most departments are in pretty good shape in terms of approved positions. Unfortunately, we had to drop the TMRS Cost of Living Adjustment (CO|-A) for retirees in 2010111. We would like to restore a COLA benefit, but under curient law, a city has to make uþ for all the COLAs that were skipped. This provision makes it very expensive and difficult to restore the current COLA benefit. We have tried in the 2009, 201 1, and 2013 legislative sessions to gei a true ad hoc CO¡A benefit, but have failed. However, we intend to pursue this again in the future.

We continue to address rising health care costs and for the second year in a row have included a 5% increase in employer contributions and a3o/o increãse in employee contributions to the health plan. While we have some excess coverage we are For the 2O14 Plan year, the largely self insured on employee -of health. The City continues to monitor The City is completing a pocket cost of out anó deductibles Cit-y increased the amount Effective January 2015 the dependent eligibility audit to ensure that all members are eligible ent insurance costs. We will Medicare eligi[le members will be transitioned off of the Plan and continue efforts to include additional cost savings in our health plan and maintain stability. However, the federal healthcare reform bill has and will continue to add future costs to the Plan.

al fo for provi

andfìll,

of our nicipal million n for street overlay. Our capital budget includes replacement of buses, upgrades to our bus stops, playground improvements to bring park playgrounds in compliance with ADA, an expansion of the Bomb Team complex toi pol¡cé,-nrst year funding for the construction of Fire Station #3, a new elevator installation at the Civic Center, and säveral heavy equipment purchaèes for our Airport. Over $2.7 million has been budgeted to address repairs and upgrades to City facilities.

About $4.1 mi¡ion in 2O14¡S capitatprojectfunding willbe provided by grants. Most of the grantfunding ($3.5 million) will be for airport projects. Airport projects total-g4 million. Water and sewer projects total $16,8 million. Civic Center lmprovements total $1.6 m¡llion. There arè aiso funds for park improvements and amenities, expansion of our siren alerting system, ADA improvements, and replacement of fire equipment and apparatus. Revenues generated from the red light cameras will be used for traffic signal improvements. About $1g7 million in new property was added to the tax rollthis year compared to $215 million last year and $144 million the year before. Our taxable uátues intreased to 91 1.1 billion. However, due to the frozen taxes, $9.3 billion was subject to levy at ine ZOI+15 tax rate of $0.34509. The previous year's tax rate was $0.34009. The $0.34509 rate is a 3.92o/o increase over the effective rate of $0.33207. 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 agiiculture añd o¡l and gas production, and these activities are still very important 10 our economy' ttowever, Ama¡llo no*-n"s a more diversifiedlocai economy. Amarillo is a regional trade center and medical center for a vast area indúding the panhandle of Texas, parts of New Mexico, Colorado, Oklahoma and even southern Kansas. Amarillo also has diverse rñajor industries in the defense industry, aviation/aerospace, food production, traffìc and transportation, medical & health care and business and financial services.

Amarillo started as a railroad town and the railroad is still important. The Burlington Northern Santa Fe (BNSF) Railway complex in Ama¡llo moves hundreds to thousands of cars daily, carrying different types of merchandise including coal, chemicals, agricultural and consumer products. 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. Trafflc and transportation have historically been an important industry in Amarillo. Amarillo is centrally located in the United States and well connected by highway, aÍ, and rail systems' lnterstate 40 runs north through Ama¡llo, making for easy access from California all the way to North Carolina. lnterstate 27 bisects the city from only is the Amarillo going Also, east-west. City Oklahoma to south. Ama¡llo is thjonly major city between Albuquerque and from trafflc volume Colorado and Mexico ôt Xé* resorts major city to the ski nts and tourism' A lntérstaté 40, lnterstate 27, and State Highway 287 lf of our hotel tax is and supiort tõ large portion of our hotel tax is allocated 2014115 budget' a apþropriated to conventions and tourism through a contract to subsidize an additional with tourism efforts $451,079 and convention tótäl òt 92,469,002 has been appropriated to our

fr helps encour wi 50

CITY OF AMARILLO

events at our Civic Center and $65,000 for a combination Visitor Center/Gift Shop located at the Civic Center. Our 2013114 year will also be another record year for hotel tax collections, surpassing the previous 2012113 record year. Thus, 2014115 may be difflcult to come in higher, but we are forecasting a modest increase. Amarillo also serves as a regional airport for the area. The Rick Husband Amarillo lnternational Airport has 37 flights daily, with destinations to major airlineiubs inctuOlng Dallas, Ft. Worth, Denver, and Houston. ln 201 1, our remodeled air terminal was in service. The remoðeled terminal is a big improvement over the previous terminal. Before the remodel, we were not able to use one of 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 2O11112 to 415,228. ln 2012113 airline boardings were 4O1,2OO and 375,2ô8 inthe 2013t2014 year. 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 I in April 2012. \Ne 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 Vóteran'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 hosp1als inthe United States for several years. Northwest Texas Hospital is home to the area's only level lll désignated 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 2O-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 August 2014 Amafillo Economic Analysis, we have OS aci¡ve drilling rigs in the Panhandle compared to 72 last year. Oil prices have been erratic, but compared to tn¡s tire last year, oil is down sligntty at $102.09 per barrel compared to $102.95 for the same month last year. Natural gas is at $4.66 per mcf compared to $3.29 last 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 well suited to a number of agricultural enterprises. According to the Agilife Exténsion 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. ln fact, cáendar year 2O11 was the lowest year on record for precipitation. Principal crops are corn, wheat, cotton, and sorghum. However, more than 25 crops are giown commercially in our trade area according to Agilife Extension Office' Most local commodity prices are doing well; hówever, wheat and corn þrices are down from last year. According to the August 2014 Amarillo Écónomic Analvsis, area wheat was at $6.26 per bushel down from $6.80 the year before; corn is al$4.21 per bushel

@r'Cottonincreasedslightlyto$81.75perpound,comparedto$81.62lastyear.lnrecentyears,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 accordíng to the Téxas Cattle Feeders Association, this cattle feeding area produces about 6 million fed cattle annually, which is about 2gV" of the nation's beef. Our area has an ample harvest of locally grown feed grains, a mild climate, and large major meat packers with modern plants in our area. The meat packing industry is a major employer in Amarillo. The August 2014 Amariilo Economic Analvsis reported fed cattle at 9160 per hundred weight which increased from $120 per hundred weight for

@rgestemployersisTysonFoods,whichoperatesabeefprocessingplantinAmarillo. 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-s¡ll expect additions to the tax roll in the near-term. As previously mentioned, sales tax is our largest single revénue source. Ou¡ 2O13t14 year will be a record year for sales tax receipts surpassing our 20121'13 previous record. WJexpect 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 lo 4.Oo/o in August according to the Bureau oî Labor Statistics. The national unemployment rate for August was 6.1% and the State of Texas unemployment rate was 5.3%.

grow by 1.5o/o lo 2o/o Ama¡llo has experienced continued growth in population. We expect the population to continue to-|he2014 population is annually. Amarilio's census population for the year 2000 was 173,627 compared to 157,615 in 1990. estimatêd to be 198,402. According to a recent study, Amarillo is expected to grow to about 240,000 by 2020.

Building increases bottomed out in 2009 and rebounded in 2010. However, 2010 increased mainly due to commercial building. ln 2009, we had $124,991 167 in new residential permits and $54,552,931 in new commercial permits. ln 2010, we had ç128,042J61 in new residential permits and $109,596,401 in commercial permits. Building permits have remained very strong 51

CITY OF AMAR¡LLO

forthe 2O1glZO14 yearwith $125,256,568 in new residential permits and $112,400,600 in new commercial permits. lnterest

rates are still low añd should benefit both residential and commercial building. With the May 2013 hail storm event the City has seen a significant spike in roofing permits; 9,367 for 2013t2014, 13,594 for the 201212013 as compared to 868 during 211il211t. Revenues for building permits and landfill collection have seen a significant increase for the 201212013 and 2013t2014 year. We anticipate a decrease for the 201412015 fiscal year'

importan i more

a The City has taken a multi-pronged approach to redevelop downtown. One of the most d downtown Tax lncrement Rbinvestmeni Zone (TIRZ). Taxes from the increase in property value e for, and reinvested in, the TIRZ. Since three other taxing entities participate in the TIRZ, year, base property 2006, the values. ln TIRZ in the increase steady have seen we the TIRZ creation of TIRZ. Ever since the

ln2Ol4,TIRZvaluesare$190million. During2Ol4lheTlRZmarketvaluewasupby T¡RZpropertyvaluesweregl3gmillion. 'ho*euer $+.S m¡¡¡'on,

there was an increase in exemptions of$8.3 million, TIRZ values in 2013 were 193 million as compared

to $190 in2O14.

We have engaged a developer for a convention hotel, parking garage and multi-purpose event center. The Amarillo Local Government Córporation wås 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 oul 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 w1h Center City of Amarillo lnc. for several years. Center City lnc. is dedicated to the revitalization of Downtown Amarillo by focusing on cómmunity, social, recreational and economic interests. Center City is a nationally recognized member o-t Ootn thã Texas and National Main Street programs. The City contracted with Center City lnc. for "High $160:000 to provide administration and facade improvements downtown. During the summer months, Center City's well attended. which is always Block Party Noon on the Square" provides live music and their annual More recen¡y, the City contracted with Downtown Amarillo lnc. (DAl) to further advance successful implementation of the Downtown Amarillo Stiategic Action Plan, which is major part of our downtown TIRZ initiative. The City appropriated $276,298 in 2014t2O15, in 2O13t2014 and in 2012113; $286,432 in 2O11112 and 9212,262 in 2010111 for the DAI contract. The Amarillo Economic Development Corporation (Amarillo EDC) is the primary economic development engine of the Amarillo community, responsible for industry growth and job creation through business attraction and retention initiatives. ln 1989, the citizenry ói nmar¡llo approved a méasure to increase the sales tax rate by one-half cent to be dedicated to economic development programs. The vote proved to be a proactive one, as Amarillo was only the second city in Texas to approve the sales iax for'ecónomic development in the first year the program was made available through the Texas Legislature'

Throughout its 2s-year history, the Amarillo EDC has made investments in more than 100 projects across a variety of industies, building a "Portfoliô of Success" for the Amarillo community. According to a recent 21-year look-back study performed by Thõ Perryman Group, the annual economic activity stemming from the companies which have received investment from the Amãrillo EDC include $5.5 billion in gross product and 54,141 permanent jobs to the Amarillo area. The perryman Group also estimates the gains in business activity associated with Amarillo EDC-assisted companies lead to major incréases in tai receipts to local entitles of 9198.3 million per year. Moreover, these economic impacts represent aboul 44.4Yo of the entire Amarillo economy and 62.8% of the incremental growth since the inception of the economic development sales tax.

The mission of the Amarillo EDC is to ATTRACT businesses to Amarillo which offer highly-skilled, highly-paid positions; to EXPAND and RETAIN existing local businesses in Amarillo; and to CREATE a business environment conducive to

entrepreneurship. The Amarillo EDC targets companies whose primary function is to produce goods or services that are then sold outside of the immediate trade area, thereby introducing new monies into the local economy. This strategy is met by implementing aggressive business recruitment programs, local business retention and expansion programs, and promoting the Amarillo EDC anã Amarillo, Texas brands worldwide. The Amarillo EDC focuses on the following target industries across all

programs: Aviation/Aerospace, Business/Financial Services, Diversifìed Manufacturing and Assembly, 'O¡sti¡nut¡onnransportation/Logistics and Food Technologies. These strategies have served Amarillo well. POLICOM

Corporation ranked Amarillo +t3z out of 381 Metropolitan Statistical Areas in its 2014 Economic Strength Rankings. This position is up 173 places from 2004, making Amarillo #10 in Texas for economic growth and resilience.

ln 2014, the Amarillo EDC ushered through the catalyst project aimed at the revitalization of downtown Amarillo. The Amarillo EDC began construction on a new, g1O million facility for Coca-Cola within Amarillo CenterPort Business Park. The relocation of CocalCola was the most instrumental play to jumpstart the downtown revitalization efforts because of the location of the company's downtown operations as the site for the future Multi-Purpose Event Venrle (MPEV) The remainder of the downtown projects were contingent upon the relocation of Coca-Cola for the future MPEV. The Amarillo EDC successfully facilitated tñe ietention of 120 jobs for MWI Veterinary Supply Co. within the Amarillo community. This involved $1.6 million in construction of major improvéments to an existing EDC-owned facility accompanied with a long-term capital lease. The Amarillo EDC purcñased the Commerce Building for the future West Texas A&M University Amarillo Center. The 100,000square foot stiucture located in downtown Amarillo will be re-purposed to become the University's permanenl downtown Ama¡llo site and service center for the community. A staple of the relationship between the Amarillo EDC and West Texas

A&M University is the EnterPrize Challenge, a local business plan competition funded by the Amarillo EDC and facilitated by 52

CITY OF AMARILLO

Annual EnterPrize Challenge awarded five grants totaling $500,000 to new and emerging

than 120 new jobs and male substantial investments in the regiona! ecolomy, To date, rantstotaling morethan g4.1 million, resulting in 657 new jobs and $117.3 million in new revenue to the Amarillo economy. The Texas Pãnhandle Regional Development Corporation (IPRDC) is the small business

financing arm of the Amarillo gob. tn¡s Certified Developmeñt Company approved seven_Small Business Administration 504 the loans toîaling more than $6 million, which leveraged $14.9 million in bank financing and $5.3 million in owner equity. For million. 2014 totaling jobs. in 4 loans $4.5 funded also TPRDC new of 57 creatio-n for the prògram year, this *", ,"àponrible

ln addition to employment and business opportunities, Amarillo offers a high quality represented in Amaiillo. The Globe-News Center for the Performing Arts is home to and the Lone Star Ballet, while also hosting a variety of concerts, touring shows

downtown Amarillo, the 1O-story, 70,000 square-foot facility has a 1,300-seat audito

theater has a full proscenium liage ano itage equipmenl. The Center also serves as an education center, has a large

rehearsal hall and support facilities-such as off¡ces, dressing rooms, and wardrobe rooms. The Globe News Center serves as 'Window on an education center for a five-state region of Texas, Oklahoma, New Mexico, Colorado, and Kansas. The Center's a Wider World' works with arts, sc-ience, cultural organizations, and educational institutions to promote excellence in programming into interdisciplinary arts, science and cultural programs. lts plimary goal is to integrate arts, science and cultural ¡ tudies. social and arts language math, science, of core curriculum the

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 hâs 4,870 permanent seats and an additional 1,800 seats can be added to the floor. The and auditori-um seats 2,500. The Civic Center has conventions, concerts, musicals, and plays; and is home to our hockey team some have which should underway, Center Civic of the study an architectural is currenfly There team. arena football recommendations for updating the facility.

Ama¡llo's baseball team is curren¡y located at Memorial Stadium at the fairgrounds. The fairground is also home to the Amarillo National Center (ANC) Thé ANC is a 1 13,400 square foot livestock area with approximately 4,900 fixed seats. The ANC has attracted and nosteú several large livestock events, the American Quarter Horse Association's Adequan Select Championship, the West Texas Futurity Cùtting and the Tri-State Fair Rodeo. The ANC has made us very competitive in attracting new events to Amarillo. The American euarter 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 lnterstate 40.

The pan The exhi

s painting, prints and sculptures. The largest museum in the State of Texas. an art collection and hosts traveling Theater, which has several hands-on

exhibits and a planetarium.

There are several outdoor activities in the Amarillo area. We now have 64 parks in Amarillo. The Palo Duro Canyon State park, Caprock Canyon State park and the Alibates Flint Quarries National Monument are all in the Amarillo area. The outdoor musical àrama, Teias, is held each summer at Palo Duro Canyon State Park. We have azoo, an amusement park, a water park, two skate parks, and the Amarillo Botanical Gardens.

Ama¡llo has a state-of-the-aft shooting complex facility located on 34.8 acres of land. The site includes a 5'000 square-foot joint public use building, 36 high-power rifle-shooting fositions and 2O pistol-shooting positions. The complex is intended for and polce traiñing. Other area law enforcement agencies also utilize the facility.

Ama¡llo is well represented by higher education. Texas Tech University has a medical and pharmacy school here inAmarillo,

along with a gradúate englneéring'program. The Texas Tech School of Medicine trains 3rd and 4th-year medical students and pediatrics. The offerã resideñcy training in family-ándiommunity medicine, obstetrics and ol of Pharmacy in degree Texas Tech Sihool ot Ãlt¡e¿ Heá[h Sc¡ences cuirently offers a master's & M University is Amarillo college community Amarillo;s degree. year Pharmacy Doctor of has a four Amarillo. Both (I¡¡¡AMU) ii tocated in nearby Canyon. Witn help from the AEDC, WTAMU now has Àma¡llo Óollege and West Teias A & M University are known for producing high quality graduates.

gynecology, physi C a

We believe the future for Amarillo is bright. Amarillo has an ample workforce, low taxes and utilities, and the best-funded economic development corporation in tné State. Amarillo has a diverse economy, business and employment opportunities, and education and recreation opportunities.

CITY OF AMARILLO

CALENDAR FOR BUDGET PREPARATION

Aprll 17,2014

Budget instruction meeting: Budget materials and budgeting guidelines for next fiscal year.

April 17,2014

Budget training begins.

May 2,2014

Division Directors submit operating and capital budget requests to Accounting.

May 30, 2014

Audit of Departmental operating and capital budgets are complete.

June 6, 2014

Finance submits operating and capital budgets with cash flows to Gity Manager for review.

August 1,2014

City Manager submits operating and capital budgets with related budget material to Gity Gouncil. Operating and capital budgets filed with City Secretary for public inspection.

August 4,2014 -August 6,2014

Gity Manager reviews operating and capital budgets with City Gouncil.

Second and Third Weeks of September

Various hearings on the operating and capital budgets and the adoption by the City Council,

October 1,2014

Budget goes into effect.

CITY OF AMARILLO

COMMUNITY STATISTICS DEMOGRAPHICS

RACETETHNICITY

AGE

POPULATION 482 Under 18

28% White

82.5%

'18 thru 64

60% Black

7.1o/o

12% Asian

3.0%

Other

7.4%

Hispanic.

29.1%

890

900

't,442

950

74,246 65 and older

990

157,615

2000

173,627

2010

190,695

2013 (projected)

196,336

2012 HOUSING UNITS

LABOR FORCE

LAND USE PROPORTIONS Right of Way

15% September 2010

Residential

23% Employment

Commercial

lndustrial

3o/o

Public

12% Texas

6.5% TOTAL

Vacant

39% United States

8.1o/o

98,831 128,236 (94.8%)

Unemployment:

60,271

Duplex

2,553

Multi-Family 5.2%

Amarillo MSA

Single Family

Mobile Homes

128,704 Miles of streets

Annual calls for all Fire services

18,182 Miles of street ove{ay (2012-13)

Number of outdoor warning sirens

Scheduled flights (weekday commercial flights)

82,864

12.93

't3 Number of street lights

'10,547

Signalized intersections

265

3,864

90 Miles of storm sewers

124.86

SOLID WASTE MANAGEMENT

AMARILLO INTERNATIONAL AIRPORT Number of passenger airlines

3,845

1,006.63

Annual calls for Police services

Number of fire hydrants

6,1 95

PHYSICAL INFRASTRUCTURE

PUBLIC SAFETY

Number of fire stations

Number of solid waste customers (residential and commercial)

42 Landfill acreage

66,067

662

Annual number of passengers

401,200 Tons of waste collected

158,500

Annual Aircraft Operations

62,784 Tons of waste landfilled

258,000

CITY OF AMARILLO

COMMUNITY STATISTICS CULTURE AND RECREATION 5

Number of libraries

467,149 Municipal swimming pools

Total library holdings

1,597,9't5 Annual swimming pool attendance

Library volumes loaned annually Civic Center (auditorium, coliseum, Grand Plaza and Globe News Center)

Rounds of golf played annually (2 courses)

1,665 Tennis Center attendance

2,935

Park acreage

28,546

39.14

64 Jogging trail mileage

Number of Parks and Playgrounds

53,450

656,239 Soccer fields

Civic Center annual attendance

410,000 sF Tennis Courts

Civic Center event days

97,153

Baseball and softball fields

TRANSIT SYSTEM

MUNICIPAL SEWER UTILITY Number of wastewater treatment plants

Number of buses

Daily average of sewage treated (gallons)

16,349,951

Miles of fixed route service (annual)

675,549

Daily average of reclaimed water sold to industries (qallons)

9,763,656

Fixed route passengers (annual)

372,533

955 Spec-Trans passengers (annual)

39,737

Wastewater collection mains (miles)

M UNICIPAL WATER UTILITY

Active water accounts Daily average water production (gallons)

Maximum daily production capacity

(gallons)

70,16'l Water distribution mains (miles)

1120

Number of water wells

122

44,174,721

120,000,000

Surface water allocation (gallons)

(Lake Meredith) Roberts County (CRMWA) water allocation (gallons)

8,603,656,656

CLIMATE Annual Average ïemperature

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 - Champion lndoor Football League Amarillo Sox Baseball Club - American Association of lndependent Professional Baseball

CITY OF AMARILLO COMMUNITY STATISTICS

PUBLIC SCHOOLS lntermediate/ Elementary Schools

High Schools

Middle Schools

Amarillo lndependent School District

Canyon lndependent School District

River Road lndependent School District

Bushland lndependent School District

Highland Park School District (same facility)

HIGHER EDUCATION FACILITIES West Texas A & M University - more than 8,300 enrollment per semester

Amarillo College - more than 10,800 enrollment per semester Texas Tech University Health Sciences Center - School of Medicine - 70 medical students and 75 residents

Texas.Tech University Health Sciences Center - School of Allied Health - B0 students Texas Tech University Health Sciences Center - School of Pharmacy

- 1 15 first-year students

Texas A & M Research and Extension Center

Wayland Baptist University Amarillo Campus

TEN LARGEST TAXPAYERS (2013 TAX ROLL) Taxpayer

Type of Business

Taxable Value

Percent of Total

Southwestern Public Service

Electric Utility

$88,286,959

0.844%

Wal-Mart Stores, ln.c

Retail Stores

$85,932,637

O.822o/.

Northwest Texas Healthcare

Hospital

$84,728,956

0.810%

Amarillo Mall LLC

Westgate Mall

$63,925,834

0.611%

Burlington Northern Santa Fe Railroad

Rail Transport

$62,822,320

0.601%

Ben E Keith Company

Grocery Wholesale

$48,876,507

0.4670/o

Amarillo Economic Development Corporation

Economic Development

$41,925,757

O.4010/.

Atmos Corp/Energas Co.

Natural Gas Utility

$40,968,1 67

0.3920/"

Amarillo National Bank

Financial lnstitution

$37,584,412

0.359%

Case Newport LP

Apartment Complexes

$36,883,145

0.353%

CITY OF AMARILLO COMMUNITY STATISTICS MA.JOR NON-GOVERNMENTAL EMPLOYERS IN AMARILLO

Type of Business

Taxpayer

Estimated Number of Employees

Iyson Foods

Beef Slaughter and Production

3,700

BaptisUSt. Anthony's Health Systems

Hospital

2,900

Northwest Texas Healthcare

Hospital

1,359

Wal-Mart Supercenters

Retail Stores

1,359

Affiliated Foods

Food Distributor

1,110

Bell Helicopter, lncorporated

V22 Osprey Production

1,068

Xcel Energy

Energy Provider

1,000

Western National Life lnsurance

lnsurance Provider

890

Burlington Northern Santa Fe Railroad

Rail Transport

700

Toot'n Totum

Convenience Stores

560

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 lnterstate Highway40 and lnterstate Highway 27,with the Burlington Northern and Santa Fe Railway 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 was 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. Temperatures in the High Plains vary greatly depending on the time of year. Amarillo temperatures range from an average low o'l 22"F (January) to an average high of 92"F (July) with temperatures topping 100"F on approximately 5 times per year. Humidity averages are low, occasionally dropping below 15 percent in the spring. Low humidity moderates the effect of high summer afternoon temperatures, permits evaporatíve cooling systems to be very effective, and provides many pleasant evenings and nights.

The average annual precipitation for Amarillo is 19.71 inches. Measurable precipitation falls on an average of 72 days per year. Snowfall averages 17.9 inches annually in Amarillo. Snow is most frequent during the winter months, but some of the heavier snowfalls have occurred in March. Snow has fallen as early as September and as late as May.

The Texas Panhandle is one of the windiest regions in the United States. As westerly winds flow over the Rocky Mountains, low pressure forms to the east of the mountains in the High Plains. This very persistent low pressure is what leads to the strong average wind speeds of 13.1 mph from predominately south and southwesterly direction for Amarillo. 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, and this location became one of the largest cattle shipping points in the world.

The point where the FW&D crossed the Santa Fe railroad, completed in 1898, was a logical site for the growth of what was to become the Panhandle's premier city, Amarillo. The 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. The early 1900s were a time of growth for Amarillo when the discovery of natural gas in the area made the City the heart of the Panhandle's oil and gas business. By 1910, telephone services along with water, gas, and electric systems were in place. New churches, schools, and a library were built. 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. ln 1913, following state-enabling legislation, Amarillo wrote its own charter and became one of the first cities in the United States to adopt the commission-manager 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. ln 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 automobile travel, Amarillo has been an important stopping point for travelers.

CITY OF AMARILLO

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. Thus allowing downtown to become the financial heart of the city with its banks and other office buildings.

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 1 1 ,000 people by 1970. Strong leadership helped the City survive and thrive after this event. Over time, the Air Base would become the Amarillo lnternational Airport, now known as the Rick Husband lnternational Airport.

ln the 1950s, due to the increase in traffic along Route 66, the highway moved from Sixth Street to Amarillo Boulevard. lnterstate Highway40 opened in 1976, continuingAmarillo's tradition as a respitefor 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 recoveryfor Amarillo, as the population and development grew during this decade. The late 1980s and early 1990s were a period of moderate growth. Downtown Amarillo saw major private investments 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 located east of city limits, named the Clements Unit became operational in 1990 and housed 3,619 inmates. ln 1994, the prison was expanded to house 1,000 more inmates. Also in 1994, the Neal Unit, a new women's prison housing 1,667 inmates was completed. ln 1997, this unit was changed to a men's prison. ln 2008, Amarillo finalized a Downtown Strategic Action Plan. Key goals include maintaining Downtown as a financial, government, and civic center for Amarillo and surrounding areas; attracting urban{ype lifestyle living, and continuing to support the Civic Center area by developing quality hotels in an effort to draw a wide array of conventions and conferences to Amarillo. Renovations of the historic Fisk Building and Potter County Courthouse were completed in 2010 and 2012, respectively. Other projects include Happy State Bank and Toot'n Totum convenience store.

ln 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 and beyond. 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 12,2O10, the plan was adopted by Amarillo's City Council. lnitial implementation projects include establishing a drainage utilityfee, a mobility.study along the Soncy Rd/Loop 335 corridor, and modification of the City's annexation ordinance.

Today, new residential areas continue to develop in various parts of Amarillo. ln the last three years, ucted. Nearly 190 new nits 2,286 new I Area was ranked 85th of Met residential I phia lity Survey. The Amarillo 360 places best cities for families. n by area was al

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. lts isolation is one of the City's most significant characteristics and assets. Amarillo's geographic location and its relationship to major transportation facilities are important reasons for the significance of regional wholesale and retail trade. Wholesale and retail trades comprise about 17% of the Amarillo area's employment. Average retail sales for the area total approximately $3.8 billion annually (American Community 2007 Survey). According to the 2010 US Census Bureau, Amarillo is the 14th largest city in Texas with a population of approximately 190,695. Having an average increase of 1Yo to 2% each year, Amarillo is an important

CITY OF AMARILLO

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. LOCAL ECONOMY Although Amarillo was a city built solely on agriculture and energy production, Amarillo's economic base has diversified 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. The Amarillo Metropolitan Statistical Area was ranked by the following companies:

n 38 of 184 in the cost of doing business (July 2014 Forbes Best Small Places for Business and Careers) l. 62 of 184 in job growth (July 2014 Forbes Best Small Places for Business and Careers) * 95 of 184 in education (July 2014 Forbes Best Small Places for Business and Careers) * 59 of 176 small cities (2013 Milken lnstitute Best Performing Cities lndex) * 137 of 381 economic strength ranking (2014 POLICOM Corporation) . #10 in Texas (2014 POLICOM Corporation) * 14 of 150 best cities to start a business (2014 WalletHub) 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. ln 1980, the City's tax receipts for retail sales were $7.7 million. ln 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 half is dedicated to economic development. Tax receipts for retail sales remain strong. Sales tax collections for 2011,2012 and 2013 fiscal years were at an all{ime high of $45.61 million, $48.01 million, and $51.68 million, consecutively. Amarillo was created as an agricultural servicing center and a significant portion of its economy is still based upon the important economic activity. ln fact, the Texas High Plains is one of the most unique and diversifíed 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 feedyards, with more than $140 million in the combined annual payroll of area

feedyard operations. On an annual basis, cattle on feed within a 150-mile radius of Amarillo total approximately 6.5 million head or 30% 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 3 billion pounds of beef produced each year for national and international consumption. 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 $t S billion. The same conditions that brought the cattle industry to the area have also attracted the hog and dairy industries. According to the 2012 Census of Agriculture, over 600,000 head of hogs raised annually, making the Panhandle region the top hog producer in the state. Seaboard Farms, Texas Farm, and Smithfield lnc. have all established significant hog operations in the Texas and Oklahoma panhandles.

CITY OF AMARILLO

The October 2011 issue of 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 including over half of the state's corn and wheat production. 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, fertilizer and pesticide distribution. As has been the case in the past, the future of agricultural production in the High Plains is bright. 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" because 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 plat 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 employ 11% of the total work force in the Amarillo area in 2012. Additionally, Amarillo's centralized geographic location is an ideal strategic transportation service hub for the United States. Amarillo has become a strong leader in the aviation manufacturing industry. 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 Helicopte/s facility in Amarillo is the final assembly and delivery site for the Y-22 Osprey, the UH-1Y Yankee, AH-12 Zulu, and the OH-SBD Kiowa Warrior, all destined for the Armed Forces of the United States. Amarillo's facility is also planning for future commercial work on Befl's newest helicopter, the Bell 525 Relentless, the first ever super-medium helicopter. The Amarillo Bell Helicopter Military Aircraft Assembly and Delivery Center's employment numbers have reached an all time high of nearly 1,500 workers. The recent decision to add commercial work to the facility's programs will fit easily into the plant's overall growth plan and take advantage of the state-of{he-art facilities as well as the partnership 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 are Palo Duro Canyon State Park, which hosts the annual musical production "TEXAS" in the Pioneer Amphitheater, Panhandle-Plains Historical Museum, Don Harrington Discovery Center, Amarillo Art Center, Amarillo Little Theatre, Amarillo Symphony, the Lone Star Ballet,

and American Quarter Horse Hall of Fame and Museum. Also, annual events such as the World Championship Ranch Rodeo, the July 4th fireworks show, 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 $320 million to the area's economy in 2012. The variety of attractions in this portion of Texas not only adds to the economy, but also to Amarillo's quality of life. Local, state, and federal governments continue to be a consistent and growing source for employment in the Amarillo area. According to the US Bureau of Labor Statics, between January 2013 and December 2013, over 400 new local government jobs were created. 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.

CITY OF AMARILLO

The adequate reserves of land and energy along with Amarillo's geographic 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 attract future business and industrial development. 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-ofJiving 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 table on the following page shows the differences between Amarillo's overall cost-of-living and that of other Texas cities.

Gost-of-Livinq Comparison* Percent

Composite lndex

Gitv AMARILLO Austin Corpus Christi

87.0 95.4

Dallas El Paso

95.7 92.3 89.2 98.3 92.5

Difference* Base +8.4o/o +5.1o/o

92.1

Lubbock Odessa San Antonio

+8.7o/o

+5.3% +2.2o/o

+11.3o/o

+5.5%

*Between Amarillo and other cities Source: American Chamber of Commerce (ACCRA Cost-of-Living lndex), I

Quarter, 2014

CONSUMER PRICE INDEX The consumer price index (CPl) 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. lt 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 particulat area. lt does not determine whether prices or living costs are higher or lower compared to other locations. Amarillo's CPI is as follows:

Amarillo AnnualAveraqe CPI (Base 1988=100) Amarillo GPI Year

2005 2006 Dec2007 Dec 2008 Dec 2009 Dec 2010 Dec 2011 Dec2012 Dec 2013 June 2014

206.70 181.30 210.79 188.10 202.32

Dec Dec

220.95 199.09 216.95 208.91 236.40

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 medical and pharmacy schools 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), Wayland Baptist and Vista College also have campuses in Amarillo, and West Texas A&M University is less than 20 miles from Amarillo. ln the 2003 legislative session, the legislature authorized Texas colleges and universities to set their own tuition. 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 lndependent School District (AISD) is made up of 37 elementary schools including one magnet school centering on mathematics, science, and the arts; nine 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 otfers 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 lndependent School District (CISD) has eight elementary schools; two intermediate schools

(grades 5 and 6); two junior high schools (grades 7 and B); two high schools and one alternative education high school in the Amarillo area. River Road lndependent School District (RRISD) has one elementary, intermediate, middle, and high school respectively. Highland Park lndependent 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 lndependent 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 WTAMU earn top-tier status for regional universities in the western United States by U.S. 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 24 acres in size and is located adjacent to S.W. 24th Avenue and Washington Street. The West Campus, being 41 acres in size, located north of the Amarillo Medical Center and is the primary location for Allied Health, Nursing, and Criminal Justice training. An 8-acre downtown campus houses the Business and lndustry Center while the East Campus, located near the Amarillo lnternational Airport, mainly focuses on lndustrial and Transportation Technologies.

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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 (WBU), 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) began operations in Amarillo with the School of Medicine (SOM) in 1972. The school offered elective clinical rotations in space borrowed from Northwest Texas Healthcare System and the Veterans Affairs Health Care System.

ln 2002, the SOM moved into a new 155,000 square-foot building located at 1400 S. Coulter St. The Amarillo campus is not only home to the SOM, but now also encompasses the schools of allied health sciences and pharmacy. The campus is located in Amarillo's 400-acre Regional Medical Center. The first TTUHSC program moved to Amarillo in 1974 when five resident physicians began family medicine training. A pediatrics program began in 1978, followed by obstetrics and gynecology in 1979 and internal medicine in 1988. Today, the SOM provides training to 82 medical students and 79 residents. Richard Jordan, M.D., serves as the SOM regional dean. When the School of Allied Health Sciences opened in 1994, it was housed in the Amarillo Speech and Hearing Center. The school's academic and clinical programs are now at the Coulter Street location. The school offers a Doctor of Physical Therapy, and trains approximately 60 students annually. Michael Hooten, Ed.D., serves as the School of Allied Health Sciences' regional dean.

The state-of{he-art School of Pharmacy (SOP) has grown steadily since it opened in 1996. The school presently admits 115 first-year students to its Amarillo campus annually, and the program's growth has produced regional campuses in Abilene, Lubbock and Dallas/Fort Worth. The SOP in Amarillo also has the distinctive honor of being home of the Texas Pharmacy Museum.

ln 2007, the Laura W. Bush lnstitute for Women's Health (LWBIWH) was established at TTUHSC. The institute was first launched in Amarillo and has grown to serve communities in Lubbock, El Paso, the Permian Basin and San Angelo as well. The institute builds research, education and outreach programs to improve the lives of women and their families.

TTUHSC at Amarillo is also home to lnfantRisk Center, the Amarillo Breast Center of Excellence, SiMCentral and the West Texas lnfluenza Center. On top of being a teaching facility, TTUHSC at Amarillo also provides care to area residents offering firstclass medical services in family medicine, internal medicine, surgery, obstetrics and gynecology, pediatrics, psychiatry and geriatrics. Medical care is open to all. TTUHSC ís committed to providing topnotch training for future medical professionals while offering first-class medical treatment to its neighbors.

The Texas Agrilife Research and Extension Center, located at 6500 W. Amarillo Boulevard, provides information, technology, and assistance in the areas of agriculture, community development, and 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 help make 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, feedyard managers, and cattlemen in diagnosing the causes of diseases and other health problems affecting livestock in the region. Amaril lo's Professional Sports Teams ln the fall of 2010, the Amarillo Bulls began their inaugural Season in the North American Hockey League, by offering exciting, affordable family entertainment. The Bulls team consisted of some of North America's best young hockey players, ranging from age 17 lo 20, in an effort to advance their hockey careers and to receive a College Scholarship. Within the past three years, 35 players have received scholarships with West Point, Air Force Academy and Princeton. The players are amateurs, receiving no salary, and they stay with local families making Amarillo their new home. These players give back to the community by

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helping local charities. During each of the 3 years, an Amarillo Bull player has won the NAHL Community Service award. The Amarillo Bulls have won the oldest Hockey trophy in the United States, the coveted NAHL Robertson Cup. The seven-month season, from September to March, consists of 28 regular season home games which are played in the Amarillo Civic Center's Coliseum. An average of 3,000 fans attended each game.

This year, the Amarillo Sox Baseball Club completed their inaugural season of play in the American Association of Professional Baseballwith 138,865 guests attending games atthe 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 General Manager, Mark Lee. Lee was drafted by the San Diego Padres in the 13th round of the 1976 amateur draft. ln 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 threetime 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 football team of the lntense Football League, in 2004. ln 2010, the Amarillo Dusters became the Amarillo Venom. The Venom joined the Lone Star Football League for the 2012 season. They won back-to-back Championships in the years 2012 and 2013. The Venom proudly plays in the Amarillo Civic Center's Coliseum during the months of March through July. 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 the community as well as protecting the natural environment. The location and design of park land and 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. Park and open space facilities in Amarillo are comprised of school playgrounds, school parks, linear and ornamental parks, neighborhood, community, and regional parks. Amarillo currently has 64 parks and 2 goll complexes that combined with areas of developed recreation open space total 2,168 acres which is 74o/o of the 2,935 acres of dedicated open space. Amarillo's municipal golf courses include Ross Rogers and Comanche Trail Golf Complexes, both with 36 holes each. Other areas of recreational opportunity include 3 public swimming pools, 2 concrete skate parks, 12waler spray grounds, the Amarillo NationalTennis Center and the Amarillo Zoo.

ln addition to Amarillo's parks system, recreational areas of the community are supplemented by the various improvements found on elementary, middle school, and high school sites. These sites are located throughout the city and provide athletic-type facilities for students. Middle school sites contributing to Amarillo's open space include Austin, Bonham, Bowie, Crockett, Fannin, Houston, Mann, Travis, DeZavala, 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. Additional projects funded through the Parks Capital lmprovement budget that were completed in the 2013-2014 fiscal year include the following: o The completion of four multi-use irrigated natural turf fields with expanded parking and restroom at the Amarillo Recreation Complex south of the Rick Klein Baseball Complex. . The design and installation of two water spray grounds, one at City View and another at Eastridge School Parks. . lmprovements to Eastridge School Park, with financial support from a Community Development Block Grant allowed for the installation of a new spray ground, restroom, multi-use court and trail lighting around the perimeter walkway of the park. . lnstallation of new play structures at Ellwood Park and Sleepy Hollow School Park.

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Major Regional Recreation Facilities The Texas Panhandle region is the location of numerous major recreational areas that allow Amarillo citizens the opportunity to participate in outdoor activities such as boating, fishing, camping, hunting, etc. Even though the regional facilities may be up to 55 miles from Amarillo, they are considered supplemental to Amarillors park system due to 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 east of Tulia, and Lake Meredith near Fritch, offer public fishing and boating recreation. The Canadian River, located north of Amarillo, provides areas for hunting and off-road driving and riding. Buffalo Lake Conservation area, a wildlife refuge near Canyon, and Wildcat Bluff Nature Center, west of Amarillo, provide both active and passive recreational areas from hiking trails to picnic areas. Palo Duro State Park, located southeast of Amarillo, is one of Texas' most spectacular scenic features since the colorful, rugged terrain of this canyon provides a sharp contrast to the plains of the Panhandle. The park offers camþng, 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 in2013 by the American Bus Association.

MUNICIPAL ADMINISTRATION Municipal administration services are housed in Amarillo City Hall and associated public buildings known as the Municipal Complex. The complex is located in the vicinity of S.E. 7'n Avenue and Buchanan Street and includes City Hall, Civic Center, Centennial Plaza, Central Library, Globe News Performing Arts Center, 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 transit system.

Gity Hall Thé Amarillo Sunday News-Globe, on Sunday January B, 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 Jewet in the setting that will become the Civic Center Complex in 1968 is the new Municipal Building compteted last month. tt is now the home for 21 city governmental offices and has four levels that incoìrporate 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. /f cosf $2,126,427, including the land, architectfees, paving, lighting, and storm sewer relocation. The outside finrsh consrsts of pre-cast concrete panels in which marble chips have been mingted and it witt conform architecturalty with the Auditorium-Coliseum. " Originally, a water fountain and pool were constructed at the main entrance wìth 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 Flall is home to the Mayor's office, City Council, 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 as well as 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 Gomplex When theAmarillo Civic Centeropened in 1968, it housed a coliseum (7,200 capacity) and an auditorium (2,324 capacity). ln 1978, the first expansion of the Civic Center added what is now known as the South Exhibit Hall and Regency Room. ln 1989, the coliseum was renamed the Cal Farley Coliseum in memory of Mr. Farley. ln 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. ln 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.

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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 fundraising 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 of the Performing Arts are the center of cultural activity in Amarillo; including symphonies, concerts, ballets, Broadway shows, and sporting events. 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. More than 600,000 patrons attend approximately 1,000 events each year.

Police Department and Municipal Courts Building ln 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 for most Police Department functions to be located in one building. ln 2010, the 6th floor of the Police Department was renovated. After the renovation was complete¿, tfre Uniform Division was relocated to that floor. The renovation of the 3'd floor followed to address the expanded needs of the Detective Division. Future plans include renovations to the 4th and 7th floor to address anticipated growth of the Police Department. 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 Gollection 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 61,459 residential accounts and 3,747 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 approxim alely 212,350 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 of 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.

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Amarillo Animal Management and Welfare Department The Amarillo Animal Management and Welfare Department as well as the Amarillo Panhandle Humane Society are located at 3501 S. Osage St. and are open to the public from 10 AM to 7 PM, Monday through Friday, and 11:00 AM to 5:00 PM Saturday. The following services are provided by Amarillo's Animal Management and Welfare Department:

o Pet education and awareness programs, . lmpoundment of stray or unwanted animals, . Enforcement of City ordinances and state laws pertaining to animals, . Capture and relocation of wild animals, . Quarantine facility, . Removal and pickup of deceased animals, . Assist with adoption of pets, . lnvestigation of cruelty and welfare cases, . Respond to citizen complaints, . lnvestigation of animal bites/attacks, . Water rescue Rick Husband Amarillo lnternational Airport The Rick Husband Amarillo lnternational 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 ll and the airport became the Amarillo Air Force Base in 1951 . The airport operated as a joint-use facility through 1968. ln February of 2003, Amarillo City Council voted to change the name of the Amarillo lnternational Airport to Rick Husband lnternational 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.

ln 2011, the Rick Husband lnternational Airport completed 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 atea, a spacious security screening checkpoint, new passenger boarding bridges, and a new inline baggage screening system. ln2012, the terminal building storm water drainage system was significantly upgraded and the ticket level bridge was rebuilt. Current projects in 2013 include replacement of the escalators in the terminal building, improved lighting

systems for the airfield, additional upgrades to the terminal storm water drainage systems and construction of a consolidated rent car service center

ln 2013, the airport had 61,640 flight operations handled by the FAA air traffic control tower that included commercial, general aviation, and military aircraft. During calendar year 2013, more that 795,000 passengers flew in and out of the airport. Presently, Envoy (American Eagle), United, and Southwest Airlines serve the airport with up to 40 scheduled airline arrivals and departures daily to five non-stop destinations.

Amarillo Public Library Amarillo citizens have enjoyed library service since 1902, when a group of women known 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 close to 2,000 people every day. The library collection includes more than 768,000 books, magazines, and media materials which circulate over 1.6 million times per year. The Library maintains 90 public computers which supply more than 114,000 hours of internet access per year. Non-profit organizations from across the state take advantage of meeting facilities available for a smallfee at all five library locations.

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The Amarillo Public Library also offers a great many other resources and services.

. . . .

The Library's Community Reading Program, AMARILLO READS, offers English as a Second Language and Citizenship Classes, Adult Reading Skills Tutoring, Summer Reading Club for all ages, and annual Community Reads.

Story Time Classes for young children are available 20 times each week at various times and locations to make Story Times available to all Amarillo families. Additional activities take place each month for school-age kids and teens, including science, music, art, and socialactivities. Programs for adults include book discussion groups, film series, craft programs, fraud prevention classes, technology workshops, and health and financial literacy programs. The Library's website, www.amarillolibrarv.orq, offers: Downloadable magazines, ebooks and audiobooks

o o Language instruction o Assistance for job seekers o Test preparation for a variety of scholastic and professional exams o Access to consumer information o Car repair instructions o Streaming video of independent and classic films o Web-based story books for children o Online encyclopedias o Genealogy resources

Amarillo Public Library Locations and Contact lnformation Downtown Library East Branch North Branch Northwest Branch Southwest Branch

413 E 4tn Ave 2232827tn Ave 1504 NE 24th Ave 6100 W gth Ave 6801 W 45th Ave

806-378-3054 806-342-1 589 806-381 -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 a multi-institutional cooperative library network serving more than 130 Libraries in Texas and Oklahoma. HLC membership allows 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, 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 18,600 alarms annually (2013).Over 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 (2013). These times are closely related to the distribution of fire stations throughout the City. ln the last fifty years, Amarillo has experienced a significant growth; from 38 square miles to over 100 square miles and a population that has increased by nearly 40%. Before 2009, the city had not added a single fire station to keep up with the expansion. City leaders began to address this problem with Fire Station #11 (2009) in the Westcliff subdivision, Fire Station #12 (2011) near The Shores subdivision, and Station #13 (2013) in John Stiff Park. 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.

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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: Hosoital

Location

Baptist Saint Anthony's Hospital Northwest Texas Health Care System Veterans Affairs Health Care System

1600 Wallace Blvd. (Medical Center) 1501 S Coulter St. (Medical Center) 6010 W Amarillo Blvd. (Medical Center)

Amarillo Medical Center ln 1959, Amarillo began developing into a regional health care center and continues to be committed to provide an arcay 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, and 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 Hospital. Texas Tech University has a consolidated 2O-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 a Veteran's Hospital with 55 beds, which also houses a veteran's nursing home, and

two other major hospitals. Baptist Saint Anthony's Hospital (BSA), a general medical and surgical hospital in Amarillo with 445 beds. Last year, physicians performed nearly 13,000 inpatient and outpatient surgeries. Northwest Texas Hospital is also a major general medical and surgical hospital in Amarillo with 431 beds. Physicians performed over 9,500 inpatient and outpatient surgeries last year. A 44-bed freestanding rehabilitation facility opened in a joint venture between Northwest Texas Healthcare System and RehabCare Group, lnc. in October 2006 Each acute care hospital in Amarillo is within the Medical Center where ample undeveloped property for additionalfacilities is available. Therefore, most major medicalfacilities are expected to be constructed in the Medical Center area in the future.

Amarillo Economic Development Corporation The Amarillo Economic Development Corporation (AEDC) was created to foster economic development in the City and to manage the revenues from the 0.5% City sales tax increase that Amarillo voters approved in 1989. Throughout its 25-year existence, the AEDC has engaged in more than 100 projects, building a "Portfolio of Success" for the citizens of Amarillo. This strategy is met by implementing

aggressive business recruitment programs, local business retention and expansion programs, and promoting the Amarillo EDC and Amarillo, Texas, brands worldwide. The corporation consists of a fivemember board appointed by the City Council. 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 Amarillo EDC 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.

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Center Gity of Amarillo, lnc. ln 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, lnc. Center City is a nonprofit organization dedicated to the historic preservation and revitalization of Downtown Amarillo by focusing community, social, aesthetic, recreational, and economic interests in Amarillo's historic core area. Center City is recognized as a National and Texas Main Street Program. Center City projects include:

o High Noon on the Square, a series of free outdoor summer concerts on the grounds of the . o

historic Potter County Courthouse, Center City Block Party, a downtown music festival and car show with food vendors and activities, The Center City Electric Light Parade, a lighted nighttime Christmas parade and tree lighting event,

. Hoof Prints of the Great American Quarter Horse, an art in public places project, o Design Review, a partnership with the City of Amarillo to provide façade grants, o Restoration of historical signs along Polk Street including the Paramount sign and the Kress sign, ¡ Partnerships with other downtown organizations including the Center City Tax lncrement . . ¡ .

Reinvestment Zone and Downtown Amarillo, Inc., Partnerships with other nonprofit organizations gathering people downtown, including the Susan G. Komen Race for the Cure, Go Red for Heart, the Working Ranch Cowboy Association, the Hispanic Chamber of Commerce, and the Amarillo Chamber of Commerce, Historical preservation efforts with the Amarillo Historical Preservation Foundation, the Texas Historical Commission, the Texas Downtown Association 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. With over 100 antique shops, restaurants, and bars, this area is listed on the National Register of Historic Places. This section of street represents the roadside architecture and development produced by the first transcontinental highway linking mid-America 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 welcomes visitors.

Rails to Trails Project A construction contract was awarded to Fuller Construction of Amarillo for $2.6 million to complete the construction of a 3.88-mile section of the Amarillo Rails to Trails Project. The multi-purpose trail, which serves as a linear park, extends from the intersection of SW 7th Avenue and Crockett Street to Coulter Street. A special dedication/grand opening was held in April of 2005. The trail was named the Rock lsland Rail Trail in order to give recognition to the historical significance of the railroads that once traveled this section of the City.

Amarillo-Potter Events District On January 17, 1989, the voters of the City of Amarillo and Potter County approved a venue project along with the corresponding tax levies. The approved project consists of an expansion of the Civic Center convention facility .and the construction of the Tri-State Fairgrounds Event Center. The Tri-State Fairgrounds Event Center (officially the Amarillo National Center) is used for community events including rodeos, livestock shows, agricultural expositions, promotional events and other civic or charitable events. The facility has 5,000 permanent seats and is designed to complement, not compete with, the existing Civic Center facility.

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Strategic Action Plan for Downtown ln 2008, the City of Amarillo adopted the Strategic Action Plan for Downtown Amarillo after almost two years of research and community meetings. The Plan covers a large area from the railroad tracks north of downtown, to 12tn Avenue on the south, and from the east railroad tracks to Washington/Adams Street on the west. This accounts for nearly a 1 16-square block area. Recommendations in the Plan included the formation of a Tax lncrement Reinvestment Zone, which was established in 2006 and a proposed Business lmprovement 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. Related to the above, the City adopted the Downtown Amarillo Urban Design Standards, an overlay zoning district, in 2010 to provide guidancefor 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, and manage downtown projects. This board will explore the feasibility of potential projects as well as expedite and facilitate construction of City projects. Completed downtown development/redevelopment projects include:

o Courtyard by Marriott near Polk St. and 7th Ave. . Ellwood Park near Washington St. and Park Pl. . Happy State Bank near Pierce St. and 10th Ave. . Cal Farley's Alumni Housing near Monroe St. and 11th Ave. o Toot 'n Totum Convenience Store near Buchanan St. and gth Ave. o Potter County Courthouse near Fillmore St. & 6th Ave. o Amarillo College parking lot near the Downtown Campus Potential downtown development/redevelopment projects include:

o Barfield Lofts near Polk St. and 6th Ave. o Convention Hotel near Pierce St. and 6th Ave. ¡ Multi-level Parking Garage near Buchanan St. and 7th Ave. o Multi-Purpose Entertainment Venue which will include a baseball park near Buchanan St. and 7th Ave.

o Herring Bank near Pierce St. and 6th Ave. o The Lots on 1Oth Ave. near Tyler St. and 1Oth Ave. . Plemons Village near Van Buren St. and 1Oth Ave. . West Texas A&M University Downtown Amarillo Campus near Tyler St. and 7th Ave. . Buchannan St. walkway improvements from 1Oth Ave. to 6th Ave.

qTy OF

AMARIttO 0rE¡ 5p¡cE5 r E¡OlE55 0PÞOQtUùFtE3

CITY OF AMARILLO ORGANIZATION CHART

BOARDS AND COMMISSIONS Advisory Commission for People with D¡sab¡l¡ties Airport Advisory Board Amar¡llo Econom¡c Development Corporation Amarillo Firemen's Relief and Retirement Trust Amar¡llo Hospital District Board of Managers Amarillo Housing Corporat¡on Amarillo Housing Finance Co¡porat¡on Amarillo lndustrial Development Corporation Amarillo Local Government Corporation Amarillo-Potter Events Venue District Animal Control Board Bi-C¡ty-County Public Health Board Board of Appraisal Review Board of Review for Landmarks and Historical Distrrcts Canadian River Municipal Water Authority Center City Tax lncrement Reinvestment Zone #1 Board (TIRZ)

BOARDS AND COMMISSIONS Civil Service Commission Commun¡ty Development Adv¡sory Committee Comprehens¡ve Plan lmplementat¡on Advisory Comm¡ttee Construction Advisory and Appeals Board Convention and Vis¡tors Counc¡l Downtown Urban Design Review Board Emergency Care Adv¡sory Board Health Facilities Corporation L¡brary Board MPO Policy Advisory Committee Parks and Recreation Commission Photographic Traffic Signal Enforcement Comm¡ttee Planning and Zon¡ng Commission Public lmprovement District Boards

AMARILLO CITIZENS

BOARDS & COMMISSIONS

MAYOR &

MUNICIPAL JUDGE ASSOC. JUDGES

CITY COUNCIL

CITY SECRETARY

Traffic Commission Zoning Board of Adjustment

CITY ATTORNEY CITY

MANAGER FIRE

POLICE

ACM-FINANCIAL & LEISURE SERVICES

{

FINANCE

INFORMATION SERVtCES

Dtvtsr0N

ACM-DEVELOPMENT SERVICES

DEPUTY CITY MANAGER SAFETY

MANAGEMENT & ADMINISTRATION

PARKS & RECREATION

{------r

UTILTTIES

PUBLIC WORKS

DtvrstoN

DrvrstoN

WATER PRODUCTION

MUNICIPAL GARAGE

BUILDING SAFETY

WATER DISTRIBUTION

DRAINAGE UTILITY

PLANNING (MPO)

WATER TRANSMISSION

SOLID WASTE COLLECTION & DISPOSAL

ITANAGEfiIENT & WELFARE

PUBLIC SERVICES MUNICIPAL COURT

EMERGENCY MANAGEMENT

ctvtc CENTER

INFORMATION TECHNOLOGY

PARKS

ENVIRONMENTAL

(RADTO)

HEALIH ACCOUNTING (PAYROLL) AECC LIBRARY

PRINT SERVICES

RECREATION

PURCHASING (CENTRAL

PUBLIC HEALTH

SToRES) TELE.

w.t.c.

AIRPORT

GOLF WASTEWATER COLLECTION

UTILITY BILLING (vrTAL STATTSilCS)

HEALTH PLAN ADMINISTRATION

RISK MANAGEMENT

TRANSIT

COMMUNITY DEVELOPMENT & HOUSING

HUMAN RESOURCES (crTY CARE CLTNTC)

FACILITIES

WASTEWATER TREATMENT

SURFACE WATER TREATMENT

STREET

ENGINEERING

TRAFFIC ENGINEERING

ANIMAL

c[Y oF

AMARIttO otE¡ BpaaEs ' EÙ0!É55 0Pt0nlutlrle3

CITY OF AMARILLO SUMMARIES - ALL FUNDS 201412015 RESOURCES $ 5s,530,000

160/"

50,630,060

SALES & MIXED BEVERAGE TAX

15o/o

37,860,132

WATER SALES

11%

24,988,359

PROPERTYTÆ(ES

19,742,600

GROSS RECEIPTS BUSINESS TAXES

60/o

29,r33,684

SANITATION CHARGES 8Y"

5,460,675

OTHER GENERAL FUND REVENUE DRAINAGE ASSESSMENT

2't,804,240

SEWERCHARGES

13,525,582

AIRPORT

15,230,812

MUNICIPAL GARAGE

't1,800,420

ALL OTHER REVENUE

3o/o

22,14ø.,201

15,483,536

SPECIAL REVENUE FUNDS

20,490,058

CAPITAL PROJECTS

10%

0o/o

20o/o

30o/o

40o/o

50%

60%

70o/"

80%

90%

100%

TOTAL REVENUE (Before lnterfund Transfers) INTERFUND TRANSFERS $277,167,067 NETREVENUE $343,824,359 66.6s7.292

EXPENDITURES i

173,731,298 5,301,829

48o/"

DEBT SERVICE

80,019,754

WATER AND SEWER UTILITY

22o/"

12,636,803

GENERAL FUND

AIRPORT

3o/o

5,435,300

DRANAGE UTILITY

5,527,812

INFORMATION SERVICES

15,748,755

4o/o

6io

21,121,667

5,r13,794

MUNICIPAL GARAGE EMPLOYEE INSURANGE RISK MANAGEMENT

1o/o

21,146,090

SPECIAL REVENUE

6o/o

CAPITAL PROJECTS

15,961 ,967

10%

20Yo 30%

40%

50%

60%

70%

80%

90%

$361,745,069 TOTALEXPENDITURES(BeforelnterfundTransfers)

66.657.292 ¡NTERFUND TRANSFERS

9295,087,777 NETEXPENDITURES

Budgeted expenditures exceed estimated revenues by $17.9 m¡llion for the 201412015 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

expend¡tures do not include non-cash budgeted items such as depreciat¡on. 77

100To

CITY OF AMARILLO SUMMARY OF RESOURCES AND EXPENDITURES ALL BUDGETED FUNDS - FISCAL YEAR 2014l15

GENERAL

GENERAL INTEREST & REDEMPTION

ENTERPRISE FUNDS

INTERNAL SERVICE FUNDS

49,773,107

10,490,547

45,947,176

16,546,349

Sales, Receipts & Revenue Other Sources

161,042,618

3,675,795

90,504,512

44,245,537

M & O Expenditures Less: Depreciation Capital Expenditures

161 ,580,870

AVAILABLE FUNDS: Balance 10101113 (See Below)

FiscalYear 2013114

17,288,002

4,846,417

Debt Service

Total Expenditures AVAILABLE FUNDS: Balance 10101114 Fiscal Year 2014115 Sales, Receipts & Revenue Other Sources M & O Expenditures Less: Depreciation

70,424,680 (17,e35,3e5) 36,623,097 't 8,571

44,701,892 (s,607,31s) 8,248,595

,1 1 9

161,580,870

4,846,417

107,683,501

47,343,168

49,234,854

9,319,925

46,056,189

13,448,717

163,235,921

3,776,229

89,643,772

46,077,701

3,463,000

74,273,953 (18,186,8s8) 22,850,495

46,743,751 (5,943,349) 5,769,750

s,301,829

19,154,267

941,875

'173,731,298

Capital Expenditures Debt Service

Total Expenditures

173,731,298

5,301,829

98,091,857

47,512,028

AVAILABLE FUNDS: Balance 10101115

38,739,477

7,794,325

41,071,105

12,014,390

DETAIL OF BALANCES AT 1OIO1I15 Reserves for S/L & A/L Debt Service Reseryes * Committed for Future Capital/Projects

1 ,667,130

761,771

1,110,841 37,628,636

7,794,325

1,836,s41

37,567,433

't1,252,619

38,739,477

7,794,325

41,071,105

12,014,390

48,571,199 (20,056) 9,809,982 (8,588,018)

10,462,863 (266)

105,807,227

37,501 ,156

(13,s34) 12,591,076

1,777,257

(22,302,7781

(21,s36,104)

(50,134,81s)

(1 ,189,063)

45,947,176

16,546,349

BALANCE

Available funds calculation : Cash & lnvestments (Appreciation) Depreciation in lnvestments Assets to be converted to Cash Less: Liabilities & Encumbrances Less: Construction in Progress Balances Balance 10101113

49,773,107

47,624 (1e,674)

10,490,547

(6,8s7)

*The Debt Service Reserve in the General Fund is an appropriation of the maximum potential lease payment to the Venue District.

SPECIAL REVENUE

CAPITAL IMPROVEMENTS

BUDGET TOTAL BEFORE INTERFUNDS

2,760,480

12,085,441

137,603,100

21,283,102

12,575,061

333,326,625 17,288,002

(61,967,423)

271,359,202 17,288,002

21,815,607

621,244

299,144,294 (23,542,713) 54,115,826 23,417,535

(61,967,423)

237,176,871

9,244,134

INTERFUND

NET

TRANSFERS BUDGETED FUNDS

(23,542,713) 54,115,826

23,417,535

21,815,607

9,865,378

3s3,134,941

(61,s67,423)

291,167,518

2,227,975

14,795,124

135,082,785

22,144,201

15,483,536

340,361,359 3,463,000

(66,657,2e2)

273,704,067

316,199,493 (24,130,207) 44,277,813 25.397.971

(66,657,292)

21,146,090

304,400 15,657,567

3,463,000 249,542,201

(24,130,207) 44,277,813 25.397.971

21146p90

15,961,967

361.745,069

(66,657.292)

295,087,777

3.226,086

14,316,693

117 162 075

117.162.075

3,075,122 10,741,707

646,221

2.579.864

14.316.693

03.

103.345.245

3,226,086

14,316,693

117,162,075

2,167,212

33,544,824 (6,384)

2,354,089 (1,760,821)

2,760,480

70,720

(833,234) (20,690,485) 12,085,441

CITY OF AMARILLO ALL FUNDS 201412015

RESOURCES OTHER

PROPERTY TAXES

GOVERNMENTAL

TRANSFERS

OTHER REVENUE

REVENUE 9%

11%

GROSS RECEIPTS BUSINESS TAXES 7%

INTER-

SALES & MIXED BEVERAGE TAX ,|'6%

DEPARTMENTAL RENTAL & USE 6%

HEALTH & FLEX CONTRIBUTIONS

UTILITY SALES, SAN¡TATION CHARGES & DRAINAGE

RENTAL CHARGES 3o/"

ASSESSMENT 28%

$343.824,359 TOTAL RESOURCES

EXPENDITURES TRANSFERS

DEBT SERVICE

SALARIES & BENEFITS 39%

CAPITAL 13%

OTHER CHARGES 14Yo

SUPPLIES 9%

CONTRACTUAL ERVICES

13%

$361.745,069 TOTAL EXPENDITURES

Utility sales, sanitation charges, and drainage assessment make up the largest source of revenue at $95,964,700. This includes water and sewer sales along with charges for solid waste collection and drainage utility assessments. The second largest revenue source is sales and mixed beverage tax of $55,530,000.

Budgeted salaries and benefits make up $141,805,469, or 39%, of the City's total budgeted expenditures.

Non-cash items such as depreciation are not included in the above graph, and interdepartmental reimbursements of $3,159,606 are netted against other charges.

CITY OF AMARILLO GENERAL FUND REVENUE SUMMARY $60

$so

$¿o

o tr

.: $eo

= $20

$r0

Ad Valorem Sales Tax Taxes

Business Sanitation Culture &

Fines &

Recreation

Forfeits

Receipts

.2012113

.2013114

v2014115

$153,698,578

$161 ,042,618

$163,235,921

Budgeted

Actual

lnterest Other

The above graph compares actual 2012t2013 revenues to budgeted 201312014 and budgeted

201412015. Sales tax makes up the largest portion of General Fund revenue for the 201412015 fiscal year at 34%, followed by property taxes at 21%. Actual sales tax receipts, including mixed beverage ôales tax, for the 201212013 fiscal year were up at $52.7 million, and are projected to increase to approximately $54.7 million for the 2013t2014 fiscal year. We have included an increase to $55.5 million for the 201412015 budget year. Business receipts and sanitation receipts account for approximalely 27o/o of total General Fund budgeted revenue for the 201412015 fiscal year. All other revenue categories make up approximately 18% of total revenue.

CITY OF AMARILLO WATER AND SEWER REVENUE SUMMARY $oo

$50

$40 ID

c o $30

= $20

-,tf $10

Water Sales

Sewer Sales Bond Proceeds

lnterest

t2012113

.2013114

c2014115

ç72,781,132

$84,003,671

$74,120,515

Budgeted

Actual

Other

The above graph compares actual 201212013 revenues to budgeted 201312014 and budgeted201412015 revenues. Water and Sewer sales account for 97.8% of the total revenue budgeted in the Water and Sewer Fund for lhe 201412015 fiscal year. The2O14l2O15 budget includes a05% increase in the water charges based on normal water usage and no increase in sewer charges.

CITY OF AMARILLO AIRPORT REVENUE SUMMARY $z

L¡

$s .h

$¿

¡l

$s $2

Airfield

Hanger Bld

Terminal

lnterest

t2012113

t20'13114

r2014115

$10,762,787

$12,319,519

$13,525,582

Actual

Budgeted

Grants

Other

The above graph compares actual 201212013 revenues to budgeted 201312014 and budgeted201412015 revenues. Revenue budgeted from the terminal building area accounts for approximately 47o/o of lotal receipts budgeted for the Airport during hhe 201412015 fiscal year. The hangar buildings and grounds revenue represents 11% of total budgeted funds, while airfield, interest and other revenue account for 16% of total revenue. For the201412015 fiscal year, grant revenues of $3.5 million (260/o of total revenue) are estimated to fund capital projects.

CITY OF AMARILLO DRAINAGE UTILITY REVENUE SUMMARY $z $o

ø tr

$¿

$s $z

$t $o

DrainageAssessment BondProceeds

Other

t2012113

r2013114

$l 1,336,685

$11,469,325

$5,460,67s

Actual

Budgeted

Budge{ed

lnterest

Y2014t15

The above graph compares actual 201212013 revenues to budgeted 201312014 and budgeted2O1412015 revenues. The Drainage Utility Fund began collecting assessments on October 1,2012. Drainage assessments account for 98% of the total revenue budgeted in the Drainage Utility Fund for the 201412015 fiscal year.

GITY OF AMARILLO SALES TAX COLLECTIONS $60

48.3 $so

44.1

40.0

41.8

52.1

54.0 54.8

43.2 42.2

$40

e $so = =

$20

$10

2005106 2006101 z00lt08 Zo08l09 z009lt0 201011{ 20{{112 20121'\3 2013114 201411á ESTIMATED

During the'1990/1991 fiscal yeat alzcent sales tax increase was implemented. After implementing the additional lz cent, sales tax revenue became the most significant revenue source compromising 16% of total Cityfundsand 33%oftheGeneral Fundrevenue. Projectionsforlhe20l3l20'l4fiscal yearprovide for an increase of approximately 3.6%, while projections for lhe 201412015 fiscal year have been increased slightly, 1 .5% over the 201 312014 revised estimate.

CITY OF AMARILLO PROPERW TAX COLLECTIONS $40 32.7 $35 29.3

30.1 30.5

35.5 36.3

32.0

$so 23.7

$25

25.9

22.4

$20

= $1s $10

$s $o

2005106 2006101 2001t0c ?00c109 20091{0 20'\0lt'\ 20111{2 Z0ld13 20131{Â Zotdt6 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%. Annually 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 2Oo/o property tax increase, which will be used to fund the 12o/o 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 Council 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 the2O14l2O15 fiscal year is $0.34509 per $100 property value with a maintenance and operating rate of $0.31915 and a debt service rate of $0.02594. This includes a 0.5 cent increase over lhe2O14l2O15 tax rate to fund additional police officers and additional staffing for Animal Management and Welfare.

CITY OF AMARILLO ASSESSED PROPERTY VALU ES $r4

11.6 11.7

$12

12.1

12.4 12.6

13.2

10.8

$r0

9.8 9.2

2$s

iñ $6 $¿

2006106 2006101 2001108 Z00sl09 20091'\0 Z010ltt 20'\11'\2 20'\21'\3 Z013ltÂ 20{d{5 ESTIMATED

Property taxes decreased during the 1990/1991 fiscal year from 40.40 cents per $100 of assessed property value to 27.20 cents. ln that same fiscal year an additional lz cent sales tax was implemented to offset the property tax decrease. Assessed values have annually increased from $9.2 billion in the 2005/2006 fiscal year to $13.2 billion for the 2O141201 5 fiscal year. For the current fiscal year, the tax rate is $0.34509 cents per $100 of property value, which includes a 0.5 cent increase approved by the City Council to fund additional police officers and additional staffing for the Animal Management and Welfare. A rate increase was approved by city of Amarillo voters to fuñd a 12% pay increase for Police Officers and Fire Fighters during the 2000/2001 fiscal year. ln a separate bond election, voters approved $6.0 million of general obligation bonds to fund the búitOing of a new library. During 2007, the City Council authorized the issuance of the 2007 CertificateJof Obligation bonds. The debt service portion of the property tax rate is $0.02594 cents per $100 of property values for the 201412015 fiscal year.

CITY OF AMARILLO GENERAL FUND SUMMARY OF EXPENDITURES

$4s

J¡

$40

$ss

= =

$25 $20

$r5 $10

T d

rr I

I-ü

$30

ø q

r d I -

I I I

IT eervices Po{rce

u..*^l:lî;S$& f,$lï's"'*io"'

Élre

t201212013 .201312014 y201412015 $148,249,936 $163,198,268 $173,731,299 Actual Budgeted Budgeted

The above graph compares actual 2012t2013 expenditures to budgeted 201312014 and budgeted

201412015 expenditures. Public Safety expenditures are the most significant portion of the total budget, representing 41% of total budgeted expenditures.

Public Safety budgeted expenditures for the 2O1412015 fiscal year include $42,445,585 for the Police Department and $28,733,395 for the Fire Department. Public works represents 16% of the General Fund

total budgeted by expenditures with the majority of the expenditures going towards the Street ($9,374,543) and Solid Waste Departments ($13,321,708).

CITY OF AMARILLO WATER AND SEWER EXPENDITURE SUMMARY

$r8 $16

$14 to

$12

.! tro .Ë$s $o

-Jd

$¿

$z $o

-t

urñ't'ï.S:; "*$)lll**o**'

\¡

-¡

rI I

*'" ""

rreatrrrent

Other

t201212013 1201312014 v201412015 $55,602,524 $56,604,315 $59,931,053 Actual Budgeted Budgeted

The above graph compares actual 201212013 expenses to budgeted 201312014 and budgeted 201412015 operating expenses. Capital Project expenditures are not included in the above graph.

The Wastewater Treatment line includes the River Road Water Reclamation Plant ($3,2t0,736), the Hollywood Road Wastewater Treatment Plant ($4,269,448), and Laboratory Administration ($1,637,443) for the 201412015 fiscal year.

Gity of Amarillo Revenue Summary

DESCRIPTION

Actual

Revised Estimate

Budgeted

201212013

201312014

201412015

30,233,321

32,996,719 23,920,827 54,673,802 683,697 2,626,095 3,745,620 52,589 2,785,373 20,189,532

33,841,278 24,988,359 s5,530,000 830,903 1,875,251 3,897,578 52,410 2,895,640 19,742,600

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 35000 Fines and Forfeitures 35500 Other Governmental Reven 371 09 lnterest Earnings 37150 Rent 371 99 Administrative Charges 37 400 Miscellaneous Revenue 39100 Operating Transfers ln TREVENUE Total Revenues

153,698,578

2010 - CDBG Fund 35300 Construction Participati 35500 Other Governmental Reven 39100 Operating Transfers ln TREVENUE Total Revenues

0,1 59

23,000

1,563,054 71,210 1,644,424

2,113,770

1,545,830

2,136,770

1,545,830

24,411

9,000

300

8,170,782 4,144 47,388

8,133,275 3,843 46,500

7,797,788 4,500 46,550

22,403,341 52,721,034

716,764 2,798,107

3,834,542 53,323

2,744,562 19,288,054 207,491 4,981,460 4,713,139 1,018,107 298,072 3,337,645 3,320,533

978,082 51,001

2020 - Housing 35000 Fines and Forfeitures 35300 Construction Participati 35500 Other Governmental Reven 371 09 lnterest Earnings 37400 Miscellaneous Revenue 39100 Operating Transfers ln TREVENUE Total Revenues 2030 - Home lnvestment Partnership 35500 Other Governmental Reven TREVENUE Total Revenues 2040 - Shelter Plus Gare Fund 35500 Other Governmental Reven 37 4OO Miscellaneous Revenue TREVENUE Total Revenues

161 ,970

4,991,884 4,878,851 980,364 371,184 3,571,218 3,464,006 924,287 24,600 161,042,618

5,107,040 4,913,635 960,700 334,300 3,576,920 3,608,404 822,417 96,515 163,235,921

31,209

9,1 76

8,246,725

8,223,827

7,867,314

865,223 865,223

1,292,472 1,292,472

547,346 547,346

332,161

397,855

339,562

150

332,161

397,855

339,712

Gity of Amarillo Revenue Summary

DESCRIPTION 2050 - Supportive Housing Fund 35500 Other Governmental Reven 37 4OO Miscellaneous Revenue TREVENUE Total Revenues 2060 - Affordable Housing Fund 35500 Other Governmental Reven 371 09 lnterest Earnings TREVENUE Total Revenues

Revised Estimate

Budgeted

201212013

2013t20',14

201412015

180,539

318,762

246,925

180,539

318,762

300 247,225

22,778

0 0 0

0 0

22,852

2070 - TX Emergency Shelter Grants 35500 Other Governmental Reven

396 ,40 3 396 ,40 3

TREVENUE Total Revenues 2075 - HM|S 35300 Construction Participati 35500 Other Governmental Reven 39100 Operating Transfers ln TREVENUE Total Revenues

Actual

57,794

91,088

10,555 91,742

47,205 104,999

1 3,1 90 104,278

102,297

2080 - Court Technology Fund 35000 Fines and Forfeitures TREVENUE Total Revenues

146,232 146,232

150,000 150,000

151,500 151,500

2090 - Gourt Security Fund 35000 Fines and Forfeitures TREVENUE Total Revenues

109,575 109,575

1 15,000 1 15,000

116,150 1 16,150

1 15,928

136,950

169,000

59,762

33,697

175,691

170,647

41,700 210,700

2300 - Summer Lunch Program 35500 Other Governmental Reven TREVENUE Total Revenues

281,020 281,020

296,459 296,459

498,712 498,712

2420 - Urban Transportation Planning 35500 Other Governmental Reven TREVENUE Total Revenues

372,849 372,849

374,999 374,999

388 ,97 5 388 ,97 5

2425 - Photographic Traffic Enforceme 35000 Fines and Forfeitures TREVENUE Tota| Revenues

692,797 692,797

1,097,798 1,097,798

999,596 999,596

2210 - Safe and Sober TXDOT Program 35500 Other Governmental Reven 39100 Operating Transfers ln TREVENUE Total Revenues

City of Amarillo Revenue Summary

Actual

Revised Estimate

Budgeted

201212013

2013120't4

201412015

174,338

394,038

53,681

57,825

174,338

394,038

111,506

2500 - Public Health Fund 32800 Other Governmental Reven 35500 Other Governmental Reven 37 400 Miscellaneous Revenue TREVENUE Total Revenues

820,678 1,831,173 25,903 2,677,754

852,383 1,608,877 43,695 2,504,955

2530 - WIG Grant Fund 35500 Other Governmental Reven TREVENUE Total Revenues

1,181,207 1,181,207

2,190,786 2,190,786

2,656,606 2,656,606

152,589 152,589

50,725 50,725

100,000 100,000

910

100

1,010

118,035 1 18,035

357,1 35

357,135

123,440 123,440

395,558

472,598

528,094

168

395,726

125 472,723

112 528,206

13,850

13,864

0 0 0

431,650

506,708

605,039

117 431,767

163

506,793

605,202

16,296

5 16,301

22 16,318

DESCRIPTION 2430 - Emergency Mgt Service & Equip 35500 Other Governmental Reven 39100 Operating Transfers ln TREVENUE Total Revenues

2610 - Justice Assistance Grant Fund 35500 Other Governmental Reven TREVENUE Total Revenues 2660 - Leose Training Program Fund 35500 Other Governmental Reven 371 09 lnterest Earnings TREVENUE Total Revenues 2670 - AIP Pantex Project Fund 35500 Other Governmental Reven TREVENUE Total Revenues 2700 - Greenways at Hillside Fund 30200 Ad Valorem Tax Collectio 371 09 lnterest Earnings TREVENUE Total Revenues 2720 - Brennan Boulevard Fund 30200 Ad Valorem Tax Collectio 371 09 lnterest Earnings TREVENUE Total Revenues 2730 - Colonies 30200 Ad Valorem Tax Collectio 371 09 lnterest Earnings TREVENUE Total Revenues 2740 - Tutbury Public lmprv Dist 30200 Ad Valorem Tax Collectio 371 09 lnterest Earnings TREVENUE Total Revenues

16,304

4,895,394 26,500

4,921,894

City of Amarillo Revenue Summary

DESCRIPTION 2750 - Point West PID 30200 Ad Valorem Tax Collectio TREVENUE Total Revenues

Actual

Revised Estimate

Budgeted

201212013

201312014

201412015

52,000 52,000

6,873

6,880

6,879

6,880

3,760

3,300

2760 - Quail Greek Public lmprov Dist

30200 Ad Valorem Tax Collectio 371 09 lnterest Earnings TREVENUE Total Revenues 2770 - Vineyards PID 30200 Ad Valorem Tax Collectio 371 09 lnterest Earnings TREVENUE Total Revenues

3,760

3,300

3,300 24 3,324

0 0

1,300 1,300

2,458 2,458

40,056 40,056

65,719 65,719

82 ,000 82 ,000

2,875,654

2,872,406

2,804,794

100

732,847 3,608,595

741,472 3,613,950

889,335 3,694,229

199,623

207,88 1

214,000 23,510

0 0

96,495

95,630

2880 - Redstone PID 30200 Ad Valorem Tax Collectio TREVENUE Total Revenues 3100 - Gompensated Absences Fund 371 09 lnterest Earnings TREVENUE Total Revenues 3200 - General Obligation Debt 30200 Ad Valorem Tax Collectio 371 09 lnterest Earnings 39100 Operating Transfers ln TREVENUE Total Revenues 4000 - Capital Proiect Funds 33700 Culture and Recreation 35300 Construction ParticiPati 35500 Other Governmental Reven 371 09 lnterest Earnings 37 400 Miscellaneous Revenue 39100 Operating Transfers ln TREVENUE Total Revenues 5200 - Water and Sewer System Fund 33300 Public Safety and Health 34000 Utility Sales & Services 34200 Tap Fees and Frontage Ch 35000 Fines and Forfeitures 35300 Construction ParticiPati 35500 Other Governmental Reven 371 09 lnterest Earnings 37150 Rent 37 4OO Miscellaneous Revenue TREVENUE Total Revenues

50,007

8,881,405 9,227,530

12,271,550 12,575,061

14,554,630 15,483,536

-1 50

69,555,989 383,528

69,917,914 368,918

70,852,100

1 ,1 68,1 46

1,213,000 140,000

40,1 66

209,902

246,799

166,752 96,800

71,721,132

595,596 95,800

369,200 1,213,000 140,000

1,286,304 245,420

135,968

135,991

3,653,070 75,675,669

-121,500 74,120,515

City of Amarillo Revenue Summary

DESCRIPTION 5400 - Airport Fund 34300 Airfield Fees and Commis 34400 Terminal Building Area R 34600 Other Building & Ground 34800 Other 35500 Other Governmental Reven 371 09 lnterest Earnings 37150 Rent 37 400 Miscellaneous Revenue 39100 Operating Transfers ln TREVENUE Total Revenues

Actual

Revised Estimate

Budgeted

2012t2013

201312014

201412015

1,999,276 5,483,187 1,487,209

1,976,000 5,675,585 1,462,060 37,743 2,950,000 30,1 63

38,1 79

27,831 1,500 109,931

1,619,922 "t0,767,034

5600 - Drainage Utility Fund 34800 Other 35000 Fines and Forfeitures 35300 Construction Participati 371 09 lnterest Earnings 37 400 Miscellaneous Revenue TREVENUE Total Revenues 6100 - Municipal Garage Fund 34900 lnterdepart Rental & Use 371 09 lnterest Earnings 37 400 Miscellaneous Revenue 39100 Operating Transfers ln TREVENUE Total Revenues 6200 - Information Technology Fund 34900 lnterdepart Rental & Use 371 09 lnterest Earnings 39100 Operating Transfers ln TREVENUE Total Revenues

27,800 1,500 133,600 0

13,525,582

5,370,000

341 575

3,038 575

5,076,685

5,455,325

12,071,778

13,973,385

31,850

11,961

14,963,999 18,100

452,458 1,366,313 13,922,399

283,046

248,713

85,712 0

5,370,000 85,700 0

4,400 575 5,460,675

1 1 ,018

14,279,410

15,230,812

5,284,000 8,900

4,225,578

5,056,248 6,984 11,982 5,075,213

46,790 4,439,022 47,831 4,533,643

50,1 1 9

50,100

4,750,259 120,459 4,920,837

4,746,756 25,074

18,565,622 26,082

19,294,918 32,158

19,810,825

1,677 18,593,381

245

14,306 58,137

6400 - Employee lnsurance Fund 34800 Other 371 09 lnterest Earnings 37 400 Miscellaneous Revenue TREVENUE Total Revenues

175,441 11,026 12,319,519

36,000 3,463,000

4,913,558 76,555 85,657

4, 1 53,1 36

6300 - Risk Management Fund 371 09 lnterest Earnings 371 99 Administrative Charges 37400 Miscellaneous Revenue TREVENUE Total Revenues

1,500

1,990,700

6,333,108 1,539,874

19,327,321

242,000 5,534,900

4,821p30

32,100 200 19,843,125

Gity of Amarillo Revenue Summary

DESGRIPTION 6500 - Employee Flexible Spnding Fund 34800 Other 371 09 lnterest Earnings 37 400 Miscellaneous Revenue TREVENUE Total Revenues

Actual

Revised Estimate

Budgeted

201212013

201312014

201412015

644,974

642,740

646 ,925

13 1,768

16 0

8 0

646,756

642,755

646,934 343,824,359

Bond Proceeds

Total Revenue

343,824,359

Gity of Amarillo

Summary of Expenditures by Activity Classification ACTUAL 2012t2013

DESCRIPTION 1000 General Fund

Budgeted

201312014

2014t2015

102,496 1,067,563 3,145,364

103,983 1,146,398

General Government 74,982

101 1 Mayor and Council

896,858 3,083,969 475,164

1020 City Manager 1030 Tourism & Economic Develo 1040 Judicial 1210 Legal 1220 Cily Secretary

Management & Administration 1 1 10 Human Resources 1 231 Radio Conimunications 1232 Emergency Management Services 1 251 Custodial Services 1 252 F acilities Maintenance

971,845 254,624

995,696 318,433

669,553 117,581 423,447

736,751 350,839

1,259,524

Public Services 1 750 Environmental Health 1761 Transit Fixed Route 1762 Transit Demand Response 1 763 Transit Maintenance

4,290,375

780,1 1 9

1 ,050,817

2,528,400 1,285,282

2,752,406

463,231

Finance 1120 Risk Management 1305 Municipal Court 1310 Teen Court 1315 Finance 1320 Accounting

1321Payroll 1325 Purchasing 1335 Vital Statistics 1340 Health Plan Administratio 1345 Central Stores 1350 General Fund Transfers

421,086 1,378,623 2,006,450 4,356,174

1,836,984

1270 AECC

472,852

1,387,714 482,209

3,477,779 483,379 987,505

'356,513

899,566 402,209 453,829 1,522,417 1,991,239 4,333,960

1,094,270 2,760,741 1,387 ,120 471,722

363,818

387,1 1 9

393,1 1 8

1,115,642

1,143,719

I ,191 ,668

51,928 917,914 1,337,553

31,809

40,681

854,143

885,679

1,052,214 191,998 500,509 51,294 298,211 299,569 12,588,103

1j69,126 205,240

531,827 52,280 306,714 340,000 16,297,819

540,709 56,317

324,708 367,442 20,856,545

Leisure Services 284,749

1241 Civic Center Promotions 1243 Civic Center Operations 1245 Civic Center Sports 1248 Box Office Operations 1249 Globe News Center 1260 Library

1,813,787 330,530 343,515

275,365 3,617,584

370,009 1,935,503 280,751

325,114 307,794 3,759,982

450,733

2,097,229 360,580 340,1 89

317,135 3,857,468

Gity of Amarillo

Summary of Expenditures by Activity Glassification

DESCRIPTION Parks 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 1 870 Athletic Administration 1871 SoftballProgram 1 872 Basketball Program 1873 Track Program 1 874 Volleyball Program 1875 Flag Football Program

ACTUAL 2012t2013

Budgeted

2013t2014

2014t2015

2,095,420

2,238,002

2,366,551

1,314,954

1,398,320

369,842

487,969

98,738 420,493 445,809 6,144,427

100,787 456,598 475,273 6,361,641

389,1 58

408,593

1,429,377 506,623 100,040 485,253 562,984 6,846,615 425,250

16,314 159,062 161,135

7,162 7,057 110,892 0 0

1876 Baseball

173,140 200,500 14,809 5,490

0 166,237

201,106 9,302

5,378 119,470 6,640

1,102

1,000

1,638,430

1,644,673 9,374,543

124,175

Public Works 1,380,106 7,035,591 7,873,388 3,438,382

1410 Engineering 1420 Street Department 1431 Solid Waste Collection 1432 Solid Waste Disposal 17 31 T raftic Administration 17 32 f raffic Field Operation

Development Services 1710 Animal Management & Welfa 1720 Planning 1740 Building Safety

9,114,290 8,820,921 3,802,483

9,341,323

564,1 31

620, I 00

3,243,693

3,400,251

3,980,385 679,864 3,619,760

1,597,192

1,747,588

2,360,025

485,091

507,250

522,003

2,162,431

2,405,280

2,464,051

35,265,699

37,081,056 4,208,096

38,275,531

4,184,168 141

22,862

13,500

12,120

21,698,535 2,886,969

23,725,199

24,129,049 3,222,991

27,160

3,035,526 605,040

1,219,156

662,029

604,411

Police 1610 Police 1640 Civilian Personnel 1670 Tobacco Senat Bill 55 1680 TSU Tobacco Enforcement P

4,157,934

Fire 1910 Fire Operations 1920 Fire Support 1930 Fire Marshal 1940 Fire Civilian Personnel

776,944

Gity of Amarillo Summary of Expenditures by Activity Glassification

DESCRIPTION 2010 GDBG Fund

Public Services 201 10 Program Management 20115 Code Enforcement 20116 Code lnspector 20125 Rehab Support 20130 Housing Rehab 201 35 Park lmprovements 20140 Public Services 20155 Neighborhood Facilities 2010 CDBG Fund

ACTUAL 2012t2013

Budgeted

2013t2014

2014t2015

260,413

310,562

320,152

83,495 55,910 1 15,608 482,917

90,000 61,447 150,437

90,000 150,437

371,259 326,435

389,653 175,000

230,671 151 ,984

225,232

217,929 428,152 1,644,424

1,692,794

64,268

131,087 1,545,831

2020 Housing

Public Services 2021 0 Housing Assistance 20220 Mod Rehab 20230 Housing Vouchers 20250 5 YEAR MAINSTREAM VOUCHE 2020 Housing

538,822

22,895 7,862,805 307,500 8,732,022

573,226 25,228 7,027,049 299,500 7,925,003

545,044

25,228 7,027,049 299,500 7,896,821

2030 Home lnvestment Partnership

Public Services 20310 Home Administration 20320 Home Projects 2030 Home lnvestment Partnersh

55,1 05

53,900

819,498 874,603

485,1 03

539,003

54,734 492,612 547,346

332,160 332,160

339,712 339,712

180,539 180,539

247,225

247,225 247,225

20600 AFFORDABLE HOUSING 2060 Affordable Housing Fund

58,1 04 58,1 04

15,498 15,498

2070TX Emergency Shelter Grants Public Services 20700 TX Emergency Solutions G 2070TX Emergency Solutions Gr

376,968 376,968

0 0

2040 Shelter Plus Care Fund

Public Services 2O4OO SHELTER PLUS CARE

2040 Shelter Plus Care Fund 2050 Supportive Housing Fund

Public Services 2O5OO SUPPORTIVE HOUSING

2050 Supportive Housing Fund

247,225

2060 Affordable Housing Fund

Public Services

Gity of Amarillo

Summary of Expenditures by Activity Glassification

DESCRIPTION

ACTUAL 2012t2013

Budgeted

2013t2014

201412015

110,183 1 10,183

107,546 107,546

102,297 102,297

72,500 72,500

133,230 133,230

113,737 113,737

140,268 140,268

142,014 142,014

2,385

0 0

200,000

175,691

159,947 10,700 170,647

276,759 276,759

522,607 522,607

498,712 498,712

0 7 7

25,000

57,825

372,849 372,849

2075 HM|S

Public Services 20755 HMIS 2075 HMIS 2080 Gourt Technology Fund

Finance 20800 Court Technology 2080 Court Technology Fund

1 1

04 790 04 790

2090 Court Security Fund

Finance 20910 Court Security Fund 2090 Court Security Fund 2100 Texas State Library Funds

Leisure Services 21128 Tech Asst Negotiated Gra 2100 Texas State Library Funds

2,385

2210 Safe and Sober TXDOT Prog

Police 165,946

22150 Safe and SobeTTXDOT Pr 22160 Click lt or Tickit 2210 Sale and Sober TXDOT Prog

9,745

10,700

210,700

2300 Summer Lunch Program

Public Services 23100 Summer Lunch Program 2300 Summer Lunch Program 2400 Haza¡dous Material Transportation

Management & Administration 24130 Metropolitan Medical Res 24131 MMR Capability Focus 2400 Hazardous Material Transp 2420 U¡ban Transportation Plan ning Development Services 24200 Urban Transportation Pla 2420 Urban Transportation Plan

25,000

57,825

386,065 386,065

388,975 388,975

000 000 000 000

997,383 997,383

2425 Photog raph ic Traff ic Enforcement

Public Works 651,793 651,793

24250 Photographic Traffic Enf 2425 Pllotographic Traffic Enfo

Gity of Amarillo

Summary of Expenditures by Activity Classification ACTUAL 2012t2013

DESCRIPTION

2430 Emergency Mgt Service & Equip Management & Administration 24333 MMRS HSGP GDEM

170,503 0 0

24335 MFt (PRPC) 24380 State Homeland Sec Prog 24390 SHSP LEAP 2430 Emergency Mgt Service & E

Budgeted

2013t2014

2014t2015

131,391 0

111,506

231,841 0

0 0

363,232

111,506

699,644 489,935

930,1 92

1,342J09

550,780

270,780

284,476 212,778

549,856 312,523 219,224 164,185 269,753

3,835 174,338

2500 Public Health Fund

Public Services 2501'l AHD Public Health 25012 Refugee Health 25013 TDH lmmunizations 25014 HIV Prevention 25015 Core Public Health 25020 Bioterrorism Grant 25022 HIV Surveillance 25024 DSRI P IMMUNIZATIONS 25025 DSRIP ARAD

234,181 130,598 269,072 50,710

25035 LocalTuberculosis - Fed 25045 Local Tuberculosis - Sta 2500 Public Health Fund

3,736 102,659

89,915

2,251,315

2,457,002

66,136 122,860 3,754,545

149,219 403,816 60,276 463,793 8,533

322,618

338, I 84

829,894 95,015

43,842

112,441 100,000 35,910 66,147 2,501,357

865,905 101,408 1,080,944 8,500 117,423 100,000

121,887

266,974 0 0 0 0

557,900 150,000

2530 WIC Grant Fund

Public Services 2531 1 WIC Administration 25312 WIC Nutrition Education 25313 WIC Breastfeeding 25314 WIC Client Services 25317 WIC Lactation Consultant 25318 WIC Peer Counselor 25320 WIC Mentor 25321WlC Obesity 25322WlCRDGrant 2530 WIC Grant Fund

20,535 31,175 18

1,181,207

922,228 17,103

37,455 6,787 2,656,605

2610 Justice Assistance Grant

Police 54,153

26110 JAG Traffic Enforcement 26130 FY14 JAG Program 26140 JAG 2014 Directed Patrol 26150 FY11 JAG Program 26190 FY09 Recovery Act JAG 2610 Justice Assistance Grant

00 000

24,644

16,076

0 0 0

990 56,726

152,589

00 000

00 000 0 0

0 0 1 00 000

2620 APD Seized Property Fund

Police 142,840 142,840

26210 Narcotics Unit 2620 APD Seized Property Fund

100

116,046 '116,046

100,359 100,359

City of Amarillo Summary of Expenditures by Activity Glassification

Budgeted

2013t2014

201412015

21,000 1,500

21 000

6,846

22,500

22 500

118,035 1 18,035

131,084 131,084

123,440 123,440

Finance 27100 Greenways at Hillside 2700 Greenways at Hillside Fund

426 957 426 957

469,577 469,577

537,624 537,624

2720 B¡ennan Boulevard Fund Finance 27200 Brennan lmprovement District 2720 Brennan Boulevard Fund

18,265 18,265

17,351 17,351

0 0

422,291 422,291

430,159 430, I 59

605,544 605,544

15,593 15,593

15,590 15,590

15,460 15,460

28,034 28,034

29,248 29,248

28,409 28,409

7,313

6,953 6,953

7,415 7,415

1,516 1,516

2,244 2,244

2 673 2 673

ACTUAL 2012t2013

DESCRIPTION

2660 Leose Training Program Fund

Police 2661 0 Leose Train ing-Police 26630 Leose Training- Airport 2660 Leose Training Program Fu

6,846 0

1 500

2670 AIP Pantex Project Fund

Management & Administration 26710 AIP Pantex Project Fund 2670 AIP Pantex Project Fund 2700 Greenways at Hillside Fund

2730 Colonies

Finance 27300 Colonies

2730 Colonies 2740 Tutbury Public lmprv Dist

Finance 27400 Tutbury Public lmprv Dist 2740Tutbury Public lmprv Dist 2750 Point West PID

Finance 27510 Point West PID 2750 Point West PID 2760 Quail Creek Public lmprov Dist

Finance 27610 Quail Creek PID 2760 Quail Creek Public lmprov 2TTOVineyards PID

Finance 27710 Vineyards PID

2770Vineyards PID

101

Gity of Amarillo Summary of Expenditures by Activity Glassification ACTUAL 2012t2013

DESCRIPTION 2780 Redstone PID

Finance 27800 Redstone PID 2780 Redstone PID

1,270 1,270

Budgeted

2013t2014

2014120',15

300

380 380

3000 Debt Service Funds

Finance 3100 Compensated Absences Fund 3200 General Obligation Debt 3000 Debt Service Funds

1,552,852

1,700,700

3,443,257 4,996,109

3,457,434

3,601 ,129

5,1 58,1 34

5,301,829

2,190,914 1,149,273

2,129,887 1,506,277

5,037,245

2,568,128

9,092,232

9,135,450

2,177,457 1,882,535 2,609,825 8,980,448

1,571,512

1,760,593 23,419,567

1,789,357 16,814,880

6,679,715 4,542,568

7,600,121

5200 Water and Sewer System Fund

Finance 52100 Utilities Office 52120 Water & Sewer General 52121Sewer General 52122 Water General

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 5200 Water and Sewer System Fu

171,512 6,1 1 3,1 33

4,413,411 8,594,861

5,504,506

3,735,426 2,849,765 3,882,382

9,288,465 6,016,018 4,077,537

5,009,222 10,018,880 6,457,083

4,288,498 3,210,736

3,134,713 4,198,192

4,269,448

1,467,864 55,774,037

1,566,772 80,023,884

1,637,443 76,745,936

10,749,122 0

11,823,676 5,050,000

12,097,210 3,971,200 262,300

5400 Airport Fund

Management & Administration 54110 Department of Aviation 54120 Airport Transfers 54170 Rental Car Facility 5420 Airport PFC fund 5400 Airport Fund

1,608,895 12,358,017

16,873,676

16,330,710

2,141,'162

2,213,543

2,750,885

8,153,530 10,367,074

2,064,415

5600 Drainage Utility Fund

Public Works 56100 Drainage Utility 56200 Drainage Utility Transfe 5600 Drainage Utility Fund

2,141,162

L02

4,815,300

City of Amarillo Summary of Expenditures by Activity Classification ACTUAL 2012t2013

DESCRIPTION

Budgeted

2013t2014

201412015

9,641,322 12,258,250 21,899,572

9,866,914 10,337,588 20,204,503

6100 Municipal Garage Fund

Public Works 9,131 ,932

61110 Municipal Garage Operati 61 120 Equipment Replacement 6100 Municipal Garage Fund

12,712,338 21,844,270

6200 Information Technology Fund

lnformation Technology 790,972

936,601

497,502 757,135

489,990

1,779,431

1,909,222

648,434

769,750 390,720 58,000 147,145 772,791

4,524,711

425,630 63,746 149,450 715,473 5,827,772

6,125,413

631 10 Self lnsurance General

665,641

530,382

609,152

631 1 5 Unemployment Claims

-97,466 927,404

73,948 647,613 2,144,208

673,964

740,707 453,638 729,276 1,999,308

621 10 lT Administration

621201T Operations

62130 lT Systems 621401T lnfrastructure & SuPP 62150 lT Capital

0 439,1 88

621601T Public Safety 62170 tT GtS 621801T Print Services 621 90 Telecommunication

51,038 68,949 42,607

6200 lnformation Technology Fu

751,195

6300 Risk Management Fund

Finance

63120 Fire & Extended Coverage 631 25 Workers Compensation

2,446,091

63160 General Liability 631 70 Police Professional 631 85 Automobile Liability 63190 Auto Physical Damage 63195 City Property 6300 Risk Management Fund

560,691

111,415

603,472 200,560 381,329

69,691

2,157,905 600,208 193,880

396,861

382,110 404,208

15,761 5,475,922

29,591 5,007,964

5,113,794

36,829,618 961,252 663,998 38,454,869

17,742,010

417,825 428,562

22,676

6400 Employee Insurance Fund

Finance 64100 Health Plan 64200 Dental Plan

64300 City Care Clinic 6400 Employee lnsurance Fund

103

r,000,500 742,858 19,485,368

18,703,980 1,041,500 746,687 20,492,167

City of Amarillo Summary of Expenditures by Activity Classification

DESCRIPTION

ACTUAL 2012t2013

Budgeted

2013t20',14

2014t2015

640,165 640,1 65

744,162 744,162

629,500 629,500

6500 Employee Flexible Spnding

Finance 65100 Employee Flex Plan 6500 Employee Flexible Spnding

350,636,599

Capital lmprovement Programs

15,961,967

Total Expenditures

366,598,566

Depreciation Water and Sewer Debt Service Airport Debt Service Drainage Utility Debt Service Municipal Garage Debt Service

(24,130,207) 16,326,770

1,440,000 620,000 890,000 (66,657,292) 295,087,837

lnterfund Transfers Net Expenditures

104

Gity of Amarillo Summary of Expenditures by Object Classification

DESCRIPTION 1000 - General Fund 41 000 Personal Services 51000 Supplies 60000 Contractual Services 70000 Other Charges 78500 Program Expenses 80000 Capital Outlay SUB TOTAL Sub Total 90000 lnter Reimbursements 92000 Operating Transfers TEXPENSES Total Expenses 2010 - CDBG Fund 41 000 Personal Services 51000 Supplies 60000 Contractual Services 70000 Other Charges SUB TOTAL Sub Total 90000 lnter Reimbursements 92000 Operating Transfers TEXPENSES Total Expenses

ACTUAL

Budgeted

201212013

201312014

201412015

98,710,255 12,112,819 23.591,414 5,858,820 -11,409 57,453

107,208,935 12,236,716 26,708,896 6,250,598

111,228,209

140,319,351

152,690,246

-1,809,952 9,740,541 148,249,940

-909,901

160,267,679 -1,026,708

11,417 ,920 1ô3,198,265

173,731,298

338,106 15,749 1,203,973 85,713 1,643,542 0

2020 - Housing 41000 Personal Services 51000 Supplies 60000 Contractual Services 70000 Other Charges SUB TOTAL Sub Total 90000 lnter Reimbursements 92000 Operating Transfers TEXPENSES Total Expenses

2040 - Shelter Plus Care Fund 41 000 Personal Services 60000 Contractual Services 70000 Other Charges SUB TOTAL Sub Total 90000 lnter Reimbursements 92000 Operating Transfers TEXPENSES Total Expenses

102,339

1,693,794 -1,000

0 1

,186,600

14,490,327

412,252

21,069 997,832 115,678 1,546,831 -1,000

1,644,424

1.692,794

1,545,831

349,861 15,588

332,399 30,585

160,997

362,997 31,585 7,326,468 203,953

8,738,702

7,925,003

7,896,821

-26,571 19,891

-52,398 52,398

8,732,022

7,925,003

7,896,821

36,644 6,740 819,498 10,024 872,906

37,309

39,424

2,833

2,833 492,612

485,1 03

7,326,902 206,936

1,697

2,000

10,477 545,346 2,000

874,603

539,003

547,346

11,758 537,003

394

334,512 1,200

332,220

335,712

-60

4,000 339,712

4,838 326,989

332,160

105

400,334 31,733 1,159,388

6,338,675

882

8,212,256

2030 - Home Investment Partnership 41000 Personal Services 51000 Supplies 60000 Contractual Services 70000 Other Charges SUB TOTAL Sub Total 92000 Operating Transfers TEXPENSES Total Expenses

0 285,1 00

13,880,316 27,633,880

Gity of Amarillo Summary of Expenditures by Obiect Classification Budgeted

Budgeted

201212013

2013t2014

2014t2015

3,374

244,249

ACTUAL DESCRIPTION 2050 - Supportive Housing Fund 41000 Personal Services 60000 Contractual Services 70000 Other Charges SUB TOTAL Sub Total 92000 Operating Transfers TEXPENSES Total Expenses TEXPENSES Total Expenses

176,748 416

2060 - Affordable Housing Fund 60000 Contractual Services SUB TOTAL Sub Total 92000 Operating Transfers TEXPENSES Total Expenses

2,176

247,225 206,864

247,225 247,225

10,899 10,899

0 0

47,205

15,498 15,498

0 0 0 0

376,968 376,968

0 0 0 0 0

0 0 0 0

51,475

57,249

59,319

1,364

25,112

21,501

32,231 110,183 I 10,183

25,185 107,546 107,546

21,477 102,297 102,297

3,319 76,599 79,918

6,350

98,440

6,350 98,440

104,790

4,040

83,958

104,790

111,467 1,936

131,808 6,100

134,667 3,1 00

334

2,360 140,268 140,268

4,247 142,014 142,014

0 0

720

2080 - Court Technology Fund 51000 Supplies 60000 Contractual Services SUB TOTAL Sub Total 92000 Operating Transfers TEXPENSES Total Expenses 2090 - Court Security Fund 41 000 Personal Services 51000 Supplies 70000 Other Charges SUB TOTAL Sub Total TEXPENSES Total Expenses

113,737 113,737

2100 - Texas State Library Funds 51000 Supplies SUB TOTAL Sub Total TEXPENSES Total Expenses

2,385 2,385

2,385

106

245,049

2,176

13,162 363,086

2075 - HM|S 41000 Personal Services 51000 Supplies 60000 Contractual Services 70000 Other Charges SUB TOTAL Sub Total TEXPENSES Total Expenses

800

245,049

180,539 0 180,539 198,689

58,1 04

2070 - TX Emergency Shelter Grants 41000 Personal Services 60000 Contractual Services 70000 Other Charges SUB TOTAL Sub Total TEXPENSES Total Expenses

800

City of Amarillo Summary of Expenditures by Object Glassification

DESCRIPTION 2210 - Safe and Sober TXDOT Program 41000 Personal Services SUB TOTAL Sub Total TEXPENSES Total Expenses 2300 - Summer Lunch Program 41 000 Personal Services 51000 Supplies 60000 Contractual Services 70000 Other Charges SUB TOTAL Sub Total TEXPENSES Total Expenses

ACTUAL

Budgeted

201212013

201312014

2014t2015

175,691 175,691 175,691

170,647 170,647 170,647

210,700 210,700 210,700

16,837

40,253 476,058

476,058

0 887

3,302

2,994

276,759 276,759

522,607 522,607

2,500 498,712 498,712

7 7 0 7

0 0

25,000 25,000

57,825 57,825

264,438

276,126

105

287,544 5,000

773 107,533 372,849 372,849

2,500 3,600 103,839 386,065 386,065

36,522

44,680

45,704

2,000 333,378

,100 536,250 218,547

536,250 214,905

259,035

2400 - Hazardous Material Transp Fund 51000 Supplies SUB TOTAL Sub Total 92000 Operating Transfers TEXPENSES Total Expenses 2420 - Urban Transportation Planning 41 000 Personal Services 51000 Supplies 60000 Contractual Services 70000 Other Charges SUB TOTAL Sub Total TEXPENSES Total Expenses 2425 - Photographic Traffic Enforcement 41 000 Personal Services 5't000 Supplies 60000 Contractual Services 70000 Other Charges 80000 Capital Outlay SUB TOTAL Sub Total 92000 Operating Transfers TEXPENSES Total Expenses

168,358

2430 - Emergency Mgt Service & Equip 41000 Personal Services 51000 Supplies 60000 Contractual Services 70000 Other Charges 80000 CapitalOutlay SUB TOTAL Sub Total TEXPENSES Total Expenses

3,600

92,831 388,975 388,975

1,100

23,825

564,083 87,711 651,793

800,577 199,423 1,000,000

797,960 199,423 997,383

113,730

102,125

105,627

15,724

2,000 950

4,550 40,334 0

174,338 174,338

r07

16,852

26,316 231,841 363,232 363,232

600 5,280 0 11 1,506 11 1,506

Gity of Amarillo

Summary of Expenditures by Object Glassification

DESCRIPTION 2500 - Public Health Fund 41 000 Personal Services 51000 Supplies 60000 Contractual Services 70000 Other Charges SUB TOTAL Sub Total 92000 Operating Transfers TEXPENSES Total Expenses 2530 - WIG Grant Fund 41000 Personal Services 51000 Supplies 60000 Contractual Services 70000 Other Charges SUB TOTAL Sub Total TEXPENSES Total Expenses 2610 - Justice Assistance Grant Fund 41000 Personal Services 51000 Supplies 70000 Other Charges 80000 Capital Outlay SUB TOTAL Sub Total TEXPENSES Total Expenses

ACTUAL

Budgeted

201212013

201312014

201412015

1,526,596

267,862

1,723,669 295,255

1,887,553 744,136 650,390 297,466 3,579,545

163,390

204,947

276,038 2,233,886 17,429 2,251,315

233,131 2,457,002 0

175,000

2,457,002

3,754,545

909,961 101,601

1,934,039

24,428

1,899,535 208,1 35 163,172

145,218 1,181,207 1,181,207

230,514 2,501,357 2,501,357

152,589 152,589

25,000 50,000 25,000 100,000 100,000

16,428

27,396

27,590

502

10,000 78,650

62,769

51,172

74,738

1 16,046

100,359 100,359

1,500 21,000

95,380 14,152 307

108

10,000

142,840 142,840

6,846 6,846 6,846

2670 - AIP Pantex Project Fund 41000 Personal Services 51000 Supplies 60000 Contractual Services 70000 Other Charges SUB TOTAL Sub Total TEXPENSES Total Expenses

2,656,605 2,656,605

62,954 0

2660 - Leose Training Program Fund 60000 Contractual Services 70000 Other Charges SUB TOTAL Sub Total TEXPENSES Total Expenses

163,563 258,417

16,076

73,559

2620 - APD Seized Property Fund 51000 Supplies 60000 Contractual Services 70000 Other Charges 80000 Capital Outlay SUB TOTAL Sub Total TEXPENSES Total Expenses

300,586

1 16,046

22,500 22,500

96,904 3,200 2,000

8,1 96

28,980

1 18,035

131 ,084

1 18,035

131,084

1,500

21,000 22,500 22,500

104,240 3,200 7,000 9,000 123,440 123,440

City of Amarillo Summary of Expenditures by Obiect Glassification

DESCRIPTION 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

ACTUAL

Budgeted

201212013

201312014

201412015

10,729 '152,728 81,147

27,410 145,528

36,626 281,231 145,727 426,957

2720 - Brennan Boulevard Fund 41000 Personal Services 51000 Supplies 60000 Contractual Services 70000 Other Charges SUB TOTAL Sub Total TEXPENSES Total Expenses

128,696

17,019 318,653 150,924

341,825

469,577

537,624

678 4,127

0 0 0 0 0

1,752

3,219 11,182

11,609 937 17,351 17,351

2,112 18,265 18,265

2730 - Golonies 41000 Personal Services 51000 Supplies 60000 Contractual Services 70000 Other Charges SUB TOTAL Sub Total 92000 Operating Transfers TEXPENSES Total Expenses

31,327

122,426

172,690 120,342

04,1 96

14,100 272,049

14,387

338,746 266,798 605,544

157,558

158,110

430,159

2,537 10,734 2,322 15,593

3,495 11,182 913

11j82

15,590 15,590

15,460 15,460

15,000

15,300 11,621 1,488

10,504 10,815

28,034 28,034

12,320 1,928 29,248 29,248

3,166

3,144

3,213 934 7,313 7,313

3,436

6,715

109

422,291

15,593

2760 - Quail Greek Public lmprov Dist 51000 Supplies 60000 Contractual Services 70000 Other Charges SUB TOTAL Sub Total TEXPENSES Total Expenses

10,983

264,733

2750 - Point West PID 51000 Supplies 60000 Contractual Services 70000 Other Charges SUB TOTAL Sub Total TEXPENSES Total Expenses

195,799

131,620 87,022 35,'108

2740 - Tutbury Public lmprv Dist 51000 Supplies 60000 Contractual Services 70000 Other Charges SUB TOTAL Sub Total TEXPENSES Total Expenses

27,410 167,212 131,867 15,336

3,450

828

28,409 28,409

3,585 3,446

373

384

6,953 6,953

7,415 7,415

City of Amarillo Summary of Expenditures by Object Classification

DESCRIPTION 2770 - Vineyards Public lmprov Dist 51000 Supplies 60000 Contractual Services 70000 Other Charges SUB TOTAL Sub Total TEXPENSES Total Expenses

ACTUAL

Budgeted

201212013

201312014

201412015

901

684

615

1,560

1,056 1,533 84

1,516 1,516

2,244 2,244

2,673 2,673

1,270

1,300

1,270 1,270

1,300 1,300

308 72 380 380

3100 - Compensated Absences Fund 41000 Personal Services SUB TOTAL Sub Total TEXPENSES Total Expenses

1,552,852 1,552,852 1,552,852

1,700,700

3200 - General Obligation Debt 89000 Debt Service SUB TOTAL Sub Total TEXPENSES Total Expenses

3,443,257 3,443,257 3,443,257

2780 - Redstone Public lmprov Dist 60000 Contractual Services 70000 Other Charges SUB TOTAL Sub Total TEXPENSES Total Expenses

4000 - Gapital Project Funds 60000 Contractual Services 80000 Capital Outlay SUB TOTAL Sub Total 92000 Operating Transfers 93000 Fixed Asset Transfers TEXPENSES Total Expenses 5200 - Water and Sewer System Fund 41000 Personal Services 51000 Supplies 60000 Contractual Services 70000 Other Charges 80000 Capital Outlay 89000 Debt Service SUB TOTAL Sub Total 90000 lnter Reimbursements 92000 Operating Transfers TEXPENSES Total Expenses

1,700,700 1,700,700

1,700,700

3,457,434 3,457,434 3,457,434

3,601 ,129 3,601 ,129

3,601,129

1,813

2,768,166 2,769,979 1,690,291

13,541,628 13,541,628 351,265

15,657,567 15,657,567

18,307,377

22,767,647

'13,892,893

15,961,967

11,646,844 5,806,454 4,329,650 27,247,044 353,960

13,225,979 6,178,530 5,320,635 27,818,423 23,770,567 4,162,983 80,477,118 -453,234

13,316,423

6,869,001

56,252,954 -651,429 172,512 55,774,037

110

1,700,700

304,400

7,878,632 5,668,966 29,156,047 "t7,344,080 3,926,288 77,290,436 -544,500

80,023,884

76,745,936

Gity 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 5600 - Drainage Utility Fund 41000 Personal Services 51000 Supplies 60000 Contractual Services 70000 Other Charges 80000 Capital Outlay 89000 Debt Service SUB TOTAL Sub Total 90000 lnter Reimbursements 92000 Operating Transfers TEXPENSES Total Expenses

ACTUAL

Budgeted

201212013

201312014

201412015

2,443,831 724,919 516,049 6,719,908 148,261 163,089 10,716,058 1,641,959 12,358,017

2,801,994 986,956 594,400 6,745,801 5,248,000 496,525 16,873,676

2,786,873 1,121,012 575,400 7,316,175 4,096,200 435,050 16,330,710

16,873,676

16,330,710

553,212 102,204 645,280 425,868

849,708

1,009,517 170,272

0 18,699

8,1 70,1 30

1,745,263 -82,905 478,805

142,667

823,336 215,232

221,000 10,422,074 -55,000

835,428 449,320 2,070,415 335,348 4,870,300 -55,000

2,141,162

10,367,074

4,815,300

2,288,338

2,663,530 7,263,837

2,700,395 7,292,431 135,673 6,438,129 5,064,500 53,375 21,684,503 -1,480,000 20,204,503

6100 - Municipal Garage Fund 41 000 Personal Services 51000 Supplies 60000 Contractual Services 70000 Other Charges 80000 Capital Outlay 89000 Debt Service SUB TOTAL Sub Total 90000 lnter Reimbursements TEXPENSES Total Expenses

52,885 23,283,865 -1,439,594 21,844,270

5,673,157 7,628,500 52,488 23,379,572 -1,480,000 21,899,572

6200 - Information Technology Fund 41000 Personal Services 51000 Supplies 60000 Contractual Services 70000 Other Charges 80000 Capital Outlay SUB TOTAL Sub Total TEXPENSES Total Expenses

2,491,291 264,999 808,249 867,195 92,977 4,524,711 4,524,711

2,838,149 134,970 1,382,033 816,686 655,934 5,827,772 5,827,772

6,125,413 6,125,413

389,777 521,266 4,555,256

482,245

466,499

192,800

197,855

4,332,919

4,449,440

7,063,029 90,705 5,369,855

8,419,052

6300 - Risk Management Fund 51000 Supplies 60000 Contractual Services 70000 Other Charges 80000 Capital Outlay SUB TOTAL Sub Total TEXPENSES Total Expenses

1t_ 1

98,061

2,893,601 131,845 1,514,037

816,180 769,750

9,623

5,475,922 5,475,922

5,007,964 5,007,964

5,113,794 5,113,794

Gity of Amarillo Summary of Expenditures by Object Glassification ACTUAL 2012t2013

DESCRIPTION 6400 - Employee Insurance Fund 41 000 Personal Services 51000 Supplies 60000 Contractual Services 70000 Other Charges SUB TOTAL Sub Total TEXPENSES Total Expenses

482,495 113,770 87,746 37,770,858 38,454,869 38,454,869

6500 - Employee Flexible Spending Fund 70000 Other Charges SUB TOTAL Sub Total 92000 Operating Transfers TEXPENSES Total Expenses

639,976 639,976

Budgeted

201312014

201412015

531,664

540,695 124,700

109,000

341,190

380,710

1B,503,514

19,485,368 19,485,368

19,446,062 20,492,167 20,492,167

744,162 744,162

629,500 629,500

189

640,1 65

744,'t62

629,500

Total Expenditures

366,598,506

Reconciliation to Summary of Resources and Expenditures

366,598,506

Depreciation

(24,130,207) 16,326,770

Water and Sewer Debt Service Airport Principal Debt Service

1,440,000 620,000

Drainage Utility Principal Debt Service Municipal Garage Principal Debt Service lnterfund Transfers Net Expenditures

890,000 (66,657,292) 295,087,777

IT2

CITY OF AMARILLO

RELATIONSHIP BETWEEN CITY ORGANIZATION, BUDGET, AND FUND STRUCTURE

FUND DIV¡SION

GENERAL GENERAL GOVERNMENT

FINANCE

LEISURE SERVTCES

ENTERPRISE

INTERNAL SERVICE

SPECIAL REVENUE

SECTION IN BUDGET GG

FN, EN, IS, SR

LS, SR

MA, EN, SR

MANAGEMENT & ADMINISTRATION

PUBLIC SERVICES

PS, SR

POLICE

PO, SR

FlRE

FR, SR

PUBLIC WORKS

PW, EN, IS, SR

DEVELOPMENT SERV|CES

DS, SR

PARKS & RECREATION

UTILITIES

INFORMATION SYSTEMS

SECTIONS GG - GENERAL GOVERNMENT FN - FINANCE LS - LEISURE SERVICES MA - MANAGEMENT & ADMINISTRATION PS - PUBLIC SERVICES PO - POLICE FR - FIRE DS - DEVELOPMENT SERVICES PW - PUBLIC WORKS

PR-PARKS&RECREATION EN - ENTERPRISE FUNDS IS - INTERNAL SERVICE FUNDS SR - SPECIAL REVENUE FUNDS

113

CITY OF À¡'IARILLO R,ATIO OF TAX COLI,ECTIONS TO CI'RREMT YEAR'S LEVY

ÀI,L EI'I{DS CT'RRENT ROI,L COLLECTIONS

IJEVY

FISCA¡

PRIOR ROI,¡,

trolrÀf. rÐ(

COLI,ECTIONS

COI,LECÎIONS

EROZEN

lIITts FROZEN

TÀ'IES

'rAt(Es

I LE¡¡Y

A!þT'NT

t LE\¡Y

ÀtiÐ(rNT t tE\¡Y

ÀÈþUNT

t LE\¡Y 99.39

YEÀR

LE\¡Y

2005 /2006

22 ,5L9 ,9T0

22 ,5r9 , 9ro

100.0å

22 , r0r, 623

98.19

262 ,638

r.2z

22 ,364 , 26L

2006 /2007

23,716,402

100.08

23,260 , 930

98.1?

388 ,949

7 .62

23,649,879

99.7t *99.93

2007 /2008

25 ,933 , 603

2008 /2009

25,353,095

4 , 036, 4s8

25 ,933 , 603

100.0r

25,533,7 97

98.59

362,495

1.4S

25,896,292

29,389,553

100.0*

ta o?? ,?o

98.5å

326 ,883

1.lt

29,264.162

99 .62

29 ,886 ,200

98.8S

368,736

7.22

30,254,936

100.08

2009 /2010

26,018,L76

4,717,880 30,255,996

100.0t

20]-0 / 20rr

26,228,442

4,212,559

30,501,001

100.0s

30,29r,598

98.9r

360, 943

1.13

30 , 652 ,54r

100.0c

20LL / 20t2

27 , 548 ,588

4,445,4t0 31,993,998

100.08

3r,782,136

99.3r

355,182

1. 1å

31,1_37,318

100.4t

20L2 / 2013

28 , 006, 428

4 , 607

,880

32 , 6t4 ,308

100.0å

32 , 453 ,098

99.58

449,309

1.48

32,902 I 407

100.9å

20]-3 /20L4 (Est\

30,673,982

4 ,1 54

,883 35,428,86s

100.0å

35,328, 6s1

99.1%

318,846

1.lC

35,707,497

100.8t

20L4 / 20L5 (E,st)

32 ,097 , 5L3

4 ,900 ,

r94 36,991 ,7 07

100.08

36,072,764

97.5r

39r,000

1.1å

36 , 463 ,'t 64

98.68

AIi¡A¡YSIS OF PROPERTY VALUATIONS ÀIiTD TAX R,ATE ASSESSED VAI,I'E REAI, ESTATE

TOTÀf,

Àt'toltNT

GENERAI,

I&R

TOTÀT,

13.53

9,178,890,383

100.0å

0.28035

0.00677

0.287L2

86.92

r,240,508,943 r,284,058,473

13.1C

9 ,802 , r50 ,71 0

100.0å

0.2't'736

0.00635

0.283'tl

87 .62

r,336 , 466,293

L2 .42

L0,773,825,956

100.0r

0.2'1187

0.00s84

0.283'1L

9,848,073,262

8't .62

r,399,857 ,654

12 .42

1L,24'7,930,9L6

100.0t

0.28143

0.02866

r0.31009

L0,r47,687,093

87.88

r,sr3,365,790

12.22

11, s61,052,883

0.02710

r,35L,28q,L99 r,319,495,5't2 L,411,q93t92t L,5\0,766,292 t,519,346,369

11,650, 694,893

100.09 100.08

0.28239

1,2.22

0.28279

0.02730

0.31009 0.31009

11.4å

L2,116,732,r99

100.0?

0.29230

0.02't'79

0.32009

11.5t t2.02

12 ,358 , 9r2 ,927

100.0å

0.29216

0.02733

0.32009

12,639,726,005

100.08

0.31335

0 .0267 4

0.34009

12.02

13,1s3,1s8,695

100.0s

0.31915

0.02594

0.34509

ÀÀ{ouNl

2005 /2006

7,938,38L,440

86.5t

2006/200'1

I ,5r8 , 092 ,297

2007 /2008

9,437 ,359,663

2008 /2009 2009 / 20L0 20L0 /20LL

t0 ,299 , 4t0 , 694

87.8C

20tr/2012

L0 ,1 31 , 236 , 627

88.68

20r2 /20r3

r0,94r,419,006

88.5r

2013 / 20L4

rr,1_28 ,95 9, 713

88.0?

20r4 / 20L5

BUSINESS PERSONAL

YEÀR

Lr,5',73,8L2,326

88.0?

À¡4OI'NT

CITY TÀ)(ES ÀIiID PROPERTY VAI,UATIONS From 1990 to 1993, the City's tax base had eroded; however, during this period, other revenue sources -- especial-l-y the sal-es tax revenue -- mitigated this decrease in property values, From 1994 to 2008, the City's assessed val-ues have increased annuaÌ]y. As the chart above reflects, we have seen increasing assessed values for the last ten years from S9.2 billion in 2005 to $13.2 bitl-ion in 2014. The assessed values for the 2008/2009 fiscal year included walues of approximately $1,4 bill-ion that have lxozen taxes, compared to approximaÈe1y $1,7 billion for the 2014

fiscalyear. Included in the tax levy is a property tax increase to fund the 2007 Certificates

of Obligation bonds issue

in the Downtown Tax Increment Reinvestment Zone. the City's partìcipation will be 560,299 for the 200'l/2008 tax year, 589,212 for the 2008/2009 tax year, $]-20,92I for the 2009/20L0 tax year, ç726,24L for the 2010/20II tax year, 5L37,2L6 for the 207I/20L2 tax year, $168,318 for the 2012/2013 tax year, S1?8,805 for the 2013/2014 tax year, and $170,692 for Lhe 2014/20L5 tax year.

The Clty is participating

TL4

CITY OF AMARILLO GENERAL FUND 201412015 REVENUE 34%

s s5,530,000

SALES & MIXED BEVERAGE TAX PROPERTYTAXES

21%

33,841,278 24,849,640

15%

CHARGES FOR SERVICES

24,988,359

15%

GROSS RECEIPTS BUSINESS TÆ(ES

4,913,635 1 9,1

FINES & FORFEITURES

3Yo

OTHER REVENUE

12%

I 3,009 10Y"

0o/o

20%

50%

40%

30%

60%

TOYo

80%

90%

'100%

90%

100Yo

$I63,235,921 TOTALREVENUE

EXPENDITURES 7.6%

$ 13,231,826

2,986,054

PARKS & RECREATION DEVELOPMENTSERVICES

1.7%

POLICE & F¡RE

41.0%

71,178,980

PUBLIC WORKS

16.5%

28,640,548 7,423,334

LElSURESERVICES

4.3%

5,181,357

FINANCE

3.0%

8,073,878

4.6%

PUBLlC SERVICES

9,603,220

5.SYo

MANAGEM ENT & ADM INISTRATION

6,555,557

GENERAL GOVERNMENT

3.8%

20,8s6,545

GENERAL FUND TRANSFERS

12.0% 0o/o

10%

20%

30%

50%

40Yo

60%

70%

80%

$173,73I,299 TOTALEXPENDITURES

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 $71,178,980 budgeted for Public Safety, Police is $42,445,585 and Fire is $28,733,395.

115

Gity of Amarillo Revenue loo0ceneral Fund

30300 Current Year's Levy 30320 Prior Year's Levy 30330 Penalty and lnt-Delinque

29,527,765 404,490 301,066

30200 Ad Valorem Tax Gollectio 3041 0 Electricity Utilitiy 30420 Gas Utility 30430 Water Utility 30435 Sewer Utility 30440 Telecommunications Util 30450 Cable TV 30469 Hotel Occupancy Tax

30,233,321 7,828,363 2,702,644 2,123,217

349,039 284,000

33,190,278 359,000 292,000 33,841,278 8,925,000 3,450,000 2,240,157 958,202 1,280,000

5,691,118

32,996,719 8,490,366 3,224,258 2,174,834 930,865 1,266,517 1,819,599 6,014,387

30400 Gross Receipts Business 30610 General Sales Tax 30620 Mixed Beverage Sales Ta

22,403,341 52,126,017 595,016

23,920,827 53,986,896 686,906

24,988,359 54,843,000 687,000

30600 Sales Tax 31510 Liquor Licenses 31520 Beer & Wine Licenses 31610 Food Handling & Daycare 31620 Food Manager Certificat 31630 Public Pool & Spa Permit 31 71 0 Electrician Licenses 31720 Plumbers License & Reg 31725 lrrigation License & Reg 31 730 Dance Hall License 31740 Heating & Aircondng Lic 31 745 lnsulation Registration 31750 Roofers License 31755 Commercial Roofers Regis 31 760 Builders/Contractors Li 31 765 Glass/Glazing Registrati 31770 Taxicab Licenses 31780 Right of Way License 31790 Right of Way License Ap 3',l795 Cert of Appropriateness 31797 FMV Pmts - Vacated Prope 31800 Other Business Licenses

52,721,034 74,613

54,673,802 69,298 22,420 434,794 34,240

9,575

9,460

9,960

31400 Business License and Per 31910 Building Permits 31 920 Electrical Permits 31930 Plumbing and Gas Permit 31 935 Glass/Glazing Permits 31940 Heating & Aircondng Per 31 945 lnsulation Permits 31950 Sewage Disposal Permits 31960 Mobile Home Park Permit 31970 Transient Business Perm 3'l 980 Solicitation Permits 31990 After Hour lnspection Fe

716,7il

683,697 2,000,000 105,000 300,210

830,903

910,551

1,258,977 1,888,471

1,820,000

6,315,000

4,765 175

3,980

55,530,000 66,986 20,929 516,964 56,359 47,500 3,980

0 1,560 1,000

4,810 400 3,100

4,455 400 2,225

2,400

1,800 18,285

19,898 445,671

35,697

1,995

2,580 4,550 315

11,135 3,535 24,970 210

18,285 140

3,772

3,1 00

72,610

72,610 250 400

0 700

2,057,684 107,488

390,949 1,260 103,084 820 76,317 48,460 975 7,170 3,900

1,450

140 3,250 72,610 500 600 1,400

1,250,000 105,000

300,210

1120

99,000

90,000

1,850

1,850 82,991

73,445 36,450 780 4,580 3,660

36,450 780

4,650 2,200 1,875,251

31900 Non-Business License & P 32820 Teen Court Participation 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

2,798,107

2,626,095

1,959

403,966 1,980,306 311,250 47,000 171,533 783,329

393,842 2,165,310

396,680 2,265,477

32800 Other Governmental Reven

3,834,542

47,000

6,941

47,000 175,000 829,602 6,900

128,258

126,007

129,428

3,745,620

3,897,578

116

195,093

857,000 6,900

City of Amarillo Revenue

l000General Fund

33210 Zoning Platting Fees 3322OZoning Board Appl Fees 33225 Abandoned Vehicle Notifi 33230 Sale of City Publicatio

Government Fees Report Fees Fee Fees Exam Fee Fees Fee Collection Fee Airpo 33300 Public Safety and Health 33510 Collection and Disposal 33520 Landfill Charges

33200 General 33310 Fire lnspection 33320 Traffic Accident 33330 Warrant 33335 Preparation Appeal 33340 Animal Shelter 33341 Path 33342 Euthanasia 33350 Vitalstatistic 33360 DSC Admin 33370 Water Sample 33380 Vet Clinic Disposal 33400 Fire Service Fee -

47,857 1,200 3,900 365

53,323 38,620 45,512 617,017 177 75,293 260 1,497 259,324 31,725 3,315 4,798 1,667,024 2,7U,562 16,428,492 2,754,840

1,200 4,080 309

52,589 37,780 47,000 660,000 100 82,696 160 1,587 267,493 34,000 2,873 4,735 1,646'949 2,785,373 17,046,544 3,046,954

47,000 1,200 4,080 130

52,410 38,000 48'000 666'600 101

100'000 300 1,000 280'000 34,340 6'652 4'500 1'716'147

2'895'640 17,447'200

2'190'000

104,723

96,034

105,400

33500 Sanitation 33610 Passenger Fees 33620 Demand Response Fee 33640 Miscellaneous Bus Reven

19,288,054 146,078 23,272 38,141

20,189,532 118,995 18,747

19,742,600 113,514 24,228

24,228

33600 Operating Revenues 337'10 Givic Center Rentals 3371 1 Civic Center Facility Fe 33715 Extra Charge 33720 Civic Center Concessions 33722 Civic Center Catering 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 Dr¡ving Range Commiss¡o 33808 Push/Pull Cart Rentals 33809 Club Set Rental 33810 League Entry Fees 3381 5 Tournament Revenue 33835 Player Card Sales 33850 Swimming Pool Revenues 33855 Swimming Lessons 33860 Field Rentals 33861 Soccer Field Rentals 33870 Shooting Complex Revenu 33880 Shooting Merchandise Sal 33890 Tennis Center Fees 33900 Tennis Memberships 33920 Adult Zoo Admission 33930 Ch¡ld Zoo Admission 33940 Senior Zoo Admission

207,491 963,712 244,326 15,533

161,970 906,776 195,975 14,334 283,363

161,970 926,468 235,000 14,487 269,650 7,500 111,346 2,500

33530 Recyclable

281,271 0

120,748 0

25,361 354,802 116,945 26,495 12,406 488,509 596,1 33 247,067

115,969 2,500

22,048

22,894

334,140

338,000 117,000 26,500 12,000 234,000 924,875 236,060 491,820 7,600 38,316

115,247

9,163 40,567

27,349 13,165 220,141 922,326 235,129 492,118 8,600 38,201

1,021 1,996

1,041

2,534

362,875 7,890

359,515 53,155

384,245

523

108,986 45,845 53,895 11,348 107,954

109,200 46,900 57,900 13,720 100,000 20,000

110,612

436,1 55

22,848 2,640 1,890 126,353 35,745

6,210

LI7

3,300

1,946 128,000 34,000 6,000

53,1 00

50,770

59,544 13,720

105,000 25,000 3,564 2,00s 130,000

34,000 7,000

Gity of Amarillo Revenue 1oooceneral Fund

33970 Group Zoo 33990 Special Zoo Event 37160 Concession

10,478 39,084 54,686

33700 Gulture and Recreation 35105 Admin Fee-Defensive Dr 35106 Admin Fee - Teen Court 351 10 Traffic Fines 351 15 Other Traffic Court Cos 35120 Misdemeanor Fees 35130 Parking Fines 35'133 Auto Theft lnvest Fee 35135 Violation City Ordinanc 35145 Misdemeanor Probation R 35157 MC Assessed - Child Safe 35175 Judicial Fund Local 35210 Bond Forfeitures 3521 5 Forfeited Disct-Sanitat

4,981,460 3,220 8,060 3,183,712 68,630 635,142

172,134 11,560 147,281 369 18,461

6,000

42,000 59,294 4,991,884 4,000 6,280 3,400,000 65,000 605,000 171,000 13,000 154,000

6,000 42,000 60,889 5,107,040 4,040 5,000 3,434,000 ô5,650 611,050 174,000 14,000 155,540

100

10'1

20,764

2'l,540

22,OOO

71,882 371,149

27,000 390,707

20,764 22,220 27,270 380,000

35000 Fines and Forfeitures 35510 AECC - AMR Rate 35515 Medical Director Service 35610 Grant ln Aid - Federal

4,713,139 789,344 50,000 178,763

4,878,851 797,664 43,750 138,950

4,913,635 798,000 83,200 79,500

35500 Other Governmental Reven 371 10 lnterest lncome 371 15 Unrealized G/L 37125 Other lnterest lncome

1,018,107

980,364 134,369

960,700

134,300 0

236,815

200,000

371,184 106,020 116,869 80,246 44,358 13,642 3,210,084

334,300 109,000 114,554 80,246 43,815 3,214,205

3,337,645 1,235,482 99,214

3,571,218 1,189,310

3,576,920 1,212,405

106,392

128,083

37225Weed Collection

135,61 5

200,000

37230 Weed Mowing Services 37231 Bad Debt Exp/Recovery 37235 PID Reimbursements 37240 State Court Gost 37245 Court Cost-Arrest Fees 37246 Dismissal Fee-Drivers Li 37247 Municigal Court Time Pmt 37248 Judic¡al Admin Efficienc 37250 lndirect Cost Reimbursem

126,644 -363,204 28,418 192,220 168,728 48,610 80,749 20,185 1,547,871

124,219 123,784 -364,888 59,000 200,000 180,000 55,000 85,000 21,000 1,685,190

55,550 85,850 21,210 1,720,376

371 99 Adm¡nistrat¡ve Charges

3,320,533

3,464,006

3,608,404

't,082

900 630

900

142,069 -80,087 236,090

371 09 Interest Earnings

298,072

37151 Amusement Park Lease 37152 Municipal Build¡ng Rent 37153 Polk Street Rental 37154 Other Rental lncome 37155 Surface Land Rental 371 70 Payment in Lieu of Prope

108,276 115,792

37150 Rent

37210Waler & Sewer Utility 37220 Airporl

371 30 Discounts Earned

37't40 Returned Check Fees 37141 Merchant Service Fees 37408 Salary Reimbursement 374't 0 Miscellaneous Revenue 37412 Auction Expense Recovery 37415 Appraisal Dist. Rf. 37417 Wrecker Service Contract 37420 Donations 37428 P¡ocurement Card Rebate 37435 Sale of Scrap 37445 Sales to Outside Utiliti 37448 Private Develop/ETJ Engr

75,854 43,203 15,483 2,979,037

690 35,168

-64,623

15,1 00

1 10,000

-368,870 60,000 202,000 181,800

600 -67,256

25,1 06

262,908

162,028

175,763 18,000 22,300 70,000 8,000 92,500 500 58,000 6,000

16,383

17,000

6,360 64,127 6,500 82,979

22,291 66,000 111,500

92,500

169

600

60,834

60,000

10,752

5,600

118

Gity of Amarillo Revenue 1000General Fund

455 Events Dist Oper Asst 37460 Gn/Lss on Prop Disposal 37463 Parks Tree Workshop 37466 Education 37477 AZS Contribution

398,004

37400 Miscellaneous Revenue 39125 Tsf ln fr Civ Cntr lmpr 39215 Tsf in from Trust Funds 39350 Tsf l¡ from Gen Construc 39370 Tsf ln fr St & Drainage 39390 Tsf ln fr Park lmproveme 39410 Tsf in fr Solid Waste 39580 Tsf ln fr lnternl Serv 39660 Tsf in fr APD Siezed 262

978,082

3,541 -380 12,651

16,314 18,200 12

20,000 0 0 12,600 189 0

398,004 3,541 -380 12,000 36,696 924,287 0 0 0

0 0 14,000 0

922,417 0 0

87,500 9,000 't5

12,600 0 12,000

0 0 0

39100 Operating Transfers ln

51,001

24,600

96,5r5

TREVENUE Total Revenues

153,698,578

l6l,042,618

163,235,921

119

IY OF

AMARIttO ODEX 5'ÀCES

' ÉTDIE5'

OPPONTUil¡IIE3

r20

GENERAL GOVERNMENT BOARDS: ¡ Amarillo Economic Development Corporation

. Amar¡llo Local Government Corporation

. Convention and Visitors Council . Emergency Care Advisory Board

MAYOR JUD¡CIAL

& CITY COUNCIL

BOARDS &

coMMtsstoNS

TOURISM & ECONOMIC

DEVELOPMENT

CITY SECRETARY

LEGAL GITY

MANAGER FIRE

POLICE

FUNCTIONAL ACTIVITIES

L2L

Gity of Amarillo

Summary of Expenditures by Activity Glassification ACTUAL 2012t2013

DESCRIPTION 1000 General Fund

Budgeted

2013t2014

2014t2015

102,496 1,067,563 3,145,364

103,983 1,146,398 3,477,779 483,379 987,505 356,513

General Government

74,982 896,858 3,083,969 475,164 971,845 254,624

101 1 Mayor and Council

1020 City Manager 1030 Tourism & Economic Develo

1040 Judicial 1210 Legal 1220 City Secretary

L22

472,852 995,696 318,433

CITY OF AMARILLO MAYOR AND COUNCIL (1011) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS

The Mayor and City Council establish and promote municipal policies for the positive, orderly growth and planned development of his body makes final decisions on Amarillo. The Mayôr and City Council serve as the policy-making body public hearings on itemg of .public metters specified in ttre Rmaiillo Municipal Code of Ordinances ion of grant and bond funds and interest, ieviews and adopts the Annual City Budget, makes franchises, approves the purchases of goods and sérvices for the municipal organization, and awards contracts for the provision of said services. The City of Amarillo, by Charter, operates under the Council-Manager form of government.

of including determinat

GOALS Establish municipal policies to enhance and encourage the orderly, positive growth and development of Amarillo. Encourage and support both public ånd private Economic Developmeit act¡v¡ties to obtain new business and industry for Amarillo. Encourage and suþþort both þublic and private convention and tourism activities to attract visitors to Amarillo and the surrounding area. Continue to enäburage côoperation and communication with other governmental agencies in order to reduce governmental program duplication and incråse piogram 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 Commtsslons.

OBJECTIVES

* t i t * t * t

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 pol¡cies and ordinances to make Amarillo a safe, attrac{ive, and healthy place in which to live and work' Encourage ihe continued development of Rick Husband Amarillo lnternational Airport for aviation industries, general indushial 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,lhe Amarillo Economic Development Corporation, the Amarillo-Potter Events Venue District, the Chamber of Commérce, and the private sector in the performance of promoting convention and tourism activities. Promote cooperation and communication with the Tax lncrement Reinvestment Zone No. 1 Board, Local Government Corporation, Downtown Amarillo, lnc. 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 coslefficient mannerto citizens of the community. Actively recruit and encourage qualified citizens to serve on City Boards and Commiss¡ons.

r23

Gity of Amarillo Mayor and Council

2,100

2,086 42010 Social Security - Medica 42020 Social Security - OASDI 42300 State Unemployment 42400 Workers Compensâtion 42550 Communications Allowance

30 26

38 32 14

7 0

1,200

2,691 8,200

3,375 8,200

8,200 6,000 960 8,690

8,200 6,000 960 8,690 22,500 500 5,000

30 32

41 000 Personal Services

2,167

51 110 Office Expense

7,566 7,566 0

51000 Supplies 61 100 Communications

Billing

2't2

61200 Postage 61300 Advertising 61400 Dues 61410 Tuition 6't600 Unassigned 62000 Professional

11,774 12,419

22,500 500 5,000

2,190

60000 Contractual Services 7'1 100 lnsurance and Bonds 72000 Radio Communication 74000 Printing and Binding 751 00 Travel 75300 Meals and Local 77100 Court Costs 77900 Other Agencies 78100 Contingencies

5,000

31,595 315 612

43,650

43,6s0

3't5

1,118 0

2,500 14,000 10,750 3,000 1s,890

9,171 5,498 732 16,209

70000 Other Charges TEXPENSES Total Expenses

2,500 14,000

10,750 3,000 15,890

1,117

1,500

r,500

33,654 74,982

47,555 102,496

48,758 103,983

City of Amarillo Departrnent Staff i ng RePort

Department: MaYor and Council Personal

Services Total

Number of

Employees Glassification Part-Time Positions 1.00 cAM100 4.00 cAM110

Description

5.00

MAYOR CITY COMMISSIONER Total Permanent Positions

5.00

Total Department

3,375

L24

CITY OF AMARILLO

crrY MANAGER (1020) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The City Manager professionally administers the municipal policies and directives established by the Amarillo Mayor and City Council, and performs tñose organizatioñal management duties and responsibilities prescribed in the City Charter. The City Manager, throughdelegation and administration of his staff members; directs, coordinetes, and facilitates the effective and cost-efficient provision of munì-cipal services to the citizens of Amarillo. The City of Amarillo, by Charter, operetes under the Council-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 ¡n an eff¡cient, effective, and cordial manner to the public. Develop and promote strategies and programi for a safer, more attractive and healthy environment for the citizens of Amarillo to live and work. lmplement policiesãnd programs to provide for the positive, orderly, and planned growth and development of the City. Continue to menage and administerihe-operations and services of the City in a professional and fìscally-responsible manner. Continueto develop and eñcourage service, operational, and training programs, and employee performance attitudes that creete a pos¡tive internal and external pubiic perception of municipal goveinment. Continue to cooperate and communicate with admlnistrators of other governmental entities,.to provide City expertise and assistance, end promote the provision of services and programs with the least ãmount of duplication and optimum àmounts of efficiency. Continue to communicate and provide assistance to the Tax lncrement ReinvestmeniZone No. 1 Board, Local Government Corporation, Downtown Amarillo, lnc. and other partners on matters concerning downtown development. Continue to provide professional management expertise and guidance to the Mayor and City Council, 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 Developmenl and Convention and Tourism Activities.

OBJECTIVES

* * t * * * * t *

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 Comprehensìve Plan. Evaluate and review thé operational policies and procedures of ell City departments to ma¡ntain 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 prómote 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. Mõnitor èmployee needs and enalyze end 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 t'he assistance of the City organization and staff in Amarillo Economic Development and Convention and Tourism Activities through act¡ve promotion of Rick Husband Amarillo lnternationalAirport foravialion industries and general industry and business, the use of the City Enterpr¡se 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.

r25

City of Amarillo City Manager

641,529 32,765 67 9,358 25,521 81,761

41 100 Salaries and Wages

4'l 82OT Health nsurance 4'1900 Life I

42010 Social Security - Medica 42020 Social Security - OASDI 42110 TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 4251Q Ca¡ Allowance 42550 Communications Allowance

10,472 195

788,300 40,697 83 11,735 33,382 94,029 1 8,618 269 486 21,000 3 600

44,352 83 11,991

32,902 93,223 19,981

2,500 25,000 500

269 496 23,400 4,800 't,035,030 12,700 2,500 25,000 500

91,092

35,788 6,000 6,400 250 48,000

40,700 6,000 6,400 250 93,200

60000 Contractual Services 71 100 lnsurance and Bonds 72000 Radio Communication 74000 Printing and Binding 75100 Travel 75300 Meals and Local

99,623

60,650

2,576 2,616

2,576

105,850 1,118

10,894

18,500 10,100

18,500 15,000

5,214

2,750

s,200

70000 Other Charges 901 90 Payroll Reimbursements

29,064 -75,000

33,926 -75,000

39,818 -75,000

90000 lnter Reimbursements TEXPENSES Total Expenses

-75,000 896,858

-75,000 1,067,563

422 't6,833 3,656

41000 Personal Services 511'10 Office Expense 51 1 15 Employee Recognition Pro 51118 Amarillo 101 51700 Education

822,581 12,724 't,836

51000 Supplies 61200 Postage 61400 Dues 61410 Tuition 62000 Professional

20,59'l 3,427 5,'t03

5,995 35

1,012,199

7,788

7,764

-75,000 ,'t46,398

Gity of Amarillo Department Staff ing RePort

Department: GitY Manager Personal Services Total

Number of

Employees Glassification

Description

Permanent Positions

1.00 ADM001 1.00 ADM010 1.00 ADM011 1.00 ADM012 1.00 ADM015 5.00

Part-Time Positions

CITY MANAGER ASSISTANT CITY MANAGER. FINANCIAL SERVICES ASSISTANT CITY MANAGER - PUBLIC SERVICES DEPUTY CITY MANAGER MANAGEMENT ANALYST PUBLIC SAFETY Total Permanent Positions

1.00 HRL920

COLLEGE INTERN

6.00

Total Department

1,035,030

L26

City of Amarillo

Tourism & Economic Development

63500 Center City lnc. 63510 Downtown Development Com ô3520 Amarillo Local Governmen 63600 Chamber of Commerce 63700 Civic Center Activitiy 63750 Visitor Center

118,260 276,298 71,400 2,414,103 138,908 65,000

60000 Gontractual Services TEXPENSES Total Expenses

3,083,969 3,083,969

r27

135,000

276,298 71,400 2,258,893 338,773 65,000

276,298 71,400 2,469,002

3,145,364

3,477,779 3,477,779

3,145,3il

45',t,079

65,000

ctlY OF

AMARITLO

L28

CITY OF AMARILLO

JUDICIAL (1040) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS

Muni genéraiadministration ;iv¡l jurisdiction of the ordinances. Judges in matters filed in thê cou

trials and other court proceedings, and forthe magistrate functio¡s outside the criminal and rants and orders for the enforcement of city and impartialforum for the adjudication of both criminal and civil associate judges. The presiding judge (and by efension, the the clerks of the court in the execution of court orders. direct and judges) two bailiffs, reporter and one court supervise associate

The judges in the

GOALS Judges in the Municipal Court will provide for the administration of justice in a fair, independent and impartial manner, following and lawandensuringtherightofeachpersontodueprocessoflaw. Judgeswill process

enfoicingapplicablecity,stateandconstitutional the caseload of the court in a timely and efficient manner'

OBJECTIVES

* t t t t

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 defendants and other parties who appear before the court 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.

I29

City of Amarillo Judicial

382,673

and Wages 41620 Unscheduled 41 820T Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42510 Car Allowance

2,672 14,742

5,300 23,599

357 5,300

24,790

34 5,495 9,356 41,263 2,795 307

5,138 16,643 41,414 6,395

5,217 16,642

195

'1,221

1,099

1,115

2,236

454,209 2,000

460,698 2,000 800 2,096

40,792

6,795

41000 Personal Services 51 1 10 Office Expense 51950 M¡nor Office Equipment 55100 Publications

460,559 3,418 0

1 ,180

3,096

51000 Supplies 61 100 Communications Billing 61400 Dues 62000 Professional 68300 R & M - lmprovements

4,598

5,096

610 4,220

2,039 5,004

4,896 360 1,020 5,004 3,000

60000 Contractu al Services 71 1 00 lnsurance and Bonds 75100 Travel

4,830

7,043

9,384

0 177

1,398 7,O04

70000 Other Charges TEXPENSES Total Expenses

6,504

5,1

6,504

8,402

475,164

472,852

483,s79

Gity of Amarillo Department Staff i ng Report

Department: Judicial Personal Services Total

Number of

Employees Glassification Permanent Positions 1.00 ADM110 1.00 ADM115 1.00 cLR110 3.00

Part-Time Positions 1 .00 HRLI 15 4.00

Description MUNICIPAL COURT JUDGE ASSOCIATE MUNICIPAL COURT JUDGE COURT REPORTER Total Permanent Positions

MUNICIPAL COURT JUDGE Total Department

460,699

130

CITY OF AMARILLO

LEGAL (1210) FUNCT¡ONS, GOALS AND OBJECTIVES FUNCT]ONS I and all employees and departments of the City. The City Attorney

other counsel. The City Attorney's office is also required to prepare legal instruments in wh ning to City government eetings of the CityCoun s therefrom; and perform other duties as the legal services to the Amarillo Hospital District, d Tax lncrement Reinvestment Zone #1 , and the Amarillo Local Government Corporation

GOALS

To perform the routine functions ofthe office as efficiently es possible. As resources allow, to act proactivelywith other departments to prevent or mtn mrze legal problems (Examples: perform a legal audit of policies and proced ures used by each department to assure compliance with current law; teaching classes to c¡ty employees on the legal aspects of their jobs; and updating standard contract clauses; having an on-call attorney available to all departments at all times.) To be committed to continuing legal education so as to be informed of ch anges n the law that may affect the diverse operations and interests of the City government.

r31

City of Amarillo Legal

686,769 60,450

41 82OI Health I nsurance

41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1 O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Gompensation 42510 Car Allowance 42550 Communications Allowance

693,399

704, 63,252

71,662

150

9,709 36,977

10,261 38,425 82,701 16,371 439 s66 4,380

150 10,061

86,231

10,868 453 598

4,392

37,306 78,669 16,861

439 555 4,380

2,407

2,400

41000 Personal Services 51 110 Office Expense 51950 Minor Office Equipment 51980 lT Hardware 55100 Publications

899,002 3,660 383

923,721 3,940 250 1,950 33,728

915,882 3,940

51000 Supplies 61200 Postage 61400 Dues 61410 Tuition 62000 Professional

41,042

39,4r8

6,007

39,868 1,476 4,000 s,335 4,500

60000 Gontractual Services 71 '100 lnsurance and Bonds 72000 Radio Communication 75100 Travel 75200 Mileage 75300 Meals and Local 77100 Court Costs 78230 Loss on Bad Debt

14,255

15,311

2,418

2,516

3,132 11,584 212

11,678 350

1't,678

100

739 -600

2,250

70000 Other Gharges TEXPENSES Total Expenses

17,545

16,796 995,696

16,894 987,505

36,999

764 3,031

4,453

97r,845

875 0

34,603 1,476 4,000 5,335 4,500

350

Gity of Amarillo Department Staffing Report

Department: Legal Personal Services Total

Number of

Employees Classification Permanent Positions 1.00 ADM070

1.00 ADM071 1.00 ADM075 1.00 ADM078 1.00 cLR420 1.00 PRF070 2.00 PRF071 1.00 PRF072

Description CITY ATTORNEY DEPUTY CITY ATTORNEY

9.00

ATTORNEY III ASSISTANT CITY ATTORNEY II/SENIOR PROSECUTOR ADMINISTRATIVE ASSISTANT V LEGAL ASSISTANT ATTORNEY I ATTORNEY II Total Permanent Positions

9.00

Total Department

915,882

r32

CITY OF AMARILLO

crrY SEGRETARY (1220) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS

The office of the City Secretary prepares the C¡ty Council agenda and minutes, manages the official city_records and contracts, administers the record managemänt'program, and-is responsible for the conduct of the municipal elections. This office also includes the Commun¡ty Relations Coórdinator, wiho 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 Council' City staff, and citizens of Amarillo.

OBJECTIVES

t * * *

Maintain extensive knowledge of pert¡nent federal, state and local laws, ordinances, statutes and regulations as they relate to the principles and practicés of records management, records retention, preservation, protection and archiving. Stay fámiliai with the processes and protocol involved with the administration of municipal elections. Maintain effective woiking 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.

OPERAT]NG STATISTICS/PERFORMANCE MEASURES Resolutions Ordinances

133

Actual

Estimated

2012t13

2013t14

20'14115

57 79

50 30

50 40

City of Amarillo City Secretary

41 100 Salaries and Wages 41 820T Health I nsurance

7,187 44

41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 42110 TMRS 421 15 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 4251Q Car Allowance 42550 Communications Allowance

2,423 9,976 20,863 2,558

195,796 6,502 50 2,839 10,930 22,881 4,080

130 108 0

221

22,086 50

2,981 11,587 23,311 4,541 195

496

123

1,203

1,200

2,236 2,400

41000 Personal Services 51 110 Office Expense 51 119 Centennial Celebration 5'1700 Education 51 900 Election Supplies

214,145

244,994

289,184

4,200

927 12,807

1,700 10,000 400 40,000

51000 Supplies 61200 Postage 61400 Dues 61410 Tuition

17,934

52,1 00

840 1,000 5,000

60000 Contractual Services 71 1 00 I nsurance and Bonds 72000 Radio Communication 74000 Printing and Binding 75100 Travel 75200 Mileage 75300 Meals and Local 70000 Other Charges TEXPENSES Total Expenses

5,501

795 4,668

6,840 949

949

0 400 40,000 44,600 840 1,000

5,000 6,840 839

912

12,358

7,500 5,500 350 200

7,500 7,000 350

14,499 318,433

15,889 356,513

2,715 0

110

17,044

254,624

200

Gity of Amarillo Department Staffing RePort

Department: Gity Secretary Personal Services Total

Number of

Employees Classification

Description

Permanent Positions

4.00

COMMUNITY RELATIONS COORDINATOR CITY SECRETARY ASSISTANT CITY SECRETARY ADM INISTRATIVE SPECIALIST I Total Permanent Positions

4.00

Total Department

1.00 ADM002 1.00 ADM020 1.00 ADM025 1.00 cLR947

289,184

t34

MANAGEMENT & ADM I N ISTRATION DIVISION BOARDS: Airport Advisory Board

DEPUTY

crw

MANAGER

. o

Civil Service Commission

COMMITTEES: Local Emergency Planning Committee

AMARILLO FAGILITIES ADMINISTRATION

GUSTODIAL

HUMAN RESOURCES

EMERGENCY

MANAGEMENT

EMERGENCY COMMUNICATIONS CENTER

RADIO COMMUNICATIONS

CITY CARE

cLlNrc

DEPARTMENT OF

AVIATION

FUNCTIONAL ACTIVITIES

135

City of Amarillo Summary of Expenditures by Activity Glassification

DESCRIPTION 1000 General Fund Management & Adm in istration 1110 Human Resources 1231 Radio Communications 1232 Emergency Management Services 1 251 Custodial Services 1252 F acilities Mai nte na nce 1270 AECC

ACTUAL

Budgeted

201212013

2013t2014

669,553 117,581 423,447

736,751 350,839

Budgeted 2014t2015

1,836,984

1,378,623 2,006,450

4,290,375

4,356,174

899,566 402,209 453,829 1,522,417 1,991,239 4,333,960

25,000

57,825

25,000

57,825

170 50 3

131,391

0 0

111,506

231,841

3,835

0 0

174,338

363,232

1 1 1,506

1,500

118,035 1 18,035

131 ,084

131,084

123,440 123,440

10,749,122

11,823,676 5,050,000

12,097,210 3,971,200

262,300

1,259,524

421,086

2400 Hazardous Materia I Tra ns portation

Management & Administration 24130 Metropolitan Medical Res 24131 MMR Capability Focus 2400 Hazardous Material Transp 2430 Emergency Mgt Service & Equip

Management & Administration 24333 MMRS HSGP GDEM 24335 MFr (PRPC) 24380 State Homeland Sec Prog 24390 SHSP LEAP 2430 Emergency Mgt Service & E 2660 Leose Training Program Fund

Management & Administration 26630 Leose Training- Airport 2670 AIP Pantex Project Fund

Management & Administration 26710 AIP Pantex Project Fund 2670 AIP Pantex Project Fund 5400 Airport Fund

Management & Administration 54110 Department of Aviation 54120 Airport Transfers 54170 Rental Car Facility 5420 Airport PFC fund 5400 Airport Fund

0 0

1,608,895 12,358,017

136

16,873,676

16,330,710

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 forthe departments and employees within the orgånization. The Department is dediiated to the highest quality public-service with highly motivated individuals. We recognize the that oùr employees are our most valuable asset. We prwide assistance in furthering careers w¡thin the organization and helping employment' meaningful lives through their to better community in our unemployeä añd underemployed

GOALS

The City of Amarillo Human Resources Department works towards the following goals daily: To make quality a part of the way we work, tó enhance our ability to support thé C¡ty of Amarillo and its goals, to improve the efficiency and effectiveness of human

resources at all levels and tó employ technology and methods which enhance service, communications and productivity. To evaluate and administer the employee sèrvice award þiogram. To perform community outreach by working with various resources to help great educate and reach new potential employees. Thé Human Resources Department strives to help make the City of Amarillo a personally. place to work, both professionally and

OBJECTIVES

* t * * t t * t

Support all workplace safety initiatives. Coni¡nue our effort to update all job descriptions and essential job functions. lmplement the PeopleAdmin sysiems for performance management, onboarding and position management' Suitain full compliance with the many regulatory organizations that make up the HR horizon. Begin development of a training plan for the entire org lnciease opportun¡ty to afford training to all levels in th ia job fairs, partnerships, etc. Establish new avenues to educate añd reach new ty workforce where there has been a traditional Continue to expand minority employment under-representation of qualified minorities and females.

OPERATING STATISTICS/PERFORMANCE

pot opportunìtie

MEASURES

New hires (fulltime) processed Hourly/seasonal employees processed Promotions Demotions Transfers Annual turnover (fulltime positions only) Retirements Provide administrative support for all fulltime employees Provide administrative support for all hourly employees

Actual

Estimated

2012113

2013114

2014115

379

520

294

180

390 260

118 6

38 13.89%

20 13.64% 60

100 5

30 13 5%

2,085 346

ACCOMPLISHMENTS

partnership with the Amarillo lndependent School District intern program continues to be very successful. The City celebrated emftoyee Rppreciation Day on December 12,2013 and May 29, 2014. HR, along.with the City Manager's office, Division Directors ees. The HR Department continued to partner with th_e City and tträ Weilness Team, cooked lunch for all City of Amarillo monthly basis. HR has been heavily involved with the Safety

M in el w

ued to build skills training with onsite welding classes, 5S and

. The HR Department continues to hold quarterly treining meetings uarter Century Club meeting'

L3l

City of Amarillo Human Resources

405,557

and Wages 100 Sal 41300 lncentive 41620 Unscheduled 41820T Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1 O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42510 Car Allowance 42550 Communications Allowance

267,189 602

600

721

2,754

27,318

36,602

100

56,40'l 133

41000 Personal Services 51 110 Office Expense 51 1 15 Employee Recognition Pro 5'1200 Operating 51300 Clothing and Linen 51700 Education 51950 Minor Office Equipment 51955 Furniture 51980 lT Hardware 55100 Publications 51000 Supplies 61200 Postage 61300 Advertising 61400 Dues 61410 Tuition 62000 Professional 63400 Employee Medical 69300 Leased Computer Software

182,680 2,320 5,420 3,477 21,165 59,237 17,707

3,000 20,000 2,500 8,400 42,000 63,000 37,250

60000 Contractual Services 71 100 lnsurance and Bonds 72000 Radio Communication 74000 Printing and Binding 751 00 Travel 75200 Mileage 75300 Meals and Local

110,503

176,1 50

171,951

1,869

4,193

4,512

0 0

12,000

13,500

70000 Other Charges TEXPENSES Total Expenses

16,044 669,553

3,825

4,470

5,746

15,077

17,206 36,023 6,422

22,605 44,926 8,860

390 956

487 1,389

6,000 2,400

360,325 75,792 57,460 39,039 6,572

415,574 72,558 43,250 3,500

557,858 81,957 43,250

1,900

3,500 1,900

3,712 106 0 0

2,250

3,250

31,877 4,010 322

877 6,016

2,407

1,177

-242 4,860 206 4,839

138

3,000

0 0

5,800

'123,458

143,364 3,800

707

15,001

2,500 8,400 42,000 63,000 37,250

7 700

8,700

21,569

26,393 899,566

736,75f

Gity of Amarillo Department Staffing RePort

Department: Human Resources Personal Services Total

Number of

Employees Classification

Description

Permanent Positions

1.00 ADM017 1.00 ADM600 1.00 ADM601 1.00 cLR096 1.00 cLR405 1.00 cLR941 1.00 MGT601 1.00 PRF250 8.00

TRAINING COORDINATOR DIRECTOR OF HUMAN RESOURCES ASSISTANT DIRECTOR OF HUMAN RESOURCES DATA ADMINISTRATOR ADM INISTRATIVE ASSISTANT I ADMINISTRATIVE TECHNICIAN RECRU ITMENT COORDINATOR HUMAN RESOURCE GENERALIST Total Permanent Positions I

Part-Time Positions

2.00 HRL904

ADM I N ISTRATIVE ASS ISTANT

10.00

Total Department

557,858

139

CITY OF

AMARIttO 140

CITY OF AMAR¡LLO RAD|O COMMUNICATIONS (1231 ) FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS The Radio Communications Department is responsible for the implementation, maintenance, and reliable operation of the Citt's radio radio communications system for botir City public safety agencies and field operations departments. The department maintains the and communications infraskucture, ¡ncluding radio transñitter and receiver sites and radio equipment located in command, control'

ce, and rePair ance services

existing radio vide a reliable of the City's public safety agencies'

GOALS The goal of the Radio Communications Department is to provide a reliable, interoperable radio communications system that meets the is continuous need-s of City public safety agencies anä f¡eld operations departments. At the core of the department's efforts maintenance and improvemen-t of the existing radio communications system with a focus on development of requìrements for a replacement p25 radìo communications syste-m to meet the Ci$'s radio communications needs for the foreseeable future.

OBJECTIVES

* * * i t

Maintain the City's radio communications infrastructure, including radio transmitter and receiver sites and radio equipment located in command, control, and communication centers; provide installation, programming, maintenance, and repair services for end-user radio and associated electronic equipment; provide installation oversight and maintenance services for the community's outdoor warning sirens; Efficienfly manage radio communications service contracts, ensuring accurate and timely processing of all contracts in the most cost effective manner;

ldentify radio communication system needs and requirements for the development and implementation of a new P25 radio

communications system.

OPERATING STATISTICS/PERFORMANCE

MEASURES

Radio System nfrastructu re: Tower/Transmitter Sites Public Safety Agency Channels (Repeater/Simplex - FCC Licensed) Field Operations Department Channels (Repeater - FCC Licensed) Radio Repeaters Channel Receivers (Public Safety Channels)

Actual

Estimated

2012113

2013114

2014t15

End-User Radios: Public Safety Radios Non-Public Safety Radios Outdoor Warning Sirens:

I 2t7

13n

13F

23 36

24 48

1,000

1,050

700

750

ACCOMPLISHMENTS

The Radio Communications Department continues to implement and maintain the City's existing radio communications system. A primary focus of the department is on-going effo system including a lack of coverage, inability to programming, maintenance, and repair services

project to replace the existing system with a communications consulting service to impleme budgetary cost estimates.

T4I

City of Amarillo Radio Communications

41300 lncentive 41 620 Unscheduled 418201 Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1 O TMRS 42'l '15 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42540 Tool Allowance 42550 Communications Allowance

274,673 2,242

226,259 2,400

980 56,731 147

39,1 73

40,043

100

117

3,878

2,578

3,141

15,901

11,021 20,773

24,562

4,113

5,264

35,356 4,325 558 7,212

341

6,141

4,950 1,200

5,216 5,850 4,200

319,001

318,81 I

1,250 408,783 2,149

51 1't0 Office Expense

5',l200 Operating

1 9,1

51300 Clothing and Linen 51700 Education 51800 Fuel & Oil 52050 Auto Parts 52050LABOR Auto Parts Labor 53150 Electricity

13,432

292

5,531

41 000 Personal Services

1,800

2,000 12,000

2,000 12,000 1,100

275

1 ,100

929

2,000 1,534 500 500 1,722

2,000

20,817

923 547

275 1,581

922 500 500 1,795

51000 Supplies 61 100 Communications Billing 61 200 Postage 61400 Dues 61410 Tuition 62000 Professional 67320 Extermination 68615 Misc. Fuel Powered Equi 68670 Communications Equipmen 69210 Rental City Equipment

25,822 369,616

2r,356 0

500 500

500

1,250

795 201 102,862 14,540

2,500 40,000 12,089

2,500 40,000

60000 Contractual Services 71 100 lnsurance and Bonds 72000 Radio Communication 75100 Travel 78250 lnventory Over/Short

488,384 7,298

57,839 8,643

62,340

6,241 0

904 4,760

4,000

70000 Other Charges 901 60 Other Departments

12,974 -818,382

12,643 -60,000

10,241 -10.000

90000 lnter Re¡mbursements TEXPENSES Total Expenses

-818,382

-60,000 350,839

-10,000 402,209

331 0

1,000

117,581

500 3,600 1,250 1,000

12,990

Department Staffing Report

Department: Radio Communicat¡ons Personal Services Total

Number of

Employees Classification Permanent Positions 0.50 cLR410 1.00 MGï66s

2.00 TEC900 2.50 TEC901 1.00 TEC905

Description ADMINISTRATIVE ASSISTANT I I R/T COMMUNICATION SUPERVISOR COMMUNICATIONS TECHNICIAN ASSISTANT I

7.00

COMMUN ICATIONS TECHN ICIAN COMMUNICATION TECHNICIAN ASSISTANT I I Total Permanent Pos¡tions

7.00

TotalDepartment

318,811

r42

CITY OF AMARILLO OFFICE OF EMERGENCY MANAGEMENT (1232) FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS program The Office of Emergency Management (oEM) coordinates a comprehensive interjurisdictional emergency management with other agencies and contributing to the safety of the c¡tizens of the C¡ty of Amarillo, Potter County and Randall County Ordinances. volunteer/faith-based groups n compliance with Federal and State laws Cou nty Cou rt Orders, and City management Responsibilities include development, maintenance, and implementation of an integrated all-hazards emergency plex incidents or events. program that addresses mitigation/prevention preparedness, response, and recovery from maJor or com and Federal emergency ional, State, Reg Cou nty City, between e liaison as serves The Office of Eme rgency Management management organizations and monitors the readiness of City and County Services.

GOALS Cou nty and Randall County Condu ct prog ram of comprehensive eme rge ncy management within the City of Amari llo, Potter ral d isasters; deve lop and natu or man-made all to recovery and p response reparedness, addressing mitigation/preventio n, program on maintain relationships with local emergency response and support groups conduct ongoing public awareness material emergency preparedness and protective actions; develop site-specific response pla NS for radiological and h azardous of mass weapons and security with homeland associated tssues add ress and P lant; Pantex DOE locations incl uding the U .S destruction.

OBJECTIVES

capability Maintain emergency management plans and procedures; prepare and maintain a multiagency coordination of anticipated informed govern ing bodies picture; keep operating common and a awareness to ensure situátional

needs.

* t

Conduct, coord¡nate, and attend emergency management related training, programs, seminars, and disaster exerctses.

Maintain a maximum state of readiness to respond and recover from all man-made or natural disasters utilizing

th continue to ex-pand the functional needs populat resources assigned to

Continue the onéoing

the

ent and other City and County departments and services. and the liaison programs with local volunteer organizations, rea businesses in the jurisdiction' public awareness program to increase the emergency preparedness of the population of the

local jurisdiction

OPERATING STATISTICS/PERFORMANCE MEASURES OEM Emergency ResPonse: Airport Alerts Hazardous Materials / WMD lncidents Major Fires / Grass Fires Red Flag Operations Mass Casualty lncidents Pantex lncidents Severe Weather Monitoring / Weather Watch Operations Warning System Activations Winter Storm OPerations State or Regional Support Operations

Actual 2012113

Estimated

2013t14

2014115

17 14

15 15 5 10 2 0 10 0

I 3

0 0 21 1

0 9

4 0 't5

2 3

3 2

Miscellaneous Emergencies

OEM Emergency Preparedness Activities: Presentations/Public Awareness Activities (hou rs) Discussion-Based Exercises Operations-Based Exercises

ACCOMPLISHMENTS comprehensive interjurisdictional emergency management program for the City of Amarillo, OEM continues to impleme nt T sta ndards. OEM Potter County, and Randall County; maintaining an advanced level of preparedness based on State of exas OEM completed cond ucts vanous coordin ation efforts tn response to a wide anay of actual and potential incide nts and events. of the compliance re NIMS ensu to contin ued JU risdictions OEM sirens. warnrng outdoor replacement four the installation of 5-year revtew of the nterj urisdictional Mitigation Action provid ng intermediate and advanced NIMS tra rnrng. OEM submitted P lan and provides administration servrces for the City's participation tn Homeland Security Grant Programs.

r43

City of Amarillo Emergency Management Services

41100 Salaries and Wages 41300 lncentive 41 820T Health nsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1O TMRS 421 15 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42550 Communications Allowance

177,205. 1,203 19,239 42

2,481 10,609 22,471

182,686 1,200 20,110 42 2,666 11,401

21,489 4,255

2,843

122

122 3,1 07

803

2,407

2,400

41000 Personal Services 51110 Office Expense 5't200 Operating 51300 Clothing and Linen 51700 Education 52050 Auto Parts 52050LABOR Auto Parts Labor 53100 Natural Gas 53150 Electiicity 53200 Water and Sewer

241,729 4,526

247,173

51000 Supplies 61 100 Communications Billing 61200 Postage 61400 Dues 61410 Tuition 68300 R & M - lmprovements 68620 Computer Equipment 68660 Audiof/ideg Equipment 69210 Rental City Equipment

27,259 3,360

60000 Gontractual Services 71100 lnsurance and Bonds 72000 Radio Communication 74000 Printing and Binding 75100 Travel 75200 Mileage 75300 Meals and Local 77610 lnformation Technology -

5,500 5,400 500 1,000 350 350 1,663 12,933 1,212

5,027 116 1,956 0 0

2,324 12,109 1,202

OtherCharges Expenses

2,716 11,612 21,234 4,551 122

818 2,400 251,909 5,500 7,500 500 1,000

350 350

4,118 14,108

1,236 34,662 4,500 s00

955

28,908 4,500 900 800

6,385 500 1,000

6,000 0 1,500

800 3,600 6,000 0 1,500

21,919

22,961

23,407

34,720

36,661

1,385

1,386

25,644

40,707 559 0

601

70000 TEXPENSES Total

21,123

2,257 14,798 3,653 72,002

5,000 19,000 3,500 75,457

119,739 423,447

108'343 421,086

3,000 5,000 19,000 3,500

95,492 126,551

4s3,829

City of Amarillo Department Staffing Report

Department: EmergencyManagementServ¡ces Personal

Services Total

Number of

Employees Glassification

Description

Permanent Positions

1.00 ADMosO 1.00 ADM051 0.50 cLR410

EMERGENCY MANAGEMENT COORDINATOR

2.s0

ASSISTANT EMERGENCY MGMT COORDINATOR ADMINISTRATIVE ASSISTANT I I Total Permanent Positions

2.50

Total Department

251,909

L44

CITY OF AMARILLO

cusToDrAL SERVICES (1 2s1 ) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS

The Custodial Services Department is responsible for maintaining the cleanliness and appearance of City buildings. Daily' the Department cleans, disposei of trash, sanitizes restrooms, and maiñtains 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 hìgh level of cleanliness in all City buildinjs, 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 products and equipment tõensure that the best possible service is performed through the most economical means.

OPERATING STATISTICS'PERFORMANCE MEASURERS 83,508 Sq. Ft. 187,604 Sq. Ft. 64,378 Sq. Ft. 18,706 Sq. Ft. 9,752 Sq. Ft. 10,274 Sq. Ft. 16J32 Sq. Ft. 20,600 Sq. Ft. 4,223 Sq. Ft. 37,790 Sq. Ft. 18,042 Sq. Ft. 7,185 Sq. Ft. 11,560 Sq. Ft. 26,325 Sq. Ft. 8,318 Sq. Ft. 524,397 Sq. Ft.

City Hall Municipal CourUPolice Building Central Library Southwest Branch Library East Branch Library North Branch Library Northwest Branch Library WIC (Health Building) WIC (North Branch) Service Center Bivins Animal Shelter Public Health AECC Building (City Care, Dispatch, EOC) All Other Areas Total

145

new

City of Amarillo Custodial Services

and

568,910 13,800

599,328 15,000

41300 lncentive 41620 Unscheduled 41 820T Health lnsurance 41900 Life 420'10 Social Security - Medica 42020 Social Security - OASDI 421 1 O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation

14,496 85 125,647

41000 Personal Services 51250 Janitor 51300 Clothing and Linen 51850 Minor Tools 53100 Natural Gas 53150 Electricity 53200 Water and Sewer

791,936 70,229 1,190 2,699 38,534 278,395 49,065

896,743 72,500 2,500 4,500

950,694 85,000 2,500

30,072

59,334 334,656

51000 Supplies 61415 Safety Training 62000 Professional 67310 Janitorial Service Cont 67500 Laundry 69210 Rental City Equipment

440,112

452,257

534,227

60000 Contractual Services 71 100 lnsurance and Bonds 72000 Radio Communication 78230 Loss on Bad Debt

147,771

170,431

407

450

7,125

8,449

8,494

29,ô93

36,128 68,095 13,485 1,316 38,340

64,601

7,845 1,413 36,017

291,685 51,000

36,321

66,418 14,236 I ,316

38,700

1,000

51,737

2,600

1,450 14,445

1,450 15,500

3,794

5,044

4,616

5,200

5,634

21,567 3,483 1,968 458

26,1 39

30,228 7,268

0 0

5,909 1,259,524

3,483 1,378,623

7,268 1,522,417

0 0

13,157

70000 Other Charges TEXPENSES Total Expenses

3,483

Gity of Amarillo Department Staffing Report

Department: CustodialServices Personal Services Total

Number of

Employees Classification Permanent Positions 1.00 TRD045 2.00 TRD046 1.00 TRD047 24.00 TRD910

Description

28.00

FACILITIES SUPERVISOR CUSTODIAN III CUSTODIAN II CUSTODIAN I Total Permanent Positions

28.00

Total Department

950,694

]-46

CITY OF AMARILLO FACtLITIES MAINTENANCE (',12521 FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS

of al City-owned buildings The Facilities Maintenance Department s responsible for the management, maintenance ând renovation ts supervised and inspected when performed and properties. Specifications are written contracts negotiated, bids evaluated, and work nd divisions tn evaluating buildings and equipment. The by outside contractors. Assistance s grven to other departments to plan accordingly. divisions and of vanous departments Department evaluates the future needs

GOALS and replace and/or repair equipment to The Department's goals are to perform scheduled and unscheduled maintenance on buildings on a routine basis in order to prevent achieve optimum pertormantei Àli buildings and equipment will be inspected and evaluated procedures to keep the operations at peak unscheduled ma¡ntenance. itr" oàp"rtr"-nt will trai'n iis personnel on new methods and

performance.

OBJECTIVES

* * t

plan and follow good maintenance pract¡ces and help other departments plan for building changes in their areas as their requirements change. infrastructure as necessary. Maintain all buildinõs in an acceptable manner and upgrade aging city-owned buildings and preventive maintenance program. Reduce the amouni of unschedúþd maintenance by continuing with the

OPERATING STATISTICS/PERFORMANCE

Actual 2012113

MEASURES

Maintenance Requests - Type of Service: Building Maintenance Plumbing Problems Heating/Air Conditioning Appliance Repair Elechical Problems Total

1,189 395

2013t14

Estimated 20't4115

1,284

I,335

423 226

Actual

537

33 533

400 225 40 550

2,354

2,499

2,550

198

ACCOMPLISHMENTS overseen by the Department es well as Facil ities completed VE ry prod uctive yea I with new constructio n and rem odels pe rformed and s list of projects the Facilities following The Statistics above. ng Operati the standard day-to-day operatio ns that IS shown tn the on plans for d owntown utilities Department was involved ln. 1 ) Work with Utilities Department and Private ut¡t ities Companies ition to Sol id Waste Transfer Statio n; 3) relocation and developme nt; 2) Worked tn conjunction with other departments 0n the add maintenance of equipment a nd meet water better conserve Center to the Service Construction of the new truck was h facilities at lat¡on of new recording and video disPlaY TECQ Standards 4) Refurbished M un c pal Court Judges office and security and instal the re-roofing projects and repeirs of systems; 5) Rebuilt the ammonra system for the lce Plant at the Civic Center; 6) Managed the Police/M unicipal Courts Building; for security door of installation 7) Completed storm hail after the equipment for the C¡ty buildings p lan nrn9 efforts at City Hall and the AECC 8) lnsta lled safety railing and new cu rb for the east ram p at City Hall; e) Managed space nterior; 1 1 ) Relocated electrical, gas, Build ng et 808 s Buchanan; 10) Began a rchitectural wo rk on 808 Buchanan and demolition of 1 2) lnstall replacement of domestic preparation new construction; for n Buchanan fo 808 r r a nd sewe water lines & comm unication new Fire Station No. 1 3 located at of the pleted construction 1 Com 3) Building; Courts and heating water boilers at the Police/M unicipal M the relocation of utilities between gth John stiff Memorial Park; 14) lnstallation of new metal roof for Fire Station No. 4 1 5) anaged of retaining wall at Fire Station 12; street and 7th street tn the alley between Pei rce and Buchanan; 16) Design and begin construction 18) Constructed new Utilities Shop; Service Department Transit of the bays grates in the east and 17) Design and install new drainage of work areas tn pads and storage areas on City properties at 8th street and 7th street; 19) Miscellaneous remodels and development & Welfare Department tn venous areas with C¡ty Buildings; 20) Began structural improvements and u pgrades for Animal Management u pgrades to continue though 201 5

r47

City of Amarillo Facilities Maintenance

14,422

973,659 15,000

3,382

'155,840

164,555

413 12,944 55,346

417

937,506

and Wages 41300 lncentive 41ô20 Unscheduled 41 820-l Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1 O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42510 Ca¡ Allowance 42540Tool Allowance 42550 Communications Allowance

896,415

41000 Personal Services 51110 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

1,332,097

296

347

1,302

51000 Supplies 61200 Postage 61400 Dues 61410 Tuition 614't 5 Safety Training 67320 Extermination 68100 R & M - Building 68300 R & M - lmprovements 68640 Machinery 68650 Shop Equipment 68680 Other Equipment 69210 Rental City Equipment 69220 Rental Other Equipment

36,083

39,263 24 900 4,000

34,897

3,500 11,500

41 100

60000 Contractual Services 71 100 lnsurance and Bonds 72000 Radio Communication 74000 Printing and Binding 751 00 Travel 75300 Meals and Local 70000 Other Gharges 84100 Auto-Rolling Stock & Equ 80000 Capital Outlay 90180 Sales to Other Departmen 90000 lnter Reimbursements TEXPENSES Total Expenses

15,300 0

181,749 434 13,859

116,530

13,796 58,990 1 11,186

108,364

14,673

22,018

23,226

1,273

1,218 38,584 6,000 16,200 3,600

37,502 3,585 15,941 3,422 3,1 81

17,338 506

4,524 166

1,425,224 3,349 19,000 1,000 4,800 300

59,260

1,267

38,754 6,528 16,200 3,600

l,4o6,o4g 3,349 19,000 1,000 6,000 300

100

360 2,461 7,116 24

500 2,067 7,100

500

113 0

500

200 0 0

9,345 328,900 1,490 0 731 1,658

72,746 0

100 100

9,000 350,000 10,000 500 1,000 2,000 88,929 500

2,646 0 100

500 100

24 900

4,000

350,000 10,000 500 1,000

2,000 99,505 500

415,081 35,358 23,076

466,853 47,810

483,429

-91

905

300 5,000

0 300 5,000

467

500

1,375

53,610 21,500

66,865

21,500

-5,982

-5,982 1,836,984

0 2,006,450

1,991,239

59,715

148

60,1 90

Gity of Amarillo

Department Staff i ng Report Department:

Facil ities Maintenance

Personal

Services Total

Number of

Employees Glassification

Description

Permanent Positions

1.00 ADM060 1.00 ADM061 1.00 cLR410 2.00 PRF060 1.00 PRF061 2.00 TEC107 2.00 TEC115 1.00 TEC215 1.00 TRD060 11.00 TRD906 3.00 TRD915

FACILITIES MANAGER ASSISTANT FACILITIES MANAGER ADM INISTRATIVE ASSISTANT II I FACILITIES COORDINATOR I FACILITIES COORDINATOR II SPECIAL PROJECTS MANAGER BAS CONTROLS TECHNICIAN DESIGN TECHNICIAN II

ELECTRICIAN II BUILDING MECHANIC III

26.00

ELECTRICIAN I Total Permanent Positions

26.00

TotalDepartment

1,406,048

r49

ÉrfY OF

AMARIttO OtEt SpÀC€S. É¡Dl€55 oPrOnlU¡lllaS

150

CITYOFAMARILLO 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 informatioñ and sending appropriate resources to help them and also provides instructions via phone. The Center pioiiOes pu-blic safety responders witñ correct and appropriate information so that they can better assist c¡tizens 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 consãlidation of emergency communications for multiple public safety response departments. The AECC strives to provide ã high level of customer service to all clients and will continue to develop and improve processes in orderto provide citizens and respondérs 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

* * * t t * *

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 coñtinue 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 cl¡ent 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.

Actual

Estimated

20'12113

2013114

2014t15

545,415

548,582

lncoming to 911 and Emergency 7-digit

134,637

145,582

Administrative Lines

410,778

403,000

CAD Entered Calls

273,7'17

285,1 00

285,100

Animal Control

26,878

32,500

34,273

36,000

Fire

21,159

22,000

Police

191,407

191 ,000

OPERATING STATISTICS/PERFORMANCE

MEASURES

Total Calls

EMS

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. Â quality assurance piogram has been suc¿essfully implemented in order to provide useful statistics on performance. AECC employées have worked with the Potter-Randall 9'l 1 District to educate the public about 91 1 . A program hes been implemented to show émployee appreciation with the result of raising morale. Employees have attended training on several different topics that allowed tñem 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 end the public to provide the most eff¡cient and highest quality service possible.

151

City of Amarillo AECC

41 100 Salaries and Wages

4'1300 lncentive

41620 Unscheduled 41 82OT Health nsurance 41900 Life 42010 Social Security - Medica 42020 Soc¡al Security - OASDI 421 1O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42550 Communications Allowance I

2,491 78,300 260,000 459,523

347,014

300,328 57,512 3,460 7,967 3,600

287,624 60,235 3,471 7,864

3,856,255 10,000 6,540

3,841,248

0 0

2,957

2,000

4,',t86

0 0

1,135 0 1,500 0

39,601

4,112 7,595

3,610

41000 Personal Services 51110 Office Expense 51115 Employee Recognition Pro 51200 Operating 51250 Janitor 51300 Cloth¡ng and Linen 51950 Minor Office Equipment 5'1970 Software

3,769,504 9,295 3,763 656

51000 Supplies 61200 Postage 61400 Dues 61410 Tuition 61 420 Employee Reimbursement 62000 Professional

21,162

68100R&M-Building 68610 Office Equipment 68670 Communications Equipmen 69300 Leased Computer Software 60000 Contractual Services 71 100 lnsurance and Bonds 72000 Radio Communication 75100 Travel 75300 Meals and Local 77610 lnformation Technolooy 70000 Other Charges TEXPENSES Total Expenses

2,498,828 48,300 260,000 479,736

0,270 76,571 411,248 377,065 978 39,084 't52,355

254

1,118

1,'118

37,263 't55,190

36,785 153,686

3,600 10,000

6,540

19,175

108

18,540 175

2,146

2,082

2,013

12,513

15,340

0 5,1 89 0

13,290 2,000

1,091

175

5,1 89

1,567

0 8,200 0

278,650

204,162

213,960

296,480 39,263 19,432 -833

236,048 41,044

24/.,827 48,465

145,358

201,637

178,31 8

2O3,229

245,331

4,290,375

4,356,174

228,710 4,333,960

225 179

r52

9,100

2,650

1,927 0

City of Amarillo Department Staffing Report

Department: AECC Personal

Number of

Employees Classification

Services Total

Description

Permanent Positions

1.00 ADM093 1.00 ADM095 58.00 cLR770 1.00 cLR945 1.00 MGT043 3.00 MGT044 3.00 MGT046 68.00

ASS ISTANT EM ERGENCY COMM UN ICATIONS CENTER MANAGER

EMERGENCY COMMUNICATIONS CENTER MANAGER EMERGENCY COMMUN ICATIONS SPECIALIST OFFICE ADMINISTRATOR TRAIN ING/QUALITY ASSURANCE SUPERVISOR SENIOR COMMUN ICATIONS SUPERVISOR COMMUN ICATIONS SHIFT SUPERVISOR Total Permanent Positions

Part-Time Positions

2.00 HRL770

EMERGENCY COMMUN ICATIONS SPECIALIST

70.00

TotalDepartment

3,841,248

153

CIIY OF

AÍYIARIttO orE{ s¡ÀcÉs r Et0lEsl 0ÞtonlutlrlEs

t54

PUBLIC SERVICES DIVISION DEPUTY COMMITTEES:

CITY MANAGER

¡ Family Self Sufficiency Program Coordinating Committee

BOARDS:

. Adv¡sory Commission For Persons With Disabilities

. Bi City County Board of Publ¡c Health

. Community Development Adv¡sory Committee PUBLIC SERVICES D¡RECTOR

*WOMEN

INFANTS &

TRANSIT

CHILDREN

ENVIRONMENTAL HEALTH

-PUBLIC HEALTH

ADMINISTBATION

FIXED ROUTE

ADMINISTRATION

NUTRITION

DEMAND

REFUGEE

EDUCATION

RESPONSE

CLIENT

HEALTH

COMMUNITY

SERVICES

HEALTH

BREAST FEEDING

COMMUNICABLE DISEASE

SPECIAL INITIATIVE

HIV PREVENTION

-COMMUNITY

*HOUSING

DEVELOPMENT

ASSISTANCE

PROGRAM

TRANSITIONAL

MANAGEMENT

HOUSING

HOME

HOUSING VOUCHERS

REHAB SUPPORT

MODERATE REHAB

EMERGENCY SHELTER GRANT

SHELTER PLUS CARE

HOMELESS

MANAGEMENT INFORMATION SYSTEM

FARMER'S MARKET

IMMUNIZATION

PEER

COUNSELOR

PUBLIC HEALTH PREPAREDNESS

LACTATION CONSULTANT

STD PREVENTION

VENDOR OPERATIONS

& TREATMENT

FUNCTIONAL ACTIVITIES

* DEPARTMENT DETAILS IN OTHER FUNDS

155

City of Amarillo Summary of Expenditures by Activity Glassification Budgeted

Budgeted

2013t2014

201412015

1,050,817

2,528,400 1,285,282

2,752,406

1,094,270 2,760,741

ACTUAL 2012t2013

DESCR¡PTION 1000 General Fund

Public Services I 750 Environmental Health 1761 Transit Fixed Route 1762 Transit Demand Response 1 763 Transit Maíntenance

780,1 1

1,387,714 482,209

1,387j20

310,562 90,000 61,447

320,152

150,437

428,152 1,644,424

371,259 326,435 230,671 151,984 1,692,794

389,653 175,000 225,232 131,087

538,822

573,226

22,895

25,228

7,862,805 307,500 8,732,022

7,027,049 299,500

463,231

471,722

2010 GDBG Fund

Public Services 201 10 Program Management 20115 Code Enforcement 20116 Code lnspector 20125 Rehab Support 20130 Housing Rehab 20135 Park lmprovements

260,413 83,495 55,910 1 15,608 482,917 0

217,929

20140 Public Services 201 55 Neighborhood Facilities 2010 CDBG Fund

90,000

64,268

1,545,831

2020 Housing

Public Services 20210 Housing Assistance 20220 Mod Rehab 20230 Housing Vouchers 20250 5 YEAR MAINSTREAM VOUCHE 2020 Housing

7,925,003

545,044 25,228

7,027,049 299,500 7,896,821

2030 Home lnvestment Partnership

Public Services 20310 Home Administration 20320 Home Projects 2030 Home lnvestment Partnersh

55,1 05 819,498 874,603

485,1 03

539,003

54,734 492,612 547,346

332,160 332,1 60

339,712 339,712

180,539 1 80,539

247,225 247,225

53,900

2040 Shelter Plus Care Fund

Public Services 2O4OO SHELTER PLUS CARE

2040 Shelter Plus Care Fund 2050 Supportive Housing Fund

Public Services 2O5OO SUPPORTIVE HOUSING

2050 Supportive Housing Fund

156

GitY of Amarillo

Summary of Expenditures by Activity Classification

AGTUAL Budgeted 201212013 201312014

DESCRIPTION 2060 Affordable Housing Fund

Budgeted 201412015

Public Services 20600 AFFORDABLE HOUSI NG 2060 Affordable Housing Fund

58,1 04 58,1 04

15,498 15,498

376,968 376,968

0 0

1 10,183

110,183

107,546 107,546

102,297 102,297

276,759 276,759

522,607 522,607

498,712 498,712

699,644 489,935

930,1 92

550,780

1,342,109 549,856

284,476

312,523

212,778

219,224

2070 TX Emergency Shelter Grants

Public Services 20700 TX Emergency Solutions G 2070 TX Emergency Solutions Gr

2075 HMIS

Public Services 20755 HMIS 2075 HMrS 2300 Summer Lunch Program

Public Services 23100 Summer Lunch Program 2300 Summer Lunch Program 2500 Public Health Fund

Public Services 25011AHD Public Health 25012 Refugee Health 25013 TDH lmmunizations 25014 HIV Prevention 25015 Core Public Health 25020 Bioterrorism Grant 25022 HIV Surveillance 25024 DSRI P IMMUNIZATIONS 25025 DSRIP ARAD 25035 LocalTuberculosis - Fed 25045 Local Tuberculosis - Sta 2500 Public Health Fund

270,780 234,181 130,598 269,072 50,710 0 0

64,1 85

121,887

266,974

269,753

0 0 0

557,900 150,000

3,736 102,659

66,1 36

89,915

2,251,315

2,457,002

122,860 3,754,545

149,219 403,816 60,276 463,793 8,533

322,618

338,1 84

829,894 95,015 922,228 17,103 112,441 100,000 35,910 66,147 2,501,357

865,905 101,408 1,080,944 8,500 117,423 100,000

2530 WIC Grant Fund

43,842 20,535 31,175 18

1,181,207

r5l

37,455 6,787 2,656,605

CIfY OF

AMARITLO oPEñ SpÀCEs

' E¡0!E55 0P90Rl0Ù¡TlÉs

158

CITY OF AMARILLO ENVTRONMENTAL HEALTH (1750) FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS

of laws regulating food establishments. The Environ mental Health Department ts responsible for the inspection and enforcement bakeries, schools, hotels, hospital kitchens, Laws include TEXAS Food Establishment Rules for restaurants, bars, markets, provide food to the public including mobile food units, child-care centers, nursrng home kitchens, and other places that processes the alcoho lic beverage licenses for the City of Amarillo also porary Department This events celebrations and tem

of public swimming pools and spas and Programs include inspection and permitting of on-site sewege faci lities, inspection ication program, and condu cts educational activities GOmmun hazard internal the coordinates The Department ito control. mosqu public on routine matters through med ta interviews and for food managers and food handlers. lnformation ts conveyed to the sh tps samples, which include wate r, meat, other foods, and collects public presentetions to ctvtc groups Finally the Department for analysis Stete laboratories to larvae, mosquito and mosquitoes adult

GOALS efficient and effective educat¡onal and enforcement It S the Department's goal to promote public health and safety th rough an goal will be accomplished through the prog ram to prevent the distribution of contaminated adulterated, and u nsafe foods Th¡S citizens, and employees. To perm holders, it of training and education the include p will and rod ucts inspection of facilities and conditions, the departme nt environmental hazardous or unsanitary by reduce the pote ntial for the spread of disease brought rveillance and larviciding SU mosquito responds to citizen concerns correcting violations. By implementing a comprehensive water and ad ult mosquitoes Educating of standing reports to proactively citizen and responsively wil act effort, the Department and sanitary theo ry will promote community businesses and consumers tn metters pertain tng to envtron mental hvg tene comprehensive public health n utsance abatement appearance, safety and attrac'tiveness thro ugh the implementation of resolving and tm pfovr ng the quality of life for p rog ram. By assisting other City departments, we help foster un ified approach to all citizens.

OBJECTIVES

* t t i * r t r

preliminary investigation.

. Address citizen complaints within 24 hours of receipt by completing a permitted facil¡ties according to their Educate tooo esta¡istrment operators ¡y con¿udt¡ng tnorough inspãctions of assigned risk category. they relate to disease transmission. Reduce r¡st< to tnã-ñ6tic by explaining why the violations are identif¡ed and how follow-up inspections and analyzing by conducting violations critical repeated or of accumulated Assure correction

marked violations.

kaining and expanding visual lncrease the unáerstanding of bacteria and virus growth for food managers through multiply' agents disease how these demonstrate effects to permit and ¡n.pð.iàn-"ii" ."*"g" facilitie's in Pottai ánd Randall Counties to reduce the risk of enteric diseases rfacing sewage. to locate mosquito-sampling pools'

tered Sanitarian in accdr¿aiòe with FDA guidelines who will work to certify our

voluntary FDA

standards.

Actual

Estimated

OPERATING STATISTICS

2012t13

2013t14

20'14115

Total lnspections Total Conferences

7,280

8,000

8,120

13,575

12,940 1,672

13,150 1,707

1,743

Environmental Complaints lnvestigated and Resolved

ACCOMPLISHMENTS

159

City of Amarillo Environmental Health

4'1300 lncentive

41620 Unscheduled 41 82Of Health lnsurance 41900 Life 42010 Social SecuriÇ - Medica 42020 Social Security - OASDI 421 1 O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42510 Car Allowance 42550 Communications Allowance 41 000 Personal Services 51 1 10 Office Expense 51 115 Employee Recognition Pro

51200 Operating 51300 Clothing and Linen 51350 Chemical and Medical 51850 Minor Tools 52050 Auto Parts 52050LABOR Auto Parts Labor 54000 Food 51000 Supplies 61200 Postage 61400 Dues 61410 Tuition 6141 5 Safety Training 62000 Professional 632't0 Armored Car Service 63350 Credit Card Fees 67320 Extermination 6861 0 Office Equipment 68720 Auto Accident Repair 69210 Rental Citv Eouioment

687

647

41 100 Salaries and Wages

5,609 5,813 75,231

4,200

7,500

7,500 96,268 217 9,755

93,1 85

198

217 9,571 40,241

6,832 28,600 61,959

77136

7,6'18

15,020

668 690 3,008 1,203

682 924

41,001 76,271

16,070 682

942

'1,200

8,460 1,200

679,836

905,760

950,236

4,801

4,246

4,562

200

757

1,000

470

800

5,385

6,550

470 800 6,550

100 100 50

100 100

13,516 3,308 6,387 4,170

13,782 3,500

250

1,751

2,904

1,752 0

1,000 0 1,752 0

8,587

42,354

35,290

560 0

0 1,000

58,9't5

67,121

69,028

126,342 2,649

124,627 3,075 0 300 2,050 100

75 0 '11,033

2,758 908 1,982

60000 Contractu al Services 71 1 00 lnsurance and Bonds 72000 Radio Communication 74000 Pr¡nting and Binding 75100 Travel 78210 Cash Over/Short 78230 Loss on Bad Debt

78,364 2,649 6,504

70000 Other Charges TEXPENSES Total Expenses

8,460

0 300

1,674

2,050

0 60

100 100

't0,887 780,119

5,199 1 ,050,817

160

6,387 6,670

't00 5,625 1,094,270

Gity of Amarillo

Department Staffing Report Department:

Environmental Health Personal

Services Total

Number of

Employees Glassification

Description

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 ENVI RONMENTAL HEALTH DIRECTOR ADMINISTRATIVE ASSISTANT II I ADM INISTRATIVE ASS ISTANT V FOOD SAFETY SPECIALIST II ENVIRONMENTAL HEALTH SPECIALIST I ENVIRONMENTAL HEALTH SPECIALIST II Total Permanent Positions

Part-Time Positions

1.00 HRL550

ENVIRONMENTAL HEALTH INVESTIGATOR

14.00

Total Department

950,236

161

CIIY OF

AMARItto otE¡ 3tÀcas r Et0LE35 0proRlÚllll¿s

L62

CITY OF AMARILLO FIXED ROUTE (1761) FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS

The Transit Department operates the City of Amarillo's public transportation system, Amarillo CiÇ Transit (ACT). ACT provides

transportation on eight rouies, Monday thru Saturday, from approximately 6:30 a.m. until 7:00 p.m. and maintains 17 accessible buses. Amaiillo receives cãpital and operating ass¡stance from federal, state, and local authorities. As a condition of receiving these funds, the Department musì 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 Amar¡llo with courteous, dependable, and efficient publictransportation in a costeffective

manner

OBJECTIVES

t * t t

Monitor routes for efficiency and productivity. Communicate and solicit public participation through the Advisory Commission for People with Disabilities. lmprove employee training and comply with the Americans with Disabilities Act (ADA). lmprove fixed route accessibility so that persons with disabilities may utilize the fixed route system.

FIXED ROUTE OPERATING STATISTICS Number of Buses Fixed Route Passenger Miles One Way Passenger Trips Fare Actual Cost per One Way Fixed Route Passenger Trip Fixed Route Fare Box Revenue Designated Stops

Actual

Estimated

2012t13

20'13114

20131'14

675,549 $.75 $7.90 $156,046 453

680,000 375,000 $.75 $8.00 $150,000 453

680,000 375,500 $.75 $8.00 s150,000

$1,980,306 $311,2s0 $410,521 $1,365,494

$1,839,075 $0 $393,842 $1,607,203

$1,855,083 $o $393,842 $1,623,211

372,533

Federal ARRA State Local

453

SIGNIFICANT CHANGES The City of Amarillo drew down the last ARRA Grant reimbursement April 2013. The ARRA Grant paid for 100% of vehicle repair,

mechanicsandutilityworkerssalaries-withnolocal matchrequired. NineteenoftheDepartment's30vehicleshavesomewarranty.

The engines have 1 year remaining. As these warranties expire, vehicle repair costs will increase. The remaining eleven vehicles have nõwananty. Måny communiÇ service agencies have lost State funding and as a result, they are purchasing fewer bus tickets to give to their clients.

ACCOMPLISHMENTS The Transit Department implemented GIS on each fìxed route and Spec-Trans vehicle. GIS has improved information delivered to ACT's customers and agencies. The Transit Department will continue to collaborate with the Panhandle lndependent Living Center (plLC) next year. PILC;s New Freedom Grant funded their work with the Department. The Transit Department continues to work iowará ttre nêw DBE Goat requirements. The Department is required to meet the DBE Goal $128,648 and spend $50,000 with small is not achieved, the Department must justify why the goal was not met and take steps to ensure the goal is met businesses. lf the goal -Department has met the small business goal and has made some progress towards the DBE goal. The Transit in the future, The Department is preparing for the 2014 FTA Triennial Review.

163

City of Amarillo

Transit Fixed Route

41 100 Salaries and Wages

41300 lncentive 4't620 Unscheduled 41 82OT Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1 O TMRS 421 15 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42510 Car Allowance 42550 Communications Allowance

54,000 86,294 171,005 504 14,042 57,896 123,120 15,268 1,920 79,948 3,008 403

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

1,486,948

5'1000 Supplies

61200 Postage 61300 Advertising 61410 Tuition 62000 Professional 63210 Armored Car Service 63400 Employee Medical 67320 Extermination

68100R&M-Building 68300 R & M - lmprovements 68620 Computer Equipment 68650 Shop Equipment

24,221

33,670 1,583

10,579 354 1,750

361,862 9,668 4,006 152,617

964,953 57,000 54,296 208,618 550 14,282 61,067 115,102

997,427 63,000 54,296 217,080 567

22,792

24,626

14,695

62,832 114,897

1,608

1,657

85,050 3,000 1,200

87,664 3,000 1,200

1,589,518 12,000 19,500 3,000 11,000

1,642,942

100

3,000 378,809 8,000

19,000

19,500 3,000 11,000 .100

3,000 389,435 8,004

250,000

1,188

52,539 10,336 16,658 5,090

50,000 9,194

50,000

16,372

5,432

22,190 5,863

766,407

796,575

678

1,380 1,000

4,000 10,000

10,000

3,309

3,312

3,3',t2

784

1,800

I,800

620

540

95 5,931 13,702

0 1,000

3,026

686,1 1

851

1,938

1 0,1

1,921

12,500 2,000

15,483

4,000

1,000 12,500

2,000

60000 Contractual Services 71 100 lnsurance and Bonds 72000 Radio Communication 74000 Print¡ng and Binding 75100 Travel 77450 Admin¡strative Other 77610 lnformation Technoloqy -

39,927 159,557 9,149

37,532 172,679

40,558

7,000 3,000 85,827 90,442

3,000 98,',l96 100,370

70000 Other Charges 84700 lnfo Tech Equipt - Softw

305,556 9,900

358,948

280,666

9,900

-50

0 0

-50 2,528,400

2,752,406

80000 Capital Outlay 90180.LABOR Sales to Other DeP 90000 lnter Reimbursements TEXPENSES Total Expen ses

2,501 54,768 79,581

L64

79,1 00 0

0 2,760,741

Gity of Amarillo

Department Staffing Report

Department: Transit Fixed Route Personal Services Total

Number of

Employees Classification

Description

Permanent Positions

1.00 ADM530 1.00 ADM531 1.00 cLR420 2.00 MGT245 1.00 MGT535 28.00 TRD530 1.00 TRD540

TRANSIT MANAGER ASSISTANT TRANSIT MANAG ER ADMINISTRATIVE ASSISTANT V ROUTE SUPERVISOR ASSISTANT TRANSIT OPERATIONS SUPERVISOR BUS DRIVER

35.00

SAFETY & TRAINING OPERATIONS SUPERVISOR Total Permanent Positions

35.00

Total Department

1,642,942

165

CITY OF

AMARIttO OPE{ !ÞÀCES

r Eil0LES9 OPtoRlOl¡lllF5

r66

CITYOFAMARILLO DEMAND RESPONSE (1762) FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS

T tr d

s SPec-Trans, whi

SaturdaY from aP lize an accessible

trips to and from work, doctors, hospitals, schools, shopping' assistance from Federal, State, and local authorities. As a con

guidelines established by Federal and State authorities for mainta and safety

GOALS effìcient public transportation in a cost effective The Transit Department,s goal is to provide Amarillo with courteous, dependable, and manner

OBJECTIVES by interviewing prospective Ensure that each certified rider is unable to utilize an accessible fixed route bus and system passengers twice a month. maintain compliance w¡th the lncrease efficienõy in oià", to accommodate more cit¡zens, maximize available resources, and Americans with Disabilities Act (ADA).

r *

SIGNIFICANT CHANGES

Estimated

Estimated 2013114

SPEC-TRANS OPERATING STATISTICS

Actual 2012113

Number of Vans Spec-Trans Miles One Way Passenger TriPs Fare Actual Cost Per One Way Spec-Trans Passenger Trip Spec-Trans Fare Box Revenue

297,131 39,764 $1.50 $32.00 $57,804

301,000 40,000 $1.50 $33.00 $60,000

302,250

$1,980,306 $311,250 $402,521 $1,365,494

$1,839,075 $0 $393,842 $1,607,203

$l,855,083

Federal

ARRA State Local

2013114

41,000 $1.s0 $34.00 $61,500

$0 $393,842 s't,623,21',1

ACCOMPLISHMENTS S has improved information del ivered to The Transit Department tm plemented (t ù on each fixed route and Spec-Trans vehicle \t Living Center to ensu re eligibility ACT's customers and agencles The Department wil continue to work with Panhand le lndependent a lso offers travel train tng to all Living Center program. The lndependent pec-Trans s participate tn the to persons certified for all partnership has resulted tn a This provided Center the by servrces with other along persons who participate tn a Spec-Trans interview better informed commun ity and commu nity servtces to those who need them the most.

r6l

City of Amarillo

Transit Demand ResPonse

,550

41'100

39,000 49,296

41300 lncentive 41620 Unscheduled 41 820f Health nsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation

3ô,439 54,802 109,746

969 56,528

36,000 49,296 116,788 350 8,147 34,835 65,659 13,000 1,023 60,514

41000 Personal Services 51 1 10 Office Expense 51200 Operating 51250 Jan¡tor 51300 Clothing and Linen 51800 Fuel & Oil 52050 Auto Parts 52050LABOR Auto Parts Labor 52120 Tires and Tubes Other

876,515

947,162

4,034 '10,040

3,000 7,000

958,869 3,000 7,000

175

1,500

1,059

1,600 230,788 50,000

215,685 50,000

51000 Supplies 61200 Postage 61300 Advertising 6'1410 Tuition 63210 Armored Car Service 68620 Computer Equipment

290,278 1,280

34',1

8,031

34,341 72,707 9,151

215,684 48,306 625 10,354

'137,905

367

8,448 36,122 66,053 14,157 1,072

62,842

't,600

7,000

7,000 285,785

300,888 1,656 500

254

1,150

192 42,350

192 41,000

192 44,100

60000 Contractual Services 71 1 00 lnsurance and Bonds 72000 Radio Communication 74000 Printing and Binding 75100 Travel 77450 Administrative Other

44,076 35,850

44,498 38 205

47,598

1,803 0 1,688

0 1,000 1,000

35,072

000 000 54,96

70000 Other Charges TEXPENSES Total Expenses

74,413 1,285,282

95,1 66

94,868

1,387,714

1,387J20

1,656

500

33,1 80

59,688

City of Amarillo Department Staffing RePort Department:

Transit Demand ResPonse Personal Services Total

Number of

Employees Classification Permanent Positions 5.00 cLR535

Description

22.00

DISPATCHER TRANSIT OPERATIONS SUPERVISOR VAN OPERATOR Total Permanent Positions

22.0O

Total Department

1.00 MGT535 16.00 TRD535

r68

958,869

CITY OF AMARILLO TRANSIT MAINTENANCE (1763) FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS

Reinv for mec-hani exp paftol12l13'

not ans ties ese All

The Transit Department received $3,574,296 in American require a local match. The ARRA funds will be used to pay u"h¡.|"s along with salaries for the Shop Foreman, the beginning w¡tñ fY Og-og and will continue until all funds are activities for the remainder of FY 10t11,11t12 and

ARRAfundswereexpendedAp¡l 2013. ThisDepartmentisnowfundedunderaFTACapital

category80%Federal20%Local match.

GOALS The Transit Department's goal is to provide Amarillo with courteous, dependable, and efficient public transportation in a cost effective manner

OBJECTIVES

* r * *

Monitor routes for efficiency and productivity. Communicate and solicit públic participatioñ through the Advisory Commission for People with Disabilities lmprove employee training and comply with the Americans with Disabilities Act (ADA). lmþrove fixed räute acceslibility so that persons with disabilities may utilize the fixed route system.

Actual 2012113

Estimated

TRANSIT DEPARTMENT OPERATING STATISTICS

2013114

2014115

Personal Services

$482,209 $200,923

$455,373 $225,000

s471,464

$1,980,306 $311,250 $410,521 $'1,365,494

$1,839,075 $0 $393,842 $1,607,203

$1,855,083 $0 $393,842 $1,623,211

Vehicle Repair

Federal

ARRA State Local

$3s0,000

ACCOMPLISHMENTS The City of Amarillo made the final ARRA draw in April 2013. Activities in this Department will now be funded at an 80%Federal20o/o Local match.

169

Gity of Amarillo

Transit Maintenance

and Wages 41300 lncentive 4'1620 Unscheduled 41 82OT Health nsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42540 Tool Allowance

235,239 14,619

41000 Personal Services 71100 lnsurance and Bonds 77450 Administrative Other 70000 Other Charges TEXPENSES Total Expenses

41 100

46,262 s8,051 140

16,200 27,000 68,229

't3,200 27,000 60,523

150

8,065

3,949 16,883 31,822 6,302 439 19,533 9,000

3,887 16,622 30,396 6,515 439 19,335 000

,¿145,883

455,621

1,054 16,294

1,054

25,534

17,348 463,231

26,588 482,209

¡f4l,969 2,236 27,516 29,752

4,194 17,875

37,795 4,658 473

18,5't2

471,722

Gity of Amarillo Depañment Staffing Report

Department: Transit Maintenance Personal

Number of

Services Total

Employees Classification

Description

Permanent Positions 2.00 TRD920

MECHANIC APPRENTICE

2.00 TRD921 1.00 TRD922 1.00 TRD923 3.00 TRD930

MECHANIC I MECHANIC II MECHANIC FOREPERSON I

9.00

Total Permanent Positions

9.00

Total Department

UTILITYWORKER

441,969

I70

FINANCE DIVISION A.C.M. FINANCIAL & LEISURE

SAFETY

BOARDS: . Amarillo Firemen's Relief and Retirement Trust o Amarillo Hospital District Board of

SERVICES

Managers

. Amarillo Housing Finance Corporation ¡ Amarillo lndustrial Development Corporation

o Amarillo-Potter Events Venue District

DIRECTOR

o Health Facilities Corporation

FINANCE

COMMITTEES:

. lnvestment Committee

TEEN COURT

ACCOUNTING

MUNICIPAL

- UT¡LITIES

COURT

OFFICE

RISK MANAGEMENT

HEALTH PLAN ADMINISTRATION

VITAL STATISTICS

PURCHASING

CENTRAL

PAYROLL

STORES

FUNCTIONAL ACTIVITIES

* DEPARTMENT DETAILS IN OTHER FUNDS

L7T

City of Amarillo Summary of Expenditures by Activity Glassification

DESCRIPTION 1000 General Fund

ACTUAL

Budgeted

201212013

201312014

201412015

Finance 1120 Risk Management 1305 Municipal Court 1310 Teen Court 1315 Finance 1320 Accounting

387,1 19

393,1 1

1,115,642

1,143,719

1,191,668

31,809

40,681

51,928 917,914

854,143 1,052,214

1321Payroll 1325 Purchasing 1335 Vital Statistics 1340 Health Plan Administration 1345 Central Stores 1350 General Fund Transfers

363,818

885,679

1,337,553

19'1,998

1,169J26 205,240

500,509 51,294 298,211 299,569 12,588,103

531,827 52,280 306,714 340,000 16,297,819

540,709 56,317

83,958 83,958

104,790 104,790

113,737 113,737

140,268 140,268

142,014 142,014

426,957 426,957

469,577 469,577

537,624 537,624

I 265 I 265

17,351 17,351

0 0

422,291 422,291

430,1 59

605,544 605,544

593 1 5, 593

I 5, 590 5, 590

15,460 15,460

28,034 28,034

29,248 29,248

28,409 28,409

324,708 367,442 20,856,545

2080 Gourt Technology Fund

Finance 20800 Court Technology 2080 Court Technology Fund

04,790 1 04,790

2090 Gourt Security Fund

Finance 20910 Court Security Fund 2090 Court Security Fund 2700 Greenways at Hillside Fund

Finance 27100 Greenways at Hillside 2700 Greenways at Hillside Fund 2720 B¡ennan Boulevard Fund Finance 27 200 Bren nan m provement District 2720 Brennan Boulevard Fund

2730 Golonies

Finance 27300 Colonies 2730 Colonies

430,1 59

2740 Tutbury Public lmprv Dist

Finance 27400 Tutbury Public lmprv Dist 2740Tulbury Public lmprv Dist

1 5,

2750 Point West PID

Finance 27510 Point West PID 2750 Point West PID

L72

Gity of Amarillo

Summary of Expenditures by Activity Glassification ACTUAL 2012t2013

Budgeted

201312014

2014t2015

27610 Quail Creek PID 2760 Quail Creek Public lmprov

7,313 7,313

o, 953 6, 953

7,415 7,415

2770Vineyards PID Finance 27710 Vineyards PID 2770Vineyards PID

1,516 1,516

2,244

2,673 2,673

1 ,270

DESCRIPTION 2760 Quail Creek Public lmprov Dist

Finance

2,244

2780 Redstone PID

Finance 27800 Redstone PID 2780 Redstone PID

300

380 380

,270

I 300

1,552,852

1,700,700

3,443,257 4,996,109

3,457,434 5,1 58,1 34

1,700,700 3,601,129 5,301,829

2,190,914 1,149,273

2,129,887 1,506,277

2,177,457 1,882,535

5,037,245

2,568,128

2,609,825

9,092,232

9,135,450

8,980,448

665,641

530,382

609, I 52

-97,466 927,404 2,446,091

73,948 647,613 2,144,208

69,691

560,691

603,472 200,560 381,329

3000 Debt Service Funds

Finance 3100 Compensated Absences Fund 3200 General Obligation Debt 3000 Debt Service Funds 5200 Water and Sewer System Fund

Finance 52100 Utilities Office 52120 Water & Sewer General 52121Sewer General 52122 Water General 6300 Risk Management Fund

Finance 63110 Self lnsurance General 631 1 5 Unemployment Claims 63120 Fire & Extended Coverage 63125 Workers Compensation 63160 General Liability 631 70 Police Professional 631 85 Automobile LiabilitY 63190 Auto Physical Damage 63195 City Property 6300 Risk Management Fund

673,964

2,157,905

396,861

600,208 193,880 382,110 404,208

15,761 5,475,922

29,591 5,007,964

22,676 5,113,794

36,829,618 961,252 663,998 38,454,869

17,742,010 1,000,500

18,703,980 1,041,500 746,687 20,492,167

111,415

417,825 428,562

6400 Employee Insurance Fund

Finance 64100 Health Plan 64200 Dental Plan

64300 Ci$ Care Clinic 6400 Employee lnsurance Fund

rl3

742,858 19,485,368

City of Amarillo Summary of Expenditures by Activity Classification

DESCRIPTION 6500 Employee Flexible Spnding

AGTUAL 2012t2013

Budgeted

2013t2014

2014t2015

640,165 640,165

744,162 744,162

629,500 629,500

Finance 65100 Employee Flex Plan 6500 Employee Flexible Spnding

L74

CITY OF AMARILLO RISK MANAGEMENT (1120) FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS The Risk Management Department is a support servi claims generated from City operations. This includes This service also includes assistance with accident in and policies, and developing and revising safety programs as n evaluating current insurance needs throughout the City. Existing

GOALS

and accurately reporting information to the State.

OBJECTIVES

t r t t * r

settlements' Maintain accurate and informative claim files on City losses, monitor progress, and coordinate needed City' concerns of the proactive tooi a as Util¡ze the City Safety Committee t loss control measures' accident history and losses Summarize and es as an everyday departmental "n"íy.e folicies and fuîctions to Analyze alf ¿epartmèiìi' function. Analyze all insurance policies for effective coverages and policy terms' Work with the Safety Manger to implement and maintain momentum of new safety initiatives.

OPERATING STATISTICS/PERFORMANCE

in fo bett

MEASURES

Workers' Compensation claims Medical bills paid Medical bill timely payment General, Auto Liability, and Auto Physical claims DOT Drug and alcohol testing

Estimated 2014115

Actual

Estimated

2012113

2013114

222

2,540

225 2,500

99%

99o/o

2,500 100%

332 218

325 219

250 220

198

ACCOMPLISHMENTS

ith NFPA standards. Also, the City's uniforms for field employees loyees that are occasionally exposed to low voltage. Prescription

safetyeyewear fece respirators sustaineble pro large impaci on

pógramandwill beevaluatedforeffectiveresults. Fittestingforfull in confined spaces. lmplementation of safety programs to create a

h the c¡ty. The city's new safety Management system will have a

nment and reduced exposures to acc¡dents and injuries.

175

City of Amarillo Risk Management

230,536 602 24,137 67

Salaries and Wages 41300 lncentive 41820T Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 42,I10 TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42510 Car Allowance 42550 Communications Allowance

236,568 600

240,396

24,646

28,587 3,625

14,234

67 3,569 15,262

30,131

28,766

3,803 220

5,697 195 1,157 9,000

3,332

1,',t57

I,024

41000 Personal Services 511 10 Office Expense 51115 Employee Recognition Pro 51200 Operating 51300 Clothing and Linen 51400 Photographic 51700 Education 51950 M¡nor Otfice Equipment 55100 Publications

2,407

2,400

319,649 2,856

327,927

500 400 500 475 9,020

3,625

267 0 0

8,363 868

600 67 15,500

28,343 6,075 195

1,175 9,000 2,400 335,963 3,625 500 400 500 475 9,020

500

750 500

51000 Supplies 61200 Postage 61400 Dues 6't410 Tuition 62000 Professional

'12,453 1,813

15,020

15,770

2,604 2,760

9,500 15,500

15,500

60000 Contractual Services 71 1 00 lnsurance and Bonds 72000 Radio Communication 74000 Printing and Binding 75100 Travel 75300 Meals and Local

22,620

70000 Other Charges TEXPENSES Total Expenses

3,767 72

16,968

30,364 905

905 1,986

6,500

27,364 1,118

2j00

5,993 212

10,553 250

2,100 10,553 250

9,096 363,818

387,1 19

r3,808

14,021 393,118

Gity of Amarillo

Department Staffing Report

Department: Risk Management Personal Services Total

Number of

Employees Glassification Permanent Positions 1.00 ADM135 1.00 ADM610 1.00 cLR420

Description

4.00

RISK MANAGEMENT DIRECTOR SAFETY MANAGER ADMINISTRATIVE ASSISTANT V CLAIMS ADMINISTRATOR Total Permanent Positions

4.00

Total Department

1.00 MGT610

335,963

Il6

CITY OF AMARILLO MUNICIPAL COURT (l3os) FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS

The withi trial resp defe

The

GOALS The The goal of the Municipal Court is to efficiently process and administer all matters coming into and before the Municipal Court. public and courteous efficient fairness through sense of public and confidence piðmote of a high Þúel Municipal Court strives to servrce.

OBJECTIVES

t t t *

Efficiently administer justice in a fair and impartial menner' provide accurate, effiäient, and courteous customer service for individuals interacting with the Court. Ensure that Court records are accurate, available, and properly retained' judicial orders. Utilize all possible resources to reduce cost and ensure defendants' compliance with

OPERATING STATISTICS/PERFORMANCE

Actual

MEASURES

2012t13 59,805 37,380 4,004

New Cases Filed Dispositions Paid By Fines Cases D¡smissed Compliance Dismissals Warrants lssued Warrants Cleared Online Web Payment Transactions Cases Seen During Walk-ln Dockets Cases Set on Appearance Dockets and Trials

Estimated 2013114

Estimated 2014115

66,606

63,206 41,386 4,327 18,223

45,392

17,173 26,370

4,242 17,866 32,124

30,882

33,234

7,092 24,854 9,934

32,766 33,234

8,4'12

8,580

17,316 10,994

't7,662 11,214

ACCOMPLISHMENTS

Ama ope with Judi

The daily

y the principles of professionalism, accountability, efficiency, and effectiveness in its .Sg in f¡nes, costs, and fees and continues to promote compliance and accountability a 110o/o on a post audit spot check from the Office of Court Administration on

serving compliance with mandated processes. The Court also continues to collaborate with the Amarillo Police Department regarding t warrant and special management, warrants, electronic ticket writer proactively offer accessed electro the public to both main Courtwebs or sign up for DSC or Deferred online. Online services have showr to be accessible and seruices ônline, appearance dockets and triels have decreased 36% over the past year. Yet the Court continues and parents'work afterschool juvenile to accommodate on Thursdays docket PM a 5:30 added púótic. has rne court available to the schedules on juvenile violations.

Lll

City of Amarillo Municipal Court

41 100 Salaries and Wages

682,582

632,058

5,842 31,741 118,210 356

9,192 37,678 81,755 10,013 1,217 2,033

7,200

4,800 35,936

35,936

126,741

150,458

367 9,634 39,463

9,748

77,643 14,730 1,'t70 2,060

367 39,9'19

76,220 15,645 1,176

2,084

972,163 42,096 436 395

1,021,336 42,096 436 395

872

0 0

12,000

0 12,000

500

51000 Supplies 61200 Postage 61410 Tuition 62000 Professional 63210 Armored Car Service 63350 Credit Card Fees 67320 Extermination

50,356 43,092 430 11,173 1,751 32,145 300

55,427 50,552

55,427 57,629

1,000

0 18,200 1,752 0

406

60000 Contractual Services 71100 lnsurance and Bonds 71250 Paid Claims 72000 Radio Communication 75100 Travel 77100 Court Costs 78210 Cash Over/Short 78230 Loss on Bad Debt

88,891 7,991

79,7'10

77,987 9,921

0 15,612 5,504 17,064 129

122 0

70000 Other Charges TEXPENSES Total Expenses

41000 Personal Services 51 I 10 Office Expense 51200 Operating 51350 Chemical and Medical 51950 Minor Office Equipment 51955 Furniture 55100 Publications

930,09s 49,410 74 0

26,000 1,752 0

9,322

8,500

122 0 12,000

267 208

14,400 267 208

46,300 1,115,642

36,4't9 1,143,719

36,918 1,191,668

178

18,000

Gity of Amarillo

Department Staffing Report

Department: Municipal Gourt Personal

Services Total

Number of

Employees Classification

Description

Permanent Positions

1.00 ADM111 .00 .00 .00 .00 4 .00 1 .00 1 .00 10 .00 1 .00 22 .00

ADM112

cLR085 cLR113 cLR130 cLR400 cLR405 cLR410 cLR415 MGTI 1 7

MUNICIPAL COURT CLERK AND ADMINISTRATOR DEPUW COURT CLERK & ASST. ADMINISTRATOR EXECUTIVE ADM I N ISTRATIVE ASSISTANT

ARRAIGNMENT CLERK ADMIN ISTRATIVE SUPERVISOR ADMINISTRATIVE ASSISTANT I ADM IN ISTRATIVE ASSISTANT II ADMINISTRATIVE ASSISTANT I II ADMINISTRATIVE ASSISTANT IV OPERATIONS MANAGER Total Permanent Positions

Part-Time Positions

2.00 HRL111 1.00 HRL145 3.00

DATA ENTRY OPERATOR HOURLY COLLECTIONS CLERK Total Part-Time Positions

25.00

TotalDepartment

1,021,336

179

ctlY OF

AfnAR

180

ltto

CITY OF AMARILLO TEEN COURT (1310) FUNCTIONS, GOALS AND OBJECTIVES

FUNCTION ir

Amarillo

;rr;;;

keeping

and jury judiciary

GOALS

respo juve the Juveni

goa the positive defenda

ke them recognize are to hold juvenile offenders viding them with a sult of their actions. ln making m among teenage tem, Teen Court hopes to fulfill een Court will take the Coordinator position to a partner with other an active role in educating the public in the area of traffic laws and other Class C misdemeanor crimes and will services and agencies to serve the community.

The that

OBJECTIVES

* i t t *

To promote service in the community through the Teen Court program and to benefit the local community agencies. gstäulisn positive relationships bétween- 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 þarticipation from the various government agencies in the Amarillo area. Provide education and information to the public.

OPERATING STATISTICS/PERFORMANCE MEASURES Teens Referred to Teen Court / Community Service Successfully Completed Teen Court Total Community Service Hours Completed Community Service $ Amount at Minimum Wage ($7.25) Teen Court Jury Terms ComPleted % of Offenses Referred to Teen Court / Community Service Criminal

Traffic

Estimated 2014t15

Actual

Estimated

2012113

2013114

389

394

401

326

331

10,266

674,429

9,550 $69,238

872

726

338 9,800 $71,500 741

44%

35%

35o/o

56%

650/o

65%

ACCOMPLISHMENTS

Legislators filed adjus title io Juvenile Services Coordinator. The J Texas New legislation passed by-criminal eases impactãd the number of Or,ie, ¡n part, to the reduction of cases,

.91?9!:.,IlI ury servlces' a change of king w¡th the

community outreach and juveniles, -handles as well as conducting criminal and traffic offenses. The JSC regularly

juveniles in our comm qualifYing Teen Court -Amarillo Teen Court has partnered with ASCO, a local company, to schools. with courtroom monitoring and paperwork review with the juvenile offenders. schools. The JSG has been a featured speaker at Downtown Lions Club and Kiwanis as well as at two of the Amarillo ISD high

TéencourtparticipatedinEducätionDays. lnJanuary2014,Tee_ncourtCourseswereestablished. ThecoursesareTuesday

seminar that features evènings anb ¡nclüoe rramã Èoucation, Ãlcohot Educaiion, Shoplifting Prevention and a monthly Education Young Lawyer's Association speake-rs from various progrems in the community. Amarillo Teen Court worked with Amarillo Area on their Law Day 5K event in April 2014.

18r

City of Amarillo Teen Court

41 100 Salaries and Wages

41620 Unscheduled 41820T Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1 O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation

23,320

29,580

13 0 13

6,826

480 2,053 3,755 805

429 1,834 3,457 684 49

49 79

41000 Personal Services 51 110 Office Expense 51700 Education

28,507

36,1 20

47,184

2,165

1,530 510

51000 Supplies 61200 Postage 61400 Dues 62000 Professional

2,165

2,040 564

2,040

338 1,445

2,926 341

0 100 0

60000 Contractual Services 71 1 00 I nsurance and Bonds 72000 Radio Communication 751 00 Travel 75200 Mileage 70000 Other Charges TEXPENSES Total Expenses

564

100

300

100

964

97 300 640

280

1,360

1,360 100

1,037 31,809

1,557 40,681

1,740 51,928

100

Gity of Amarillo Department Staffing Report

Department: Teen Gourt Personal Services Total

Number of

Employees Classification

Description

Permanent Positions 1 .00 cLRr 18

TEEN COURT/COMMUNITY SERVICE COORDINATOR

1_00

Total Department

47,184

r82

CITY OF AMARILLO DTRECTOR OF FTNANCE (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 oi lhe 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 responsibilitles 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 lncrement ReinvestmentZone #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 D¡strict.

GOALS The Finance Division's goal is to promote and maintain excellence and efficiency in the accounting, budgeting, and reporting functions

oftheCity. TheFinanceDivisionaimstopreservethesafetyandliquidityofCityinvestments,whilemaximizinginterestearnings,as well as lo 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 fash¡on 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 ma¡ntein excellence in reporting and provide payroll needs for these entities. The Finance Division also skives to establish and maintain an effective system of organizational internal control.

OBJECTIVES

* * * t t i

Ensure protection of the City's financial assets and the assets of other entities. Successful implementalion of the JD Edwards Financial System. Continue to strive for awards given by the Government Finance Officers Association (GFOA). Monitor bank collateral and veriff that the City is in compliance with State regulations and the Cig's investment policy. Ensure timely reports are available to Cig departments end 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

Actual 2012113

MEASURES

Amarillo Firemen's Retirement Fund meetings attended by Finance Staff Public Funds lnvestment Act Reporting Compliance Bonded debt ratings Departmental payroll and cash audits completed Contractor audits completed lnternal control audits completed Firemen's actuarial study completed

Estimated

2013t14

lOOo/o

'to0%

100% AAA

lOOo/o

100o/o

14 19

17 N/A

100%

Estimated 2014t15 100% 100% AAA 100% 14 19 N/A

ACCOMPLISHMENTS

The City of Amarillo has received lhe Certificate of Achievement for Excellence in Financial Reporting for the last 32 years. The Government Finance Officers Association of the United States and Canada awards this certificale to the governmental unít whose financial report is judged to conform substantiallytothe high standardsforfinancial reporting established bytheAssociation. TheCity of Amarillo has received the Distinguished Budget Presentation Awardfor 22years. The City has, at alltimes, been in compliance with the Public Funds lnvestment Act. Our stated objective in the lnvestment 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 Poo/s to AAA. S & P noted that the City has a strong and stable economic base as well as good menagement policies and historically strong financial performance. ln July of 201 1 , Standard and Poor's increased the City of Amarillo Waterworks and Sewer System Revenue bond rating from Afi+ 1e A,¡u\. ln January 2014, Standard and Poor's issued the City of Amarillo Drainage Utility revenue bonds a AAA rating.

183

City of Amarillo Finance

285,112 600

and 41300 lncentive 41620 Unscheduled 41 82OT Health nsurance 4'1900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42510 Ca¡ Allowance 42550 Communications Allowance

269,880

1,203

1,200

4'1 000 Personal

360,969 6,576 513 465

384,086 6,300 750 500

383,036 6,300 750 500

7,554

7,550 1,620 5,500 2,565 1,600 63,803 397,988 12,000

7,550 1,620 5,500 3,600 63,803 430,042 12,000

480,112 2,168 1,908

485,076

51 9,1 30

2,'t68

1,398

982

6,000

300 149

6,000 300 500

5,508 854,143

8,968 885,679

8,1 98

602 0 29,651

600 1,000 30,580 67

3,822

4,209

4,104

14,985 33,1 05 4,136

15,643 33,919 6,253

16,667 32,086 6,532

238

244 726 4,200

244

717

2,562

Services

51'1 10 Office Expense

51115 Employee Recognition Pro 51700 Education 51000 Supplies 61200 Postage 61300 Advertising 61400 Dues 61410 Tuition 62000 Professional 63100 Appraisal District Servi 69300 Leased Computer Software

534 667 3,706 2,677 75,883

388,624 8,021

60000 Contractual Services 71 1 00 lnsurance and Bonds 72000 Radio Communication 75100 Travel 75200 Mileage 75300 Meals and Local 70000 Other Charges TEXPENSES Total Expenses

1,000

30,517 67

708

4,200

2,565

300

500 917,914

City of Amarillo Department Staffing Report

Department: Finance Personal Services Total

Number of

Employees Glassification

Description

Permanent Positions

1.00 ADM100 1.00 cLR400 1.00 cLR974 1.00 PRF100 4.00

DIRECTOR OF FINANCE ADMINISTRATIVE ASSISTANT I ADMINISTRATIVE SPECIALIST I INTERNAL AUDITOR Total Permanent Positions

Part-Time P-ositions

1.00 HRL920

COLLEGE INTERN

5.00

Total Department

383,036

]-84

CITY OF AMARILLO ACCOUNTING (1320) FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS

A Amarill the õtfin of Corpórati Governme

will accurately record all recei departments in the preparatio Department also canies out C actors' ln addition to performi t provides accounting and reporting services for the Amarillo o/Potter Events Venue District, Tax lncrement Reinvestment er of Commerce and the Hanington Library Consortium.

The function of the forthe City of and in préparing internai cohtrot nef orting tunctions for the City Ê.ðnoriË Development Zone l,Amarillo iocal

GOALS

Departmen The*Department will also iontinue to work to increase

cial information to the general public, City officials, and to take advantage of all it has to offer. The Department lid through the ACH payment software. lmplementation of CCH provide wo*p"p"¡' Manager software witi a¡O ¡n streamlining the annual audit and assist in preparing the annual CAFR as well as and bette; ¡nierim finañcial reporting. The Department's !'oal is to use current and developing technology to enh.ance our budgeting purchasing, accounting and package, budget, the fìnancial within one integrate, will financial reporting. This new'technololy processes.'Theänd resuliw¡ll provioiã better fiow of information across all levels within the organizat¡on. The Accounting 'Department 4115'the will stay up{o-date on ne* accounting pronouncements and their effect on financial reporting. ln the fiscal 201 processes to allow implementing pay.stubs will be paperless and to issue into software be looking Ãcåorn¡ng Departmentwill processes and procedures to Hotel/Motãl tax payments to be made õn the internet. The Department is continually working on new streamline productivity.

The goal of the Accounting all cìíy departments.

OBJECTIVES

t * t t

provide access to financial information in a format that the end users desire and financial reports thet are in conformity with generally accepted accounting principles. and outside Continue to review and reorga-nize thè financial chart of accounts, to facilitate fìnancial reporting to departments users of the City's financial information. Continue development of cunent and new software. Develop timelines to ensure e smooth transition from our existing processes to newer technologies.

OPERATING STATISTICS'PERFORMANCE

Estimated 2013114

Estimated

2012t13 21,229

22,000

4,757 2,727 742

4,900 2,800 750

23,000 5,000 2,800 750

108 8

108

28122

29,000 $92,000 4 0

30,000 $100,000 4

Actual

MEASURES

Pool Checks issued Vendor ACH Payments W-2's issued 1099's issued lndividual funds Reporting entities Procurement Card Transactions Procurement Card Rebate Quarterly lnterim Financial Statements 20 Days After Qtr End Single Audil Findings

$82,979 4 3

2014115

I 0

ACCOMPLISHMENTS r ACH and direct

ed liens. GASB 61 "The Financial ncial Repoling of

9 modified outflows

stablished guidance for a e assessment of Potentia inflows of resources A Financial Report that has received an award from the GFOA for two yeafs ln a row.

ending

185

Cíty of Amarillo

Accounting

41100

and

4'1300 lncentive 41 620 Unscheduled

875

1,200

0 85,641

41 820f Health I nsurance

76,942

4'1900 Life 420'10 Social Security - Medica

207 8,503 35,684 76,399

42020 Social Security - OASDI 421 1O TMRS 42115OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42550 Communications Allowance 41 000 Personal Servic,es 51 1 10 Office Expense

51950 Minor Office Equipment 55100 Publications 51000 Supplies 61200 Postage 61400 Dues 61410 Tuition 63140 Audit Fee 63210 Armored Car Service 63350 Credit Card Fees 68610 Office Equipment 69300 Leased Computer Software

844,924

610,51 3

9,3'13

217 10,284 42,252 82,878 15,774

1,800 0

98,367

234 11,015 45,233 86,122 17,728 837

633

784

3,181

3,288 1,200

3,874

951,561 30,000 200

1,111,334 30,000 200

834 823,094 30,394 5,680 1,054 37,129 20,775

4,846 1,302 128,725 1,751 15,171

3,335

1,200

30,200 22,500 5,000 2,400 145,850 'l,752

30,200 22,500 6,533 7,400 145,850

0 0

1,752 0 0

3,500

60000 Contractual Services 71100 lnsurance and Bonds 72000 Radio Communication 751 00 Travel 75200 Mileage 75300 Meals and Local 78210 Cash Over/Short 78230 Loss on Bad Debt

175,906 3,014

181,002 3,014

187,535 3,634 0 4,500

70000 Other Gharges TEXPENSES Total Expenses

8,244

654

3,000

0 0 3

4,172

100 150 100 0

16,087 1,052,214

6,364 1,169,126

186

100 150 100 0

8,484 1,337,553

Gity of Amarillo

Department Staffing Report

Department: Accounting Personal Services

Number of

Employees Classification

Total

Description

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 3.00 PRF128 1 .00 PRF130 15.00

CITYAUDITOR ASSISTANT CITY AUDITOR ACCOUNTING ASSISTANT ACCOUNTS PAYABLE CLERK II COLLECTIONS CLERK ADMINISTRATIVE ASSISTANT II ADMINISTRATIVE ASSISTANT II I ADMINISTRATIVE ASSISTANT V FINANCIAL ACCOUNTANT/GRANTS MANAGER

ACCOUNTANT ACCOUNTANT II ACCOUNTANT III BUDGET ANALYST I Total Permanent Positions I

Part-Time Positions

1.00 HRL145 1.00 HRL920 1.00 HRL941 3.00

COLLECTIONS CLERK COLLEGE INTERN ADM IN ISTRATIVE TECHNICIAN Total Part-Time Positions

18.00

TotalDepartment

1,111,334

L81

lY OF

AMARIttO" 0PEN StÀCEs

' ENDtEss oprORrUlllrÊS

r88

CIW OF AMARILLO PAYROLL (1321) FUNCTIONS, GOALS, AND OBJECTIVES

FUNCTIONS

GOALS policy

The payroll Department's goal is to provide cost-effective payroll processing that is accurate, timely, and in compliance with the ottneiityotRmarilloandãll federai andstatetaxagencies. TheDepartmentalsostrivestomaintainahighlevel of involvementand quality cómmunications with the departments to ensure that service is responsive to each department's particular needs and is supportive of each department's goals.

OBJECTIVES

* t *

Process timely and accurete payments to all employees. with taxes, garnishment and child support agencies. Comply-on improvinglommunication and availability of payroll solutions through a single source of contact. focu's

OPERATING STATISTICS/PERFORMANCE

MEASURES

Total payroll processed

Actual 2012t13

Estimated 2013114

Estimated

88,281,477

91,076,424

93,581,026

2014115

SIGNIFICANT CHANGES

Thepayroll Departmentwasdissolvedasofthebeginningoffiscal year2O14l15. Onepositionwill bemovedbackintotheAccounting Department, w'h¡le the remaining two positions will be moved back into the Human Resources Department.

189

Gity of Amarillo Payroll

41 100 Salaries and Wages

41300 lncentive 41 820T Health nsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation I

41000 Personal Services 51 1 10 Office Expense 51700 Education 55100 Publications 51000 Supplies 6't200 Postage 61400 Dues 61410 Tuition

13s,880

602 16,526

143,642 600 14,s28

1,899 8,121 16,978

2,092 8,943 16,856

0 0 0 0 0 0 0 0

175

3,338 146

710

736

183,069 655 398 607

190,930 800

1,660

2,507 800 1,s33 5,000

7,333

0 0 0 0 0

2,130

1,594 4,122

1,000

707

60000 Gontractual Services 71 1 00 lnsurance and Bonds 72000 Radio Communication 751 00 Travel 75300 Meals and Local

5,716 470

170

1,000

70000 Other Charges TEXPENSES Total Expenses

1,552

4,470

191,998

205,24O

470

912

3,000

190

0 0 0 0 0 0 0

0 0

CITY OF AMARILLO PURCHASING (1325) FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS departments and sells any City property that has idding and contracting of both major and minor h by Texas State Law, the City Charter and Ci$ treatment to all vendors without regard to political pressure or , 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 o-r contractor, and to-conäuct business activities in such a manner as to assure public confìdence in the Purchasing dollar spent, to purchase all materials and services of the conect ponsible vendors who can furnish materials and services that meet ment, and service at the best possible price. Work to enhance

prior to them receiving a password. Provide Purchasing Policy an itead and Supervisor-involved in the purchasing proceJs on an annual basis. Provide procurement card training to every cardholder at the time of card renewal. Continue tô work to gãin efficiency in thr Purchasing Department and decrease throughput time on routine purchases while maintaining a high level of due diligence. Protect the interests of taxpayers in expenditures.

OBJEGTIVES

t i * t r * r

plan and follow good maintenance practices and help other departments plan for changes in their areas as their requirements change. everiemployee of the Department should attend at least one customer service class and one professional development class in the coming year. Monthly siãff meetings will be held to discuss improvements in the Department's performance from the point a req!'isition is

submittedtothepoinithefirstactionistakenontherequisition. Thegoal ¡storeducethefirstactionresponsetimeof24hours while enhancing the amount of due diligence on each item. Discussion of safety-related 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. ln

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: mainlain the cunent high level of income of approxiñately $450;OOO.OO per year and reduce City personnel involvement to a minimum. Central Stores and tire Éublic Safety Buyeri area in becoming true field offices of purchasing; able to perform all

Assist

Purchasing functions on an as'needed basis. lnitiate Staie, Federal Contracts, lnter-local Agreements and Cooperative Purchasing Groups for additional items that could be obtained at a lower cost.

OPERAT]NG STATISTICS/PERFORMANCE

MEASURES

Wrilten bids processed Request for Proposals processed Annual contracts processed Purchase Orders processed Percent spent locally Auction revenues Number of City issued cred¡t cards Amount spent on credit cards Average amount per credit card transaction Average number of days to have invoice paid after receipt

Actual 2012113

Estimated 2013114

Estimated 2014t15

32'l 20

325

134

'134

20 134

2,306

2,400

71o/o

70o/o

2,400 70%

$639,308.70

$21874

$450,000.00 600 $6,000,000.00 $225.00

$450,000.00 600 $6,500,000 00 $250.00

591

$5,945,380.18

ACCOMPLISHMENTS

re to on

ral he

items. This has had the side affect of speeding up the throughp tremendous time and paper saver.

191

all pu

City of Amarillo

Purchasing

41't00

and 41300 lncentive 41620 Unscheduled 41820T Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421I0 TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42550 Communications Allowance

328,885 1,203

41000 Personal Servíces 51 1 10 Office Expense

341,802 1,200

973

1,200 0

52,332

56,587

59,425

132 4,598 19,040 41,393 5,010

133

4,974

5,049

20,552 40,084 7,670 439 858

20,831

2,400

456,436 15,142

476,698 20,055

484,959 20,055

51000 Supplies 61200 Postage 61300 Advertising 61400 Dues

15,142 10,237 't0,394

20,055 10,812 12,850 3,267

20,055

60000 Contractual Services 71100 lnsurance and Bonds 72000 Radio Communication 75100 Travel 75300 Meals and Local

22,967 1,326 4,212

26,929 1,326

27,929 2,5'16

121

5,700 1,119

4,700

70000 Other Charges TEXPENSES Total Expenses

5,964 500,509

8,145

7,766

531,827

540,709

487

869 2,407

2,336

305

39,474 8,164 439 870

10,81 2

't2,850 4,267

550

City of Amarillo Department Staffing Report

Department: Purchasing Personal Services Total

Number of

Employees Glassification Permanent Positions 1.00 ADM140

1.00 ADM141 1.00 cLR400 1

.00 cLR415

00 00 1 00 1 00 00

1 1

cLR941 cLR951

cLR952 cLR953

Description PURCHASING AGENT ASSISTANT PURCHASING AGENT ADMINISTRATIVE ASSISTANT I ADMINISTRATIVE ASSISTANT IV ADM N ISTRATIVE TECHN ICIAN BUYER II BUYER III BUYER IV Total Permanent Positions I

Part-Time Positions

1.00 HRL111

DATA ENTRY OPERATOR HOURLY

9.00

Total Department

484,959

L92

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 quàtified applicants. Gather, maintain, and make available to qualified agencies, statistical data relating to birth and

deathoccurrences. Practiceuniformobservanceofvitalstatisticsrules,regulations,andstatutesasestablishedbytheStateofTexas 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 certifìcates.

OBJECTIVES Meet the State Bureau of Vital Statistics criteria (Timeliness of filing; Promotion of electronic filing;Training) to earn the Five StarVital Registration award.

Actual

Estimated

2012t13

2013114

2014115

Registered Births

4,400

3,850

Registered Deaths Birth and Death Records lssued

2,525

2,200

13,950

11,050

3,950 2,800 15,000

OPERATING STATTSTICS'PERFORMANCE MEASU RES

ACCOMPLISHMENTS The Texas Electronic Registrar is currently in use for both birth and death registration. Currently, there are six employees that are AOP Certified and can issue birth certificates. Rotating shelves have been purchased to maximize the amount of storage for Vital records'

193

City of Amarillo Vital Stat¡stics

and 41 820f Health lnsurance

41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1O TMRS 42'115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation

21,055

21,543

21,573

7,681 17

8,026

8,431 17

273

312

313

1,168

1,336

1,338

2,620

2,518

2,446

327

498

524

49 118

49 116

1'16

33,307 8,639 2,811

34,415 7,500 0

34,807 7,500 3,000

51000 Supplies 61200 Postage

1't,449

7,500 2,530

10,500 2,530

60000 Contractual Services 7'l 100 lnsurance and Bonds 72000 Radio Communication 75100 Travel 77620 Data Processing - Other 78230 Loss on Bad Debt

1,860 136

2,530

136

280

636

500

0 1,000

3,219 686

7,200

70000 Other Charges TEXPENSES Total Expenses

4,677 51,294

7,836 52,280

B,48O

41 000 Personal Services 5'1 1 10 Offlce Expense

51950 Minor Office Equipment

1,860

56,317

City of Amarillo Department Staffing Report

Department: Vital Statistics Personal Services Total

Number of

Employees Classification

Description

Permanent Positions 1.00 cLR075

DEPUTY REGISTRAR

1.00

34,807

Total Department

194

CITY OF AMARILLO

HEALTH PLAN ADMINISTRATION (1340) FUNCTIONS, GOALS, AND OBJECTIVES FUNCTIONS

The Health Plan Administration Department manages employee and retiree life insurance, health, dental and vision benefits, flexible spending accounts and the wellness program for 4,894 covered lives.

GOALS

To provide City employees, retirees and their dependents with high quality, cost effective medical, dental, vislon end llfe insurance benefits.

OBJECTIVES

t t * t

Process medical and dental clean claims with¡n 14 days of receipt with a 90%o accuracy rate. lncrease direct deposit participation by 10%. Continue to encourage êmployees to âdopt healthy lifestyles by participation in the Live Healthy Wellness Program. Continue to educateèmployees about after-hour alternatives in order to reduce emergency room visits.

OPERATING STAT¡STICS/PERFORMANCE MEASU RES

Actual 20'12t13

Estimated 2013114

Estimated

Claims processed (including medical, dental and flex)

59,363

57,508

55,000

2014t15

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 elecironically. Direct deposit continues to be available for medical, dental and flex reimbursements. Claims that were adjudicated automatically are remain at 38%. Generic drug utilization remains at an average ol 82o/o. The Live Healthy Wâlness program was Ímplementedin2Ol2 with premium reduction incentives for 2013. There were 284 employees who participate'd iñ the Wellness Program in 2013 and 123 of those saw a premium reduction in 2014. Currently, lhe¡e a¡e 292 ämptoyees participating, a 2.8% hcrease in participation from 2013. The Wellness Programs, which began in January 2014, has been éxtremely successful and has seen attendance averaging 160 plus each month.

195

City of Amarillo Health Plan Administration

232,098

219,

41 100 Salaries and Wages

41ô20 Unscheduled 41820T Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 42110 TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42510 Car Allowance 42550 Communications Allowance

24,945

25,043

29,002

3,088 12,295

3,365 12,585 27,124 4,696

27,469 3,256 280

,75 3,s39 13,326 27,669 5,223

268

932

720

1,554

907

0 0

3,000

305 973 0 0

324 708

41000 Personal Services 51110 Office Expense 5't700 Education

241,053

2,387

295,461 410 52

0 0

51000 Supplies 71100 lnsurance and Bonds 72000 Radio Communication

462 740

740

1,548

70000 Other Charges TEXPENSES Total Expenses

2,288

740

298,211

306,714

324,708

City of Amarillo Department Staffing Report Department:

Health Plan Administration Personal

Number of

Employees Glassification

Services Total

Description

Permanent Positions

1.00 ADM620 1.00 cLR06s 1.00 cLR420 1.00 cLR602 0.50 PRF600 4.50

HEALTH PLAN ADM INISTRATOR BENEFITS COORDINATOR I ADMINISTRATIVE ASSISTANT V BENEFITS COORDINATOR II U. R. NURSE Total Permanent Pos¡tions

Part-Time Positions

1.00 HRL904

ADMINISTRATIVE ASSISTANT

5.50

Total Department

324,708

196

C¡TYOFAMARILLO GENTRAL STORES (134s) FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS and reparr supplies for all City The Central Stores Department maintains e warehouse inventory of the most common ly used operation Responsibilities include the departments, as well as being an utomotive parts room inventory of reparr perts for c¡ty fleet vehicles. repa¡r Parts for city fleet pu of emergency rchase IS included the Also items all of stock iting purch ast ng, receiving, issuing, and aud Law, City Charter, and current vehicles. All purchasing and nventory transactions are conducted within the gu ideli nes of State standard purchasing proced ures. Central Stores ls also responsible for all mail delivery for City departments.

GOALS the needs of City The goal of the Central Stores Department is to maintain stock inventory at a level that will adequately serve of holding the item in inventory. cost on the requests besed new stock all Evaluate without depa-rlments "..r.rt"ting'òverstocks. promp¡ian¿ accurately so inventory records aó cunent and accurate. Conduct all interaction with City Execute all transactions of all pJrsonnel and outside srþpl¡ei. rí¡tn professionaiism and courtesy. utilize the on-line inventory system to improve the accuracy ñéntòrytransactionsanàìècordsandmaximizeefficiency. Minimizecostswhilestressingtheimportanceofasafeworkenvironment and safe work practices.

OBJECTIVES

t t i * t

Maintain total inventory at an average level of $1,050'000.00' Cont¡nue to monitor emergency stoõk items so the total does not exceed 7% of total inventory value.

Continue monitoiing all ãosts'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 tra¡ning for all supervisory personnel. Conduct monthly safety meetings.

OPERATING STATISTICS/PERFORMANCE

MEASURES

Stock Value Items ln lnventory Stock lssues lnventory Turnover Emergency Stock Material Tickets lssued Counter Material Tickets lssued Work Orders Average value per ticket issued First fill rate percentage on tickets issued Backorder's fill rate average days

Actual 2012113

Estimated 2013114

Estimated

$1,039,012.41 3,302 $2,932,956.86

$1,050,000.00 3,335 $3,000,000.00

$1,050,000.00 3,335 $3,100,000.00

2.82o/o

2.860/o

2.95o/o

7.OOo/o

7.OO%

7.OlYo

10j20

10,500 8,800 $160.62

9,827 8,345 $161.40 97Yo

8,700 $159.41 96%

2014115

97o/o

ACCOMPLISHMENTS looo/o of Central Stores

The Central Stores emergency stock items have remained at approximately 7.0% for fiscalyear 2012113. maintained an average backorder time of 2 days' W;r"hJr; èrpùvãé. ¡ãe'Defensive Driver's Training. Ceniral Sto-res hasprogram. Central Stores has maintained a betterthan C¡tywioe access to ihe *"r"hour" MSDS's through the HJmmingbird software 96% average first-fill rate on t¡ckets ¡ssued

19l

City of Amarillo Central Stores

41100 and Wages 41300 lncentive 41620 Unscheduled 41820f Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 42110 TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation

333 1,945

42,600 116 2,807 11,991

25,176 3,123 371 1,118

221,281 600 3,015 42,059

229,533 600 3,015 55,300

117

2,968 12,690 23,919

3,337 13,474

4,736 341 1,105

312,832 3,600 500 200 600

26,091

5,281 390 1,243 338,380 4,600

41000 Personal Services 51 110 Office Expense 51200 Operating 51250 Janitor 51300 Clothing and Linen 51350 Chemical and Medical 51850 MinorTools

289,458

35 98

200

600 40 100

51000 Supplies 61200 Postage 61400 Dues 61410 Tuition ô9210 Rental City Equipment

4,657

5,140

6,040

0 0

12 400

250

0 0

5,696

't6,041

17,597

60000 Contractual Services 71 100 lnsurance and Bonds 72000 Radio Communication 75100 Travel 75300 Meals and Local 78210 Cash Over/Short 78250 lnventory Over/Short

15,696 807 2,880

16,703 807

17,597

3,268 250

2,268

3,445 478 192 410

62 17

500

200

1,957 0

200

-2,598

1,000

0 1,000

70000 Other Charges 78255 lnventory Credit Card

1,167

5,325

5,425

-1 '1.409

78500 Program Expenses TEXPENSES Total Expenses

-11,409 299,569

340,000

367,442

City of Amarillo Department Staffing Report

Department: Gentral Stores Personal

Services Total

Number of

Employees Classification

Description

Permanent Positions 1.00 cLR166 4.00 cLR167 1.00 cLR955

INVENTORY CLERK STORE CLERK

1.00 MGT170 7.00

MESSENGER

CENTRAL STORES MANAGER Total Permanent Positions

Part-Time Positions

1.00 HRL970

MESSENGER

8.00

Total Department

338,380

198

City of Amarillo General Fund Transfers

41 000 Personal Services

1,411

2,825,000

1,411,549 3,468,3s0

2,825,000 3,541,218 3,541,218 33,697

77610 lnformation Technology -

2,847,562

70000 Other Charges 92013 Comp Step 2210 92017 CDBG 92040 Solid Waste 92045 Street lmprovement 92060 Civic Center lmprov 921 20 lnformation Services 92125 Municipal Garage 921 30 General Construction 92170 Trsf to Debt Service 92000 Operati n g Transfers TEXPENSES Total Expenses

2,847,562 59,762 71,210 1,250,000 1,837,000 1,162,069 45,939 43,725 5,269,336

3,468,350 33,697

7,687,551

11,203,429

1,500

9,740,541 12,588,103

11,417,920

14,490,327 20,856,545

199

't,250,000

200,000 1,200,000 1,611,201 242,000

1,200,000 1,246,672 0

16,297,81

CITY OF

AMARIttO oPE¡ SrÀCE5

' EtDlé33 OPrOîlUtrlrlES

200

LEISURE SERVICES BOARD:

o Library Advisory Board A.C.M. FINANCIAL & LEISURE SERVICES

ctvtc

LIBRARY

CENTER

PROMOTIONS

OPERATIONS

ICE HOCKEY

FUNCTIONAL ACTIVITIES

20r

Gity of Amarillo

Summary of Expenditures by Activity Glassification ACTUAL 2012t2013

DESCRIPTION 1000 General Fund

Leisure Services 1241 Civic Center Promotions

284,749 1,813,787 330,530 343,515

1243 Civic Center Operations 1245 Civic Center Sports 1248 Box Office Operations 1249 Globe News Center 1260 Library

Budgeted

201312014

201412015

370,009 1,935,503 280,751

2,097,229

450,733 360,580 340,1 89

275,365

325,114 307,794

3,617,584

3,759,982

3,857,468

2,385

0 0

317,135

2100 Texas State Library Funds

Leisure Services 21128 Tech Asst Negotiated Gra 2100'Texas State Library Funds

2,385

202

CITY OF AMARILLO

AMARILLO CIVIC CENTER COMPLEX CIVIC CENTER - PANHANDLE TICKETS GLOBE-NEWS CENTER FOR THE PERFORM¡NG ARTS (1241, 1243, 1245, 1248, 12491 FUNCTIONS, GOALS, AND OBJECTIVES

FUNCTIONS Enrich our community by hosting a variety of experiences while providing extraordinary customer service in versatile, inviting facilities. Provide administratión, operatiòn, and marketing for the 41O,OOO ft2 Amarillo Civic Center Complex.

GOALS Efficiently manage an active schedule for all areas of the complex. lssue contracts and provide all necessary information to prospeclive clients/uðers peãaining 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 ¡n top quality condition. Supervise and ässist promoters in p-lanning and execution of events to achieve maximum satisfaction for clients and patrons. Provided extraordinary customer service for all usérs. Market the facilities through positive community relations and industry contacts. As Civic Amarillo, promote and sponsor a wide variety of events to enhance the area's quality of life.

OBJECTIVES

i * t t * t t

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 ettractive 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 local, regional and national advertising.

Estimated 2013114

Estimated

20121'13

Event days Event activity

1,647

1,675

1,700

1,302

1,325

'1,350

Attendance

656,239

660,000

680,000

OPERATING STATISTICS/PERFORMANCE

Actual

MEASURES

2014115

ACCOMPLISHMENTS The Amarillo Civic Center Complex continues to operate at capacity during peak seasons and is busy during other periods. Patrons and promoters continue to shaie their approval of the facilities' performance and reputation. The Globe-News Center receives high marÈs from patrons, and the variety of events in the facility continues to attract new eudience members. Resident companies include Amarillo Opera, Amarillo Symphony, Lone Star Ballet, and Window On A Wider World. Other primary use tenants include the Broadway Spotlight Series, NAHL's Amarillo Bulls and arene football's Amerillo Venom. The Civic Center is a World Championship Ranch Rodeo, celebrating its 19th year in November. Panhandletickets continues to gr area communities and an active website providing ticket sales to several area venues and attractions. Maj recently completed include upgraded ticketing and booking software, ice plant improvements, Heritege Room carpet replacement, and Auditorium seating replacement.

203

City of Amarillo

Civic Center Promotions

41 100 Salaries and Wages

135,729 1,746 18,907

4'1300 lncentive

41820T Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421,I0 TMRS 421 15 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42550 Communications Allowance 41 000 Personal

Services

166,240

1,B00

2,400 30,s17

21,029 67

1,931

2,074

8,258 17,272

8,869 16,7't8

2,445 10,456

2,206 208 275

3,309 195 272

4,098 244

1,659

2,400

188,256

231,983

238,962

0 15,000

51 1'10 Office Expense

51200 Operating 51300 Clothing and Linen 51400 Photographic 51850 Minor Tools 51950 Minor Office Equipment

175,250

8,854

19,',t20

959

15,000 2,000

0 0 0

2,000 1,000 1,000

1,000

16,930

74,938

51000 Supplies 61200 Postage 61300 Advertising 61400 Dues 61410 Tuition

25,878

19,000

2,078

92,938 3,500

68100R&M-Building

11 ,155

3,500 20,000 2,500 5,000 30,000 20,000

6,325 2,141

3,102

14,568

2,500 5,000 30,000 16,000

68300 R & M - lmprovements

7,452

60000 Contractual Services 71100 lnsurance and Bonds 72000 Radio Communication 74000 Printing and Binding 751 00 Travel 75300 Meals and Local 776't0 lnformation Technology -

32,253 882 10,260

81,000 882 0

1,131

3,120 16,000 2,000 16,023

3,120 20,000 2,000 21,026

70000 Other Charges 84640 lnfo Tech Equipt - Prin

28,204 10,157

38,026

47,265

80000 Capital Outlay TEXPENSES Total Expenses

10,157 284,745

370,009

450,733

8,259 1,596

6,076

71,568 1,118

Gity of Amarillo Department Staffing Report

Civic Center Promotions

Department

Personal Services

Number of

Employees Classification

Total

Description

Permanent Positions

1.00 ADM041

5.00

ASSISTANT CIVIC CENTER MANAGER CIVIC CENTER BUSINESS MANAGER MARKETING ADMINISTRATOR ADM IN ISTRATIVE ASSISTANT I BUILDING TECHNICIAN II Total Permanent Positions

5_00

Total Department

1.00 1.00 1.00 1.00

ADMO42

cLR140 cLR400 TRDO43

238,962

204

City of Amarillo Civic Center Operations

41 100 Salaries and Wages

41300 lncentive 41 820T Health I nsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 42110 TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42550 Communications Allowance

630,424 1s,135 132,417

374 8,954 38,288 80,581

10,067

661,696 1s,000 149,295 384 9,812 41,955 79,080

658,005 16,800 166,809

384 9,785 41,838 76,506 16,398

1,304

15,658 1,121

35,177 1,929

37,218 3,600

36,666 3,600

41000 Personal Services 51 1 10 Office Expense 51200 Operating 51250 Janitor 51300 Clothing and Linen 51850 Minor Tools 51950 Minor Office Equipment 52050 Auto Parts 52050LABOR Auto Parts Labor 53100 Natural Gas 53150 Electricity 53200 Water and Sewer

954,650 9,667 23,795 25,882 3,070

1,014,818 9,500 7,564

1,027,911 9,500 7,564 25,040 4,000

68,943

75,1 00

411,837 66,252

51000 Supplies 62000 Professional 63210 Armored Car Service 68100 R & M - Building 68300 R & M - lmprovements 68710 Auto Repair and Maint 69210 Rental City Equipment

25,O40

1,913

4,000 2,000

12,791

1,'t21

48,022

100

238

400 405,042 62,000

400 84,899 480,690 94,259

624,389 48,788

590,746

754,474

129,1 66

3,501

4,320

3,504 14,000 2,700

1,000

19,020

20,749

21,573

60000 Contractual Services 71 1 00 lnsurance and Bonds 72000 Radio Communication 75100 Travel 77610 lnformation Technology 78210 Cash Over/Short 78230 Loss on Bad Debt

87,038 64,374 25,587

171,119 88,828

154,239

0 0

47,680

69,992

86,414

188 110

0 0

70000 Other Charges 84320 AudioA/ideo Equipment

137,977

158,820 0

160,604

80000 Capital Outlay TEXPENSES Total Expenses

9,733 1,813,787

11,408

9,733

205

04,1 66

10,800 14,000

2,700

74J90

1,935,503

2,097,229

Gity of Amarillo

Department Staffing Report Department:

Givic Genter Operations Personal Services Total

Number of

Employees Glassification Permanent Positions 1.00 ADM040 1.00 cLR405

Description

23.00

CIVIC CENTER MANAGER ADMINISTRATIVE ASSISTANT II PRODUCTION MANAGER EVENTS SUPERVISOR EVENTS MANAGER BUILDING ATTENDANT I BUILDING ATTENDANT II BUILDING ATTENDANT III BUILDING TECHNICIAN II Total Permanent Positions

23.00

Total Department

1.00 MGT040 2.00 MGT900 1.00 MGï902 12.00 TRD040 2.00 TRD041 2.00 TRD042 1.00 TRD043

1,027,911

206

City of Amarillo Civic Center Sports

48,824 976

Wages 41100 41300 lncentive 4182OI Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1 O TMRS 421 15 OPEB Funding 42300 State Unemployment 42400 Workers Compensation

'12,541 3'l

54,890 1,200 15,574 33

812 3,473

657 2,809 6,215 757

90,360

89,402 24,400

0 8,s01

7,044 32 796

22,995 95,798 2,190 't67,300

51000 Supplies 61200 Postage 62000 Professional

3,478 6,359

4,264 77,169 38,445

813

6,547 1,296 97 4,807

41000 Personal Services 51200 Operating 51250 Janitor 51800 Fuel & Oil 51850 Minor Tools 53100 Natural Gas 53150 Electricity 53200 Water and Sewer

1,200

16,355

2,000 23,872 97,647 2,220 134,240

200

80,706

1,363

97 4,813

8,501 32 0

25,668 154,226

2,268 215,095 200 43,110 10.000

68100R&M-Building

2,894

43,110 10,000

60000 Contractual Services 71 1 00 lnsurance and Bonds 72000 Radio Communication 77610 fnformation

83,599 626

53,310 626

1,836 0

559 0

2,215

70000 Other Charges TEXPENSES Total Expenses

2,462

2,841 280,751

2,774 360,580

330,530

53,310

Gity of Amarillo

Department Staffing Report

Department: Civic Center Sports Personal Services Total

Number of

Employees Classification

Description

Permanent Positions

1.00 MGT045 1.00 MGT900 2.00

ASSISTANT PRODUCTION MANAGER EVENTS SUPERVISOR Total Permanent Positions

2.OO

Total Department

89,402

207

Gity of Amarillo Box Office Operations

183,547

41100 41300 lncentive 41 620 Unscheduled 41820f Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 42110 TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42550 Communícations Allowance

173,503 1,805 223 21,767

1,800 0

22,554

24,786

2,413

2,601

11j20

12,960 1,626 504 895 455

12,354

50 2,688 11,492 12,483

2,445

2,676

540 897 1,200

548 927 1,200

41000 Personal Services 51 1 l0 Office Expense 51200 Operating 51950 Minor Office Equipment

226,399

235,824

242,196

161

0 0 0

1 0,1

3,078 1,911 5,150 4,072 3,665

5f 000 Supplies

61200 Postage 61300 Advertising 61400 Dues 62000 Professional 63350 Credit Card Fees

34,200 33,152

60000 Gontractual Services 71 100 lnsurance and Bonds 72000 Radio Communication 74000 Printing and Binding 77610 lnformation Technology -

75,090 933 1,524 8,092

70000 Other Charges TEXPENSES Total Expenses

5,000 8,735 275 31,889

8,000 8,000 5,000 8,735 275 28,134

45,899 933

42,14 3,634

26,328

16,550 25,909

16,550 27,665

36,877 343,515

43,392 325,114

47,849 340,189

Gity of Amarillo Department Staffing Report Department:

Box Office Operations Personal Services Total

Number of

Employees Glassification

Description

Permanent Positions

1.00 MGT041 2.00 MGT270 3.00

BOX OFFICE MANAGER ASSISTANT BOX OFFICE MANAGER Total Permanent Positions

Part-Time Positions

9.00 HRL040

CIVIC CENTER BOX OFFICE CLERK I

12.00

Total Department

242,196

208

City of Amarillo Globe News Center

72,744 1,800 21,028

41100 and Wages 41300 lncentive 4182OT Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1 O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation

59,90't

4,842

5,844

4,021 7,353 1,576 146 5,084

41 000 Personal Services

93,900

117,752 4,000 6,500

106,107 5,400 6,500

1 ,100

15,982 16,232 76,036 8,616

2,530

14,141 82,072

25,283

1,845

14,038 40 843 3,603 7,683

50 1,081

4,622 8,711 1,725 146

962 143

2,336 5,184

5'1200 Operating

51250 Janitor 51850 Minor Tools 51950 Minor Office Equipment 53100 Natural Gas 53150 Electricity 53200 Water and Sewer

124,386 3,737 20,036

51000 Supplies 61300 Advertising 62000 Professional

2,769

68100R&M-Building 68300 R & M - lmprovements

'1,800

22,086 50 940

91,531

8,776

8,922

1't9,119

137,636

25,724 8,000

447

60000 Contractual Services 71 100 lnsurance and Bonds 77610 lnformation Technoloqv -

26,989

33,724 29,510 7,689

33,724 32,288 7,380

70000 Other Charges TEXPENSES Total Expenses

30,090

37,199 307,794

39,668 317,135

2',t,170

8,920

275,365

Gity of Amarillo

Department Staffing Report

Department: Globe News Center Personal Services Total

Number of

Employees Glassification Permanent Positions 1.00 MGT045 2.00 TRD040

Description

3.00

ASSISTANT PRODUCTION MANAGER BUILDING ATTENDANT I Total Permanent Positions

3.00

Total Department

106,107

209

CITY OF

AMARIttO 2t0

CITY OF AMARILLO LTBRARY (1260) FUNCTIONS, GOALS AND OBJECT¡VES

FUNCTIONS

GOALS The Amarillo Public Library's goals are to provide info use of relevant collections and programs by providin address the information needs of Amarillo citizens programs. The Library continues to protect ¡ntellectu make information available representing different v progressive image to the community

OBJECTIVES

* * * t * *

Collaborate with other local agencies and institutions in provid¡ng information and services relevant to the community. Continue participation and coóperation with area libraries in resource sharing.lncrease community outreach äfforts to promote library services, particularly Spanish language materials and resources related ed instruction on job

Expand hunting Make e

located in the HLC ning' iéòtlnotogy Center at the Downtown Library for the purpor Select maiérial for content based on best available format, including electronic formats. zation, launchã public awareness campaign with the aim of increasing

rvtces.

endeavors among all library outlets. enefit Bank at Downtown Library and East Branch, with plans to ns by the end of 2014. at all five library locations. ship classes anð Adult Literacy Tutoring to assist disenfranchised

ommunitY.

lncrease the community's access to its public library through mobile applications and social media.

OPERATING STATISTICS/PERFORMANCE

MEASURES

Total Library Visits Total lnternet Computer and WlFl Log-lns Total Library Website Hits

ACCOMPLISHMENTS

2TI

Actual

Estimated

2012t13

2013t14

2014115

1,386,752 102,565 348,640

1,354,082 100,313 N/A

1,428,354 105,641

359,099

City of Amarillo Library

41 100

1,925,744 26,400

29,400

41300 lncentive 41620 Unscheduled 41 82OT Health I nsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1 O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation

29,311 73,553 326,255

1,851

1,879

41000 Personal Services 51 110 Office Expense 51350 Chemical and Medical 51950 Minor Office Equipment 51980 lT Hardware 53100 Natural Gas 53150 Electr¡city 53200 Water and Sewer 55210 Library Books 55230 Library Periodicals 55240 Library Book Rental 55250 Library Non-Print 55260 Bookfilm Repair

2,620,071

2,742,505

70,051

57,1 50

2,801,544 57,150

100

21,283

5'1000 Supplies

ô1200 Postage 61300 Advertising 61400 Dues 61410 Tuition 62050 Collection Expense 63210 Armored Car Service 63300 Collection Expense 67320 Extermination 68610 Office Equipment 68620 Computer Equipment 68660 AudioA/ideo Equipment 69210 Rental City Equipment 69220 Rental Other Equipment 60000 Contractual Services 7'l 100 lnsurance and Bonds 72000 Radio Communication 75100 Travel 75200 Mileage 75300 Meals and Local 77620 Data Processing - Other 78100 Contingencies 78210 Cash Over/Short 78230 Loss on Bad Debt 70000 Other Charges TEXPENSES Total Expenses

924 26,231 98,408 236,201 27,232 3,829 1,697

376,850 966 28,306 109,558 228,131 40,889 3,809

394,615 966 28,859

24,846

21,324

121,898 10,864 210,430 94,395 18,794 129,367 9,408

123,423 10,840 295,400 104,500

771,347 9,339 0 831

111,711

225,648 43,784 3,803

100 0

5,000 35,788 148,690 11,373 305,400 104,500

19,200

114,900 9,000

1 14,900

755,837

791,901 10,360

15,360 0 1,700

9,000

9,200 1,700

3,000

1,034 8,914

3,000 0

3,501

3,504 20,000

7,142 1,580 1,14',1

80,400 1,538

2,296 1,140 118,857 42,000 16,968 5,739 3,636 883

1,500

2,500 80,400 2,500 4,980

2,500 83,232 2,500 5,733

1.150 '136,594

55,384

1,150

144,379 49,982

3,000

3,000 3,900

3,900 1,850

1,850

61,000

38,281 0

61,000 0

-228

-313 225

125,046 3,759,982

119,644 3,857,4ô8

30 '107,309

3,617,584

2r2

City of Amarillo

Department Staffing Report

Department: Library Personal Services Total

Number of

Employees Classification

Description

Permanent Positions

0.90 ADM030 1.00 ADM031 20.00 cLR400 2.00 cLR410 1.00 cLR950 3.00 PRF030 4.00 PRF031 7.00 PRF032 1.00 PRF033 18.00 PRF034 57.90

DIRECTOR OF LIBRARY SERVICES ASSISTANT DIRECTOR OF LIBRARY SERVICES ADMINISTRATIVE ASSISTANT I ADMINISTRATIVE ASSISTANT III BUYER I

LIBRARIAN I LIBRARIAN II LIBRARIAN III COORDINATOR OF PUBLIC RELATIONS & PROGRAMMING LIBRARY ASSISTANT Total Permanent Positions

Part-Time Positions

2.00 HRL032

LIBRARY MESSENGER

18.00 HRL904

ADM N ISTRATIVE ASSISTANT

20.00

Total Part-Time Positions

77.90

Total Department

2,801,544

2t3

cÍv OF

AMARIttO opE¡ 5rÀcEs r ENo!E55 0PÞOnlltlllES

214

PARKS AND RECREATION DIVISION A.C.M. FINANCIAL

BOARDS: Parks and Recreation Commission

& LEISURE SERVICES

DIRECTOR OF PARKS & RECREATION

ASSISTANT DIRECTOR OF PARKS &

RECREATION

MAINTENANCE

PARKS

zoo

RECREATION

PLANNING AND DESIGN

ATHLETICS

ROSS ROGERS GOLF COMPLEX

SOFTBALL

TRAIL GOLF

COMANCHE

SWIMMING

POOLS

COMPLEX

TENNIS

VOLLEYBALL

CENTER

SUMMER RECREATION PROGRAM

BASKETBALL

FUNCTIONAL ACTIVITIES

215

City of Amarillo Summary of Expenditures by Activity Classification

DESCRIPTION 1000 General Fund

Parks 1811 Ross Rogers 1812 Comanche Trail 1820 Parks & Rec Administratio 1830 Tennis Center 1840 Swimming Pools 1850 Parks & Recreation Progra 1861 Park Maintenance

ACTUAL 2012t2013

Budgeted

2013t2014

201412015

2,095,420

2,238,002

2,366,551

1,314,954

1,398,320 487,969 100,787 456,598 475,273 6,361,641 408,593

1,429,377 506,623

369,842 98,738

420,493 445,809 6,144,427

1862Zoo Maintenance 1863 ZooSchool Education Progr

389,1 58

16,314 159,062 161,135

870 Athletic Administration 1871 Softball Program 1 872 Basketball Program 1873 Track Program 1 874 Volleyball Program 1875 Flag Football Program 1876 Baseball 1

7,162 7,057

110,892 0 0

2L6

100,040

485,253 562,984 6,846,615 425,250

173,140 200,500 14,809 5,490 124,175

166,237

201,106 9,302 5,378

119,470 6,640

1J02

1,000

CIW OF AMARILLO ROSS ROGERS GOLF COURSE (1811) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS

RossRogersGolfCourseprovidesthelinestserviceandplayingconditionsataffordablepricestothegolfingpublicofAmarillo.

The

Golf Couise continues to upgrade and ma¡ntain course conditions at a high standard. Ross Rogers also maintains a full service golf shop and promotes the gáme of golf. The Course enforces the rules of golf, the rules of play and etiquette as set forth by Ci$ 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

Cig'sgolfcourseé. Ottertnêmostcompleteandprofessional servicepossiblewhilemaintainingaproperatmosphereforthegameto be'enioyed by all. Become more knowledgeable in all areas of golf course maintenance, management, course design, and construõtion by attending Professional Goif Association (PGA), United States Golf Association (USGA) and Golf Course

Superintenden[s Associaiion (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

pu-blic,buireflect-thefinancial commitmentottheìityto¡tsgolfprogramwhileconsideringthelocal ma{et. lnordertopromotethe project the iame of golf in Amarillo, continue Junior Clinics and Ladies Clinics, give lessons, host civic and charitable tournaments, þroper professional image, work with the news media, and be accessible to the

public.

OBJECTIVES

t t

t t * t t * t t i i t * * t

Continue to improve playing conditions. Continue bi-annual aerát¡on, verticutting, and seeding of all greens, tees, fairways, surrounds and irrigated rough on WildHorse. lmplement 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 gialses in new locations, anã continue other landscape and Xeriscape projects throughout the property to aesthetically énhance our facility. Top dress all sunken ditch lines and pot holes with sand and seed to level out all playing surfaces. Trim 1 50 trees per year and remove the dead trees from the property and replace chain link fence wilh wood privacy fence. Paint maintenance barn and Mustang restroom. To become more knowledgeable in all areas of golf course ma¡ntenance, manegement, and course design. Have staff attend seminari and workshops and str¡ve to educate all employees in the management of the golf facility. Continue to provide a safe and accident-free work environment for all employees. To promote the game of golf in Amarillo. Continue marketing campaign for the facility with creative ideas to increase participet¡on. Have Junior ClinicJand 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. lmplement a tree replanting program. lmprove traffic control system to m¡n¡mize wear patterns.

OPERATING STATISTICS/PERFORMANCE

MEASURES

Attendance: Green Fee Rounds Permit Rounds Total Avg. Daily Attendance

Actual

Estimated

2012t13

2013t14

2014t15

36,449

35,833

14.584

17.700

51,033 140

53,533 147

40,000 25.500 65,500 '180

ACCOMPLISHMENTS

Hosted numerous charity and fundraising events including, Food Bank, Chamber of Commerce, Harrington Cancer Center, and RonaldMcDonaldHouse. ThenewMustãngGolfCourseisopenforplay,completinga2-yearrenovation. Continuedintenseeffortto 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 on the WildHorse greens. input information in the ¡¡1 fuf program to trâck equipment hours to aid in the organization of maintenance and repair of the equipment VotedbestgolfcourseintheBestofAmarillo. ThenewMustangCoursewasvotedTheBestNewCoursebyGolfDigest

2L7

City of Amarillo Ross Rogers

41 100 Salaries and Wages

41300 lncent¡ve 41620 Unscheduled 41820T Health lnsurance 4'1900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42510 Car Allowance 42550 Communications Allowance 41 000 Personal Services 5'1 1 10 Offìce Expense

51200 Operat¡ng 51250 Janitor 51300 Clothing and Linen 51 350 Chemical and Medical 51450 Botany & Agrigulture

489,833 1,991

18,424

96,219 248 7,160

24,542 52,180 6,549 1,254 12,063 3,523 1,203 715,189 3,969 30,505 7,171 3,143

51000 Supplies 61300 Advertising 61400 Dues 61410 Tuition 62000 Professional 63220 Security Service Contra 67320 Extermination

68100R&M-Building 68300 R & M - lmprovements

68400R&M-lrrigation 68610 Office Equ¡pment 68640 Machinery 68680 Other Equipment 68900 Repair & Maint Other 69100 Rental Land & Buildings 69210 Rental City Equipment 69220 Rental Other Equipment

527,423 1,920 25,655

267

267 7,767 27,471 57,929

119,451

7,780 27,489 59,802 10,262 1,284

10,767 1,281

13,237 6,345 1,200

12,955

6,345 1,200 796,985 4,750

800,715

18,700

6,750 2,200 200

2,200 200

0 157,191

159,31 6

40,823 17,377

88,590

5'14548&A-Trees 51800 Fuel & Oil 51850 Minor Tools 52050 Auto Parts 52050LABOR Auto Parts Labor 52120 T¡res and Tubes Other 53100 Natural Gas 53150 Electricity 53200 Water and Sewer

528,052 2,160 2s,655 113,735

4,750 6,750

59,316 10,500 40,821

7,900 1,000 0 300

7,900

5,148 124,300 380,000

11,612 124,780 516,734

795,117 10,884 2,792

799,154

905,563

15,000

2,400

521

1,500

'1,500

202,546 603 858 2,047 13,138 28,758

200,000

282

600

500 25,000

600 10,500 19,000 18,150 500

25,000

1,500 16,000

330

963 182

6,674 0,109 416,680 11

26,304

209 0

10,500 19,000 1 8,1 50

1,000 0

300

210 278,496 7,567

315,705

329,797 6,636

60000 Co ntractual Services 71 100 lnsurance and Bonds 72000 Radio Communication 74000 Printing and Binding 75100 Travel

574,934 6,309

632,773 6,840

646,865

2,616

417

840

2,250

70000 Other Charges TEXPENSES Total Expenses

10,182 2,095,420

9,090 2,238,002

13,409 2,366,551

2L8

6,636

Gity of Amarillo

Department Staffing Report

Department: Ross Rogers Personal Services

Number of

Employees Classification

Total

Description

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

CART ATTENDANT

13.00

CUSTODIAN CREW LEADER UTILITY WORKER Total Part-Time Positions

29.00

Total Department

800,715

2r9

cttY OF

AMARITLO OPEfl SDÂCE5' ÉÈOlE55 OÞP0nlU¡lllEs

220

CIW 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 Amårilio, 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 continu¡ng to host golf clinics, lessons, charity, and civic and corporate tournaments to promote the

facility. Mainlain all prices át an affordãble levelÍor the citizens but also be competitive with other area facilities. Work dil¡gently to

maintain Continue public ex Amarillo

conditi renovation rofessional well-organ ying

rses so the public may enjoy playing golf at the City s municipal facilities.

Course in the years to come, to bring an upgrade to the course that the of Amarillo wlrile managing a fullservice facility. Service the citizens of heavy emphasis on customer relations. Work with the local media to

càntinue to promote the facility in the õommunity. Continue to educate the professional and maintenance staff by attending seminars held by the þrofessional GoFérs Association (pêA), the United States Golf Association (UsGA), and the Golf Course Superintendents Association of America (GCSAA).

OBJECTIVES

t t * t * * r * i * t t t t t * *

Continue marketing campaign efforts for the facilig with creative ideas to promote golf in Amarillo and increase participation' Continue to improvl the areãs around the cart paths on the Tomahawk and Arrowhead Courses. Continue to improve the playability of Comanche Trail Golf Complex 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 a 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 decaJ. Continue to emphasis customer service to promote a friendly and fun environment for all to enjoy. Work to educate golfers' knowledge on golf course etiquette and care. Strive to educate all employees ¡n the management of the golf facility. Professionally manage ihe-operation of the 36-hole facility with maximum productivity of the staff. Start plans for rebuild of the Tomahawk Gourse. lnstall hitting stetions on the driving range for off-seeson use. lnstall culverts and top with concrete on #1 Tomahawk cart path to eliminate drainage issues. Continue an aggressive pesticide program to control weeds, insects and d¡seases that affect the turf. Continue with ãggressive agronomical practices to maintain greens of the highest quality. Continue using itre golf cart traffic control system implemented a few years ago.

OPERATING STATISTICS/PERFORMANCE

MEASU RES

Attendance: Green Fee Rounds Membership Rounds Total Avg. Daily attendance Avg. Monthly Revenues

Actual 2012113

Est¡mated

Estimated

2013t14

20141',!5

34,168

31,715

31,096

11.952 46,120

12.073 43,788 120 $50,270

127

$61,912

12,904 44,000 121

$51,604

ACCOMPLISHMENTS Comanche Trail Golf Complex has continued to improve many areas of the playing turf for the golfing public. Since the switch form effluent to well water in 2004, the ph levels in the turf have stabilized and all areas of the golf course are continuing to become healthy. Comanche Trail Golf Compléx Arrowhead Course has been voted in the top ten most economic courses in the State of Texas by the Dallas Morning News the làst seven years with a #1 ranking in 2OO8 & 2009. Added new waterwell forthe Tomahawk Course which is now online an? all 36 holes are waiered by well water. Total number of wells is now 5 (2 for Anowhead and 3 for Tomahawk). Completed another year (third in a row) withóut a time-loss accident and continue to promote safety throughout the facility with all staff

members. ComancñeTrail GolfComplexhashostednumerousoutsidecharityeventstohelpraisehundredsofthousandsofdollars charities, including a successful year of major golf event including a senior partnership, an open hampionship, and ihe very popular men's partnership in August. The City's major events concluded with ons, which has become a very popular event for the elite players of Amarillo along with all the golfers and

for cha the

spectators in the city.

22t

City of Amarillo Comanche Trail

41 100 Salaries and Wages

41300 lncentive 41620 Unscheduled 41 820T Health nsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42510 Car Allowance 42550 Communications Allowance I

444,400 3,731 28,004 91,270 232 6,678 25,041 53,055

6,714 985 15,505 5,0't4 2,407

41000 Personal Services 511'10 Office Expense 5'1200 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

683,034 3,273 8,899 5,360 725

51000 Supplies 61300 Advertising 61400 Dues 61410 Tuition 62000 Professional 63220 Security Service Contra 67320 Extermination 68100 R & M - Building 68300 R & M - lmprovements

68400R&M-lrrigation 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

472,581 3,720 26,500 103,785

234

3,720 26,500 107,903 234

6,979

6,974

25,421

25,395

51,307 9,490

49,729

1,068

1,069 16,368 5,000

16,285 5,000

9,953

2,400

724,769 4,400 5,000

727,490 4,400

4,200

4,200 2,000 200 120,000 22,7't7

1,500

5,000

258

200

70,798 6,489 47 600 1,029 7,101 57,777 35,846

120,000 28,005 10,000 1,500 500 500 5,368 57,871 46,852

220,921 11,559

285,896 15,000

293,663

2,434

2,O15 1,000

2,600

22,718

90 108,225

300 625 4,211

7,397 66,050 28,370

103,500 400 600 7,000 14,000 40,000 23,000

10,000 1,500 500 500 10,269

72,556 39,821 15,000 1,500 106,000

400 600 7,000 14,000

40,000 33,360

300 400 1,200 164,249 6,636

150 1,000 300 400 1,200 174,111 0

4,710

380,450 5,205

397,621 8,603

3,480 424

2,000

14 1,871 0

824 151 ,681

6,642

150 1,000

60000 Contractual Services 71100 lnsurance and Bonds 72000 Radio Communication 75100 Travel

390,293

70000 Other Charges 84610 lnfo Tech Equipt - PCs

8,614 12,092

7,205

r0,603

80000 Cap¡tal Outlay TEXPENSES Total Expenses

12,092

I,314,954

1,398,320

1,429,377

222

City of Amarillo Department Staffing Report

Department: Comanche Trail Personal Services Total

Number of

Employees Glassification

Description

Permanent Positions

1.00 ADM900

GOLF COURSE SUPERINTENDENT

1.00 TRD43O 7.00 TRD431

GREENSKEEPER I GREENSKEEPER II GOLF IRRIGATION TECH II GOLF EQUIPMENT MECHANIC I

2.00 TRD436 1.00 TRD44O 1.00 TRD9IO 1.00 TRD975

14.00

CUSÏODIAN I ASSISTANT GOLF COURSE SUPERINTENDENT I Total Permanent Positions

Part-Time Positions

2.00 HRL413 2.00 HRL91 5 9.00 HRL93O 13.00

YOUTH WORKER - MAINTENANCE CREW LEADER UTILITY WORKER Total Part-Tim e Positions

27.00

Total Department

727,490

223

crtY oF

AMARITTO

224

CITY OF AMARILLO PARKS AND RECREATION ADMINISTRATION (T820) FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS The parks and Recreation Administration office directs the overall operations of the following Departments:

P_arks Maintenance,

nòée"â.JCãmãncnefra¡l GolfCourses,Recreation,Aquatics,TennìsCe.nter,Athletics,andtheAmarilloZoo.

and Recreation Mission statement is to "Enhance the quaiity of tiie forRmarillo citizens through

Ross

TheAmarilloParks

quality parks, programs, and people."

GOALS The goal of the Department is to provide the publicwith superior park facilities, programs and services visitors to Amarillo in a professional, cordial, prompt and efficient manner.

and to serve those citizens and

OBJECTIVES

r i * * r r

provide each department within the division fast and efficient service through effective decision-making, design, planning, and the financiai assistance required for effective operation of each individual department. provide the pub[Ññh õuálity customer service; aMàys striving to assist each individual promptly while being courteous and accurate in conducting his or her interactions and transactions' in an efficient and Enhance the qu"litv òt'tné parks and Recreation website and embrace technology to reach the customer Continue to effect¡ve manner.'Seek continued refìnement of the online registration and Parks reservation system. on-line tee times. enhancement the play Golf website to Ross Rogers and Comanðhe Trail Golf Complexes to include input coñcerning parks, recreationl and athletic programs in order to maximize the value of our staff and

Seek citizen financial resources. events while Develop new pubñc/private partnerships that seek to enhance to the quality of park facilities and special reducing the level of tax suPPort. forcontinued Through proper ptann¡ng and efficient execution, provide the highest quality park projects and improvements improvement in quality of life in Amarillo.

ACCOMPLISHMENTS Parks Administration directed the completion of the following capi

. 6) Ellwood Park repairs and partial nication to include terial to gather contact information for newsletter distribution and dual citiien service area interests. Division website enhancements o capabilities. The Division's website experienced over 106,000 hits this past year

225

Cíty of Amarillo Parks & Rec Administration

4'l 100 Salaries and Wages 4'1620 Unscheduled

27,530

327,312 1,000 42,563

100 4,854

100 4,901

11,821

20,002

29,735 3,180

39,121

20,195 38,322 8,214

760 26,334 67 3,374

41820T Health lnsurance 41900 Life 420't0 Social Security - Medica 42020 Social SecuriÇ - OASDI 421 1 O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42510 Car Allowance 42550 Communications Allowance

324,O82 1,000

190

7,748 292 268

7,224 1,203

10,696 1,200

10,ô96

41000 Personal Services 51110 Office Expense 51115 Employee Recognition Pro 51200 Operatinq

314,884 22,248 1,871 4,841

436,894 15,896 2,500

455,065

51000 Supplies 61200 Postage 61400 Dues 61410 Tu¡tion 63350 Credit Card Fees 69210 Rental City Equipment

28,960

4,952

22,921 8,408

1,760

2,700

22,921 8,408 2,700

112

5,608 4,616

0 0

5,200

5,634

60000 Contractual Services 71100 lnsurance and Bonds 72000 Radio Communication 751 00 Travel 75300 Meals and Local 78210 Cash Over/Short

17,048 1,347

16,308 1,347

16,742

5,182

1,398 0

826 1,595

7,250 3,248

70000 Other Charges TEXPENSES Total Expenses

8,950 369,842

11,845 487,969

1l,896

245

4,525

292

270 1,200 15,896

2,500 '4,525

506,623

Gity of Amarillo

Department Staffing RePort Department:

Parks & Rec Administration Personal

Services Total

Number of

Employees Glassification

Description

Permanent Positions

6.00

DIRECTOR OF PARKS AND RECREATION ASSISTANT DIRECTOR OF PARKS AND RECREATION PARK DEVELOPMENT MANAGER ADMINISTRATIVE ASSISTANT I ADM INISTRATIVE ASSISTANT I I ADMINISTRATIVE TECHN ICIAN Total Permanent Positions

6.00

Total Department

1.00 ADM400 1.00 ADM401 1.00 ADM425 1.00 cLR400 1.00 cLR405 1.00 cLR941

455,065

226

CITY OF AMAR¡LLO TENNTS 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 metn goal of the Department s to promote ten nts throughout Amaril lo. Th ts will nclude continuing our efforts to reach m0re youth tn al areas throughout the city. Contin ue to grow quality youth tennis players who are state and national ly ranked ln tennis Promote our facility by offering tennis lessons, open play, leag ues, tournements, school play, camps, socials, cardio ten nts and new tennis programs. Continue to partner with the Amarillo Area Tennis Foundation tn rowrng ten nts tn Amarillo. Promote the game of tennis th rough strong marketing plan and enhancing our tenn¡s pages on the parks website. Offer first class facility to be used by the c¡t¡zens of Amarillo for leagues, tou rnaments, JUnror pro9rams, and lesso ns.

OBJECTIVES

t t t t * * * t t t * * * t i t t * t *

Continue to provide updated information & 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 registralions. Follow our strong marketing plan to promote facility and programs. Work with local media to market tennis programs and tournaments. Aþproach sponsors fortournaments, camps, programs, and printing colored tennis brochures. Continue to worf witn tne Rmarillo 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. Óontinue 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 opportun¡ty to learn tennis without these camps. Continue to develop our Junior Þrogram 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. lncrease our adult beginnèr classes by offering more instruction year round for individuals and groups, including camps. lncrease our local touinaments 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 vanous programs. Continue with the existing first class programs being offered to promote tennis for all ages throughout Amarillo. Continue to maintain our?atabase 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 prrsue the ideas to offer ã mufti sports camp for youth during the summer to include tennis as one module and include swimming skills as another and utilize Southwest Pool. lncrease senior citizeñ play by approaching various senior homes, assisted living centers, and other senior orgenizations about leagues, lessons, and iournaments 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 grotrvth seen in court usage. pursue funding for additional construction of new courts at our facility included in master plan and improve covered courts. lncrease 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 online registration for tennis leagues, camps, and programs. Research automated attendance tracking through scanning system which would generate daily cash reports for enhanced record keeping.

OPERATING STATISTICS

Actual

Estimated

2012t13

2013t14

Estimated 2014t15

Attendance

28,546

29,402

30,284

ACCOMPLISHMENTS

The Tennis Center continues to maintain our adult tennis leagues, especially in the beginner leagues. The Amarillo Area Tennis

AssociationhashelpedprovideexcellentresourcesstateandnetionallyfortheTennisCenter. Continuedtopelnerw¡ththeAATAto increase youth tennis and host special events at the Tennis Center. Attended area commun¡ty events and provided a tenn¡s booth promoting activities at the Tennis Center. Maintained a current mailing list of all t these players on activities and programs offered at our facility. Started developing center in the future. started building text alert tennis contacts. continued to look cares, pr¡vate schools, and other organizations and continued Cardio Tennis and operate a first class Tennis facility for the Amarillo aree.

221

Gity of Amarillo Tennis Genter

41 100 Salaries and Wages

42010 Social Security - Medica 42110 TMRS 42300 State Unemployment 42400 Workers Compensation 42510 Qar Allowance 41000 Personal Services 51110 Office Expense 5'1200 Operating 5't250 Janitor 53100 Natural Gas 53150 Electricity

9,227

14,182

139

130

13,851 201

'1,050

1,570

181

298

460

353

9,953 668 542

16,'143 700 500

1j52

15,709 700 500 1,475 785

23,085

24,380

25,140

27,227

27,840

30,639

36,000

36,000 750 13,110

1,780

51000 Supplíes 61410 Tuition 62000 Professional

1,475

2,824

68100R&M-Building

1,360

68300 R & M - lmprovements

21,087

36,000 750 13,110

60000 Gontractual Services 71100 lnsurance and Bonds 72000 Radio Communication 74000 Printing and Bindinq

58,47

49,950

1,690

2,288

1,808

300

1,122

1,500

70000 Other Charges 84910 Other Equipment

3,112

3,788 3,500

3,308

0 0

80000 Capital Outlay TEXPENSES Total Expenses

98,738

3,500 100,787

100,040

City of Amarillo Department Staffing RePort

Department: Tennis Genter Personal

Services Total

Number of

Employees Glassification

Description

Part-Time Positions

1.00 HRL420

PROGRAM COORDINATOR

1.00

Total Department

16,143

228

CITY OF AMARILLO

swrMMlNG POOLS (1840) FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS The function of the Aquatic Department is to provide quality programming and a safe swimming environment for all citizens of Amarillo.

GOALS enJoy Provide Continue to provide the safest aq uatic envrro nment for everyone to enjoy. Provide events which help rncrease atte ndance and foreveryone to follow up systems professional training and lifeguard including system risk menagement strong Maintain a qua for all users l¡ty servtces f¡ rst class facilities and presentations, swtm lessons, education to keep our rescue skills current and proactive. Promote water safety awareness tn the commun ¡ty th rough safety to work on classes and lu nlor lifeguard pool programs. Continue to promote family atmosphere at all sites by continu ng ourthemed family nights. Continue year round facility enabl tng / an indoor includes Master Plan wh ich Aquatic an work developing on pool and vigorously sites to the current ng amenities add partnerships with other more creative yo uth, adult and sentor programs. Co ntinue operating food concesstons with reasonable pncrng. Continue to build agencies such as Coalition of Health Serv¡ces and media outlets. Conti nue to keep our facilities cu rrent on all safety requirements

OBJECTIVES

t t * * * t * * r t i

Continue with the summer SPARK school supply drive community project. Continue to create sponsors and partnerships and work with the Swim Teams for pool usage. and pool party Continue to improve ihe current wäbs¡te and provide a friendly onJine registration program for our users of swim lessons, Jr. Guard, reservations. promote swimming and water safety awareness with Sammy the Seal using public service announcements, recreation programs, school water safety presentatioñs, daycares, a stiong advertising/marketing plan-and other community involvement. Offeiquality brochures ánd resources Ùy outsourci-ng the printing of publicly viewed material. Build the quality of in-house printing by bringing in more color to the materials. lmplement opt-in text marketing program and monthly newsletter to keep customers informed on deadlines and upcoming events. continue our Jr. Lifeguard Program and Jr. Lifeguard school presentations. Maintain . .trong ñi.Ï Manage'ment system by cãnducting daiiy in-service trainings, internal and external auditing of pools, and certiffing instructors. in 2014. Continue to find *"yi to incrãase all aitendante program-ming at Thompson Swimming Pool, continuing the Helping Hands scholarships Continue to update the 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

Actual 2012113

Estimated

2013t14

20'14115

24,043 't4,400

26,325

27,825

16,200

1 7,1

9,557 5,936 53,936

'11,100

Daity Attendance'.(includes: season pass, frequent users, & non-swimmers) Southeast Southwest Thompson Office Sales

Total Pool Attendance

00 11,500 7,900

6,500 60,125

64,325

'1,555

140 1,600

1,650

154

160

20 62 30 75 2,350 3,1 00

Program AlTendancei Lap Swimmers Swimming Lessons (summer onlY) Pool Parties lnflatable Party Equipment Water & Sand Volleyball & Water Basketball) Junior Lifeguard Program Birthday Party Packages Presentations (Jr Guard & Water Safety) Family Nights (fofal)

Event Nights: 2913- Safety (260), Sammy's Birthday (750), Pirate (274) 2014 Goals Safety (270), Sammy's Birthday (775), P¡rate (285)

ACCOMPLISHMENTS

through presentations at schools, daycares, a shadowing more than their required hours, and club and school district for the seasonal use of scholarships for lessons at Thompson Pool. Continued to make the online se pool programs.

229

134

60 23 72 2,306 2,972

149 170 22 65 35 80

2,400 3,300

City of Amarillo Swimming Pools

4'l 100 Salaries and Wages

41300 lncentive 41620 Unscheduled 41 82Of Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1 O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42510 Car Allowance

211,147 494 3,147

2,504

235,197 0

'1,500

1,000 6,500

1,000 6,826

3,164

3,464

3,486

1,604

2,621 8,678

2,717

5,173 484

8,595 1,065 1,030 5,362 5,232

1,038

978 1,030

4,698 3,870

5,171 5,232

4f 000 Personal Services 51 110 Office Expense 5'1200 Operating 5'1210 Operating Concessions CO 51250 Janitor 51300 Clothing and Linen 51350 Chemical and Medical 51 61 0 Recreation Supplies 51700 Education 51850 Minor Tools 51950 Minor Office Equipment 53100 Natural Gas 53150 Electricity 55100 Publications

237,333 2,301

268,328 3,548 550 18,000

51000 Suppl¡es 61300 Advertising 61400 Dues 61 410 Tuition 62000 Professional 63210 Armored Car Service

104,979 5,983 470

68100R&M-Building

0 1,359

300 0 0 0

50 0 800

61,974 2,361

62,628

68300 R & M - lmprovements 68610 Office Equipment 68680 Other Equipment 69100 Rental Land & Buildings 69300 Leased Computer Software

258 21,028 2,671

4,433 28,266 7,917 710 949 922

20,676 14,652 196

212,026 3,552 469

21,000

2,044 4,439

4,439

29, I 00

29,1 00

10,300

10,300 481 540 300

709

6,534 300

22,196 13,048 375

1,872

30,687 28,414 375

131,529 6,500 480

23,876

111,143 6,500 480 2,930 21,790

2,823

23,048 2,823

1,913 24,736

2,151 25,000

25,197

1,292

845 0

60000 Contractual Services 71 100 lnsurance and Bonds 72000 Radio Communication 74000 Printing and Binding 75100 Travel 75300 Meals and Local 78210 Cash Over/Short

60,524

70000 Other Charges TEXPENSES Total Expenses

2,018 5,544

1,900

1,500

3s0 5,395

6,845 2,667 308 276

9,462

2,898 400

3,780 400 32

17,658 420,493

15,1 53

19,070

456,598

485,253

230

City of Amarillo Department Staffi ng Report

Department: Swimming Pools Personal Services Total

Number of

Employees Glassification

Description

Permanent Positions

1.00 PRF420

AQUATICS SPECIALIST

Part-Time Positions

38.00 HRL400

LIFE GUARD

8.00 8.00 3.00 3.00 3.00 3.00

HRL4O2 HRL4O3 HRL4O5 HRL4O6 HRL4O9 HRL41 7

SWIMMING LESSON INSTRUCTOR POOL CASHIER

1.00 1.00

HRL421

HEAD LIFEGUARD

68.00

ASSISTANT - POOL MANAGER SWIMMING POOL MGR. LESSON COORDINATOR ASSISTANT AQUATIC/ELLIS INSTRUCTOR ACCOUNT CLERK I Total Part-Time Positions

69.00

Total Department

HRLgO1

272,026

23r

ctlY oF

AMARItto 232

CITY OF AMARILLO

PARK RECREATION PROGRAM (1850) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS

The function of the Recreation Department is to provide comprehensive recreational programs and activities for the citizens of Amarillo.

GOALS lncrease publ¡c awareness of our programs, and events by enhancing our website, brochures and marketing strategies. Continue to make available many different types of recreation programs in a safe atmosphere forthe general public. Continue our partnerships with the Alex O'Brien Youih Foundation (tennis camps), Community Development (Free Summer Lunch program), and AISD (safe evening activities-Jammin' Jym Program). Continue Baseball, Basketball, Soccer, Football and Volleyball Camps to be held at our current recreation s¡tes and eventually add golf, wrestling, and agility camp when staffing permits. Build rapport with companies for sponsor

shipforRecreat¡onProgram,KidoftheWeek,andS.P.A.R.K.School SupplyDrive. ProvideaTeenPrograminhighriskareaswithin the community. Continue to partner with SPCA's Muttfest event by holding the annual Skyhoundz Competition during event. Continue our 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, & K¡ck Competition for our area. Throughout all of our programs and events, cont¡nue to represent a professional, organized, fun, and friendly public service.

OBJECT¡VES

* * i * t t * * t t t t * t * * t t t

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. lmprove tñe Jamm¡n Jym and Park program and provide the youth of the community with educational and recreational opportunities. Create youth programs during Student holidays: Thanksgiving, Christmas, and Spring Break as budget allows for staff. 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 mass e-mails to communicate with our customers. Continue to pursue funding for splash pads at recreation sites to replace wading pools & provide a fun experience for kids. Offer special events utilizing volunteers to bring their talents to the park sites to provide educational opportunities. Emphasize e 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. lncrease 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. Annually evaluate 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 our growing progrems and events; this includes full time staff for stability. Continue with the sponsorship for Kid of the Week. Continue to find other sponsors to adopt parks sites, food sponsors and school supplies.

OPERATING STATISTICS

Actual

Estimated

2012t13

2013t14

2014115

2,',t32

2,150

2,026

2,050

2,175 2,075

Attendance at Amarillo lndependent School District (AISD) Sites: Hamlet School Gym Fannin School Gym Sunrise Elementary School Gym

Total Gym At'tendance Recreation Program (17 Park sites) Starlight Theater Kids Fishing Derby (includes adults) Punt, Pess, and Kick Skyhoundz Frisbee Competition Recreational Classes Tennis Camp Basketball Camp Baseball Camp Volleyball Camp Football Soccer Roxie's Birthday

1,850

4,781 1,256

6,050 45,000 6,000 1,300

187

190

200

540 384

575 34 450

110

112

39 27

40 33

39,781

600 40 500 115 42 37 25 35

163

't75

200

233

1,875 6,125 46,000 6,200 1,350

1,721

5,879

ACCOMPLISHMENTS

234

Gity of Amarillo Parks & Recreation Program

41 100 Salaries and Wages

41300 lncentive 41 620 Unscheduled 41 82OT Health I nsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42510 Gar Allowance 42550 Communications Allowance

326,315

250,205

1,200 1,100

1,292 14,962 34

I ,100 17,098 33

33,217 67

3,830

4,270

4,894

4,974 14,514

5,388 13,909

19,982

'1,369

2,010

3,666

874

1,139

1,159

6,593 19,470 1,203

7,444 24,164

8,827 24,775 1,200

41000 Personal Services 51110 Office Expense 51200 Operating 51250 Janitor 51300 Clothing and Linen 51350 Chemical and Medical 51500 Animal Purchases 51 6'1 0 Recreation Supplies 51700 Education 51850 Minor Tools 55'100 Publications

319,320 5,499 1,485

352,905

1,200

4,400

671

800 850

1,587

1,741

161

150

10,238

20,344

22,500

600

400

10,31

9,353

435,755 4,400 800 675 1,741 150 10,51 3

22,500 700

246

400

51000 Supplies 61300 Advertising 61400 Dues 61410 Tuition 62000 Professlonal 68300 R & M - lmprovements 69100 Rental Land & Buildings 69210 Rental City Equipment

40,961 8,969 250 126 13,447

41,479

41,879

8,744

375 375 13,946 900 5,400 4,980

375 300 13,946 700

60000 Contractual Services 71 100 lnsurance and Bonds 72000 Radio Communication 74000 Printing and Binding 75100 Travel 75300 Meals and Local 77900 Other Agencies

32,756 1,203

34,720 1,203 00 6,840 1,725 400 36,000

34,498 5,312

52,772

46,r68

¿145,809

475,273

50,852 562,984

70000 Other Charges TEXPENSES Total Expenses

788

4,680

4,496

7,524 6,274 1,418 353 36,000

235

4,700 5,733

6,840 2,300 400 36,000

City of Amarillo Department Staffi ng Report Parks & Recreation Program

Department:

Personal Services Total

Number of

Employees Glassification

Description

Permanent Positions 1.00 cLR090 1.00 cLR420

ADM IN ISTRATIVE ASSISTANT V

1.00 MGT400 1.00 PRF142 4.00

MARKETING COORDINATOR RECREATION SUPERVISOR RECREATION COORD INATORYSPECIALIST Total Permanent Positions

Part-Time Positions

1.00 HRL065

ASSISTANT RECREATION COORDINATOR

56.00

RECREATION SPECIALIST RECREATION LEADER DISTRICT SUPERVISOR ACCOUNT CLERK I Total Part-Time Positions

60.00

Total Department

2.O0 HRL414 48.00 HRL41 5 4.00 HRL41B

1.00

HRLgO1

435,755

236

CITY OF AMAR¡LLO PARK MAINTENANCE (186I) 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. lncluåed are municipal building grounds, street corridor and median landscape/grounds care, and Public

produce a lmprovement'Districts (plD) Maintenance. This is accómplished by executing tasks and maintenance activities designed to quãlity proOuct 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 ot Rmaritto.- piior¡t¡áe, evaluate, and initiate needed repairs or improvements to existing park grounds, park facilities, athletic fields, and municipal building grounds.

OBJECTIVES

t t t t i * t t * * * t t t

Maintain all existing park facilities accessible to the public, with clean, safe, and enjoyable areas throughout the City Continue pre-initiaiêä improvement projects towards their completion. These projects include, but are not limited to, the following ReplacãoH, worn-out play equipment, consolidate equipment into moreappropriate settings, and add surface baniers and surface material at JSM Area 4, Puckett School Park, El Alamo Park & Rick Klein Complex' 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 ofthe displays. continued forestation of Thompson Park, Rails to Trails and Ellwood Park. continued development of the tree nursery located at the old Bussard complex. Replace old irrigation systems at Thompson and Olsen School Park. Reþlace old de[eriorated concrete picnic tables and grills with addition of new tables and grills in selected area parks as necessary. Repair brôken, raised-up walking trails at Memorial, Oliver-Eakle & Ridgecrest Parks. Over-seed ell Athletic Fields with Rye Grass. Over-seed gress areas at Thompson, John Stiff Memorial and Olsen School Parks. continue placement of wood chips from chip sites around tfees 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 33.00 acres, Colonies with 17.40 acres, and Brennan Blvd with .38 acres. Nãw park restiooms to be added at Eastridge School Park will continue to impact the operational

function of the Department.

OPERATING STATISTICS/PERFORMANCE

MEASURES

lrrigation and Sprinkler Repairs Facility Maintenance Electrical Repairs Restroom and Drinking Fountain Repairs Graffiti Removed Acres maintained per worker

Actual 2012113

Estimated

20131',!4

2014115

5,362 1,140 480

6,000 2,000 600 300 1,000 27.60

6,000 2,000 600 300 't,500 27.60

240 924 27.60

ACCOMPLISHMENTS Routine maintenance, new playground equipment at Ellwood and Willow Vista Parks, and tree removals at Ross Rogers and City parks were the dominant aätivit¡-es for thii óepartment. other accomplishmènts included irrigation renovations at San Jacinto & Hamlet School park. lnstallation of 4 each sand volleyball courts at Ellwood park. We also planted over 30 trees at Windsor School park as part of Arbor Day.

237

YEAR: Fy2014 SGENARIO: Dept Req FORMAT: Printed Budget Formt

1 100

41300 lncentive 41620 Unscheduled 41 820T Health nsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421,I0 TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42550 Communications Allowance I

41000 Personal Services 51 1 10 Office Expense 5't 120 Safety Program 51200 Operating 51250 Janitor 51300 Clothing and Linen 51350 Chemical and Medical 51400 Photographic 51450 Botany & Agrigulture

5't4548&A-Trees 51456 B & A - Bedding Plants

5'14588&A-Fertilizer 51460B&A-Grass 514628&A-Chemicals 51700 Education 51800 Fuel& Oil 5,l850 Minor Tools 51950 Minor Office Equipment 51980 lT Hardware 52050 Auto Parts 52050LABOR Auto Parts Labor 52120 Tires and Tubes Other 53100 Natural Gas 53150 Electricity 53200 Water and Sewer 51000 Supplies 61200 Postage 61400 Dues 6'1410 Tuition

68100R&M-Building 68300 R & M - lmprovements 68316 Sand, Gravel, Concrete 68318 Lighting 68322 Playground Equipment

Budget Detail

2,179,255 75,911 33,311

24,500 500,451

5,293

5,095 98,562 1,200

95,504 1,203 3,261,375 4,695

2,802 90,724 29,796 10,849 348

47,528

3,4r9,882 6,000 3,000 90,000

24,932

3,486,864 6,000 3,000 82,500 24,932

301 -1 90

25,178 12,457 78,229 29,041 25,999

23,000 14,000 102,500 20,000 30,000 900 34,941 28,0s0

25,000

1,459

27,636 22,409 42

12,500 600

400

14,000 102,500

20,000 28,000 900 27,635 28,050 0 7,500 19,500

0 0

19,660 1,813

19,500 2,000

1,861

1,900

5,360 180,972 1,059,800

3,088 184,452 1,060,000

229,040 1,255,150

1,63í.,242 29 1,790 9,666 14,916 29,763 28,506

1,661,763 200

1,904,977 200

1,586

4,206

22,706 23,932

68610 Office Equipment 68650 Shop Equipment 68660 AudioA/ideo Equipment ô9100 Rental Land & Buildings 69210 Rental City Equipment 69220 Rental Other Equipment

409 2,847

1,268 33,582 127,344 264,350

2,297,198 72,840 24,500 515,008 1,268 33,842 127,947 258,497 50,147 5,107 99,310 1,200

12,500 600 400

90,1 76

70000 Other Charges 83200 lmprovement

70,740

440,433 1,210 31,607 116,251 250,506 30,847

68400R&M-lrrigation

60000 Gontractual Services 71 I 00 lnsurance and Bonds 72000 Radio Communication 74000 Printing and Binding 751 00 Travel

PERIOD ENDING: FEB CURRENCY: USD UNITS: I

1861 Park Maintenance

7,000 15,000 30,000 30,000 20,000 20,000 90,000 200 2,800

2,000 1,900 13,870

9,860 15,000 130,000

39,520 20,000 15,000

80,000 200 2,800 1,880 4,500

1,646

1,880

5,244 942,832

4,500 992,149

3,241

2,944

1,177,703 46,466 25,176 883

1,218,259 58,337

1,390,106

1,063,996

5'1,268

1,000

1,582

2,400

74,107

61,737

54,668

'10,000

PAGE:1

3-Aug-201 4 02:00:39 PM

238

l86l Park Maintenance

YEAR: Fy20l4 SGENARIO: Dept Req FORMAT: Printed Budget Formt

PERIOD ENDING: FEB GURRENGY: USD

Budget Detail

UNITS:1

80000 Gapital Outlay TEXPENSES Total Expenses

6,14/.,427

0 6,361,641

10,000 6,846,615

Gity of Amarillo

Department Staffing Report

Department: Park Maintenance Personal Services Total

Number of

Employees Glassification 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 13.00 MGT950 9.00 TEC950 8.00 TEC951 2.00 TRD410 2.00 TRD411 4.00 TRD415 5.00 TRD416 1.00 TRD915 20.00 TRD930 4.00 TRD970 77.00

Part-Time Positions 11 .00 HRL413

4.00 H R1915 20.00 H RL93O 1.00 H RL965

Description 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

YOUTH WORKER - MAINTENANCE CREW LEADER

36.00

UTILITYWORKER INSPECTOR Total Part-Time Positions

113.00

Total Department

3,486,864

3-Aug-2014 02:00:39 PM

239

ctfY OF

AMARIttO' o9É¡ sÞÀcE5. E¡DIESS OpPORIU¡lrl€S

240

CITYOFAMARILLO

zoo MAINTENANCE (r862) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS in To provide a facility for animal display, both exotic as well as native, to the Texas Panhandle; incorporating education and enjoyment and maintains the a pässive environment for tne puütic. The Zoo Maintenance Department operates the Zoo, cares for the animals, grounds and facilities, while supporting the overall goals set forth by the Division.

GOALS the To provide quality care to the animals, grounds, and structures; and to recommend the allocation of funding for expansion of faciìities as ireedêd. To continually imirove and update the existing operation, facilities, and grounds, while providing the most enjoyable experience possible for the visiting public.

OBJECTIVES

* t i t

To maintain and provide all existing facilities with safe, clean, enjoyable, and accessible environments. Provide well cared for areas throughout the Zoo. present facility and Assist with Division goals in ongoirig development of a Zoo Master Plan to enhance the expansion of the improve the quality of our facility overall. Pursue accreditation of the American Zoological Association.

OPERATING STATISTICS/PERFORMANCE

MEASURES

Attendance % Change in Zoo attendence

Actual

Estimated

2012t13

2013114

2014115

210,224

200,000

200,000 +0%

.04Yo

ACCOMPLISHMENTS primary maintenance tasks and responsibility of Zoo operations are the dominant focus of this Department. Other accomplishments include: Renovations to tne Longnorn Exhibii. Continued development and implementation of the education program and continued operation of the concession/admissions areas.

24L

City of Amarillo Zoo Maintenance

41000 Personal Services 51 110 Office Expense 51200 Operating 51250 Janitor 51300 Clothing and Linen 51456 B & A - Bedding Plants

514588&A-Fertilizer 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

200,414

203,765

2,493 2,488

1,500 1,500

28,420 84 2,927 7,956 16,358

39,007

2,'t67 600

4,844 268,750 1,002 3,396

3,900 2,500 40,953

100

2,976

3,009

9,277 20,986 3,464 529 5,029

20,439 3,665 537 5,084

288,134

293,131

9,351

1,000

2,616

3,500 2,000

1,090 797

1,100 1,000

400 6,000 44,500 10,000 5,000 5,800

5,240

47j30 5,080 5,167

6,218 7,746 5,802 174

544 3,888

5,700, 0 150 0

,1 00

400 6,000 44,500 10,000

5,000 5,800 5,700 0 150 0

4,500

1,'143

90,650 3,050

s08 1,214

1,040

89,650 3,050 1,340

3,000

r,500

3,039

51000 Supplies 61300 Advertising 61400 Dues 61410 Tuition 63210 Armored Car Service 63350 Credit Card Fees 63400 Employee Medical

95,888

1,900

0 1,900

68,100R&M-Building 68300 R & M - lmprovements

2,346

13,500 11,201

2,000

69210 Rental City Equipment

't1,057

2,000 5,500 10,757

60000 Contractual Services 71 100 lnsurance and Bonds 78210 Cash Over/Short

22,339

27,247

2,125

2,562

70000 Other Charges TEXPENSES Total Expenses

2,181

2,562

389,1 58

408,593

4,978 425,250

3,031

242

37,491 4,978

City of Amarillo Department Staffing Report

Department: Zoo Maintenance Personal Services Total

Number of

Employees Glassification

Description

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

TotalDepartment

293,131

City of Amarillo

ZooSchool Education Programs

Expense 51200 Operating 51700 Education

176 3,742 6,747

0 0 0

5'1000 Supplies

10,665 2,957 816 1,876

0 0 0 0

5,649 16,314

0 0

61400 Dues 61410 Tuition 68300 R & M - lmprovements ô0000 Contractual Services TEXPENSES Total Expenses

243

0 0 0 0

0 0 0

CITY OF

AMARIttO 0¡Ex 5¡aGs' ÉÙo!E5l 0pP0RTÚtlrl¿3

244

CITY OF AMARILLO ATHLETTC ADMTNISTRATION (r 870) FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS The Athletic Administration provides comprehensive adult athlet¡c leagues and events at affordable costs for the citizens of Amarillo and neighboring communitiès. Functions include scheduling leagues and tournaments along with special events; recruiting, training and asiþning oÍfic¡ats and scorekeepers, tracking league standings, interpreting rules, scheduling gyms and allocating publiclyown.ed athletic fãcilities to support association partners. Revénues for each athletic league or event offset direct cost to implement act¡vity.

GOALS Continue to provide a wide variety of adult athletic programs including softball, volleyball, basketball, fhg football and the Mayor's Half Marathon to the general public aithe most affordable õost. Continue to co-sponsor, allocate available fields and provide assistance for various youth and adult sports organizations. New offering football league and adult sand volleyball leagues. lncrease and reach 65% on-line league registration by 2016. Host o hosting a U.S.S.S.A. state tournament. Prepare a bid and present Confeience, and if the bid is successful, host a T.A.A.F' State Tournament in 2015.

OBJECTIVES

t t i * r * t t

lncrease marketing efforts directed towards increasing overall basketball league particìpation. lncrease sponsorship contributions to increase tournament quality in volleyball and softball. Enhance communicåtion and customer service with sport association partners to better meet their needs and expectations. lncrease use of free available advertising and media exposure to increase interest and participation in all offered leagues. Continue to work to improve existing schèduling technology and olher social media outlets to increase communication with our customers. Expand the use of mass texting capabilities to improve communication. Continue to work closely with A.l.S.D. to maximize available facilities to meet the needs of the citizens. Continue to evaluate leágue rules and regulat¡ons to assure the safety of the participants and maximize their participation satisfaction. lncrease the number of officials and quality of officiating through training methods and effective recruitment of ofücials for all sports.

OPERAT¡NG STATISTICS/PERFORMANCE

MEASU RES

Actual 2012113

Actual

Estimeted

2013114

2014t15

19 teams 937 teams 651 teams Not applicable

14 teams 742 teams 582 teams Not appl¡cable

21 teams 904 teams 620 teams 20 teams

't52 6,559 9,765

112 5,194 8,730

6,328 9,300

Number of participating teams per sport: Basketball

Volleyball (4 seasons) Softball (2 seasons) Flag Football

Number of Participants: Basketball (8 players) Volleyball (7 players) Softball (15 players)

Track Total:

168

204

199

200

16,680

14,235

15,996

ACCOMPLISHMENTS Enhanced communication with adult softball, volleyball and basketball teams by implementing and expanding mandatory pre-season coaches meeting to cover all rules and answer questions. lmproved communication and relationships with all sport association partners through-annual pre-season meetings. Enhanced exposure for all of our sports, tournaments and special events through media. Secureã a g10,000 sponsorship for inew scoreboard at Southwest Complex, field #5. Continue to look for sponsorships for scoreboards for the outlying iast pitch iields, baseball fields, along w¡th Southwest and Martin Road softball complexes. The Athletic Department Íevenues exceeded'direct cost to implement programs provided. Athletic Specialist, Scoi Plunk, attended the Texas Amateur Athletic Federation's Sports Management School and completed the first year of a two-year Cerlified Professional Sports Manager certification. Registeräd volleybai and basketball teams with the Texas Amateur Athletic Federation, saving the City of Amaril-lo money in sanctioning fees and þroviding more of an opportunity for Amarillo Parks and Recreation Department sports teams to advance from league play to state tournaments in those two sports.

245

City of Amarillo

Athletic Administration

41 100 Salaries and Wages

101,891

41620 Unscheduled 41 82OT Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42510 Car Allowance 42550 Communications Allowance 41000 Personal Services 51110 Office Expense 51200 Operating 51 620 Recreation Trophies 51700 Education

113,382 2,500

19,965

22,075

108,060 2,500 20,477

1,528 6,265 13,065

1,750 6,99s 13,179

1,673 6,645 12,151

1 ,619

2,6'10 189

2,604

170 104 6,309

191

151

147

7,296

1,071

7,296 1,200

152,034

171,374

162,993 1,175

1,783

750

1,000

1,200

750 0

600

200

51000 Supplies 71 1 00 lnsurance and Bonds 72000 Radio Communication 74000 Printing and Binding 751 00 Travel

2,783

1,350

2,125

416 3,252 454

416

1,118

0 0 0

70000 Other Charges TEXPENSES Total Expenses

4,245

416 173,140

1,118 166,237

123

159,062

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

Description ADMINISTRATIVE ASSISTANT II ATHLETIC SUPERVISOR ATHLETIC SPECIALIST Total Permanent Positions

Part-Time Positions

3.00 HRL905

ATHLETIC SPECIALIST

6.00

Total Department

162,993

246

City of Amarillo

Softball Program

4'1 100 Salaries and Wages

41 620 Unscheduled

41710 Umpire Fees 41720 Scorekeepers 41740 Off Duty Police 41760 Scheduling 42010 Social Security - Medica 421 1 O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42510 Car Allowance 4't 000 Personal Services

5't 110 Office Expense

51200 Operating 51610 Recreation Supplies 5'1 620 Recreation Trophies 5'1850 Minor Tools 51950 Minor Office

208

259 94,068 37,626 0

2,500 7 31

5 1

2 13

104,112 36,905 1,250 2,500 0

98,640 37,449

0 0 0 0 0

144,767 700 5,000

1,350

2,500 0 0 0 0 0 0

1,000

139,939 0 5,000 1,000

2,626

9,720

9,992

100 1,000

17,520

17,092 200 9,600 30,425

134,720

152 5,360

51000 Supplies 63120 TAAF Affiliates 63130 USSSA Affiliates 631 35 Tournament Costs 68300 R & M - lmprovements

8,138 200 10,600 5,078 1,028

60000 Contractual Services 71 1 00 lnsurance and Bonds 74000 Printing and Binding 751 00 Travel

16,905 613

70000 Other Charges TEXPENSES Total Expenses

1,372

759 0

161,135

200 10,000 23,950 0

34,150 613 600 2,850

40,225 0

600

3,250 3,850

4,063 200,500

201J06

4,440

City of Amarillo Basketball Program

41710 Umpire Fees 41720 Scorekeepers

3,363

6,650

846

1,475

1,055

41000 Personal Services 51 1 10 Office Expense 51 61 0 Recreation Supplies 51 620 Recreation Trophies

4,209 44

8,125

5,495

100

100 522

51000 Supplies 63120 TAAF Affiliates 63130 USSSA Affiliates 69100 Rental Land & Buildings 60000 Contractual Services 71100 lnsurance and Bonds 74000 Printing and Binding 70000 Other Charges TEXPENSES Total Expenses

300

144

475

622

0 0

360

2,775

875 5,250

2 775

2,775

o, 125

3,1 35

84 14,809

50 9,302

7,'t62

247

City of Amarillo Track Program

41740 OÍf Dutv Police 41000 Personal Services 51 110 Office Expense 51200 Operating 51 620 Recreation Trophies 51000 Supplies 71 1 00 lnsurance and Bonds 74000 Printing and Bindinq 70000 Other Charges TEXPENSES Total Expenses

1,100

1,'t00

0 7,O45

100

3,628

3,628 600

7,045

4,328

4,228

12 50

600 0

7,057

5,490

5,378

City of Amarillo

Volleyball Program

41710 Umpire Fees 41760 Schedulino

730 2,500

2,500

41000 Personal Services 51 110 Office Expense 51200 Operating 51 61 0 Recreation SupPlies 51620 Recreation Troohies

57,075

65,230 200

67,080

10,305 94 143

1,000

0 1,000

2,500 5,000

2,500 5,040

51000 Supplies 63130 USSSA Affil¡âtes 631 35 Tournament Costs 69100 Rental Land & Buildings

10,616 799 't,557 40,550

8,700 7,500 2,000 40,350

8,540 3,350 38,000

60000 Contractual Services 71 '100 lnsurance and Bonds and Binding 74000 Pri

42,907

49,850

43,750

295

100

't00

70000 Other Gharges TEXPENSES Total ExPenses

295 110,892

395 124,175

119,470

2,400

100

City of Amarillo Flag Football Program

41710

5,280

Fees

41 000 Personal Services 51 610 Recreation SuPPlies 51 620 Recreation TroPhies 51 000 Supplies

63130 USSSA Affiliates 60000 Co ntractu al Services 71 100 lnsurance and Bonds 70000 Other Charges TEXPENSES Total ExPenses

5,280 250

0 0

810

0 0

1,060 300

0 0

300

0 0

248

0 0

6 640

City of Amarillo Baseball

51 620 Recreation Trophies

500

0 500

51000 Supplies 69220 Rental Other Equipment

600 500

500 500

60000 Contractual Services 71 1 00 lnsurance and Bonds

0 0

500

70000 Other Gharges TEXPENSES Total Expenses

0 0

100

51 110 Office Expense

249

1,102

1,000

ctfY OF

AÍYIARITLO OtE{ 5DÀC¡5 ' EùOtEsS oPPOnlu¡lrlEs

250

PUBLIC WORKS DIVISION A.C.M. DEVELOPMENT

BOARDS:

¡ Traffic Commission

SERVICES

DIRECTOR OF

PUBLIC WORKS

ASSISTANT DIRECTOR OF

PUBLIC WORKS

ENGINEERING

PHOTOGRAPHIC TRAFFIC ENFORCEMENT

SOLID WASTE COLLECTION

STREET

SOLID WASTE DISPOSAL

TRAFFIG ENGINEERING

TRAFFIC SHOP

FUNCTIONAL ACTIVITIES

25t

MUNICIPAL GARAGE

DRAINAGE

uTtLtw

City of Amarillo Summary of Expenditures by Activity Glassification ACTUAL 2012t2013

DESCRIPTION 1000 General Fund

Budgeted

2013t2014

2014t2015

Public Works 1,380,106 7,035,591 7,873,388 3,438,382 564,131 3,243,693

1410 Engineering 1420 Street Department 1431 Solid Waste Collection 1432 Solid Waste Disposal 1 731 Traffic Administration 17 32 ftaffic Field Operation

1,638,430

1,644,673

9,114,290

9,374,543 9,341,323

9,820,921 3,802,483 3,400,251

3,980,385 679,864 3,619,760

651,793

1,000,000 1,000,000

997,383 997,383

2,141,162

2,213,543

8,153,530 10,367,074

2,750,885 2,064,415

620,1 00

2425 Photographic Traffic Enforcement

Public Works 651,793

24250 Photographic Tratfic Enf 2425 Photographic Tratfic Enfo 5600 Drainage Utility Fund

Public Works 56100 Drainage Utility 56200 Drainage Utility Transfe 5600 Drainage Utility Fund

2,141,162

4,815,300

6100 Municipal Garage Fund

Public Works 9,131,932

61110 Municipal Garage Operati 61 120 Equipment Replacement 6100 Municipal Garage Fund

12,712,338 21,844,270

252

9,641,322 12,258,250 21,899,572

9,866,914 10,337,588

20,204,503

CITY OF AMARILLO ENGINEERING (1410) FUNCTIONS, GOALS AND OBJECTIVES

FUNCTION The Engineering Department is responsible for developing engi sidewalks and storm drainage improvements associated with t Community Service, CDBG, State and Federally funded projects. administraiion, and inspection of projects throughout the City in ¡ntains the Flood lnsurance Rate Maps pumps to regulate storm water levels in

ces for a Computer Assisted Drafting

ts. CADD responsibilities include training, maintenance, I users. Maintain public records to include City and State nformation and assistance for the public are provided from these y to ensure a safe and efficient transportation and utility location

system.

GOALS

provide quality design and inspections on infrastructure projects to ensure sustainable development of the community through practices for enforcement of construct¡on siandards. Develop and administer up to date unified construction standard and public infrastructure projects. ldentify and monitorfuture ihfrastructure needs. Administerthe public rightof wayordinanceto balance need for efficient and safe tráñsportation routes. Administer a CADD network effectively. Continue d_eve-loPil9 ourdigitalmappingsystemtoserveall c¡tyDepàrtmånts. Usedigital mappingsystemtorecorda.ndupdatelocationsofutilityfacilitiesinthepublicrightof way. Assist in the deúelopment of the Geographic lnformation System (GlS)'

OBJECTIVES

* t * t t

* i

Develop an Engineering Design Reference manual and roadmap to project compliance. Revise the Standard Specifications for construction. GIS map data to provide digitally accessible infrastructure records. Continue updating 'draina-ge complaint system to assist track¡ng of drainage problems w¡thin the C¡ty. Maintain a Develop a Pavement Design Manual. Revise the Developer Policy Manual. project delivery Coordinate with otñer departments for unified planning, project identification, project inspection, and Create a Playa Lake Development Policy

OPERATING STAT¡STICS'PERFORMANCE

MEASURES

Actual

Estimated

2012113

2013114

2014t15

0 0 13 0 2 3 0

0 0 9 0

0 0

3 0

3 3

4 4

0 2

2 0

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 of TxDOT MPO Number of Drainage lmprovements Number of Airport lmprovements Number of Landfill lmProvements Number of Park lmprovements Number of Facilities lmprovements Number of Bridge lmprovements

I 0 3 0 2 ,|

3 3

I 0 1

I 1

ACCOMPLISHMENTS

P S. m We

ing has designed and multiPle ADA and Bus , SW 58h Avenue from aterals, Hagy Blvd. Drainage Headwall lmprovements, Pilgrim Drive ake, Drainage Study for T-Anchor Lake, Cell 10 Phase 2 Landfill in numerous developer projects including Center Port, Colonies, ge, City View, Hillside Terrace Estates, V¡neyards, Quail Creek, . The Department has also assisted TxDOT with several projects ashington Street. city

ion,

253

City of Amarillo Engineering

1,203,954

41 100 Salaries and Wages

41300 lncentive 41620 Unscheduled 41 820T Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 10 TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 4251Q Qar Allowance 42550 Communications Allowance

1,184,678

2,205

2,400

1,800

3,061

2,000 153,388 367 16,627 68,337 134,000 26,540

2,000 153,759 384 17,370 71,323 1 35,816 29,110

126,314 336

14,443 59,759 129,ô56 60 1,106

1 6,1

1,072

1,121

3,115 11,460 4,800

4,081

2,981 8,460 4,800

41000 Personal Services 51 110 Office Expense 51 1 15 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

1,392,069 15,478 629 1,625

1,624,926 18,000 500 1,200

100 100 50

3,000

8,000 250

51000 Supplies 61200 Postage 61400 Dues 62000 Professional 68300 R & M - lmprovements 68310 R & M Other lmprovements 68610 Office Equipment 68680 Other Equipment 68710 Auto Repair and Maint 69210 Rental City Equipment

20,846

60000 Contractual Services 71 100 lnsurance and Bonds 72000 Radio Communication 74000 Printing and Binding 75100 Travel 75300 Meals and Local 77200 License and Permits

5,934

500 17,000 200 5,600

70000 Other Charges 84100 Auto-Rolling Stock & Equ

33,340

27J32

20,000

28,252 8,500

2,746 9,274

3 0

1,265 835 0 1,010 0

2,259 4,902

100 100 50 50

23,250 3,000

7150

1,973 6,540

4,000 8,300

571 0

2,36'l

0 1,400 1,000

36,924

46,918

55,531

71,768 3,832

3,832 10,128 0

13,281 165

,616,736 18,000

600 1,200

100 50 50

28,500 3,000 7,370 4,000 20,000 0 1,400

2,000 12,975 50,393 't 01

,1 38

4,752 0 500 17,000

400 5,600

80000 Capital Outlay 90030 Municipal Garage 90180 Sales to Other Departmen

-53,646 -68,033

20,000 -53,646 -75,000

8,500 -63,453 -75,000

90000 lnter Reimbursements TEXPENSES Total Expenses

-121 ,679 1,380,106

-'128,646

1,638,430

-138,453 1,644,673

254

City of Amarillo Department Staffi n g Report

Department: Engineering Personal Services Total

Number of

Employees Glassification 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 MGTO55 1.00 MGT21O 1.00 PRF3OO

-rEC212 2.00 2.00 TEC213 2.00 TEC918 2.00 TECg19 3.00 rEc921

Description DIRECTOR OF PUBLIC WORKS ASSISTANT DIRECTOR OF PUBLIC WORKS CITY ENGINEER ASSISTANT CITY ENGINEER ADMIN ISTRATIVE ASSISTANT I ADMINISTRATIVE ASSISTANT IV ADMIN ISTRATIVE TECHNICIAN PROJECT CONSTRUCTION SUPERVISOR PUBLIC WORKS PROJECT COORDINATOR CIVIL ENGINEER II ENGINEERING AIDE II INSTRUMENT OPERATOR PROJ ECT REPRESENTATIVE

23.00

PROJECT REPRESENTATIVE II ENGINEERING ASSISTANT II ENGINEERING ASSISTANT IV SENIOR DESIGN TECHNICIAN Total Permanent Positions

23.00

Total Department

1.00 TEC923 1.00 TEC925

1,616,736

255

ctlY oF

AMARItto 256

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, potñole 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 Depart effective price. Continued imP and facilities overthe next four meet this goal. ln addition to basic maintenance operations' all a expanded use of computer technology and organ¡zational layout

OBJECTIVES

t * . * i

Maintain an appropriate level (1 .3 million sq yd) of annual sealcoating maintenance to all residential streets once every ten years. Îo coincide with the ten-year sealcoating program, it will be necessary to pour an annual min¡mum of 60,000 gallons emulsion asphalt for cracksealing maintenance. Pour 1,000 cu. yd. of redi-mix concrete for various utility cut repairs. Placing approxi-nrately 18,000 tons of hot-mix asphalt ¡n deteriorated portions of various streets and alleys.

OPERATING STATISTICS/PERFORMANCE

MEASURES

Overlavino: Annual Overlay Total Project Cost Lane Miles Overlaid Sealcoatinq: Square Yards Complete Equivalent Street Miles Seal Coating Operations Per SY

Actual

Estimated

2012113

2013t14

2014t15

$1,588,744.45

$'t ,778,1 86.25

$1,800,000.00 ô

681,810

1,300,000 69.25 $1.25

1,300,000 69.25 $1.20

35.70 $1.30

SIGNIFICANT CHANGES

Professional Services to enable the Street Significant changes include an estimated increase of $'1,750 in account 62000 Dãpartment to teit hot-mix materials on a quarterly basis. Also, an estimated increase of $16,056 in account 53100, due to the increased cost for Natural Gas.

ACCOMPLISHMENTS All objectives within the last year were either accomplished or reasonably close to expected levels. ln 2012,the Street Department perfoimed a high 960,798 in utility cut paving repairs for outside utilities. ln 201312014, the Street Department also acquired äquipment to eñable the formation of a second minor asphalt repair operation to address the increased maintenance requirements associated with the growing number of new paved streets and alleys.

257

City of Amarillo Street Department

41 100 Salaries and Wages

lncentive Unscheduled lnsurance Life Medica OASDI TMRS Funding Unemployment Compensation Allowance 41000 Personal Services 51 110 Office Expense 5 Employee Recognition Pro 51 51 120 Safety Program 51200 Operating 51250 Janitor 5'1300 Clothing and Linen 51350 Chemical and Medical 51 800 Fuel & Oil 51850 Minor Tools 51950 Minor Office Equipment 51980 lT Hardware 52050 Auto Parts 52050LABOR Auto Parts Labor 52120 Tires and Tubes Other 53100 Natural Gas 53150 Electricity 41300 41620 41820T Health 41900 42010 Social Security 42020 Social Security 42110 42115 OPEB 42300 State 42400 Workers 42550 Communications

53200 Water and Sewer 51000 Supplies 61200 Postage 6'1410 Tuition 62000 Professional 68300 R & M - lmprovements 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 60000 Contractual Services 71 I 00 lnsurance and Bonds 72000 Radio Communication 75100 Travel 77200 License and Permits 70000 Other Charges 83300 Street Overlay 80000 Capital Outlay 90030 Municipal Garage 90080 Water Distribution 901 10 Sewer System 90180 Sales to Other Departmen 90000 lnter Reimbursements TEXPENSES Total Expenses

2,061,548

49,961 47,317 463,539 1,277 29,549 9,699 265,494 31,864 4,860 114,654 ,203 3,190,966 3,591 1,577 0 82,125 1,529 12,785 15,848 12,931 2,043 0 0 51 ,376 2,988 121 40,385 11,321 1 1

3,482 242,103 390 616 35

2,428,748 0

182 0 15,311

5,500 1,500,407 96,848

2,377

49,800 40,000 583,933 1,434 35,'l 62 139,937 282,456 52,228 4,863 133,001 1,200 3,701,394 3,400 1,200 0 111,000 1,300 16,000 49,800 0,000 2,800 2,800 265 33,500 4,600 450 43,200 14,555 1

48,600 40,000

626J02 1,468

35,707 142,157

278,288 55,716 5,020

132,692 1 ,2OO

3,867,281 3,400 1 ,200 2,750

111,000 1,300 16,400

40,000 10,000

2,800 6,350 0

35,000 4,600 450

186

59,256 14,341 907

299,056 400

312,754 400

1,500

450 3,867,100 125

2,200 3,200,000 125

900 300

6,000 5,500 1 ,606,190 60,000

6,000 5,500 1,756,139

60,000 5,033,064 24,798

4,048,037 25,369 15,809 808 335

5,548,465 25,730

42,321 0

29,630

28,698

637,000

-15,860 -16,233 -12,162 -443,581 -487,836 7,035,59't

-15,860 -16,233 -12,162 -420,000

637,000 -15,860 -16,233

-12,162 -460,000

-464,255 9,114,290

9,374,543

258

3,500

3,500 400

400

-504,255

City of Amarillo Department Staffing Report

Department: Street Department Personal Services Total

Number of

Employees Classification

Description

Permanent Positions

00 ADM220 00 00 00 1. 00

ADM221

cLR220 cLR400 cLR405 1. 00 cLR420 4. 00 MGT22O 2. 00 t{icT221 1. 00 rEc225 2. 00 TRD22O

14.00 1RD221 1.00

rRD222

3.00 TRDgOO 42.00 TRD93O 12.00 TRD95O 5.00 TRD951 4.00 TRD960 96.00

STREET SUPERINTENDENT ASSISTANT STREET SUPERINTENDENT STREET PROGRAM COORDINATOR ADMIN ISTRAÏIVE ASSISTANT I ADMIN ISTRATIVE ASSISTANT I ADMIN ISTRATIVE ASSISTANT V STREET SUPERVISOR I STREET FOREPERSON I TRAFFIC CONTROL SPECIALIST EQUIPMENT OPERATOR IV EQUIPMENT OPERATOR CONCRETE FINISHER WATCHGUARD UTILITY WORKER EQUIPMENT OPERATOR II EQUIPMENT OPERATOR III I

UTILITY OPERATOR

Total Permanent Positions

Part-Time Positions

4.00 HRL930 1.00 HRL950 5.00 101.00

UTILITY WORKER EQUIPMENT OPERATOR II Total Part-Time Positions

Total Department

3,867,281

259

CITY OF

AMARIttO drEf spÀcts r E¡0tEss 0ÞronluIlflEs

260

CIW OF AMARILLO

sollD wAsTE COLLECTION (1431) FUNCTIONS, GOALS AND OBJEGTIVES FUNGTIONS

The Solid Waste Collection Department's function is to collect solid waste from residences and businesses in order to ensure the healthandwelfareofthecitizeniofAmarillo. Thisincludesremoval ofbrushandjunkandenforcementoftheSolidWasteCollection 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 io maintain a good working relationship with all other departments in the City.

OBJECTIVES

t * i r

provide for the efficient collection of residential and commercial solid waste, as well as to respond to all citizen inquiries in a timely fashion. of bodily injury prevention as well as motor vehicle safety. by continuing to maintain the City's drop-off recycling program. ed 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.l.S.D. participating in cardboard recycling, there has been a reduction in commercial revenue. Due to several new, expanding subdivisions and increases in the residential route customers, the collection routes will be evaluated for the most efficient and balanced service

OPERATING STATISTICS/PERFORMANCE

MEASU RES

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 2012t13

Estimated

2013t14

2014t15

22,830 96,279

23,000

23,200

97,200

97,400

9,671

49,948

9,700 50,000

6,442 12,283

b 500 'l 2 350

6,550 12,500

38,943 158,510

39,200 159,550

39,450 159,900

ACCOMPLISHMENTS physicals, and bi-weekly training, the accident and injury the residential routes has greatly improved the overall complaints. The knuckleboom, brush collection and tub sites of limbs afrer numerous windstorms. . The additional urb-side collection customers.

26L

City of Amarillo Solid Waste Gollection

41 100 Salaries and Wages

2,881, 74,400 30,000 765,514

41300 lncentive 41620 Unscheduled 41 82OT Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1O TMRS 421 15 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42550 Communications Allowance

76,800 7,677 697,606

41000 Personal Services 51 110 Office Expense 51 115 Employee Recognition Pro 5'l 120 Safety Program 51200 Operating 51300 Clothing and Linen 51350 Chemical and Medical 51750 Recyclable 51850 Minor Tools 51950 Minor Office Equipment 52050 Auto Parts 52050LABOR Auto Parts Labor 52120 Tires and Tubes Other 52200 Trash Bags 53150 Electricity

4,487,982

2,400 4,747,502

2,008

3,000

2,076

1,500 0

51000 Supplies 61200 Postage 61400 Dues 61410 Tuition 6141 5 Safety Training 68300 R & M - lmprovements 68630 Dumpster Boxes 68640 Machinery 68650 Shop Equipment 69100 Rental Land & Buildings 69210 Rental City Equipment

271,039 3,072

60000 Contractual Services 71100 lnsurance and Bonds 72000 Radio Communication 751 00 Travel 70000 Other Charges 84100 Auto-Rolling Stock & Equ 80000 Gapital Outlay TEXPENSES Total Expenses

3,003,988 77,400 30,000 805,630

1,760

1,801

40,419 171,806 367,468 45,744 5,686 189,496 2,407

44,646 189,967 3s9,82s 70,896 5,345 198,042

44,680

0 18,321

18,660 1,092 49,571 102,077

15,000 16,760 1,000

190,111

349,352 74,511 5,345

197,454 3,600

4,793,973 3,000 1,500 7,500 15,000 16,760 1,000

36,000

102,000 0

120,000 300

319

200

400 90,000

400 90,000 374

76,535

344

317

266,204 3,096 450 1,350 0 2,500 03,000 2,000 1,500 00 3,519,927

3,807,071

3,068,605 28,009 17,752

3,633,823 31,192

3,922,967 42,249

2,200

6,033 0

407 14',t,286 1,438 1,576 10

2,914,784

45,761 0

33,392 140,000

r40,000

7,873,388

8,820,921

262

292,034 3,096

450 1,350 2,000 2,500 103,000

2,000 1,500

44,449 298,000 298,000 9,341,323

City of Amarillo Department Staffing Report Department

Solid Waste Collection Personal Services

Number of

Employees Classification

Total

Description

Permanent Positions

1.00 ADM240 1.00 ADM241 1.00 cLR400 1.00 cLR420 2.00 MGT240 s.00 MGT241 1.00 MGT260 1.00 TEC560 1 .00 TEC915 2.00 TRD240 1.00 TRD241 19.00 TRD930 55.00 TRD952 17.00 TRD953 108.00

SOLID WASTE SUPERINTENDENT ASSISTANT SOLID WASTE SUPERINTENDENT ADM INISTRATIVE ASSISTANT I ADMINISTRATIVE ASSISTANT V SOLID WASTE SERVICE COORDINATOR ROUTE SUPERVISOR MAINTENANCE SHOP COORDINATOR SOLID WASTE SERVICE TECHNICIAN ASSISTANT SOLID WASTE SERVICE COORDINATOR

WELDER I WELDER II UTILITY WORKER RESIDENTIAL EQU IPMENT OPERATOR COMMERCIAL EQU IPMENT OPERATOR Total Permanent Positions

Part-Time Positions

2.O0 HRL930 110.00

UTILITY WORKER

4,793,873

Total Department

263

clly oF

AMARIttO 264

CIW OF AMARILLO

solrD wAsTE DISPOSAL (1432) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The function of the Solid Waste Disposal Department is to operate the City of Amarillo sanitary landfillfordisposal of all non-hazardous solid waste collected within the City. The Dèpartment also operates a Transfer Station for unloading and/or temporary storage and

transfer of solid waste to the landfil. 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 applica-bie fedêral,'State, and City regulations so that both facilities have a minimal negative effect on adjoining properties. providing ä safe, accessible site for unloâding and disposal.of public-and municipal non-hazardous solid waste at the min¡mum cost while ieducing personal and vehicular accidents through the use of Comprehensive Safety and Training Programs.

OBJECTIVES

t t

To operate the facilities so that the Federel, State and City regulations are abided by to ensure the health and safety of the citizens in Amarillo and the surrounding areas. To continue prov¡ding a safe place for employees by administering safety programs during bi-weekly meetings.

SIGNIFICANT CHANGES ln order to ensure compliance w¡th Texas Commission on Environmental Quality (TCEQ) and Storm Water Pollution Prevention Plan regulations, the landfili personnel, with the assistance of the collection department brush crews, has continued to help control windblõwn trash, storm water control, dust suppression, ground water analysis, recycling, and general maintenance. Waste is being filled on top of the above-ground fill area ot iett ¿ and rèquires the addition of a wheel loader, slurry mix applicator for controlling windblown paper and an-add¡tional Landfill Disposal Equipment Operator. A new pit area and liner expansion in Cell 10 is due to be comptéteä in the Summer o1 2014. A Wind Blown Paper Management System is mandatory due to now being 20 to 80 feet above

natural grade versus 60 to 80 feet below natural grade.

OPERATING STATISTICS/PERFORMANCE

MEASURES

Transfer Station Transfer Truck Loads to Landfill

Actual

Estimated

2012t13

2013114

2014115

8,691

8,700 158,166

8,750 159,000

158,039

Tonnage Landfill Number of Loads Tons of Solid Waste Received

41,817

42,000

42,400

258,260

260,000

262,000

ACCOMPLISHMENTS The Transfer Station expansion project and a new fire suppression system were completed in the first part of 2012. The enlarged Transfer Station is more productive ånd efficient, and a safer work environment. The 6 new portable wind screens have helped better control the windblown paper with the higher, above-grade elevations on the aerial landfill pit areas.

265

City of Amarillo Solid Waste Disposal

41 100 Salaries and Wages

41300 lncentive 41620 Unscheduled 41 8201 Health lnsurance 4'|900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421I0 TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 41 000 Personal Services 51 110 Office Expense 51 115 Employee Recognition Pro

30,128 35,680 196,060 498 12,997 52,887 1't3,259 14,075 1,817 70,984 1,411,137

2,679 0

5,l200 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

34,799 1,059 6,270 493

51000 Supplies 61200 Postage 61400 Dues 61410 Tu¡t¡on 61415 Safety Training 62000 Professional 63210 Armored Car Service 63350 Credit Card Fees 67320 Extermination

114,789 1,307

6,574 1,871 120 '150

6,358 46,081

8,333

0 3,721 0

6,385

7,614 9,424 845

68100R&M-Building

2,889

68300 R & M - lmprovements 68640 Machinery 68650 Shop Equipment 68710 Auto Repair and Maint 69210 Rental City Equipment 69220 Rental Other Equipment

33,040 848 1,506 0

1,505,572 0

954,312 27,600 20,000 223,619

37,200 20,000 219,596 517 14,553

517

14,238 57,407 114,745 21,427

58,850 113,791

23,065

1,806

76,745

80,1 87

1,512,417 3,000 600 20,650 800 7,620 500 26,016 3,000 500 200 5,014 51,036 9,039

1,552,838

3,000 600 53,650 800

7,620 500

7,558 3,000 500

200

8,492 60,165 799

127,975 432 250 3,500 0 12,000 7,620

54 884

432 250 3,500 1,000 12,000

7,620

650 5,000 35,000 2,000 2,000 200 1,774,306 2,500

650

1,845,458 8,783

5,000

35,000 2,000 2,000 1

200 ,883,715 2,500

1,955,867

60000 Contractual Services 71 1 00 lnsurance and Bonds 72000 Radio Communication 75100 Travel 77200 License and Permits 77430 Administrative - Labora 77470 Sewice Charges - Other 78210 Cash Over/Short 78230 Loss on Bad Debt

I ,573,1 53

3,949

2,000

2 000

70000 Other Charges TEXPENSES Total Expenses

339,303 3,438,382

316,633 3,802,483

316,796 3,980,385

8,783 4,815 0

274,445

47,288 0 23

266

8,946

3,000 232,000 66,000 4,800

3,000 232,OOO

66,000 4,800

City of Amarillo Department Staffing Report

Department: Solid Waste Disposal Personal

Services Total

Number of

Employees Classification

Description

Permanent Positions

1.00 MGT250 1.00 MGT251 1.00 MGT252 1.00 MGT253 1.00 TEC150 2.00 TRD250 B.OO TRD251

3.00 TRD252 7.00 TRD255 7.00 TRD930 1.00 TRD972 33.00

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 1.00 HRL930 2.00

TRANSFER TRUCK DRIVER UTILITY WORKER Total Part-Time Positions

35.00

Total Department

1,552,838

267

ctlY OF

AMARItto 268

CITY OF AMARILLO TRAFFTC ADMINISTRATION (173r) FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS The Traffìc Engineering Department is responsible forthe planning, design, maintenance, and operation of all traffic control devices. pavement markings (stop This includes tiaffic sig-ns (dtop, yield, speèd limit, parking restriction, street name, etc.), traffic signals, and and methods ished äiiows, etc.) ing street light rtment Uniform ntaryschools, dult mputerized program. investigating sight restriction complaints, isluing driveway and parade permits, and conducting a traffic counting

bars, found install

usi is scho

r Traffic sign

GOALS

Toprovideforthesafeandefficientmovementofpeopleandgoods. Thisinvolvesacontinuousefforttoimprovetheoverallefficiency of the street network while reducing the number and severi$ of collisions.

OBJECTIVES

* * t t * t t

addit

arkings, traffic signal re-

in displ

design and application'

ncluding nal disPlaYs fo ounts each of lncrease street lighting, both residential and arterial, lmplement desigã stañdards for signing and signal Upgrade school zone flashers, signs and markings. Observe peak hour intersection and arterial operation. Continue IMSA certifications for appropriate personnel.

¡t'

Actual

Estimated

OPERATING STATISTICS

2012t13

2013t14

2014115

Street Lights in Place Street Lights lnstalled Sight Restrictions lnvestigated Responses to Complaints/Requests Traffic Signal Studies Speed Studies Traffic Control Requests Parking Studies Traffic Links Counted Block Party Permits lssued Parade Permits lssued

10 521

10 ,680

286

10,600 79 300

237

200

210

10 6

10 14

12 14

252

270 78 83

260

74 81

80 300

80 90

ACCOMPLISHMENTS The Traffic engineering Department is completing work on phase two of a three phase project to provide communications with the year and school flashers as well as the traffic signal cbntroil-ers. Work on phase 2 should be completed by the end of the 13/14 fiscal flow on Soncy improve the traffic to with TXDOT is working Engineering Traffìc of 2015. ãpring project by the complete shoutd be the Roäd between Amarillo Bivd. Wést anO n¡ltl¡oe Road. The proþct will include upgrades to the existing signal along the conidor as well as median islands between the northbound and southbound travel lanes. The Department is updating and revising the driveway and parking manual.

269

City of Amarillo

Traffic Administration

and Wages 41300 lncentive 41 82OT Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42510 Cil Allowance 42520 Uniform/Clothing Allowan

392,13'l

450,913

459,461

2,263

4,200

26,707

36,602

3,000 37,343

41000 Personal Services 51'l 10 Office Expense 51200 Operating 52050 Auto Parts 52050LABOR Auto Parts Labor

5,693

6,653 17,458 35,307 6,518

6,788 17,823 34,993 6,985

14,086

31,535 3,662 1,053

1,165

1,180

16,789

17,358 2,800 2,880

17,671 2,800 2,880

499,650 5,870 4,299 146 400

581,947 4,000

591,017 5,400 4,000

100 500

51000 Supplies 6'1200 Postage 61300 Advertising 61400 Dues 62000 Professional 68220 Street Lights 69210 Rental City Equipment

10,715

10,000

985 '18,408

1,600 0

10,000 1,600

1,146 0

1,200

60000 Contractual Services 71 100 lnsurance and Bonds 72000 Radio Communication 75100 Travel

2,678 2,982

70000 Other Charges TEXPENSES Total Expenses

5,400

800 1,200 20,000 21,600

0 0

12,009

13,546

14,007

32,s49 7,300

16,346 7,807

59,207 15,641

9,192

4,726

4,000

21,218

11,807

19,641

564,131

620,1 00

679,864

Department Staffing Report Department:

Traffic Administration Personal Services Total

Number of

Employees Glassification

Description

Permanent Positions

1.00 ADM540 1.00 cLR415 2.00 TEC222 1.00 TEC542 0.50 TECssO 5.50

TRAFFIC ENGINEER ADM INISTRATIVE ASSISTANT IV TRAFFIC DESIGN TECHNÍCIAN TRAFFIC TECHNICIAN II TRAFFIC OPERATIONS TECHNICIAN Total Permanent Positions

Part-Time Positions

36.00 HRL540 3.00 HRL54í 1.00 HRL545 1.00 HRL920 41.00

SCHOOL CROSSING GUARD SCHOOL CROSSING GUARD SUBSTITUTE SCHOOL CROSSING GUARD SUPERVISOR COLLEGE INTERN Total Part-Time Positions

46.50

Total Department

591,017

270

CIW OF AMARILLO TRAFF¡C F|ELD OPERATIONS (1732) FUNCTIONS, GOALS, AND OBJECTIVES FUNCTIONS

TrafficFieldOperationsisresponsiblefortheinstallation,operation,andmaintenanceofalltraffìccontrol

devices. Thisincludestraffic

signs (stop, yièld, speed limit, parking restriction, street name, etc.), traffic signals, schoolflashers, and pavement markings (stop bars, crósswattis,lsland iips, arrowé, etc.), maintaining a contract to oversee the maintenance of Street Lights on l'40, Canyon Drive, and US 247 These aitivities are accômplished uõing nationally recognized standards and methods found in the Texas Manual On Uniform Traffic Control Devices (MUTCD).

GOALS

Toprovideforthesafeandefficientmovementof peopleandgoods. Thisinvolvesacontinuousefforttoimprovetheoverallefficiency of the street network while reducing the number and severity of collisions.

OBJECTIVES

* t t t

perform routine preventative maintenance on all traffic signal equipment and street lights once a year to reduce emergency signal repairs. piomote safety by upgrading school zone signs and markings, and adding flashing beacons to advance crosswalk signs' Continue IMSA certifications for appropriate personnel

projects. lnspect all s¡gns once a year, both day and night.

Expand the signs and markings maintenance program by striping all major arterials twice a year, painting crosswalks, stop

bais, arrows, median tips, añd railroad warnings once a year, and using preformed markings for overlay and sealcoat

OPERATING STATISTICS/PERFORMANCE

MEASURERS

Signalized lntersections Maintained Signalized lntersections Rebuilt New Signalized lntersections 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 Decorative Pedestrian Lights in the CBD Maintained Signs Fabricated Signs lnstalled Lane Miles of Street Striping Gallons of Paint Applied Traffic Control Signs Maintained Work Orders Completed Stripe Major Arterials

Actual 2012113

Estimated

2013114

2014115

264

4 0

264

62 2

62 4 0

62 4 2

0 2

1,800 224

1,920

284

375

2,692

2,600 3,450 7,000 8,000 7,600 140 Twice

3,000 4,500 7,500 8,500

3,041

6,980

7,642 7,534 214 Twice

8,'100

220 Twice

SIGNIFICANT CHANGES

¡n re p rourTrafficSig communication maintained on

Technology has provided greater productivity with the increased use of laptops and equ¡pment school flaé'her ei¡uipmentãnO controllers are becoming more reliable. We will be continue to ¡ new TXMUTCD standard for four

section yearproject éo w¡tn tne a ecorative pe

sign end

lays and ill be the ' This is also which

includes lights and underground conduit.

ACCOMPLISHMENTS

The new Signal and School Flasher Communication System is up and working. This new system allows the_Traffic Signal Techs to Field Office. The intersections of ntroller, signal displays and radar at the intersection of Western &

& 45th and Coulter & Lowe's.

2lr

City of Amarillo

Traffic Field Operation

562,665 25,200

112,001

562,140 25,200 12,000 132,838

285

317

7,551

8,516 35,080 66,122

35,1 20

41 100 Salaries and Wages

41300 lncentive 41620 Unscheduled 41 82OT Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1O TMRS 421'15 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42550 Communications Allowance 41000 Personal Services 51 I 10 Office Expense 511 15 Employee Recognition Pro 51 120 Safety Program 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 53150 Electricity

25,042 18,702

31,078 66,388 8,273 975 28,249 1,203

13,091

15,000 139,51

8,524 64,221 13,765

1,043 32,663 1,200

1,042 32,671

807,597 2,558 420

890,2f I

900,¡t43

1,800

2,000

500

3,500

21,676

15,000 4,300 200

13,000

4,471 137

2,400

3,300 200 0

0 0

3,081

4,500

327 313

200 200

166 1,719,961

200 1,786,663

51000 Supplies 61200 Postage 61400 Dues 61410 Tuition 6141 5 Safety Training 68210 Traffic Pavement Marker 68220 Street Lights 68300 R & M - lmprovements 6831 2 Other lmprovement 68640 Machinery 68650 Shop Equipment 68710 Auto Repair and Maint 69210 Rental City Equipment

1,753,391 1,121

1,813,563 't,252

950 1,975 0

1,500 1,500 0

128,001

150,000 120,000 155,000

1,476 145,307

1,000 600 4,000 1 58,314

60000 Contractual Services 71100 lnsurance and Bonds 72000 Radio Communication 75',l00 Travel 78230 Loss on Bad Debt

666,812

71 5,1 66

729,733

3,811

5,312

8,268 4,500 18,908

6,900

70000 Other Charges 84910 Other Equipment

35,488 9,500

10,711 10,600

12,212

80000 Capital Outlay 90155 Damage to lnfrastructure 901 60 Other Departments

9,500 -23,421

10,600 -40,000

11,200 -40,000

-5,674 -29,095 3,243,693

-40,000 3,400,251

-40,000

90000 lnter Reimbursements TEXPENSES Total Expenses

191

15't,940 131,664 103,171 1,099 109

272

122,OOO

787 3,500 200 200 200 1,978,786

2,006,173 1,252 1,500 1,500 1,300 150,000 120,000 155,000 120,000 1,000 ô00

4,000 't73,581

11,200

3,619,760

Gity of Amarillo.

Department Staff ing Report Department:

Traffic Field Operation Personal

Services Total

Number of

Employees Glassification

Description

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

22.0O

Total Department

900,443

273

CITY OF

AMARIttO ODEf 39¡CES t EilOlE35 0PtO¡ÌuÙlrlEs

274

DEVELOPMENT SERVICES BOARDS:

GOMMITTEES:

. Animal Management & Welfare Board . Board of Appraisal Review . Board of Review for Landmarks and H¡storical

. Comprehensive Plan lmplementation Advisory Committee

. MPO Policy Advisory Comm¡ttee

Districts

A.C.M. DEVELOPMENT SERVtCES

. Center City Tax lncrement Re¡nvestment Zone #1 Board (TIRZ)

o Construction Advisory and Appeals Board

. Downtown Urban Design Standards Review Board

. Planning and Zoning Commission o Public lmprovement District Boards . Zoning Board of Adjustments

BUILDING SAFETY

PLANNING ANIMAL MANAGEMENT & WELFARE METROPOLITAN PLANNING ORGANIZATION

FUNCTIONAL ACTIVITIES

275

Gity of Amarillo

Summary of Expenditures by Activity Classification ACTUAL 2012t2013

Budgeted

2013t2014

201412015

Development Services 1710 Animal Management & Welfa

1,597,192

1,747,588

2,360,025

1720 Planning 1740 Building Safety

485,091 2,162,431

507,250

522,003

2,405,280

2,464,051

372,849 372,849

386, 065 386, 065

388,975 388,975

DESCRIPTION 1000 General Fuid

2420 U¡ban Transportation Planning

Development Services 24200 Urban Transportation Pla 2420 Urban Transportation Plan

276

CIW OF AMARILLO ANTMAL MANAGEMENT &WELFARE (1710) FUNCTIONS, GOALS AND OBJECTIVES

FUNCTION

The Animal Management & Welfare Department promotes the health and safety of the community through enforcement and shelter services foistray, lost animals, oi unwanted animals in Amarillo. The Department provides a facility for such animals and leases space to the Amarillo panhandle Humane Society. Animal Management & Welfare enforces City ordinances and State laws periaining to animals. The Department investigates cases of rabies and other zoonotic diseases. The Department provides publiò educatión and programs to encourage adoptions, responsible pet ownership, proper care of animals, and spay/neutering for population control.

GOALS

t t * t * t

Reduce health hazards from stray animals and unsanitary animal conditions in the community. Reduce cases of animal cruelty, animal bites and possible rabies infections. lncrease owner reclaims of lost pets, promote adoptions and to reduce euthanasia. Maintain professional standards and improve training of Animal Management Officers and shelter staff. Continueà improvement of the environment and conditions of the shelter facilities and the animals housed' lmplementation of new shelter management software system.

OBJECTIVES

t * * 1¡ *

Enhanced enforcement of existing laws and codes. Enhancement of existing laws and codes to improve their effectiveness. Encourage citizens to spay/neuter and vaccinate their animals

lncrease community oltrêacn programs in collaboration with the Amarillo Panhandle Humane Society and other community partners. lncrease the live release rate at the shelter.

OPERATING STATISTICS / PERFORMANCE MEASURES

Actual

Estimated

20't2t13

2013t14

2014115

Number of Calls Of the Animals Picked Up, the Following Were: Dead on Arrival lssued Citations lssued Warnings Returned to Owner in Field Reclaimed by Owner

33,214

35,000

34,000

5,037 2,811

5,000 4,000 I 300 2,000 2,500

4,000 5,000 I 500 2,000 2,500

,100

250

3,000 10,500

3,500 7,000

'1561

1j82 1,148 0 '1 ,513

Fostered Adopted Euthanized

7,694

ACCOMPLISHMENTS ln Fy2O13-14, the Department's name was changed to reflect a revitalized attitude to improve shelter operations ahd meet new on banding, objectives. An improvãd animal intake process also began in FY2013-14, which includes perienced a pet lost interactive web based photos to àepartmental directly uploaded enhanced four Animal reorganizaiion, whiòh included nin-e addiiional staff added; one Animal Welfare Carã Workers and four field officers. Municipal Code improvements were made to enhance public safety, animal cruelty case enforcement and improve animal welfare. An ordinance change requiring microchipping for all impounded animals at time of reclaim; improving the ability for officers to return pets to their owner in the field rather than impounding the animal at the shelter, C¡tV Coincil. Major facility improvements have taken place to include: kennel door replacement and was aiproved adminisiration office remodel. The Animal Manàgement & Welf re Department continues to pursue high professional standards for officers and staff through Amarillo College, the Texas Animal Control Association, and the National Animal Control

in search Specialist

¡i

Association. public Awarãness Programs: bepartment staff provided community ouheach and partner with nonprofit

organizations to promote advocacy for ãnimals, including community microchipping event providing-2SO no-cost pet microchips' lmlroved partnerships have been developed to improve animal care, expand adoptions and fostering programs. Special outreach is made at community events.

277

Gity of Amarillo Animal Management & Welfare

41 100 Salaries and Wages

41300 lncentive 41620 Unscheduled 41820T Health lnsurance 41900 L¡fe 42010 Social Security - Medica 42020 Social Security - OASDI 421.I0 TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 4251O Ca¡ Allowance 42520 Uniform/Glothing Allowan 42550 Communications Allowance 41000 Personal Services 51 1 10 Offìce Expense 511 15 Employee Recognition Pro 51200 Operating 51250 Janitor 51300 Clothing and Linen 51350 Chemical and Medical 51400 Photographic 51450 Botany & Agrigulture 51510 An¡mal Traps 51550 Animal Feed and Medical 51700 Education 51800 Fuel & Oil 51850 M¡nor Tools 51955 Furniture 52000 Ammunition 52050 Auto Parts 52050LABOR Auto Parts Labor 53100 Natural Gas 53'150 Electricity 53200 Water and Sewer 51000 Supplies 61 100 Communications Billing 61200 Postage 61300 Advertis¡ng 61400 Dues 61410 Tuition 62000 Professional 63210 Armored Car Service 63350 Credit Card Fees 63400 Employee Medical 67320 Extermination

31,821 38,690 152,354 407 13,097 54,933 117,698 14,363

968,580 27,600 25,000 173,937

417 13,177 56,1 73 105,878

15,445 6,016

20,964 1,233 19,705 6,000

9,829

10,080

1,392

27,000 25,000 220,536 534 15,375 65,571

119,904 25,699 1,552 23,213 6,000 11,340 3,600

3,610

3,600

1,318,880 5,441 829

1,432,344 5,000 0

10,031

7,000 9,000 7,000

9,000 10,000 8,000 19,000

11,486 6,705

't4,913 1,1 19

271

2,547 19,33't

1,544 28 5,319 3,955 0 0 0

17,931 9,886 10,983

19,000 1,000 500

2,500 16,000 3,000

'1,825,626

5,000

1,000 1,000

2,500

27,500 3,000

9,000

12,000

0 750 500 500 16,181 10,257 13,381

750 0 500

28,589 11,137

11,745

122,319 5,547 196

120,627

150,721

7,800 276

7,800

1,000

1,163 2,997

2,000 3,000

0 3,501

3,504

300 1,000

2,000 5,000 31,000 3,504

932

5,000

550

1,000 1,000

1,000

15,000

3,000 250 2,000

117,523

163,263

60000 Contractual Services 71 I 00 lnsurance and Bonds 72000 Radio Communication 74000 Printing and Binding 75100 Travel 75300 Meals and Local 78210 Cash Over/Short 78230 Loss on Bad Debt

147,304 5,471

r93,093 6,124

12,580

2,160 2,380

4,000 3,000

199

300

4,000 3,000 500

434 1,465

100

0 100

70000 Other Charges

24,689

13,524

16,138

68100R&M-Building 68300 R & M - lmprovements 68650 Shop Equipment 68710 Auto Repair and Maint 69210 Rental City Equipment

14,840 55

278

0 0

2,500 162,336

236,40 8,538

City of Amarillo Animal Management & Welfare

80000 GapitalOutlay 90140 Airport 90000 Inter Reimbursements TEXPENSES Total Expenses

-16,000

-12,000

-16,000 1,597,192

-12,000 1,747,588

143,100 -12,000 .12,000 2,360,025

Gity of Amarillo Department Staffing RePort Department:

Animal Management and Welfare Personal Services Total

Number of

Employees Glassification

Description

Permanent Positions 1.00 ADM047 1.00 ADM590

ANIMAL WELFARE SPECIALIST

38.00

ANIMAL CONTROL DIRECTOR ASSISTANT DIRECTOR OF ANIMAL CONTROL OFFICE MANAGER ADMINISTRATIVE TECHNICIAN ANIMAL MANAGEMENT FIELD SUPERVISOR COMPLIANCE MANAGER FIELD SERVICES MANAGER SHELTER MANAGER CSR INTAKE SPECIALIST ANIMAL MANAGEMENT OFFICER TRAINEE ANIMAL CARE WORKER ANIMAL MANAGEMENT OFFICER I ANIMAL MANAGEMENT OFFICER II ANIMAL MANAGEMENT OFFICER III Total Permanent Positions

38.00

Total Department

1.00 ADM591 1.00 cLR630 1.00 cLR941 3.00 MGT590 1.00 MGT775 1.00 MGT780 1.00 MGT790 2.00 TRD160 8.00 TRD560 9.00 TRD565 3.00 TRD592 4.00 TRD593 1.00 TRD594

279

1,825,626

(ITY OF

AMARIttO ôÞ8tr rÞÀc!s, ÉtrDLEss oPPolf u¡lliEs

280

CITYOFAMARILLO PLANNING (1720) FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS The planning Department facilitates the growth of Amarillo according to the goals and visions of Amarillo citizens as identified in the Amarillo Coripre'hensive Plan. Planningbepartment Staff achieves this through short and long-range urban planning initiatives and activities that promote a community of strong neighborhoods, economic vitality, and adequate public infrastructure. These activities include: subdivision review, zoning, transpoiation planning, land use studies, special districts administration, demographic studies, flood hazard compliance, historic preservation, street, alley, and easement vacetions, rightof-way and easeme¡t dedications, licenses to encumber City right-of-way, airport zoning, and other initiatives as recommended by the Comprehensive Plan. The Department coordinates its a¡tivlties through the Amarillo Planning and Zoning Commission, Comprehensive Plan Advisory Committee, Downtown Design Review Board, Board õf Review for Landmarks and H¡storic Districts and Public lmprovement District advisory boards, Tax lncre-ment Reinvestment Zone Board, as well as working with other City departments and local utility companies.

GOALS To promote the orderly and efficient grovvth and development of the City of Amarillo by implementing the goals and recommendations idehtifìed within the Amarillo Comprehensive Plan. Provide and apply sound, comprehensive planning principles, both forcunent and long range community planning, io help guide short and long-range development, which promote the health, safe$, and welfare of Amãrilloãnd its citizeñs. Provide the various Boards and Committees with whom the Planning Department interacts with appropriate data, information, and other resources to help aid their decision making as it relates to the goals mentioned above.

OBJECTIVES

t i r i t

Continue implementation of high priority action steps as recommended by the 2010 Comprehensive Plan. Prepare the Amarillo area population estimates lor January 2014' Review, evaluate, and amend Amarillo's Subdivision Regulations in order to provide effective and efficient development review and approval Processes. lmprove and expand implementation of geographic information system for subdivision, land use, and zoning purposes. Continue to evaiuate department processes and procedures to become more service oriented, and improve accountability.

DEVELOPMENT RELATED DATA Rezoning Requests Annexations Plats Approved Residential acres platted Residential lots created Commercial acres platted

Actual

Estimated

2012t13

2013t14

20't4t15

29 4 68

26 93 529 848

29 4 80 483 768

264

200

437

688 125

ACCOMPLISHMENTS On October 12, 2010, the City of Amarillo adopted the 2010 Comprehensive Plan. Staff continues to implement actions recommended on of a new ion of a by the

Plan "iro-active" include ram

D and Street a

goa óub bod

Dow th specia streetsce

lanning that nning cont¡nues to ter ts related to edminister the Downtown Amarillo Urban Design Standards by streetscape element triggers, drive-throughs, and building edge are in the final review period and anticipated to be approved by City Council b'efore the end of October. The Downtown Design Standards have been an effective tool used in furthering redevelopment to use prehensive Plan and the tret¡ve as a development tool and ls and ent districts and other part of actions of the downtown TIRZ#1 Board by implementing an approved grant (TEP) by the State '¡itr¡cn t¡re TIRZ Board approved funding the required match of $400,000. Planning staff is anticiiating imìptemènting amending the cunent Subdivision Regulations by the end of the 2014 year, which will include new platting submittal, review, and approval processes.

28L

City of Amarillo Planning

41 100 Salaries and Wages

4't300 lncentive

602

337,979 600

41620 Unscheduled 41 82OT Health nsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation

951

41,629

4s,108

324,627

600 0 48,474

116

117

4,555 19,478 40,520 5,145 365 737

4,909

5,035

20,992

21,528

39,566 7,835 341

39,367 8,438

745

764

458,192 9,000 250

471,296 9,000

9,250

9,250 1,500 12,000 2,500 1,500 4,000 500

34',1

41000 Personal Services 51 110 Office Expense 51 115 Employee Recognition Pro

438,724

51000 Supplies 61200 Postage 61300 Advertising 61400 Dues 61410 Tuition 62000 Professional 68610 Office Equipment 692'10 Rental City Equipment

7,920 1,145 12,055 2,397 't,040

60000 Contractu al Services 71100 lnsurance and Bonds 72000 Radio Communication 74000 Printing and Binding 75100 Travel 75200 Mileage 75300 Meals and Local 771 10 Filing Fees 78230 Loss on Bad Debt

20,348

26,000

22,OOO

1,308

1,308 0

1,957

2,000 4,000 1,000

1,500 3,500 1,000

3,307

70000 Other Charges 84910 Other Equipment

18,098

13,808

13,457 6,000

80000 Capital Outlay TEXPENSES Total Expenses

0 485,091

507,250

7,920 0

1,500 r 3,500

2,500 1,500

6,000 1,000

0 3,696

4,476 2,504 2,807 0

250

592

1,000

3,'105

4,500

6,000 522,O03

City of Amarillo Department Staffing Report

Department: Planning Personal Services

Number of

Employees Glassification Permanent Positions 1.00 ADM520 1.00 cLR941 2.00 PRF900 2.00 PRF902 1.00 TEC520

Description

Total

PLANNING DIRECTOR

7.00

ADMINISTRATIVE TECHNICIAN SENIOR PLANNER PLANNER I PLANNING TECHNICIAN Total Permanent Positions

7.00

Total Department

471,296

282

CITY OF AMARILLO BU¡LD¡NG SAFEW (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 Lawé that ieôulate the conêtruction, location, development, land use, renovation, repair, and maintenance of buildings, plus their alsociated 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 regulatìons for êrtã¡n construction trades and occupational or business licenses that provide minimum standards for óompetency, safety and responsibility of trades people and contractors. The Department works to promote mitigatiñg nuiéances within the City, such as unsafe buìldings, junk vehicles, accumulations of junk

a livable city by and debris,' añO uñcu¡t¡iateO vegetative growth. The Department of Building Safety generates and maintains

extensive records regarding construction aciivity, nuisance abatement act¡v¡ty, 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 seryices, to promote compliance with all construction, development, and licensing regulations. To resolve all complaints concerning nuisances and zon¡ng 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 electron¡c 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

Actual 2012t',!3

Estimated 2013114

Estimated 2014115

100,131

98,027 $343 565 250

14,679 140 145

25j26

100,000 $305,000,000 18,300

110

7',1

200 66%

473

95 365

8oo/o

9Oo/o

s513,242,582

24 1.8 10 31

1.4 5 15

1.4

4 12

SIGNIFICANT CHANGES

The Department of Building Safety cont¡nues its vision to focus significant emphasis on safety and a commitment to positive citizen impact, community eiducation, and enhanced services. Building Safety continues to improve technology through friendlier web access and electronic submittal of plans. 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 inspectortechnology training to increase.efficiency and to improve inspector certifications and coñtinuini education. Using Combination lnspectors necess¡tates fewer inspeclions. A sþnificant hail storm on May 28, 2013 turned ñe focus of the department to the immediate demand for permits, information and inspections related to damage repairs. Due to the magnitude of damage, the need for related services continued through the next fiscal year. The City's gù¡lO¡ng Of¡cial, Scott ùcDonald, continues his appointment by the Governor of Texas to the lndustrialized Building Code Council.

283

City of Amarillo

Building Safety

41 100 Salaries and Wages

41300 lncentive 41620 Unscheduled 41 82OT Health nsurance I

4'1900 Life

42010 Social Security - Medica 42020 Social Security - OASDI 421 1 O TMRS 42115 OPÊB Funding 42300 State Unemployment 42400 Workers Compensation 42510 Car Allowance 42550 Communications Allowance 41 000 Personal Services 51 1 10 Offìce Expense

51115 Employee Recognition Pro 51200 Operating 51300 Clothing and Linen 51400 Photographic 5'1800 Fuel & Oil 51850 Minor Tools 51950 Minor Office Equipment 52050 Auto Parts 52050LABOR Auto Parts Labor 52120 Tires and Tubes Other 51000 Supplies 61 100 Communications Billing 61200 Postage 61300 Advertising 61400 Dues 61410 Tuition 62000 Professional 63350 Credit Card Fees 67110 Demolition Condemned Pro 67400 Weed Contractor Expense 69210 Rental City Equipment 69230 Pedestrian Lighting

1,219,719 28,897

54,2t0 1 75,1

495 18,199

76,182 161 ,635

20,369 1,799 1,435

3,008 2,407

26,400 30,465 188,465

,318,814 31,500 30,465 215,298

517

19,508 81,044 157,220 30,282

19,623 80,724 153,432 31,689

1,663

1,656 1,489

1,480 3,000 2,400

3,000

2,400

1,858,426 35,200 680 500

1,890,607 35,200

105

150

236

150 500

1,763,502 32,400 0

1126

680

3,800

691

500 2,000

1,948

'1,750

1,744 178 500

1,000 1,000 1,500

1,750 0 1,000 1,500

200

38,928

44,480 0 56,124 8,000 4,500 7,000 29,000

46,780

44,019

7,750 3,441 14,352 19,280

2,000

10,260

56,124 8,000 4,500 11,000

29,000

4,299

60,000 200,000 87,377

60,000 200,000 94,324

130,785 75,016 283

60000 Co ntractual Services 71 100 lnsurance and Bonds 72000 Radio Communication 751 00 Travel 75200 Mileage 75300 Meals and Local 77100 Court Costs 78210 Cash Over/Short 78230 Loss on Bad Debt

299,225 6,814

70000 Other Charges TEXPENSES Total Expenses

452,001 6,882

473,208 9,466

24,348

8,638

1t,000

11,000

0 1,055

400 500

18,879 -26

31,091

1,000 31,091

1,069

0 500

500

60,776 2,162,431

50,373 2,405,280

53,457 2,464,051

284

400

City of Amarillo Department Staffing Report

Department: Building Safety Personal Services

Number of

Employees Glassification

Total

Description

Permanent Positions

1.00 ADM035

ASSISTANT BUILDING OFFICIAL

1.00 ADMO73 1.00 ADM51O

DEPUTY BUILDING OFFICIAL BUILDING OFFICIAL ADM INISTRATIVE TECHN ICIAN BUILDING SAFETY MANAGER PERMIT TECHNICIAN COMMUNITY SAFETY INSPECTOR COMMUNITY IMPROVEMENT CHIEF PLUMBING INSPECTOR I

1.00 cLR941 1.00 MGT52O

4.00 6.00 1.00 2.00 2.00

TEC400

1.00 1.00 1.00 1.00

TRD513 TRDs14

TRDSOO

TRD505 TRDs1O TRD51 1

TRD51 5

TRDs16

4.00 TRD52O 2.O0 TRD525

1.00 TRD545

31.00

BUILDING INSPECTOR I CHIEF PLANS EXAMINER ELECTRICAL INSPECTOR I CHIEF ELECTRICAL INSPECTOR CHIEF PLUMBING INSPECTOR COMMUN ITY 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

Total Department

1,890,607

285

crfY oF

AMARItto 286

POLICE DIVISION CITY MANAGER

POLICE

ASSISTANT

ASSISTANT CHIEF LINE

INTERNAL AFFAIRS

OPERATIONS

CHIEF

STAFF OPERATIONS

SPECIAL CRIMES UNIT

NARCOTICS INVESTIGATION

DETECTIVE

DtvlstoN

UNIFORM

DrvrsroN

NARCOTICS UNITS

SERVICE

FIREARMS RANGE

DtvtstoN

TRAINING & PERSONNEL

CRIME PREVENTION

FUNCTIONAL ACTIVITIES

287

SWAT

City of Amarillo Summary of Expenditures by Activity Classification

DESCRIPTION 1000 General Fund

ACTUAL 2012t2013

Budgeted 2013t2014

Budgeted 2014t2015

35,265,699

37,081,056 4,209,096

38,275,531

4,184,168 141

22,862

13,500

12j20

165,946

159,947 10,700 170,647

200,000

00 000 0 0

56,726

0 0

152,589

00 000

100 000

142,840 142,840

116,046 116,046

100,359 100,359

6,846

2r,000

21,000

Police 1610 Police 1640 Civilian Personnel 1670 Tobacco Senat Bill 55 1680 TSU Tobacco Enforcement P

4,157,934

2210 Safe and Sober TXDOT Prog

Police 22150 Safe and Sober TXDOT Pr 22160 Click lt or Tickit 2210 Safe and Sober TXDOT Prog

9,745 175,691

10,700

210,700

2610 Justice Assistance Grant

Police 54,1 53

26110 JAG Traffic Enforcement 26130 FY14 JAG Program 26140 JAG 2014 Directed Patrol 26150 FY11 JAG Program 26190 FY09 Recovery Act JAG 2610 Justice Assistance Grant

24,644 16,076 990

2620 APD Seized Property Fund

Police 26210 Narcotics Unit 2620 APD Seized Property Fund

2660 Leose Training Program Fund

Police 2661 0 Leose Training-Police

288

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 oifenders, recovery of stolen property, regulation of non-criminal to conduót, and performance of miscellaneous community services. The success of the Department depends upon the ability manage orgahizational resources to maintain financiål stability, provide long-range program development, and ensure the taxpaiers réceive the greatest possible benefit for the money expended. Cooperat¡on with other law enforcement agencies, otn'er'City departments,-and inteiaction with citizens and community groups is essential to the Department's success.

GOALS It is the police Department's goal to ensure the preservation of community and personal safety, and perform community service functions essential to the general public welfare.

OBJECTIVES

t r * *

Continue to increase staffing of sworn personnel (All Divisions) to address city growth and crime' Continue Directed Patrol aciivities by increasing on-duty directed patrol assignments that will be worked year round. Continue increasing efforts on ideniifying, capturing añd prosecuting habitual criminals by increasing investigative time spent in patrol and detective divisions. Begin thê process to replace our current radio system with a new digital trunked system that includes standard level software encryption for all operational channels

OPERATING STATISTICS/PERFORMANCE MEASURES

Actual

Estimated

2012t',t3

2013t14

2014t15

Calls for Service*

129,116

125,000 48,'103

12,692

121,013 49,604 13,087

6,035 74,000

76,072

Traffic Citations* Adult Arrests* Traffic Crashes* Training Hours* * Data

46,648 12,691 5,911

72,027

6J62

Department

ACCOMPLISHMENTS programs

to The Department continues to spend overtime money to staff officers on special crime prevention and apprehension control residential and business burglaries, auto burglaries, and drug activity. The Pol¡ce Department continues to offer an alternat¡ve reporting program to now-include online réporting of select minor. crimes. The Department util¡zes the services of APD Nixle to better communicate with the public about news worthy events and crime related and preventive information. The mp that was named in memory of APD Cpl. Lisa Cherry. This to reach out to our community. The 91 I call center and dispatch Center and the civilian dispatch staff transferred to that new City oked in the Randall County Jail. The Department developed a to our authorized strength each year. ln 2013-2014 budget year sworn staffing is now 358 positions.

289

City of Amarillo Police

41 100 Salaries and Wages

41200 Longevity 41300 lncentive 41620 Unscheduled 41 820'l Health nsurance 41900 Life 42010 Social Security - Medica 421 1O TMRS 421 15 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 425'lO Car Allowance 42520 Uniform/Clothing Allowan 42550 Communications Allowance

320,820 646,092 2,056,626 2,378,665 5,667 294,377 3,001,786 374,059 17,311 726,708 15,282 244,192

41000 Personal Services 51 110 Office Expense 51 115 Employee Recognition Pro 51200 Operating 51250 Janitor 51300 Clothing and Linen 513,l0 New Officer Equipment 51350 Chemical and Medical 51400 Photographic 51550 Animal Feed and Medical 51700 Education 51800 Fuel & Oil 51850 Minor Tools 51950 Minor Office Equipment 51955 Furniture 51980 lT Hardware 52000 Ammunition 52050 Auto Parts 52050LABOR Auto Parts Labor 52120 Tires and Tubes Other 52300 Unassigned 53100 Natural Gas 53150 Eleckicity 53200 Water and Sewer 54000 Food

30,91 0,610

51000 Supplies 61 1 00 Communications Billing 61200 Postage 61300 Advertising 61400 Dues 61410 Tuition 61 420 Employee Reimbursement 62000 Professional 63210 Armored Car Service 63400 Employee Medical 67320 Extermination 68100 R & M - Building 68610 Office Equipment 68620 Computer Equipment 68660 AudioA/ideo Equipment 68680 Other Equipment 68710 Auto Repair and Maint 69210 Rental City Equipment 69220 Rental Other Equipment 69300 Leased Computer Software

1,400J46

60000 Contractual Services

2,370,297

16,771

158,652 6,809 102,324 460 201,217 450 20,488

7,582 4,597

22,892,590 347,128 648,000 1,300,000 2,556,431

5,755 297,477

2,726p63 539,557 16,765 767,653 17,280 248,400 14,400 32,377,499 9s,000 6,750 105,697 3,400

282,933

23,398,5s9 353,160 651,060 1,300,000 2,777,854 5,971 312,191 2,735,840 586,408 17,496 796,356 19,920

257,760 16,800

33,229,376 151 ,350

6,750 110,429 3,400

264,470

33,580

38,780 15,420

12,505 8,200

10,200

97,899 245,519 48,896

136,955

18,625

45,013 113,084 156,093 18,469 9,314

4,600 147,853 25,000 30,000

167,414 25,000 30,000

13,1 1 5

151,777 39,885 34,200 10,757 1,000

57,396 164,293 32,104 726

45,013 104,718 13,134

5,000

47,344 166,566

37,044

17,600

1,500 5,000 83,1 83

205,382 25,928

1,750

1,505,529 105,064 23,000

9,264

1,331,667 104,592 23,000 6,000

10,672

11,405

24,108

36,000 2,000 51,734

14,705 59,950 2,000 74,234 5,868

90,679 22,762

1,640

80,562 5,867 8,381

1,895 3,480

5,868 16,000

2j00

1,112

6,900 2,810

25,490 9,160

133,546 11,100

24,864

46,210

130,912 1,840,906 5,703 72,838

290

6,000

17,080

2,700 6,900 3,460 't53,695 19,565

2,1 1 0,1 09

67,0't0 223,530 2,112,662

1,'t00 170,450

1,100 191,536

2,905,885

3,090,059

164,961

City of Amarillo Police

279,230 4,000

100 lnsurance and Bonds 71250 Paid Claims 72000 Radio Communication 74000 Printing and Binding 751 00 Travel 75200 Mileage 75300 Meals and Local 77900 Other Agencies 78210 Cash Over/Short 78230 Loss on Bad Debt 78250 lnventory Over/Short

267,547 8,268 229,626

284,968 4,000 0

2,125

5,700

49,151

47,250

5,700 52,250 1,500

70000 Other Charges 84610 lnfo Tech Equipt - PCs 84800 Communications Equipment 84910 Other Equipment

1,500

99'l 28,600

2,750

-ot

30,337 0

32,337 0

-620 35,247

0 0

620,874 6 071

376,505 0

89 500

377,767 10,000 11,200 51,600

6,071

89,500

72,800

-30,687 -11,610

0 0

-42,298 35,265,699

37,081,056

38,275,531

80000 Capital Outlay 90165 OJP BULLET PV REIMBURSEM 901 90 Payroll Reimbursements 90000 Inter Reimbursements TEXPENSES Total Expenses

Gity of Amarillo

Department Staffi ng Report

Department: Police Personal Services Total

Number of

Employees Classification Permanent Positions 2.00 ADM005 1.00 ADM700 4.00 PoL720 14.00 POL730 76.00 POL740

78.00 POL750 190.00 PoL760

Description ASSISTANT POLICE CHIEF POLICE CHIEF CAPTAIN

LIEUTENANT SERGEANT

365.00

COPORAL POLICE OFFICER Total Permanent Positions

365.00

Total Department

33,229,376

29L

CIIY OF

AMARItto 292

CITY OF AMARILLO

ctvtLtAN 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 recovery of stolen property, regulation of noncriminal cond success of the Department depends on managing organiza program development, and ensuring that taxpayers receive the with other law enforcement agencies, other City departments, Civilians are used to staff our Service Division and provide administrative offìce 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

t * t

Continue to explore and implement alternative responses for requests for police service. Develop alternative methods of response to certain offenses. Provide the public with alternative avenues of record acquisition.

OPERATING STATISTICS/PERFORMANCE MEASURES Reports Typed Police Reports by Civilians, lnternet, and Mail

Actual

Estimated

2012t 13

20131 '.14

2014115

36,1 76

37,407 3,640

37,78'l 3,676

2,249

ACCOMPLISHMENTS

The pol¡ce 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 pol¡ce report¡ng system for some minor offenses, further intreasing the time field officers have for proactive patrol. The 91 1 aÌd dispatch operations were relocated to a new City Division and iacility outside the Police Department. The new Amarillo Emergency Communications Center combined policá, fire, and ambulanóe dispatchers for the first time, and also introduced a common 91 1 and dispatch software platform io 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 C ity prisoners.

293

City of Amarillo Givilian Personnel

41100 41300 lncentive 41620 Unscheduled 41 82OT Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1 O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42520 Uniform/Clothing Allowan

1,498,211 64,414 53,248 283,798

41000 Personal Services 51955 Furniture

'1,515,007

811

83,208 25,000 325,244 867

22,423

22,852

84,314 183,s95 3,199

91,988 184,175 34,329 2,778

9,600 25,000 343,148 884 21,803 88,383 170,479 34,640 2,781

4,786

4,061

3,924

180

't80

180

2,221,179

2,289,690

2,224,619

5,703

966

5,703 5,000 30,000 1,875,000

22,200

51000 Supplies 61410 Tuition 62000 Professional 6321 5 Contract Jailor Expense

47,648

3,500 30,000

'1,904,469

'1,875,000

60000 Gontractual Serv¡ces 71 100 lnsurance and Bonds

1,953,082 9,906

1,908,500 9,906

70000 Other Charges TEXPENSES Total Expenses

9,906 4,184,168

9,906 4,208,096

I,910,000 17,612 17,612

4,157,934

City of Amarillo Department Staffing Report

Department: Givilian Personnel Personal Services Total

Number of

Employees Classification Permanent Positions 27.00 cLR400 5.00 cLR405 7.00 cLR410 3.00 cLR415 1.00 cLR605 5.00 cLR775 1.00 cLR779 1.00 cLR941 1.00 TEC770

2.00 TEC77"| 1.00 TRD050 54.00

Description ADM INISTRATIVE ASSISTANT I ADM INISTRATIVE ASSISTANT II

ADMINISTRATIVE ASSISTANT I II ADMINISTRATIVE ASSISTANT IV TRAFFIC GUIDE/PARKING ENFORCEMENT CIVILIAN INVESTIGATOR POLICE DATA ADMINISTRATOR ADMIN ISTRATIVE TECHNICIAN PHOTO TECHNICIAN EVIDENCE TECHNICIAN RANGE OFFICER Total Permanent Positions

Part-Time Positions

2.00 HRL725 1.00 HRL750 4.00

RANGE OFFICER DISTRICT ATTORNEY LIAISON OFFICER CIVILIAN IDENTIFICATION TECHNICIAN Total Part-Time Positions

58.00

Total Department

r.00 HRL775

2,224,619

294

CITYOFAMARILLO TOBACCO GRANT - POLTCE 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.

295

City of Amarillo Tobacco Senat Bill 55

41620 Unscheduled 421 1 O TMRS 42115 OPEB Funding

124

15 2

0 0

41 000 Personal Services

141 141

0 0

TEXPENSES Total Expenses

City of Amarillo TSU Tobacco Enforcement Progr

4'1620 Unscheduled 42010 Social Security - Medica 421 1O TMRS 42115 OPÊB Funding 42300 State Unemployment

18,026 129 2,224 300

9,356 oz 1,180 130

0 0 0

9,356 100

20,687

'10,736

51200 Operating

100

51000 Supplies 67600 Temporary Labor

100

2,075 2,075 22,862

2,664 2,664

13,500

12,120

41000 Personal Services

60000 Contractual Services TEXPENSES Total Expenses

296

FIRE DIVISION CITY MANAGER

FIRE CHIEF

FIRE MARSHAL

OPERATIONS

SUPPORT

PRE. EMERGENCY

INVEST¡GATION

EMERGENCY PREPAREDNESS

SUPPRESSION

RESCUE

INSPECTIONS

COMMUNICATIONS

TRAINING & PIO

SUPPORT

HAZ.MAT

FLEET

EMS

SAFETY

291

City of Amarillo Summary of Expenditures by Activity Glassification

DESCRIPTION 1000 General Fund

AGTUAL

Budgeted

201212013

2013t2014

2014t2015

21,698,535 2,886,969

23,725,199

24,129,049

3,035,526 605,040

3,222,991

662,029

604,411

Fire 1910 Fire Operations 1920 Fire Support 1930 Fire Marshal 1940 Fire Civilian Personnel

27,160 1,219,156

298

776,944

CITY OF AMAR¡LLO FrRE DEPARTMENT (r910) 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 wellness in all activities. lmprove 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 organ¡zation, 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 c¡t¡zens to improve their safety. Promote an organizational teambuilding philosophy through the implementation of a "mentoring" program.

PERFORMANCE FY't3-14:

Average Response Time (From unit notification to anival on scene): 4 min, 14 secs. Total lncidents: 18,607 (51 per day) lncrease in incidents ove¡ 2012'.5.6%o lncrease in incidents over s-year period: 20.0% Emergency Medical Responses: 13,371 (71.9% of total responses) Total Fires: 801 (4.3%o of total responses) Fires contained to Room of Origin: 60.0% Total Wildland/Grass Fires: 73 (A 620/o decrease from the 164 fires in 201 1 )

ACCOMPLISHMENTS FY1 3-14 Fire Operations:

Despite the risk associated with working in high-risk environments at emergency scenes, the Amarillo Fire Department had an injury rate that was three times less than the fire service's national averege.

The City only had only one fìre, which was in a single family residence, that exceeded a properly loss of $150,000. The AFD continued to be a strong supporter of the area's fìre service. We gave mutual aid assistance to regional departments at a rate of three times a month. The Amarillo Fire Department opened the new Fire Station #13 at 6383 S.W. 58th. The AFD now has 259 firefighters with the 12 hired to adequately staff the Fire Department. Station #1 3's response district had 358 emergency responses in the fìrst three months it was opened. FY13-14 Traininq: 1 Ensured 100% compliance with TCFP and DSHS training and operation requirements Provided a 6-weeks orientation for 15 new firefighters Conduct EMT-I training for 17 f¡refighters, which brought the total number of AFD members with Advanced Life Support certifications to 88, or one{hird of the Department Conducted 2-week Officer Orientation, lnstructor 1, and ICS 300/400 classes for I new fire off¡cers Provided Driver/Operator TCFP training courses for all promoting drivers Conducted annual FAA inspection.

. 2. 3. 4. 5. 6.

299

City of Amarillo Fire Operations

41 100 Salaries and Wages

41200 Longevity 41300 lncentive 41610 Scheduled 41620 Unscheduled 41820f Health lnsurance 41900 Life 42010 Social Security - Medica 421 1O TMRS 421 '15 OPEB Funding 4212OT FRRF Total 42300 State Unemployment 42400 Workers Compensation 4251Q Ca¡ Allowance 42520 Uniform/Clothing Allowan 42550 Communications Allowance 41000 Personal Services 51110 Office Expense 51200 Operating 51700 Education 51800 Fuel & Oil 51850 Minor Tools 51970 Software

1,941,661

4,103 213,481

201,780 426,768 464,713 958,115 2,111,969 4,237 224,611

-1 69

247,392 2,838,379 12,507 235,624 9,334 173,289 3,137

365,552 3,036,244

396,279 3,170,752 12,379

21,520,187 2,738 16,479 7,226 244 200

51000 Supplies 61200 Postage 6141 0 Tuition 62000 Professional

1 1,989

243,346 13,500

251¡40

177120 2,400

182,880 2,400

23,495,022

23,904,361

'10,800

36,950 22,734 376

30,450 20,834

1,000 0

1,000 1,900

26,886

61,060

54,184

41,950 29,481

53,608 17,300

50,608 17,543 2,700

2,700

71,524 61,009 't2,187

73,608 61,009 27,000

155 1,009

1,000 500

5,578

2,000

79,938 21,698,535

91,509 23,725,199

99,653 24,129,049

68'100R&M-Building 60000 Contractual Services 71100 lnsurance and Bonds 751 00 Travel 75200 Mileage 75300 Meals and Local 78250 lnventory Over/Short 70000 Other Charges TEXPENSES Total Expenses

15,644,050 197,118 385,380 464,713 798,365

4,018,370 I 85,178 390,464 482,484 908,587 1,804,850 4,013 206,747

70,851

67,653 27,0O0 1,000

2,000

Department Staffing Report

Department: Fire Operations Personal Services Total

Number of

Employees Classification

Description

Permanent Positions

1.00 FIRB10 2.00 F|RB20 1.00 FlR830 121.00 FtR865 63.00 FIRB7O 39.00 FlRB75 21.00 F|R8BO 6.00 FlR885

ASST. FIRE CHIEF F|RE D|STRICT CHIEF (40 HR) F|RE CAPTATN (40 HR) FIREFIGHTER FIRE DRIVER FIRE LIEUTENANT

254.00

FIRE CAPTAIN FIRE DISTRICT CHIEF Total Permanent Positions

2s4.OO

Total Department

23,904,361

300

Gity of Amarillo Fire Support

411

41200 Longevity 41300 lncentive 41620 Unscheduled 41 82OT Health nsurance 41900 Life 42010 Social Security - Medica 42115 OPEB Funding 42120-l FRRF Total 42300 State Unemployment 42400 Workers Compensation 42510 Car Allowance 42520 Uniform/Clothing Allowan 42550 Communications Allowance I

482,579 5,559 9,607 19,052 39,349

8,059

s'13,564

7,572

6,660 6,300 41,595 42,750 83

7,516 8,626 92,145

8,038 12,822 103,006

13,260 102,748

9,600 41,595 41,744

7,912

244

7,999 2,890

8,537 16,260 2,880

8,403 16,260 2,880

2,286

2,400

41000 Personal Services 51 1 10 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

693,658

772,841 28,350 57,044 29,000 346,647 62,648 400

76s,059 28,350 57,044 33,000 341,152 55,918 400 500

51000 Supplies 61 100 Communications Billing 61200 Postage 61400 Dues 61410 Tuition 62000 Professional 63400 Employee Medical 67500 Laundry

1,430,990 19,644 3,0s8 1,170 1,067 20,149 51,099 22,072 5,380 2,930

68100R&M-Building 68300 R & M - lmprovements 68620 Computer Equipment 68680 Other Equipment 69210 Rental City Equipment 69300 Leased Computer Software 60000 Gontractual Services 71100 lnsurance and Bonds 72000 Radio Communication 74000 Printing and Binding 751 00 Travel 78250 lnventory Over/Short 70000 Other Charges 90180.LABOR Sales to Other Dep 90000 Inter Reimbursements TEXPENSES Total Expenses

15,725

22,736 75,913 31,271

309,480 48,502 0 0

2,626 201,994 7'1,580 5,1 '1 9

99,312 208,618 2s,300 85,433 95,399 47,707 1

500 1,900 1 78,1 63 65,211

3,850 200,000 130,000 35,287 72,472 102,067

s0,033

49,782

1,363,572 24,000 3,000

1,637,398 20,000 5,000 2,890 8,550

1,690

10,750 0 56,1 80

19,338

6,000

42,018

5,020 1,500 41,477

680,877 13,027

768,797 19,175

863,593 36,026 58,416

956,927

'l¡02

50,1 86

0 1,000

20,500 500

112,358 -21s,631 .213,631 2,gg6,g69

72,',|86 -130,000 -130,000 3,035,526

17,915

301

1,900

238,028 76,529 3,850 200,000 240,000 35,287 153,295 122,323

57,505 28,847 10,000 5,020 1,500

47,O32 798,257 20,175 1,004,776 39,758 0

2,000 20,500 500 62,758 -247,000 -247,000 3,222,991

City of Amarillo Department Staffi ng Report

Department: Fire Support Personal Services Total

Number of

Employees Classification

Description

Permanent Positions

1.00 ADM800 1.00 FlR810 2.00 FrR820 1.00 FlR830

FIRE CHIEF

ASST. FIRE CHIEF

5.00

F|RE DTSTRTCT CHIEF (40 HR) F|RE CAPTATN (40 HR) Total Permanent Positions

s.00

Total Department

765,059

302

CITY OF AMARILLO FrRE MARSHAL (1930) FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS

Toprotec¡ivesandpropertyinourcommunitybyprovidingthehighestqu,alityof professional services. Thisisaccomplishedwiththe pr"u"ntion of fires ánd'various crimes involriinj fire, appiehension of offenders and education/enforcement of fire and life safety standards, codes and ordinances.

GOALS

It is the Fire Marshal's Office goal to ensure the protection of life safety and preservation of property through effective fre code administration, fire safety inspõtions and fire/arson investigation services. This community service is delivered through efficient and responsible management of department resources.

OBJECTIVES

t t i *

Provide public protection consistent with nationally recognized standards and best practices. ContinuàlI improve customer service through the involvement, participation, and development of department officers while providing excellent performance of duties. Ênnancã the department's relationship with the public and promote a personal safety attitude with members of the community. lmprove and expand the department's resources of certified fire inspectors and ärson investigators to address city growth and crime.

PERFORMANCE Permits lssued: 184, Permit Revenue: $14,040 lnspection Activities: 2,575, lnspection Revenue: $23,940 Fire lnspections:2,125, Licensing 297, Complaints 42, Fire Prot. Systems 189, Construction Finals 88, Beer/Alcohol Premises 708 Construction / Fire Protection Plan Reviews: 272 Fire lnvestigations: 165, Accidental 41, lntentional 86, Undetermined 34 Adult Arrests: Felony 13, Misdemeanor 12 Juvenile Arrests: Felony 7, Misdemeanor 3

ACCOMPLISHMENTS

The Fire Marshal's Office improved the perm¡tting and inspections records management system which was implemented during the previous fiscal year. lnspeciions of hospitals anð long{erm carê fac¡lities, daycares, group homes, schools, hotels/motels, alcohol sales premisejand majôr retail facilities were conducted. lnvestigators maintained a clearance ¡ale of 4oo/o. Our investigators consisten¡y maintain a älearance rate that is well above the national statistics for arson cases cleared. lnvestigators arrested 35 persons for fire cases with felony and/or misdemeanor charges.

303

CSty of Amarillo

Fire Marshal

410,'t71

41 100 Salaries and Wages

41300 lncentive 41620 Unscheduled 41820T Health lnsurance 41900 Life 420'10 Social Security - Medica 42020 Social Security - OASDI 421 1O TMRS 421 15 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42510 Car Allowance 42520 UniformiClothing Allowan 42550 Communications Allowance

6,180

6,1 80

1,981

1,596 3

48,244

68,000 49,576

295

385

6,128 24,828 46,796 9,267

341

100

1,179

2,519

261

6,509

2,700

3,715

3,600 3,360

129

41000 Personal Services 511'10 Office Expense 51200 Operating 51300 Clothing and Linen 51400 Photographic 51700 Education 51800 Fuel & Oil 51850 Minor Tools 52000 Ammunition 52050 Auto Parts 52050LABOR Auto Parts Labor

458,294

226

568,225 2,931

60 0

1,056 5,1 00 1,400

0 0 0 0 0

100 6,271

25,438 46,517 9,970 341 6,660

2,700 4,320 3,360 687,727 5,168 1,056 3,100 '1,400

650

14,517 3,280

9,930

0 0 0

1,000

1,423

5,000 7,000

51000 Supplies 61200 Postage 6'1400 Dues 6'1410 Tuition 63210 Armored Car Service 69210 Rental City Equipment 69300 Leased Computer Software

0 0 0

22,067

42,594

1,660 1,430 1,000

1,745

1,660 1,430 1,000 1,745

0 1,875

25,569 1,215

60000 Contractual Services 71100 lnsurance and Bonds 74000 Printing and Binding 75100 Travel 75300 Meals and Local 77100 Court Costs

0 0 0

7,710

32,619

4,566

738

0 0 0

5,200 500 600

7,600 500 600

7,038 605,040

14,004 776,944

0 0 0 0

70000 Other Charges TEXPENSES Total Expenses

27,160

Department Staffing Report

Department: Fire Marshal Personal Services Total

Number of

Employees Glassification

Description

Permanent Positions

1.00 MGT870 2.00 PRF800 1.00 PRF870 3.OO PRFB71 7.00

FIRE MARSHAL FIRE INSPECTOR FI RE INVESTIGATORYINSPECTOR FI RE INVESTIGATORYINSPECTOR Total Permanent Positions

7.00

Total Department

I II

687,727

304

CITY OF AMARILLO

crvrLrAN PERSONNEL-FIRE (l 940) 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 end wellness 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 manegement. Align decision-making to the mission of the Department through the continual development and support of organizational management.

OBJECT]VES

t t * *

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. En¡ance lhe 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

Fire Fleet - Civilian Pe¡sonnel: lmplement the use of Fleet Management Software. Completion of over 80 preventive maintenance inspections. Completion of over 25 pump tests. Reduction of fire apparatus down t¡me 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 Fleet - Givilian Personnel: The fleet supervisor, in coordination with the four mechanics at the Fire Mechanic Shop, have been successful at maintaining the Fire Departmenfs fleet of over 50 fire engines, fire ladder trucks, and fleet vehicles. The fire mechanics were able to maintain replacements for all active emergency response vehicles that needed repairs or maintenance. The fire mechanics have had signif¡cant 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 emergency incidents in Amarillo, Potter, and Randall Counties.

Fire Fleet currently requires EWASE certification. At present, Fìre Fleet holds 1 Master level certification and two Level I certifications. Peréonnel are actively engaged in acquiring h¡gher certification levels and attend a yearly EW Conference in Fort

Worth, Texas. Each Mechanic has completed a welding certification program through Amarillo college greatly enhancing Fire Fleet's capabilities. A Mobile Support Unit has been added recently allowing scheduled maintenance and various small repairs to be completed in the field, greatly decreasing downtime while increasing the effic¡ency of the Department.

305

City of Amarillo Fire Civilian Personnel

41 100 Salaries and Wages

41300 lncentive 41620 Unscheduled 41 820T Health nsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 42110 TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42510 Car Allowance 42520 Uniform/Clothing Allowan 42540Tool Allowance 42550 Communications Allowance I

41000 Personal Services 511'10 Office Expense 51200 Operating 51300 Clothing and Linen 51400 Photographic 51700 Education 51850 Minor Tools 52000 Ammunition 5f 000 Supplies

61200 Postage 61400 Dues 61410 Tuition 63210 Armored Gar Service 60000 Contractual Services 71 1 00 lnsurance and Bonds 72000 Radio Communication 75100 Travel 70000 Othe¡ Charges TEXPENSES Total Expenses

12,137 59,957 102,783

6,600 71,827 71,278

410,670 12,300 3,827 72,756

236

150

12,185

5,982 24,588 48,216 9,175 525

6,133 25,217 47,954 9,883 527 5,918

48,381 108,356

13,120 864 11,859

3,123 4,479

5,701 0 0

5,791

6,000

0 0

6,000

3,512

1,175,760

656,025

601 ,336

2,716

1,701

0 0 0 0 0 0

0 0 0 0 0 0 0

0 0 0 0 0

10,428 5,829 6,768

0 6 005

6,'163

0 3 075 0 0

18,760 1,219,156

6,005 662,029

3,075 604,411

2,706 I ,810 3,991

224 1,060

14,208 1,144 537

6,996 1,751

306

City of Amarillo Department Staffing Report Department:

Fire Civilian Personnel Personal Services Total

Number of

Employees Glassification Permanent Positions 1.00 cLR080 1.00 cLR085 'l .00 cLR410 1 .00 cLR947 'l .00

MGTOSO

.00 1 .00 1 .00 1 .00 .00

TRD230 TRD921 TRD922 TRD923

Description ADMIN ISTRATIVE SPECIALIST I I EXECUTIVE ADM ISTRATIVE ASSISTANT

ADMINISTRATIVE ASSISTANT I I ADMINISTRATIVE SPECIALIST I FLEET MANAGER MECHANIC FOREPERSON II MECHANIC I MECHANIC II MECHANIC FOREPERSON I Total Permanent Positíons I

Part-Time Positions

2.00 HRL970

MESSENGER

11.00

Total Department

601,336

307

CITY OF

AMARIttO otE¡ seÀCES. EN0LESS OPPORIUIlrlE!

308

CITY OF AMARILLO SUMMARY OF RESOURCES AND EXPENDITURES ENTERPRISE FUNDS - FISCAL YEAR 2014/15

WATER & SEWER

AVAILABLE FUNDS: Balance 10101113 (See Below) Fiscal Year 2013114

45,947,176 37,81',!,666

Sales, Receipts & Revenue

90,504,512

Other Sources

17,288,002

M & O Expenditures Less: Depreciation Capital Expenditures Debt Service

(17,935,395) 36,623,097 18,571,119

Total Expenditures AVAILABLE FUNDS: Balance 10101114 Fiscal Year 2014115 Sales, Receipts & Revenue Other Sources

70,424,680

DRAINAGE UTILITY

AIRPORT

UTILIry

TOTAL

5,290,974 2,844,536

75,675,669 8,328,002

9,369,519 2,950,000

5,459,325 6,010,000

s6,894,448 (13,003,560) 23,419,567 1 6,1 81 ,493

11,336,756 (4,931,835) 5,050,000 1,875,126

2,193,477

10,861,507

107,683,501 83,491,948

8,153,530 514,500

46,056,189

38,323,389

4,280,446 3,452,354

89,643,772 3,463,000

74120,515

10,062,582 3,463,000

5,460,675

11,925,860 (5,1 33,907)

2,417,037

74,273,953

59,931,056

(1 8,186,858)

(13,052,9s1)

22,850,495

3,971,200

2,064,415

19,154,267

16,814,880 16,326,769

1,873,650

953,848

Total Expenditures

98,091,857

80,019,754

AVAILABLE FUNDS Balance 10101115

41,071,105

32,424,150

5,169,225 3,477,729

1,667,130 1,836,54't 10,213,817

1,414,088

201,638

51,404

1,836,541

M & O Expenditures Less: Depreciation Capital Expenditures Debt Service

5,435,300

DETAIL OF BALANCES AT 1OiO1l15 Reserves for S/L & AJL Debt Service Reserves For Future Water Rights Purchases Committed for Future Capital/Projects BALANCE

Available funds calculation: Cash & lnvestments (Appreciation) Depreciation in lnvestments Assets to be converted to Cash Less: Liabilities & Encumbrances Less: Construction in Progress Balances Balance 10101113

27,353,616

10,213,817 18,959,704

4,967,587 3,426,325

41,071,105

32,424,150

5,169,225 3,477,729

105,807,227

11,606,446 (3,e56)

3,869,211

(22,302,778)

90,331,570 (e,578) 11,464,620 (19,633,7e1)

83't,889 (2,1e0,4e4)

(50,134,815)

(44,341,1s5)

(4,952,91 1)

294,567 (478,4e3) (840,74e)

45,947,176

37,81'1,666

5,290,974

2,844,536

(13,s34) 12,591,076

Note: Converted to cash includes due froms and prepaids

309

c[Y oF

AMARITLO

3r0

CITY OF AMARILLO WATER AND SEWER UTILITY 201412015

REVENUE 67.6% WATER SALES

$ 50,oB5,060

21,804,240

SEWER CHARGES

29.4o/o

245,420

0.3o/"

545,000

0.7Yo

1,440,795

INTEREST EARN¡NGS

SALE OF RECLAIMED WATER OTHER

1.9%

10%

200/o 30Yo

40Yo 50%

60%

70%

800/o 900/o 100%

$74,120,515 TOTAL REVENUE

EXPENDITURES $ 13,316,423

SALARIES & BENEFITS

16.6%

MAINTENANCE AND OPERATIONS

29.8o/o

23,835,394

CAPITAL OUTLAY

21.0%

16,814,880

DEBT SERVICE 20.4%

16,326,769

CRMWA AMORTIZATION & INTEREST

12.2%

9,726,288

oolo

10%

200/o 30%

4oo/o 50%

60Yo 700/o 80o/o 90%

$80,0I9,754 TOTALEXPENDITURES

Water sales and sewer charges of $71.9 million account for 97o/o of the Water and Sewer Fund revenues. Total expenditures do not include non-cash items such as depreciation.

311

7000/o

CIIY OF

AMAR¡TtO 3r2

UTILITIES DIVISION

BOARDS: Canadian River Municipal

Water Authori$

A.C.M. DEVELOPMENT SERVICES

DIRECTOR OF

UTILITIES

ASSISTANT DIRECTOR OF

UTILITIES

WASTEWATER COLLECTION

WATER TRANSMISSION

WATER PRODUCTION

WATER D¡STRIBUTION

SURFACE WATER TREATMENT

* UNDER THE SUPERVISION OF THE FINANCE DIRECTOR 313

- UTILITIES OFFICE

WASTEWATER TREATMENT

Gity of Amarillo

Summary of Expenditures by Activity Glassification

DESCRIPTION 5200 Water and Sewer System Fund

ACTUAL 2012t2013

Budgeted

201312014

201412015

1,789,357 16,814,880 7,600,121 5,009,222 10,018,880 6,457,083

Utilities 52110 Director of Utilities 52123 Water & Sewer - Transfer 52200 Water Production

1,571,512 171,512

1,760,593 23,419,567

6,113,133

5221 0 Water Transmission

4,413,411

6,679,715 4,542,568

52220 Surface Water Treatment 52230 Water Distri bution 52240 Waste Water Collection 52260 River Road Water Reclama 52270 Hollywood Road Waste Wat 52281 Laboratory Admin

8,594,861 5,504,506

3,735,426 2,849,765 3,882,382 1,467,864

3L4

9,288,465 6,016,018 4,077,537

4,288,498 3,210,736

3,134,713 4,198,192

4,269,448

1,566,772

1,637,443

Gity of Amarillo Revenue 5200Water and Sewer System Fund

33330 Warrant Fees

-1 50

33300 Public Safety and Health 34010 Water Metered Sales 34030 Sewer Charges 34040 lnd Waste Sewer Surchar 34045 Liq. Waste Disp. Fee 34060 Sale of Reclaimed Water 34070 Water Service Charges 34080 Door Taq Fees

-1 50

46,968,390 20,419,533

46,541,644 20,848,505 230,000 52,574 545,038 1,225,152 75,000

47,667,500 21,057,000 230,000 52,600 545,000 1,225,000 75,000

69,917,914 132,704 59,849 15,700

70,852,100 133,000 60,000

'10,153

10,000 150,500

34000 Ut¡l¡ty Sales & Services 34210 Water Tap Fees 34220 Sewer Tap Fees 34230 Water Frontage Charges 34240 Sewer Frontage Charges 34266 Lab Fees 34200 Tap Fees and Frontage Ch 3521 6 Forfeited Disc.-Water&S

256, I 80

60,270 598,131

1,184,191 69,293 69,555,989 153,754 61,124 16,628 8,208 143,814 383,528 I ,'t 68,146

15,700

150,512

368,918 ,213,000 1,213,000 1

35000 Fines and Forfeitures 35420 Owner Participation

I,168,146 140,166

140,000

35300 Construction Participati 35700 Grants - State

140,166

140,000

369,200 ,213,000 1,213,000 140,000 1

140,000 1,286,304 1,286,304 245,400

246,046 -37,660

245,347

37125 Other lnterest lncome

1,515

1,452

37109 Interest Earnings 37154 Other Rental lncome 37155 Surface Land Rental

209,902 31,873 134,879

246,799 32,978 102,990

245,420 33,000

37150 Rent 37130 Discounts Earned 37140 Returned Check Fees 37141 Merchant Service Fees 3741 0 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

166,752 495 30,'t80

135,968 s00 30,000

135,991 500

-'186,400 0

37400 Miscellaneous Revenue

35500 Other Governmental Reven 371 10 lnterest lncome 371 15 UnrealizedGlL

TREVENUE Total Revenues

2,879

0 20

102,991

30,000 -186,400 0

8,000

5,363 21,728

8,032 0

36,1 55

26,400

0 0

26,400 3,748,759 25,778

96,800

3,653,070

-121,500

75,675,669

74,120,515

71,721,132

31s

0 0

CITY OF

AMARIttO 316

CITY OF AMARILLO

uTrLrTlEs oFFlcE (52100) FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS ln 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; past to withhoid services from customeis who do not pay or make arrangements to pay their bill; and to deny further service until the 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 iñdividual customer's neldsj 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

t t i

* * t t

* t

Continue monitoring meter-reading errors to keep inaccuracies low. Conduct ongoing customer service training for deparlmental employees to betterenable them to provide responsive service. Provide Safety training for to all utility billing employees 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. Continue monitoring the new drainage fees. Promote the Rainwater Harvesting lncentive Program and the Water Conservation Program.

OPERATING STATISTICS/PERFORMANCE

MEASU RES

Accounts billed monthly New service established Discontinued service Miscellaneous field service orders Mail-in payments processed Walk-in payments processed Remote payments processed

Actual

Estimated

2012t13

2013t14

2014t15

72,360

75,000

77,OOO

23,621 12,890 50,300 243,000 88,850 255,350

24,650

25,050 13,500

12,780 48,900

5l,000

244,650

244,000

84,260 292,000

82,000 300,000

ACCOMPLISHMENTS 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 paymènt online and phone system continues to increase. We have upgraded our online billing system

which is more customer friendly and allows the customer to view and pay their bills online at their convenience These options, along with numerous remote payment sites within the city, provide 2417 opportunities for citizens to pay their utility bills. Electronic Billing (E-

Bill),alongwiththeChecÈFreenetworkofonlinebilling,continuestogrowonamonthlybasis. Overl5,000customersnowhavetheir Thatisanincreaseof l,500fromthepreviousyear. Customerscannowreceivetheircurrentwater These billswithinhoursinsteadofdays. TheCityhasimplementedincentiveprogramsthatencouragecustomerstoconservewater.

waierbillJdeliveredelectronically.

programs include the Rain Sènsor Rebáte Program, Rainwater Harvesting lncentive Program and lrrigation lnspection lncentive þrolram for customers who met out criteria tor hign usage. Fenced areas and scatter routes in high traffic areas continue to be iepÉceO with radio frequency meters. Every officeèmployee of more than one year is trained in at least one other task outside his or her specific assignmeni. We have also seen an increase in the amount of collection payments received. Customer Service continues to scän every dõcument they produce into Hummingbird. Older documents will eventually be scanned into Hummingbird. Safety awareness is encouraged thiough quarterly training for meter readers and quarterly office inspections. Older meters out in the field are now being replaced to-make sure they mealure at ìOO% on a consistent basis. Drainage fees are now added to customerwater bills and are collected on a monthly basis.

3r7

City of Amarillo

Utilities Office

41 100 Salaries and Wages

4't300 lncentive 41620 Unscheduled 41 820f Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 42I 1O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42560 Change in Sick and Annua 42570 Additional ARC 41000 Personal Services 51110 Office Expense 51200 Operating 51300 Cloth¡ng and Linen 51350 Chemical and Medical 51 560 Conservation Expenditure 51850 Minor Tools 51950 Minor Office Equipment 51960 Printers 51980 lT Hardware 51000 Supplies 61200 Postage 61410 Tuition 62000 Professional 63210 Armored Car Service 63300 Collection Expense 63350 Credit Card Fees 68610 Offìce Equipment 68620 Computer Equipment 69210 Rental City Equipment 69220 Rental Other Equipment

796,533 3,639 9,907 180,055 488 11,107 47,133 100,776 12,538 1,674 7,510 -5,364 -8,223

1,157,772 60,645 241

1,279 0

24,210

4,280 738 0 0

91,392 365,1 1 3

224 35,220 1,751

65,439 154,890

875,217 3,000 6,000 203,310 500 11,950 50,628 96,307 't8,895

94,633 20,057

0 0

1,275,007 63,200 800

1,241j26

1,550

1,600 100

't00 25,000 1,400 0 1,150 1,950

95,150 408,500 s00 33,000 1 ,818 25,000 0 100

60000 Contractual Services 71100 lnsurance and Bonds 72000 Radio Communication 751 00 Travel 75300 Meals and Local 76000 Depreciation 78210 Cash Over/Short

736,12',1

575,376 5,358 2,000 800 300 175,397 500

70000 Other Charges TEXPENSES Total Expenses

205,629 2,190,914

184,355 2,129,887

318

5r ,1 75

0 0

69,600 35,658 1,200

189,642

517

12,103

6,898

300 395

6,000 213,494

1,503 7,697

84,648 27,697 1,140 5,358 9,918

3,000

1,561

77,500 800

25,000 1,400 0

1,150 1,950 109,500

408,500 500

38,500 1 ,818 75,000 0 100 87,1 00

34,992 1,350

647,860 8,387 2,000 800 300 166,985 500 178,972

2,177,457

Gity of Amarillo

Department Staffing Report

Department: Utilities Office Personal Services Total

Number of

Employees Glassification

Description

Permanent Positions

1.00 ADM170 1.00 ADM171 3.00 cLR130 14.00 cLR405 1.00 cLR941 10.00 TRD170 1.00 TRD171 31.00

UTILITY BILLING MANAGER ASSISTANT MANAGER UTILITY BILLING ADM INISTRATIVE SUPERVISOR ADM INISTRATIVE ASSISTANT I I ADM INISTRATIVE TECHNICIAN

METER READER I METER READER II Total Permanent Positions

Part-Time Positions

1.00 HRL901

ACCOUNT CLERK I

32.00

Total Department

1,241,126

319

(tfy OF

AMARIL[O" otF¡ sPÀcÉs r EtDlESS oPÞoRlU¡lllE5

320

CITY OF AMARILLO DTRECTOR OF UTIL¡TIES (52r10) FUNCT¡ONS, GOALS AND OBJECT¡VES

FUNCTIONS The Director of Utilities Department is responsible for providing the administration and management of the City's water and wastewater

administrative staff organizes and tracks work orders, project bids' Department's professional staff produces designs and surveys for fielb inspection. The Department provides maìagement oversight of all operational departments in the Division.

GOALS 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 whiie complying with all applicable federal, state and local rules/regulations.

OBJECTIVES

t t t

* * t * t t

* t

Complete water and sewer main relocation for Loop 335 expansion' Further implementation of GIS Mapping Program. Water Main Replacement Program. Annual Manhole Replacement Project. Sewer main rehabilitation. Lift Station 40 VFD upgrade. Upgrade SCADA System at Osage Water Treatment Plant' Liné primary clarifier basins et River Road Wastewater Treatment Plant. Construction sanitary sewer interceptor in Georgia St. Downtown Utilities Relocation Project. Obtain funding for construction of the Arden Road transmission main.

ACCOMPLISHMENTS Projects Completed:

t t i t t * t

Phase I & ll of water and sewer main relocation for Loop 335 expansion' Design and drilling of 2 wells in Carson County to maintain current production levels. Bivins Lake dam renovation. Replacement of over 44,000 linear feet of sanitary sewer lines_by the pipe bursting method. Stärt construction of water main from 24h St. Pump Station to Osage Treatment Plant. Approximately 7 miles of new sanitary sewer mains and approximately 3 miles of new water distribution mains were added to the system. The Department processed approximately 360 new water and sewer taps, and fire line taps requests to-date in Fiscal Year

2013.

32L

City of Amarillo Director of Utilities

100

41300 lncentive 41620 Unscheduled 41 820T Health nsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1 O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42510 Car Allowance 42550 Communications Allowance 42560 Change in Sick and Annua 42570 Additional ARC I

41 000 Personal Services 51 I 10 Office Expense

51115 Employee Recognition Pro 51200 Operating 51250 Janitor 51300 Clothing and Linen 51350 Chemical and Medical 51 560 Conservation Expenditure 51700 Education 51800 Fuel & Oil 51850 Minor Tools 51950 Minor Office Equipment 51970 Software

1,026,088 6,563 173

1,137 6,300 500

139,341

314 14,615 60,488 130,134 16,441

334 't6,165 66,805 130,277

1,113

975 't,338 11,460 6,000

1 20,1

1,335 11,491 5,869 -'16,982

-10,619 1,367,207 12,854 144 2,557

25,798

1,131,123 7,200 500 163,793 350

16,672 68,789 130,357

27,940 1,023 1,380 11,460

6,000

0 0

1,542,552 10,600

1,566,586 10,600 1,500

1,500

3,000 0 350

2,700

0 1,600 150

47,264

35,000

50,000

0 16 1,252

200

421 0

3,325

6,050 2,000

2,500 7,000

51000 Supplies 61200 Postage 61300 Advertising 61400 Dues 61410 Tuition 61415 Safety Training 68610 Office Equipment 68670 Communications Equipmen 69210 Rental City Equipment

66,167

63,525

911

2,616

1,250 11,607 5,325

't1,724

0 0 34,831

2,000 550

60000 Contractual Services 71 100 lnsurance and Bonds 72000 Radio Communication 74000 Printing and Binding 75100 Travel 75200 Mileage 75300 Meals and Local 76000 Depreciation

53,923 36,875 9,252

70000 Other Charges TEXPENSES Total Expenses

84,215 1,571,512

1,629

1,468

15,476 0

537 20,606

322

7,144

74,816 2,616 0 11,724

32,075 1,620 2,000 550

50,301

48,744

74,335 36,875 2,000 3,000 16,855 200 645 20,606

99,329 5,312 2,000

3,000 16,855 200 645

20,614

80,1 81

48,626

1,760,593

1,789,357

Gity of Amarillo

Department Staffing Report

Department: Director of Utilities Personal Services

Number of

Employees Glassification Permanent Positions 1.00 ADM300

2.00 ADM301 1.00 ADM310 1.00 cLR4os 1.00 cLR410 1.00 cLR945 1.00 PRF040 1.00 PRF303 3.00 PRF304 1.00 TEC170 1.00 TEC215 1.00 TEC216 3.00 TEC918 1.00 TEC919 1.00 TEC925 1.00 TEC927

Total

Description DIRECTOR OF UTILITIES ASSISTANT DIRECTOR OF UTILITIES CHIEF WATER UTILITIES ENGINEER ADMINISTRATIVE ASSISTANT II ADM INISTRATIVE ASSISTANT II I OFFICE ADMINISTRATOR RESOURCE ADMIN ISTRATOR SEN IOR PROJ ECTS COORDINATOR CIVIL ENGINEER III

21.00

GIS TECHNICIAN I DESIGN TECHNICIAN II DESIGN TECHNICIAN I PROJ ECT REPRESENTATIVE PROJECT REPRESENTATIVE II SENIOR DESIGN TECHNICIAN CHIEF DESIGN TECHNICIAN Total Permanent Positions

2r.00

TotalDepartment

1,566,586

323

crfY oF

AMARItto 324

CITY OF AMARILLO WATER PRODUCTION (52200) FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS Effectively and efficiently operate and maintain the City's well

variety of customers. Water sources for the City include

Duro/Southwest Well Field and the Canadian River Municipa meets the Superior Water System designation as issued by TCE the customers, water from CRMWA and the City's reservoir is t customers.

GOALS

for future To produce water and allocate its usage in such a manner to minimize the impact on the aquifer assuring availab¡lity water demands. Maintain consistènt, coordi-nated operation of the groundwater product¡on system. Seek to identify additional future. in the distant needs providing water practices, for re-use anó òonservation from may result that resources including those

OBJECTIVES

* * t

provide staff, equipment, tools, and professional services such that all operations, maintenance, and planning activities may be effectivelY Performed. and an Results will be measured by efficient energy use, optimized production, extended life of wells and the aquifer, effective maintenance Program. Regularly review and analyze the system.

OPERATING STATISTICS/PERFORMANCE

MEASURES

CRMWA Wells Carson County Well Field Potter Coun$ Well Field Palo Duro/ Southwest Well Fields Total

Actual

Estimated

2012t13

2013114

2014115

8.7 BG 2.6 BG 3.9 BG .83 BG 16.03 BG

8.6 BG 3.5 BG 3.4 BG 1.1 BG 16.6 BG

8.6 BG

35BG 3.5 BG 1.0 BG 16.6 BG

ACCOMPLISHMENTS pulled 12 wells in Water production has added a new well rig that is being used to pull and set wells in the well fields. Ci$ crews have a 45" X 16" tee on repairof include the Palo Duro since in Carson County. We repaired the nJtñe rèpa¡r of a break ies of troubleshooting failures of wells, óãuniv pümps *2 ground tanks' storage of and cleaning wells, and Surve!å of

obtaining o and#3. the

325

Gity of Amarillo Water Production

41 100 Salaries and Wages

41300 lncentive 41620 Unscheduled 41 82Of Health nsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1O TMRS 421'15 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42560 Change in Sick and Annua 42570 AdditionalARC I

41000 Personal Services 51 110 Office Expense 51 120 Safety Program 51200 Operating 51250 Janitor 51300 Clothing and Linen 51350 Chemical and Medical 51400 Photographic

514528&A-General 51800 Fuel & Oil 51850 Minor Tools 51950 Minor Office Equipment 51980 lT Hardware 52050 Auto Parts 52050LABOR Auto Parts Labor 52120 Tires and Tubes Other 53'100 Natural Gas 53150 Electricity

242,5

313,541

14,601

13,299 45,497

15,900 12,000 67,180

247,729 5,400 12,000

66,262

122

150

3,686

4,353 18,615 35,087 6,947 439 5,675

3,670 15,694 28,699

0 0

372,758 1,140 2,127 5,567 327

479,887 1,350

391,935

2,450

8,600 4,500

1,732

2,575

685

600

0 163

150

600 8,800

600 3,991 7,500

15,760

33,622

4,244 477

4,870 -3,247

-2,743

3,989 17,923 160 0

339 1,850 268 1,289'

4,500 900

7,488 0 0 0 0

800 590 1,516,280

6,151

439 5 741

1,350

900

800 0 0

800 3,018

2,415,293 2,450,527

764

1,547,083 600

1,400

7,200

8,800

51000 Supplies 61400 Dues 61410 Tuition 61415 Safety Training

1,441,826

1,000

68100R&M-Building

4,817 150,804 107,562

24,000 209,700 240,000

23,200

1,500 1,500 1,800

68300 R & M - lmprovements 6831 2 Other lmprovement 68615 Misc. Fuel Powered Equi 68640 Machinery 68650 Shop Equipment 68710 Auto Repair and Maint 69210 Rental City Equipment 69220 Rental Other Equipment

598

542 1,145 89,551

3,242

1,300 131,048 1,200

600

184,700

226,400 1,500 1,500 1,800 1,300

115,152 1,200 567,152 76,047 2,000

388 3,178,529 485,004

619,848 37,284 2,000 800 400 3,1 67,383 485,004

1,707

70000 Other Charges 83100 lmprove other than Build 84200 Machinery General

3,700,210 237,837

3,692,898 340,000

3,784,507 400,000 6,000

80000 Gapital Outlay TEXPENSES Total Expenses

237,837 6,1 13,133

340,000 6,679,715

7,600,121

60000 Gontractual Services 71 1 00 lnsurance and Bonds 72000 Radio Communication 75100 Travel 75300 Meals and Local 76000 Depreciation 76500 Amortization of Water Ri 77215Tax Payments on Leased L

360,502 31,314 3,269 0

326

800 400

3223637 481 596

406,000

Gity of Amarillo

Department Staffing Report

Department: Water Production Personal Services

Number of

Employees Classification

Total

Description

Permanent Positions 1.00 TEC930 1.00 TRD915 1.00 TRD93O

ELECTRON ICS/INSTRUMENTATION TECH

6.00 TRD957 9.00

UTILITY MAINTENANCE MECHANIC III Total Permanent Positions

9.00

Total Department

ELECTRICIAN I UTILITY WORKER

391,935

327

cttY oF

AMARItto 328

CITY OF AMARILLO

WATER TRANSMISSION (52210) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS Maintain the City's potable water pumping, transmission pipelines, and storage facilities in such a manner that meets or exceeds all Federal and State requirements for water quality, pressure, and quantity while providing water to the customers.

GOALS To efficiently and effectively operate and maintain the City's potable water storage, transmission, and pumping facilities to meet current and future water demands. Anticipate and provide any improvements necessary to infrastructure and facilities.

OBJECTIVES

t t

Provide staff, equipment, tools, and professional services suffìcient to ensure that operations, maintenance, and planning activities are effectively carried out. ilesults will be measured by efficient utilization of energy, effective use of pumping and storage capacity, and effective implementation of capital replacement projects. Maintain and regularly review and analyze the system.

OPERATING STATISTICS/PERFORMANCE MEASURERS

Actual 2012t13

Estimated

2013t14

2014115

0.70 BG 2.80 BG 0.75 BG 4.53 BG 8.78 BG

0.70 BG 2.75 BG 1.00 BG 3.70 BG 8.15 BG

0.75 BG 3.00 BG 1.00 BG 4.00 BG 8.75 BG

Pump Station Pumpage:

Arden Road 24th

Bonham 34th

Total

ACCOMPLISHMENTS Performed daily maintenance on five booster stet¡ons, six overhead storage tanks, eight (8) five million gallon ground storage tanks, and all pressure points. This year our crews have replaced a 30" valve at Bonham Pump Station. Completed a paint job on the Osage overhead storage tank. lnstalled a 36" valve at 34"'pump station.

329

City of Amarillo Water Transmission

41 100 Salaries and Wages

41300 lncentive 41620 Unscheduled 41 820T Health nsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1 O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42510 Car Allowance 42560 Change in Sick and Annua 42570 AdditionalARC I

217,820 't9,371 4,979 44,883

224,643 16,200 6,325 51,608

16,200

6,325 57,413

107

117

3,358 13,988 29,422 3,653 385 5,260 46 -12,465 -2,401

3,302 13,653

3,428

25,733

14,190 25,948

5,095

5,561

382

5,079

5,272

0 0 0

0 0

328,404 1,218 2,667 2,631 509 1,254

352,137 900 2,850 6,000 900

600

355,043 900 2,850 6,000 900 2,025 600

153 160

2,000

382 2,064

150 160 0

2,839

2,063

11,244 252

1,810 0

1,810

100 168

3,825 't,560,440

960 3,437 1,579,325

960 8,251

11,971

13,91 3

9,1 43

51000 Supplies 61400 Dues 61410 Tuition 61415 Safety Training 68100 R & M - Building 68300 R & M - lmprovements 6831 2 Other lmprovement 68615 Misc. Fuel Powered Equi 68640 Machinery 68650 Shop Equipment 68660 Audiotuideo Equipment 68680 Other Equipment 68710 Auto Repair and Maint 69210 Rental City Equipment 69220 Rental Other Equipment

1,599,049 778

2,050,981 750

6,524

1,617,709 750 6,540

1,000

4,964

36,000 1 19,850 114,000

33,000 1 19,850

2,100

750 600 450 375

750 600

60000 Co ntractual Services

210,212 31,922

41 000 Personal Services 51 110 Office Expense 51 120 Safety Program

51200 Operating 51250 Janitor 51300 Clothing and Linen 5'1350 Chemical and Medical 51400 Photograph¡c

514528&A-General 51700 Education 51800 Fuel & Oil 51850 Minor Tools 52050 Auto Parts 52050LABOR Auto Parts Labor 52120 T¡res and Tubes Other 53100 Natural Gas 53150 Electricity 53200 Water and Sewer

71 1 00 lnsurance and Bonds

147,442 2,712

2,078 s44 105 0

281

2,025 150

298

375

42,197

54,714 450

1,889

4,170

336,954 40,844 2,000 850

2,01 5,1 69

8,540

114,000

450 375 4,375 55,284 450 341,524 51,796

2,000 850

72000 Radio Communication 751 00 Travel 75300 Meals and Local 76000 Depreciation

100

2,2't6,738

2,191,975

2,206,929

70000 Other Charges 84200 Machinery General 84910 Other Equipment

2,252,844 6,859 16,043

2,235 769

2 261 675

0 0

80000 Capital Outlay TEXPENSES Total Expenses

22,902

4,413,4'11

4,542,568

5,009,222

0 14

330

City of Amarillo Department Staffing Report

Department: Water Transmission Personal Services

Number of

Employees Classification

Total

Description

Permanent Positions

1.00 MGT910 1.00 TEC930 1.00 TRD915 1.00 TRD930 3.00 TRD957 7.00

TREATMENT PLANT MAINTENANCE FOREPERSON ELECTRON ICS/INSTRUM ENTATION TECH

ELECTRICIAN I UTILITY WORKER UTILITY MAINTENANCE MECHANIC III Total Permanent Positions

Part-Time Positions

2.00 HRL930

UTILITY WORKER

9.00

Total Department

355,043

331

CITY OF

AMARItto opÊN 5DÀCEs t ÉtD!EsS

OptOÍTU¡ltlES

332

CITY OF AMARILLO SURFACE WATER TREATMENT (522201 FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS

This Department effectively and efficiently operates and maintains the City's surface water treatment plant and related

components. Raw well waier is received from the Canadian River Municipal Water Authority either directly into the treatment plani or held in the City of Amarillo's reservoir. This water is then processed through the treatment plant and treated to level that meets or exceeds all Federal and State potable water standards'

GOALS

The Surface Water Treatment's goals ¡nclude optimization of treatment plant processes to a level that consistently exceeds

Texas Commission on Environmeñtal Quality (TCEQ) water quality standards, cont¡nually evaluate processes to ensure delivery of the highest quality and quantity of potable water, provide oversight for the safe and secure production, treatment, and delivery of water.

OBJECTIVES

t t t

Provide adequate staff, equipment, tools and professional services to ensure effective performance of operations, maintenance and planning activities. Results will be mèasured by a production of water which meets the customer needs and consistently exceeds State and Federal water qual¡ty standards. The effective completion of capital improvements projects. Consistently analyze and review the system.

OPERATING STATISTICS/PERFORMANCE MEASURES

Actual 2012t13

Estimated 2013114

Estimated 2014t',!5

8.7 BG 2.6 BG 3.9 BG

8.6 BG 3.5 BG 3.4 BG

8.6 BG 3.5 BG 3.5 BG 1.0 BG 16.6 BG

Sources of Water Received:

CRMWA Carson County Potter County well field SouthwesVPalo Duro Total

.83 BG

1.,IBG

16.03 BG

'16.6 BG

ACCOMPLISHMENTS This vear, the Osage Water Treatment Plant will purchase a tool to discourage geese from impacting the quality of water stored in oui reservoir onã4tn St. The concrete clearweil was repainted for aesthetics purposes. We replaced the backwash valves to better optimize water savings. Also, the quality of water was verified by submitting over 1 ,500 water samples for verification of no colifórm posit¡ve sampleã. The Departmeni performed the annual cleaning and inspection of each of the plant's basins and three (3) five million gallon ground storage tanks.

333

City of Amarillo Surface Water Treatment

Salaries and Wages 41300 lncentive 41620 Unscheduled 41 82OT Health nsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 42110 TMRS 421 15 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42550 Communications Allowance 42560 Change in Sick and Annua 42570 Additional ARC

1,031,626

,085,651

47,204

46,200 29,985 209,826 484 16,048 68,619 129,335 25,610 1,413 20,010 1,200

41 000 Personal Services

1,527,521 13,953 7,515 18,758

51110 Office Expense 51 120 Safety Program 51200 Operating 51250 Janitor 51300 Clothing and Linen 51350 Chemical and Medical 51400 Photographic

5'14528&A-General 51700 Education 51800 Fuel & Oil 51850 Minor Tools 51950 Minor Office Equipment 51970 Software 51980 lT Hardware 52050 Auto Parts 52050LABOR Auto Parts Labor 52120 Tires and Tubes Other 53100 Natural Gas 53150 Electricity 53200 Water and Sewer

54,824 185,868

459 15,378 65,496 140,688

17,544 1,574 19,555

748 -41,964 -'11,480

1,634

3,154 321,805 0

6,516 3,477 16,250

7,782 1,705 0 0

1,031,847 28,800 29,985 211,773 484 15,379

65,760 120,251

25,774 1,413 19,259

2,400

0 0

1,634,380 11,800 7,550 14,000 3,500 5,345 380,204 200 8,000 3,800 16,000 3,275 2,000

1,553,126

0 0

11,800 7,550 14,000 3,500 5,345

340,679 200 8,000 3,800

16,249 3,525 2,000 3,000

7,400 0

2,288

0 0

680 18,438 42,855 59,558

2,000 18,445 46,497 41.802

2,000 31,465

51000 Supplies 61200 Postage 61400 Dues 61410 Tuition 6141 5 Safety Training 62000 Professional 67320 Extermination 67500 Laundry

530,110

'12,956

564,418 1,884 14,812 14,000

14,000 1,000

95,656 655

109,494 540

125,574 1,740

1,185

1,350

68100R&M-Building

19,719 8s,860

52,800 277,000 96,500

1,350 52,800

68300 R & M - lmprovements 6831 2 Other lmprovement 68610 Office Equipment 68615 Misc. Fuel Powered Equi 68620 Computer Equipment 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 60000 Contractual Services 71 1 00 lnsurance and Bonds 72000 Radio Communication 751 00 Travel

3,743

s52 15,363

6,012 125 9,296

121 ,908

64,445 646,866 1,884

14,032

274,OOO

96,500

5,000

130

8,745

8,950

51,975

8,950 1,200 1,200 800 91,692

45 14,691

25,898

325,904 43,849 7,361 1,979

707,320 51,207 2,000 9,000

820 1,687 33

334

4,200

1,200 1,200 800 88,1 52

4,200 25,898 718,280 40,454 2,000 9,000

Gity of Amarillo Surface Water Treatment

592 1,155,044 3,372 137,368

75300 Meals and Local 76000 Depreciation 77200 License and Permits 77300 Water System lnspections 77730 Solid Waste 78000 Pmnt to CRMWA - M and O

980 4,851 ,074

70000 Other Charges 841 10 Misc. Fuel Powered Equip 80000 Gapital Outlay TEXPENSES Total Expenses

69,585 7,630 140,000

1 ,1

1,098,599 7,630 140,000

2,125

5,000,000

5,800,000

6,201,618 9,707

6,382,347

7,100,608

9,707 8,594,861

9,288,465

10,018,880

City of Amarillo Department Staffing Report Department:

Surface Water Treatment Personal

Number of

Employees Glassification

Services Total

Description

Permanent Positions

1.00 ADM320 1.00 ADM321 1.00 cLR410 1.00 cLR941 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 4.00 TRD957 9.00 TRD966 29.00

WATER PRODUCTION SUPERINTENDENT ASSISTANT WATER PRODUCTION SUPERINTENDENT ADM INISTRATIVE ASSISTANT II I ADMIN ISTRATIVE TECHNICIAN ELECTRONIC/INSTRUMENTATION SUPER PROCESS CONTROL SUPERVISOR TREATMENT PLANT MAINTENANCE FOREPERSON WATER OPERATIONS/COMPLIANCE TECHNICIAN ELECTRON ICS/INSTRUM ENTATION TECH ELECTRICIAN II CUSTODIAN I ELECTRICIAN I UTILITY WORKER UTILITY MAINTENANCE MECHANIC III TREATMENT PLANT OPERATOR III Total Permanent Positions

29.00

Total Department

1,553,126

335

c[y oF

AMARItto 336

CITY OF AMARILLO WATER DISTRTBUTION (52230) FUNCTIONS, GOALS AND OBJECT]VES

FUNCTIONS

The Water Distribution Department is responsible for the proper operation and maintenance of the water distribution system and delivering potable water to ihe public in compliance with applicable State and Federal Regulations. This Department constructs service taps andïain extensions when service is requested. The epartment also installs and maintains fire hydrants and valves within the dishibution system and replaces ag¡ng water malns.

GOALS The Department strives to operate the water distribution system in such a manner as to efficiently and effectively deliver potable water to meet the demands of our customers and fire suppression operations.

OBJECTIVES

t t

* * *

Replace substandard mains and loop in 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. ldentify areas that have low pressure, circulation problems, or limited fire coverage

OPERATING STATISTIGS/PERFORMANCE

MEASURES

Distribution Mains (Miles) Fire Hydrants in Service Meters in Service Main Extension (Miles) Mains Repaired Fire Hydrants Repaired Water Mains Replaced (Miles)

Actual

Estimated

2012t13

2013t14

Est¡meted 2014115

1,132.55 4,322 70,401

1,155 4,359 72,401

1,178 4,399 74,401

386

440 70 2.5

450 75 3.0

175 3.0

ACCOMPLISHMENTS This Department and contractors are responsible for installing main extensions. A total of '12 miles were installed during the 2012l13 fiscal year. A total of 175 li¡e hydrants were repaired or replaced. An indication of city growth is the number of new taps installed.

Therewere2l5city-installedtapsduringthe20l2/13fiscal yearandhundredsof moretapsinstalledbydevelopers. Theuptuminthe economy should increase future tap requests. The Department continues to focus on much needed improvement to nagging

infrastrutture issues within the water distribution system. Water Distribution responds to customer complaints on a 24-hour basis. Approximately 125 calls per day are rece¡ved by our service call center with the Osage Water Plant receiving service requests after noimal businèss hours and on holidays and weekends. Normal response time for these calls is less than 30 minutes. Approximately 14,000 meters are set or pulled by óur meter service representatives annually. Additionally, delinquent meter pulls and cut-offs requested by the Utility Billing Office number approximately 1,000 per month.

337

City of Amarillo Water Distribution

and Wages 41300 lncentive 41620 Unscheduled 41820f Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42550 Communications Allowance 42560 Change in Sick and Annua 42570 Additional ARC

1,434,527 72,289 91,480 346,697

-846

70,670 2,400 0

-16,227

41 000 Personal Services

2,340,686 5,226

2,5s9,140 4,500 15,800

2,662,287 4,500

41 100

51 1 10 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 51980 lT Hardware 52050 Auto Parts 52050LABOR Auto Parts Labor 52120 Tires and Tubes Other 53100 Natural Gas 53150 Electricity 53200 Water and Sewer

921

21,916 93,711 198,870

25,217 3,085 66,721

2,324

18,551 27 13,459 70 0

1,483 28,251

1,560,671

1,637,896

71,700 75,000 421,951 984 23,635

65,400 75,000

101 ,058

190,480 37,716

2,875

14,110 500 400 1,507

9,500

400 1,482 29,500 2,000 7,025

200

118

1,405

330 409

353

60,374 112

96,973

507 298,382 210,982

2,000 268,200 316,500 2,000 188,450 300

70000 Other Charges 84100 Auto-Rolling Stock & Equ 84310 Shop Equipment

19,540 0 16,930 500

485 285

68100R&M-Building

60000 Contractual Services 71 1 00 lnsurance and Bonds 71250 Paid Claims 72000 Radio Communication 74000 Printing and Binding 75100 Travel 75300 Meals and Local 76000 Depreciation 77470 Service Charges - Other

1,000

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

3,200 71,818 2,400

12,000

88,504

68500R&M-Streets

105,505 192,930 41,351

500

51000 Supplies 61200 Postage 61400 Dues 61410 Tuition 61415 Safety Training 68300 R & M - lmprovements 6831 2 Other lmprovement 6831 5 Materials-Meter Boxes

1,051

24,675

0 0 19,777

391

0 0

441,061

19 1,500

16,353

2,045 199,673

1,600

15,700

12,000 1,000

138 112 1,600 15,700

4,895 2,000 420,200 51,500 0

750

388,450 300 750

10,470

9,000 3,200

54,993 3,200

133

100

373,486

480,674

100 557,237 500

3,402

500

1,117,057 13,542

1,289,086 13,944 2,500 2,000

1,501,537

500

1,800

14,203

15,834

2,500 2,000

0 1,046 1,705

3,000 1,400

500 3,000 1,400

2,377,076 16,233

2,377,841 16,233

2,496,419 16,233

2,426,005 12,191

2,4 7 4 8

2,537,886

18,000 16,400

338

City of Amarillo Water Distribution

80000 Capital Outlay 901 00 Workorder Reimbursement

12,191

-479,936

-310,000

90000 Inter Reimbursements TEXPENSES Total Expenses

-479,936 5,504,506

.3f0,000

34,400 -376,000 .376,000

6,016,018

6,¿157,083

City of Amarillo Department Staff ing Report

Department: Water Distribution Personal Services Total

Number of

Employees Glassification

Description

Permanent Positions

1.00 ADM330

2.00 TRD334 10.00 TRD335 18.00 TRD93O 63.00

WATER AND SEWER SYSTEM SUPERINTENDENT ASSISTANT WATER DIST SUPERINTENDENT ADMINISTRATIVE ASSISTANT I ADMINISTRATIVE ASSISTANT II ADM INISTRATIVE TECHNICIAN I WATERYSEWER 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 Pos¡t¡ons

63.00

Total Department

1.00 ADM331

2.00 cLR400 1.00 cLR405 1.00 cLR615

11.00 3.00 3.00 9.00

MGT345 MGT930 MGT931

TEC120

1.00 TRD331

2,662,287

339

(ltY OF

AIYIARITTO ETETESS OPPOf TÚ¡¡II'S

OPEfl

'ÞÀCES.

340

CITYOFAMARILLO WASTEWATE R COLLECT¡ON (522401 FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The Wastewater Collection Department is responsible for the proper operation and maintenance of the wastewater collection system of the City. This Department is also responsible for constructing service taps and shof main extensions when service is requested.

GOALS

This Department's goal is to operate the wastewater collection system in an efficient and effective manner. 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 treatment facilities.

OBJECTIVES

* * t

Reduce overflows and spills by improving facilities and providing equipment to reroute wastewater Update equipment and increase annual coverage ofthe system. Replace aging sewer mains. Reduce sewer stops with better maintenance practices and technology upgrades.

OPERATING STATISTICSPERFORMANCE MEASU RES

Actual

Estimated

2012113

2013t14

2014t15

Collection Mains (Miles) Lift Station Main Extensions (Miles) Active Sewer Accounts Sewer Mains Rodded (Miles) Sewer Mains Cleaned (Miles) Sewer Mains TV lnspected (Miles) Main Repairs Collection Mains Replaced Sewer Stops Sewer No-Stop Calls

957.11 54 8.59 68,872 194.7 201.69

965 54

973 53

69 000

69 500

28.11

182 4.4 410 478

204

215

220 26

227 27

160

150

4.5

4.6 350 600

375 580

ACCOMPLISHMENTS

The Department has now fìnished its "Master Plan", which will result in better management of the critical areas of our system. Wastewater Collection hes also upgraded its cleaning equipment to include three (3) Vactor trucks in order to cover more of our system annually. The Department was also responsible for repairing 53 service taps and installing 47 service taps, 182 main repairs, and adjusting 165 access covers.

34r

City of Amarillo Waste Water Collection

and 41300 lncentive 41620 Unscheduled 41820T Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1O TMRS 421 15 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42550 Communications Allowance 42560 Change in Sick and Annua 42570 Additional ARC

42,044 39,049 201,279 543 11,921 50,974 109,038 13,612

965,859 39,000 38,000 254,597 600 13,497

57,713 108,777

72,297

21,543 1,754 80,974

2,052

931,325 52,500 38,000 285,858 634 14,265 60,997 111,541 23,907 1,852 84,002 1,200

1,101

't,200

6,676 -8,897

0 0

41000 Personal Services 51 I 10 Office Expense 51200 Operating 51250 Janitor 51300 Clothing and Linen 51350 Chemical and Medical 51700 Educätion 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

1,335,573

1,583,516

1,606,08f

2,440

1,500

40,273

47,900 200 7,000

58,700 200 7,000 131,200 500 2,500 8,300 1,200 8,900

51000 Supplies 61200 Postage 61400 Dues 61410 Tuition 68100 R & M - Building 68300 R & M - lmprovements 6831 2 Other lmprovement

330,602

68500R&M-Streets 68650 Shop Equipment 68680 Other Equipment 68710 Auto Repair and Maint 69100 Rental Land & Buildings 69210 Rental City Equipment 60000 Contractual Services 71 100 lnsurance and Bonds 71250 Paid Claims 72000 Radio Communication 74000 Printing and Binding 75100 Travel 75300 Meals and Local 76000 Depreciation 77200 License and Permits 77470 Service Charges - Other

157

8,836 90,855 1,334 2,581 12,38ô

' 131,200

500 142

8,300

11,762 525

2,900

2,028 154,740 2.685

1,500 500

1,146 157,144

2,573 362,505

1,500

500 3,568 198,843

2,844 427,255

1,020

2,000

4,795

8,000

155

500 60,000

48 2,000 8,000 500 60,000

94,681

139,481

45,000 7,000 12,000 4,000

48,700 8,700 21,400 4,000

74,964 89,305 41,364

6,238 7,808 1,045 500 352,327

1,000

457,983

448,176

579,520 9,649

692,212 9,649

742,005 17,752

1,000

25,002

2,000

500

5,020 1 ,515 1,557,880 350 12,162

4,797

1,500

1,550,330

1,621,346

600 12,'t62

12,162

70000 Other Gharges 83100 lmprove other than Build 84310 Shop Equipment 84330 Safety Equipment 84910 Other Equipment

'i.,611,577

1 ,582,538

1 ,661 ,657

14,967 19,700 14,980

0 0 0 0

80000 Capital Outlay 901 00 Workorder Reimbursement

49,647 -152,993

342

-124,734

600

0 0

20 ,000

20,000 -150,000

City of Amarillo Waste Water Collection

Departments

901 60

90000 lnter Reimbursements TEXPENSES Total Expenses

-18 500

-18,500

-'171,493

-143,234 4,077,537

-168,500

3,735,426

4,2gg,4gg

City of Amarillo Department Staffing Report Department:

Waste Water Gollection Personal

Number of

Employees Glassification Permanent Positions 1.00 ADM340

Services Total

Description

38.00

ASSISTANT WASTEWATER COLL. SUPERINTENDENT WATERYSEWER 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

38.00

Total Department

5.00 MGT345 3.00 MGT930 1.00 McT931 5.00 TEC120 1.00 TEC340 1.00 TEC930 3.00 TRD342 14.00 TRD930 3.00 TRD954 1.00 TRD960

1,606,081

343

qtlY OF

AMARItto' otEil sFÀcEs ' EiloLEsi opPoRTU¡lrlÊ5

344

CITY OF AMARILLO

RrvER ROAD WATER RECLAMATION (52260) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The River Road Water Reclamation Plant processes raw wastewater and sells a major portion of the treated effluent 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 regulat¡ons. The facili$ has an onsite laboratorythat 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

* t

* t t t

Provide adequate staff, equipment, tools and professional services to ensure effective performance of plant operations and maintenance. Attract and maintain a quality workforce. lmprove training. lmprove 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

Actual

MEASURES

2012t13

Treatment Plant Capacity (million gallons per day) Wastewater Treated (million gallons) Reclaimed Water (million gallons) Biosolids Created (metric tons)

Estimated 2013114

Estimated 2014115

2,932 2,832

3,600 3,500 1,800

1,412

ACCOMPLISHMENTS

The River Road Plant was successfully operated and maintained again this year; meeting and exceeding the requirements of its discharge permit issued by the Texas Commission on Environmental Quality. The River Road Plant received the Platinum Peak Performance Award from The National Association of Clean Water Agencies for consistency in compliance with Nationel Pollutant Discharge Elimination System. This is the third year in a row that the Plant has received this award. The River Road Plant oversaw the successful completion and installation of a secondary Backwash Water Decant Piping and Return Equalization Piping Project. The River Road Plant staff successfully completed 1,390 Equipment Preventative Maintenance Work Orders and281 Equipment Repair Work Orders.

345

City of Amarillo River Road Water Reclamation

41 100 Salaries and Wages 41300 lncentive 41620 Unscheduled 41 820T Health nsurance 41900 Life 42010 Social SecuriÇ - Medica 42020 Social Security - OASDI 42110 TMRS 42115 OPÈB Funding 42300 State Unemployment 42400 Workers Compensation 42560 Change in Sick and Annua 42570 Additional ARC I

41 000 Personal Services

669,323 48,531

32,329 158,2'13

402 10,286 43,809 92,871 11,768 1,321 18,174 6,343 -7 578 1,085,792

51 1'10 Office Expense

2,620

51200 Operating 5'1250 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

26,626

2,128 3,964 34,868 176 1,640 450

49,500 40,000 180,355 417 1't,125 47,121 88,813 17,588

't,258 19,223 0 0

1,208,944 4,000 35,000 4,500 s,000 50,000 300 3,900

724,630 40,200 40,000 1 62,1

417 11,090 46,971

85,892 18,410 1,258 20,800 0 0

1,151,772 4,000 35,000 4,500 5,000 50,000 300 3,900

1,000

30,000 6,500

35,149 6,000

1,000

788 4,065 69,466 533,224

500 500 6,988 75,000 554,817

500 500 6,988 100,014 630,652

51000 Supplies 61 100 Communications Billing 61200 Postage 61300 Advertising 61400 Dues 61410 Tuition 62000 Professional 67320 Extermination 67500 Laundry

712,176

779,005

884,503

89 1,371 0

840

68100R&M-Building

10,857 70,659 49,877

840 1,758 1,620 16,900 10,000 450 500 38,990

10,000 450 500 38,990

120,292

106,792

45,000

150

406

2,200 20,000 2,000

2,200

68300 R & M - lmprovements 6831 2 Other lmprovement 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 69220 Rental Other Equipment 69300 Leased Computer Software

24,538 6,119 1,162

343

1,490 13,884 12,536 340

269

4,789 1,690 12,078 0

65,930

11,000

500 79,320

1,758

1,620 '16,900

20,000 2,000 11,000 500 78,442

188 0

3,500

60000 Contractual Services 71 1 00 lnsurance and Bonds 72000 Radio Communication 751 00 Travel 75300 Meals and Local 76000 Depreciation 77200 License and Permits 77730 Solid Waste

246,452

351,521

23,034

29,074

5,076

2,000

127

2,500

516 682,853 75,941

672,970 80,000

5,478

8,000

340,643 28,979 2,000 2,500 700 701,639 90,000 8,000

70000 Other Charges

793,026

795,244

833,818

346

700

City of Amarillo River Road Water Reclamatíon

12,320 80000 Capital Outlay TEXPENSES Total Expenses

12,320 2,949,765

3,134,713

3,210,736

City of Amarillo Department Staffing Report Department:

River Road Water Reclamation Personal Services Total

Number of

Employees Classification

Description

Permanent Positions .00 .00 .00 .00 .00 .00 .00

ADMO65 MGT91O MGT941

3.00 1.00 5.00 9.00 25.00

TRD93O TRDg51

TEC930 TEC942 TRDg1O

TRDg15

TRDg57 TRD966

ASS ISTANT WASTEWATER TREATM ENT S UPERI NTENDENT

TREATMENT PLANT MAINTENANCE FOREPERSON OPERATIONS CONTROL SUPERVISOR ELECTRONICS/INSTRUMENTATION TECH PROCESS CONTROL TECHN ICIAN CUSTODIAN I ELECTRICIAN I UTILITY WORKER EQUIPMENT OPERATOR III UTILITY MAINTENANCE MECHANIC III TREATMENT PLANT OPERATOR III Total Permanent Positions

Part-Time Positions

2.00 HRL930 27.OO

UTILITY WORKER

Total Department

1,151,772

341

CIIY OF

ATYIARITTO

348

CITY OF AMARILLO HOLLYWOOD ROAD WATER RECLAMATION (s2270) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The Hollywood Road Wastewater Treatment Department is respons¡ble 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 skives to provide the citizens of Amarillo with the most effic¡ent 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 fairand responsible manner. lt also promotes for the maximum use of reclaimed water and biosolids while protecting the environment.

OBJECTIVES

* t t t t t i t

To provide adequate staff, equipment, tools and professional services to assure effective performance of plant operations and maintenance. To attract and maintain a quality workforce. To improve training in all aspects of the successful operation and meintenance of the facility. To improve the efficiency of all aspects of the 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 quelity effluent in order to maintain the lake's hydraulic level. To provide the citizens of Amarillo with the most economical and eff¡cient wastewater treatment. To provide excellent communication and customer service to all City entities.

OPERATING STATISTICS/PERFORMANCE

Actual

MEASURES

2012t13

Treatment plant capacity (MGD) Wastewater treated (MGD) Reclaimed water to XCEL (MG) Effluent to L. Tanglewood & Creek (MG) Biosolids to Landfill (Metric Tons)

Estimated 2013114

Estimated 2014115

8.2 730 2,387

8.3 1,400 1,700 2,000

8.4

2,061

1,400

1,700 2,000

ACCOMPLISHMENTS The Hollywood Road Plant was successfully operated and mainta¡ned agein th¡s year; meeting and exceeding the requirements of its discharge permit issued by the Texas Commission on Environmental Quality. The Hollywood Road Plant once again received the Platinum Peak Performance Award from The National Association of Clean Water Agencies for consistency in compliance with National Pollutant Discharge Elim¡nation System. There were no major construction projects this year. The replacement parts for a major rebuild for a bar screen assembly have arrived and are ready for use when necessary. All filter belts on both Belt Press units were replaced as well as numerous bearings and other worn parts as needed. One of the re-aeretion screw pumps has been recoated and is ready to re-install Replacements for the spare parts used have been re-ordered. A new flow control gate was fabricated inhouse and installed, replacing a previously unusable one. The implementetion of a preventative maintenance plan for the plant has been completed.

349

Gity of Amarillo

Hollywood Road Waste Water Tre

41 100 Salaries and Wages

41300 lncentive 41620 Unscheduled 41 82OT Healtli nsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 42110 TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42560 Change in Sick and Annua 42570 AdditionalARC I

41000 Personal Services 51110 Office Expense 51200 Operating 51250 Janitor 51300 Cloth¡ng 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 51000 Suppl¡es 61200 Postage 61300 Advertising 61400 Dues 61410 Tuition 62000 Professional 67320 Extermination 67500 Laundry

634,847 40,749 45,575 141,330 388

732,878 38,700 35,000 162,460 417

9,792

10,811

41,485 88,866 11,232 1,358

45,814 86,352 17,099 1,254 20,170

18,222 6,461 -7,251

1,033,055 1,569 35,262 4,761 3,949 163,624 0 1,360

I,150,955 2,500 35,000 4,600 4,600 186,000 50

r,500

650

46,148 4,791 945

52,500 4,000

36,600 35,000 179,0s7 417 10,863 46,037

84,184 18,044 1,254 20,271 0 0

,144,299 2,500 35,000 4,600 4,600 186,000 50 1,500

650 48,784 4,000

1,500 500 1,500

1,000

345,561

10,000 225,000 364,779

10,000 235,939 396,793

789,001 615

894,679 432

933,416 432

1,000 1,000 14,000

1,000 1,000

197

550 3,374 1 76,910

608 2,968 13,463 414 843

500 1,500

14,000 15,000

15,000 400 950 30,000

400 950 30,000

140,000

2,831 1,856

50,000 325 5,000 5,000

4,894 2,239

5,000 1,500

50,000 325 5,000 5,000 5,000

16,484 6,328 69,365

15,000

68100R&M-Building

23,24',1

68300 R & M - lmprovements 6831 2 Other lmprovement 68610 Office Equipment 68615 M¡sc. 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

186,897 69,114

60000 Contractual Services 71 I 00 lnsurance and Bonds 72000 Radio Communication 751 00 Travel 75300 Meals and Local 76000 Depreciation 77200 License and Permits 77730 Solid Waste

402,162 43,089 3,399 129 306 1,423,409 52,127 135 706

1,452,089 65,000 200,000

70000 Other Charges 83100 lmprove other than Build

1,658,164

1,777,130

3s0

10,000

79,821 't,000 375,428 54,891

2,000 2,500 650

I,500 15,000 10,000 111,961 1,000

407,568 41,723 2,000 2,500 650 1,419,292 65,000 200,000 1,731,165 20,000

City of Amarillo

Hollywood Road Waste Water Tre

841 00

841 10 Misc. Fuel Powered Equip

80000 Capital Outlay TEXPENSES Total Expenses

13,000 20,000

53,000

3,882,382

4,198,192

4,269,448

Gity 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 4.00 TRDg57 9.00 TRD966 25.00

Description

ASSISTANT WASTEWATER TREATMENT SUPERINTENDENT TREATMENT PLANT MAINTENANCE FOREPERSON OPERATIONS CONTROL SUPERVISOR ELECTRONICS/INSTRUMENTATION TECH PROCESS CONTROL TECHNICIAN CUSTODIAN ELECTRICIAN I UTILITY WORKER EQUIPMENT OPERATOR II EQUIPMENT OPERATOR III UTILITY MAINTENANCE MECHANIC III TREATMENT PLANT OPERATOR III Total Permanent Positions I

Part-Time Positions

2.00 HRL930

UTILITY WORKER

27.O0

Total Department

1,144,299

351

CITY OF

AMARIttO 352

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

following: St Ord

Department is involved in opeiating the tnvLntory, the Annual Texai Tier tt neport, a Pretreatment Program, Liquid Waste Haulers Analysis for Haztri'at

incident Wasie program. Analytical water treatirent plant. This

I City-wide Chemical

the lndustrial Waste

provides Emergency ousehold Hazardous azMat alysis is provided to¡oth wastewater treatment plants, and the drinking h regulations of the Environmental Protection Agency (EPA), the Texas

Commlssion on Environmental Quality (TCEa), and City Ordinances.

GOALS

The Laboratory strives to provide rapid and accurate analysis of water, wastewater, Sludge, So¡1, and unknowns to any

TCEQ yearly a and

by using EPA and requesting City department, 'providing dáily, wãekly, and the long h-istory of irpport- is atsô provided ior wáter treátment-and admin¡sters tne Êpn and TCEQ Pretreatment

continues Analytical epartment ponses to epartment acteriology laboratory is the primary drinking water and bottled serving 266 entities. The City Municipal Landfill Groundwater e Department operations stay as cunent as feasible concerning rtment operations is to provide training and education for all ensure public safety.

OBJECTIVES

* * * * t *

Continue to operate The Environmental Laboratory to provide City departments with laboratory services. Continue to operate The Stormwater and lndustrial 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 lndustrial Waste Pemitted Categorical lndustries (July to June) lndustrial Waste Perm¡tted Non-Categorical lndustries (July to June) Storm Water Regulated lndustries Number of Bacteriology Samples Performed Total Number of Laboratory Samples (inclusive of Bacteriology)

Est¡mated

Actual 20'12t13

Estimated 20'13t14

1'13

12 115

9,886 18,855

10,000 19,920

2014t15

't25 '10,200

21,045

ACCOMPLISHMENTS

using the most recent 10 years of completed samples indicates an annual growth Laboiatory now incorporates particle counting with jar testing in routine surface continues to maintain the new ultra low level method called SPME, which functions used to analyze and help the water Treatment Plant mit I taste and odor probl

surrogate tõtal p

he annual analysis chañge is complete, which moved the inventory, City-*¡¿" Che-mical lnventory was completed with e Permitting the annual Texas Tier ll Rep'ort was completed. Stormwater through the Stete permitting process. This program is responsi Public and private construction activity is also monitored within new five- year Stormwater Permit with TCEQ, achieving a very continues to perform exceptionally well with local industries, and monitors industrial wastewater discharges into the sanitary sewer system. Grease träp moniioring is part of this work area. This program continues to identify new significant industrial users to be added to the system. lhe br¡nking Water Bacteriology Laboratory is completing its 7th year as a National Environmental Laboratory Acóreditation Conferencè (NELAC), TNI accredited laboratory, and serves not only o9r Clty' bul also tne major¡ty of the northérn Texas panhandle. Cities, businesses, and other entities served currently total 266. Bacteriology sample coúnt is approaching 1O,OOO per year. The entire laboratory sample count is approaching 19,920 per year.

3s3

Gity of Amarillo Laboratory Admin i

:ll

i;Ì

\:, 763,431 31,500 5,000 134,933 334 11,553 49,397

779,881 30,900 5,000

and Wages 41300 lncentive 41620 Unscheduled 41 820T Health nsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1 O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42510 Car Allowance 42550 Communications Allowance 42560 Change in Sick and Annua 42570 Additional ARC

753,212

41000 Personal Services 51 1 10 Office Expense 51200 Operating 51250 Janitor 51300 Cloth¡ng and Linen 51350 Chemical and Medical 51400 Photographic 5'1450 Botany & Agrigulture 51700 Education 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 55100 Publications

1,098,078

1,1 28,543

1,157,984

7,528

9,028 66,492

73,022

4,0'17

4,185

3,150 76,437

3,281 76,437

100 100

750 28

750 26

8,600 2,000

7,594 2,700

0 0

41 100

51000 Supplies 61200 Postage 61300 Advertising 61400 Dues 61410 Tuition 62000 Professional 632'10 Armored Car Service 67320 Extermination 67500 Laundry

3'1,453

1,989 129,432 329 10,944 46,796 98,648 12,073 1,015

15,267 3,008 1,203 757 -8,050

61,166

3,942 2,529 52,822 0 0 0 26

2,456 5,238 154

93,1 07

18,436 97s 15,678 3,000 1,200 0 0

146,41

334 11,800 50,454 92,262 19,775

975 15,985

3,000 1,200 0 0

9,404

2,418 14,327 4,969

2,077 15,006 5,297

1.000

1,000

157,627 5,384

194,082

203,795

5,748

2,000

9,530

13,500

9,726

13,500 7,871 10,000

3,501

3126

3,50'1

340

345 350

345 350 '15,125

4,764

286

68100R&M-Building

886

68300 R & M - lmprovements 68610 Office Equipment 68680 Other Equipment 69210 Rental City Equipment 69220 Rental Other Equipment

s0B

4,333 16,129

4,734

7,871 10,000

70,612 33,236

15,125 1,250 400 71,038 42,453

350

60000 Contractual Services 71 100 lnsurance and Bonds 72000 Radio Communication 75100 Travel 75300 Meals and Local 76000 Depreciation 77200 License and Permits 77730 Solid Waste

138,845

173,556

5,391

5,961

6,240

2,000 9,000 1,200 92,166

2,232

5,784

-45,801

-56,520

70000 Other Charges 84910 Other Equipment

63,958 9,357

59,591 1',|,000

9,357 1,467,864

I I,000

r5,800

1,566,772

1,637,43

80000 Capital Outlay TEXPENSES Total Expenses

3,361

703 91,831

354

1,250 400 75,052 42,576 350 178,068 8,710 2,000 9,000 1,200 97,491 5,784 -42,390 81,795 15,800

City of Amarillo Department Staffing Report

Department: Laboratory Admin Personal Services Total

Number of

Employees Classification

Description

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 TECsss 1.00 TEC943

WASTEWATER TREATMENT SUPERINTENDENT CHIEF CHEMIST: ENVIRONMENTAL PROGRAMS MANAGER ENVIRONMENTAL ADMINISTRATOR ADMINISTRATIVE SUPERVISOR ADMINISTRATIVE ASSISTANT II ENVIRONMENTAL CHEMIST CHEMIST I CHEMIST II CHEMIST III INDUSTRIAL WASTE SUPERVISOR ENVIRONMENTAL TECHNICIAN BACTERIOLOGY TECHNICIAN

20.00

WATER BACTERIOLOGIST CUSTODIAN II INDUSTRIAL WASTE INSPECTOR STORM WATER INSPECTOR Total Permanent Positions

20.00

Total Department

1.00 1.00 1.00 1.00

TEC945 TRDO47 TRD35O

TRD351

1,157,984

355

City of Amarillo Water & Sewer General

41500 PFP 41000 Personal Services 62000 Professional 63140 Audit Fee

154,202

4,750

31 0,919

486,

3f 0,919 120,000 5,000

486,f82

125,000 25,000 8,000 738,353 500,000 1,271,353

60000 Contractual Services 75100 Travel 75300 Meals and Local 77610 lnformation Technology 78230 Loss on Bad Debt

485 359 503,962

125,000 25,000 8,000 537,358 500,000

70000 Other Charges 92150 Cert of Obligation

989,321 't,000

1,070,358 0

92000 Operating Transfers TEXPENSES Total Expenses

1 58,952

0 0

't20,000 5,000

1,000

1,149,273

1,506,277

1,882,535

473,605 930,998 1,151,815 11,710

485,889 958,202 1,154,024 11,710

City of Amarillo Sewer General

487,505

Sewer 77840 Ad 77850 Pymnt Lieu of Franch Tx 77860 Pymnt Lieu of ProP Tx 78010 Fiscal Aqent Fees

1,078,265 12,190

70000 Other Charges 89200 Bond lnterest PaYments

2,488,511 2,548,735

2,568,128

2,609,825

89000 Debt Service TEXPENSES Total Expenses

2,548,735 5,037,245

2,568,128

2,609,825

747,977 2,123,217 1,900,772 o

715,708 2,171j86 2,058,268 27,305

726,517 2,240,157

70000 Other Charges 89200 Bond lnterest Payments

4,771,966 4,320,267

4,972,467 4,162,983

5,054,160 3,926,288

89000 Debt Service TEXPENSES Total Expenses

4,320,267

4,162,983

9,092,232

9,135,450

3,926,288 8,980,448

910,551

City of Amarillo Water General

7781 0 Administrative Water

77820 Pymnl Lieu of Franch Tx 77830 Pymnt Lieu of Prop Tx 78010 Fiscal Agent Fees

2,060,181

27,305

City of Amarillo

Water&Sewer-Transfer

CIPACCT

lP Accounts

80000 Capital OutlaY 92125 Municipal Garage 92000 Operating Transfers TEXPENSES Total ExPenses

23,4

6,814,880

23,419,567

16,814,880

171,512

171,512 171,512

356

23,41s,567*

16,814,880

C¡TY OF AMARILLO AIRPORT 201412015 REVENUE 47%

$ 6,333,108 3,463,000

HANGAR, BUILDING AND GROUND

13Yo

I,990,700 27,800

GRANTS IN AID

26Yo

1,710,974

15%

AIRFIELD REVENUE INTEREST REVENUE

TERMINAL BUILDING

10Yo 20%

30Y"

40Yo 50%

60%

70%

80%

90%

100To

$13,525,582 TOTALREVENUE

EXPENDITURES s1,696,412

MAINTENANCE, UTILITIES AND SUPPLIES

1OYo

3,379,394

SALARIES AND OTHER OPERATING

27o/o

1,716,147

14o/o

3,971,200

FIREFIGHTING SERVICES

CAPITAL

31olo

1,873,650

DEBT SERVICE

15o/"

10%

20%

300/o 40%

50"/o 60%

70%

80Y"

s0%

$I2,636,803 TOTALEXPENDITURES

Terminal building related revenues of $6.3 million account for 47o/o of the Airport Fund revenues. Grants in Aid of $3.5 million , or 260/o of the total Airport Fund revenues, will be used to fund the major¡ty of capital purchases. Total expenditures do not include non-cash budgeted items such as depreciation.

357

100%

Gity of Amarillo Revenue 5400Airport Fund

34310 Landing Fees 34315 Passenger Facility Charg 34320 Fuel Flowage Comm 34340 Fuel & Oil commission O

1,470,190 133,501

6,137

34300 Airfield Fees and Commis 34410 Airline Rentals 34420 Restaurant Commissions 34440 Locker & Vending Mach C 34460 Other Terminal Building 34470 Ca¡ Rental Commissions 34471 Customer Facility Charge 34472 CONRAC Fuel Revenue 34480 Auto Parking Commission

1,999,276 1,509,182 133,829 445 1 16,856 1,257,375 486,273

3¡1400 Terminal Building Area R

5,483,187 275,070 285,021 455,824 89,937 38,649 140,423

34620 Krams lnc Lease 34630 Leading Edge Lease 34640 Bell Helicopter Rents 34650 Fixed Base Operator Lea 34660 Other Build Rentls - Ai 34665 PRANA Master Lease 34680 Ground Rentals

420,385 1,420,943 129,3't5 5,356

I,976,000 1,454,642 176,1't3 -140 113,636 1,210,910 709,614

1,979 ,228

,970,810 5,675,585 275,070 274,624 453,841 91,229 37,947 1

41s,000 1,421,000 150,000

4,700 I,990,700 1,576,608 190,000 1,500 125,000

,s10,000 710,000 220,000 2,000,000 1

6,333,r08 275,064 275,184 477,780 93,720 27,000

141J26

141j26

202,284

188,224

250,000

1,497,209 38,179

1,462,060 37,743

I,539,874

38,179

37,743 2,950,000

36,000 3,463,000 3,463,000 27,800

-5,702

2,950,000 27,673 2,490

371 09 Interest Earnings

27,831

30,r03

37155 Surface Land Rental

1,500

27,80O 1,500

37150 Rent 37141 Merchant Service Fees 3741 0 Miscellaneous Revenue 37451 TSA LEO Reimbursement 37460 Gn/Lss on Prop Disposal 37465 NBV Asset Disposal

I,500

-30

1,500 0

37,751 69,780

32,071 141,000

40,000 93,600

3,962 -1,562

109,931

175,41

1 33,600

11,026

34600 Other Building & Ground 34700 Adverstising Commission 34800 Other 35610 Grant ln Aid - Federal

35500 Other Governmental Reven 371 10 lnterest lncome 371 't5 Unrealized G/L

33,533

37400 M¡scellaneous Revenue 39350 Tsf ln from Gen Conskuc 39676 Tsf in fr Airport PFC Fu

39100 Operating Transfers ln

1,61 9,922

TREVENUE Total Revenues

'10,767,034

358

36,000

11,026

12,319,519

13,525,582

CITY OF AMARILLO DEPARTMENT OF AVIATION (54110) FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS

The Rick Husband Amarillo lnternational 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. ÀJO¡tionally, some aviation services for military operatìons are available. The Department of Aviation is charged with the administraiion, planning, operation, maintenance end 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-sùfficient by balancing costs with ievenue-sources while meeting the on-going and ever-changing demands for services. The Airport finañcial strudúre 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-tèrm planning projects, qualifying capital improvement projects/purchases, and celain runway and taxiway rehabilitation projects.

OBJECTIVES

* * * t

To maintain and improve aviation facilities while meeting the goals stated above, as well as controlling costs.

Major projects include airfield electrical system improvements, building and completion of.the consolidated rent car seivicé center (CONRAC), and replace outdated capital equipment, and reconstruction of vehicle entry roads. To diversify revenue while contiolling costs for users and tenants while maintaining a high level of service and continuing to upgrade the airport's infrastructure. To negotiate new A¡rline Use and Lease (AU|-A) Agreements, and solicit through a RFP process the paid parking lot concession contract to a parking lot management contract.

SIGNIFICANT CHANGES The Airport has continued to provide a high level of service while dealing with the challenges created by the ongoing construction projecté designed to improve the infrastiucture. Maintenance and development of air service will be a significant challenge in inij ouoget yéar. The éxpiration of the Wright Amendment will present the Airport with significant air serv,ice challenges in the_ ye"6 An Air Service Market Asseslsment is in process which will provide additional information for the recruitment of "ñ""d. with both incumbent airlines and new entrants to the AMA market. new destinations

Actual

OPERATING STATISTICS/PERFORMANCE MEASURES

2012113 813,396 65,919 4 44

Passengers Flight Operat¡ons

Airlines Daily Airline Flights

Estimated 2013114

Estimated

769,372 68,000

76',t,462 66,500

2014t15

ACCOMPLISHMENTS The construction projectto significently improve drainage around the eastside of terminal complexwas completed in mid 2014. This project will protéct the facil¡ty from any future flooding events. Four new escalators have been replaced in the passenger terminal. An air service market aisessmeni has been bid and will start towards the end of the 201 3-14 Fiscal Year. Overall, this year has been successful and somewhat routine as we have not had any extraordinary events that have required our attention.

359

City of Amarillo Department of Aviation

1,780J73

41 100 Salaries and Wages

41300 lncentive 41500 PFP 41620 Unscheduled 41 82OT Health nsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1 O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42510 Car Allowance 42520 Uniform/Clothing Allowan 42540 Tool Allowance 42550 Communications Allowance 42560 Change in Sick and Annua 42570 Additional ARC I

41000 Personal Services 51110 Office Expense 51 1'15 Employee Recognition Pro 51 118 Amarillo 101 51 120 Safety Program 51200 Operating 51250 Janitor 51300 Clothing and Linen 51350 Chemical and Medical 51400 Photographic

514528&A-General 51800 Fuel & Oil 51810 CONRAC Fuel Expense 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

55,680 0

52,872 310,335

924 24,182 103,247

48,960 s8,878 75,539 378,935 967 26,153 111,406 210,772 41,737 2,827 42,943

56,340 101,273 75,539 426,143 951

25,653 109,690

9,291

9,504 3,600 9,600

200,583 42,991 2,779 43,507 3,000 8,712 3,600 9,600

0 0

2,801,994

2,786,873 7,000

218,378

27,283 3,154 38,203

2,976 9,347 -19,702

-17.819 2,443,831 7,486 1,234 0

128 9,553 61,594 9,045 5,334

7,000 1,000 0 1,000

20,000 60,000 15,000 18,000

500 10,000 50,776 195,000

5,632

3,500

316 1,738 1,844

1,000 5,000

210

42,566

6,305 104,703 425,640 41,503 0

1,000

600 1,000

12,000 56,000 18,000 10,000 500 2,500 42,566 0

10,000

3,000 s00 6,000 8,000

0 12,000

96,438 425,195

143,768 501,028 50,350

54,547 1,000

1,000

51000 Supplies 61 100 Communications Billing 61200 Postage 61300 Advertising 61400 Dues 61410 Tuition 61415 SafetyTraining 62000 Professional 62020 TSA Background Checks 63140 Audit Fee 63210 Armored Car Service 63350 Credit Card Fees 67310 Janitorial Service Cont 67320 Extermination 67600 Temporary Labor

724,919

986,956

876,812

441

0 800 600

800

68100R&M-Building

175,902 215,338 424 120

68300 R & M - lmprovements

68400R&M-lrrigation 68610 Office Equipment

749 295

2,826 3,338 108

50,508 5,757 7,410 0

398 290 17,540 0

360

2,500 2,000 3,000 60,000 10,000 7,800 100

600 3,000 2,000 3,000 60,000 10,000 7,800 100

28,000

18,000 500

18,000

230,000 175,000

't,000

I,500

500 210,000 1ô5,000 1,000 1,500

City of Amarillo Department of Aviation

68615 Misc. Fuel Powered Equi 68640 Machinery 68650 Shop Equipment 68660 AudioA/ideo Equipment 68670 Communications Equipmen 68680 Other Equipment 68710 Auto Repair and Maint 68720 Auto Accident Repair 69100 Rental Land & Buildings 69220 Rental Other Equipment

202 9,464

1,500 15,000

544 3,519 1,370 5,955

3,000 2,000 6,000 6,100

s,2s1

15,000 1,000

3,000 2,000 5,000 4,500 10,000

60000 Contractual Services 71 '100 lnsurance and Bonds 72000 Radio Communication 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 lnformation Technology 78210 Cash Over/Short 78230 Loss on Bad Debt

516,049 163,633 33,383 0 5,509

1,861

2,400 0

3,706 4,591,175 99,214 56,142 1,667,024 84,193

-112 16,041

1,000

2,000 2,000

594,400 190,457 2,000 2,250 15,000 500 3,500 4,640,371

557,300 169,522

2,000

2,250 15,000 500

96,882

3,500 5,133,907 128,083 40,000 1,716,147 103,766

0 1,500

1,s00

106,392

40,000 1,646,949

70000 Other Gharges 82100 Buildings 83100 lmprove other than Build 83200 lmprovement 84100 Auto-Rolling Stock & Equ 84310 Shop Equipment 849't0 Other Equipment

6,719,908 80,319

6,745,801

0 0

42,OOO 24,OOO

7,316,175 50,000 30,000 20,000

31,164

0 0

24,528

57,000

25,000

80000 Capital Outlay 89200 Bond lnterest Payments 89300 Fiscal Agent Bond Fees

148,261 161,189 1,900

198,000

125,000 433,650

1,400

89000 Debt Service 921 20 lnformation Services 92125 Municipal Garage

163,089 1,900 31,164

496,525

435,050

0 0

33,064 10,749,122

0 I I,823,676

12,097,210

92000 Operating Transfers TEXPENSES Total Expenses

12,250

361

75,000

495,125

City of Amarillo

Department Staffing Report Department:

Department of Aviation Personal Services Total

Number of

Employees Classification

Description

Permanent Positions

1.00 ADM080 1.00 ADM081 3.OO ADMOSB

1.00 cLR400 1.00 cLR941 1.00 MGTO81 1.00 MGTO9O

9.00 PRFOSO 3.00 PRFO81 10.00 PRFO85 1.00 TRD046

DIRECTOR OF AVIATION DEPUW DIRECTOR OF AVIATION AIRPORT OPERATIONS MANAGER ADMIN ISTRATIVE ASSISTANT I ADMINISTRATIVE TECHNICIAN AIRPORT POLICE COMMANDER AIRPORT FACILITI ES SUPERVISOR AIRPORT POLICE OFFICER AIRPORT POLICE SERGEANT SECURITY OPERATIONS AGENT

3.00 TRDg30 57.00

CUSTODIAN III CUSTODIAN II ELECTRICIAN II BUILDING MECHANIC BUILDING MECHANIC III CUSTODIAN I MECHANIC I MECHANIC FOREPERSON I UTILITY WORKER Total Permanent Positions

57.00

Total Department

1.00 TRDO47 2.O0 TRDO6O 2.00 TRDOSO

5.00 TRD9O6 10.00 TRDg1O 1.00 TRD921 1.00 TRDg23

2,786,873

362

City of Amarillo

Airport Transfers

5,050,000

Accounts 80000 Capital Outlay TEXPENSES Total Expenses

3,971,200 3,971,200

5,050,000 5,050,000

City of Amarillo Rental Car Facility

51200 Operating 51250 Janitor 51350 Chem¡cal and Medical 51750 Recyclable 51810 CONRAC Fuel Expense 53100 Natural Gas 53200 Water and Sewer

51000 Supplies 6'1 100 Communications Billing 62000 Professional 67320 Extermination 67600 Temporary Labor 68300 R & M - lmprovements

0 0

60000 Contractual Services TEXPENSES Total Expenses

0 0 0

0 0 0 0 0 0 0

5,300

6,300 4,600 1,500

212,000 5,000

9,500

0 0

244,200 250 6,250

0 0

100 500

1't,000

0 0

18,100 262,300

0 0

City of Amarillo

Airport PFC fund

921 15 Airport

92000 Operatin g Transfers TEXPENSES Total Expenses

1,608,895 608 895 608 895

363

CITY OF

AMARITLO

364

CITY OF AMARILLO DRAINAGE UTILITY 201412015 REVENUE

$ 5,456,225

DRAINAGE ASSESSMENT IOO%

4,400

INTEREST REVENUE

0o/o

00/o

100/o 20%

300/o 40%

50%

70%

60%

80%

90%

1000/o

$5,460,675 TOTAL REVENUE

EXPENDITURES MAINTENANCE, UTILITIES & SUPPLIES

18%

$ 966,003

SALARIES & OTHER

27%

1,451,034

OPERATING

38T"

2,064,415 953,848

CAPITAL DEBT SERVIGE

18o/o

TYo

100/o 20%

30%

40%

50%

60%

70%

80%

90%

$5,435,300 TOTAL EXPENDITURES

Drainage Utility Fund revenues are almost entirely composed of $5.5 million in drainage assessment fees. Total expenditures do not include non-cash budgeted items such as depreciation.

36s

100%

City of Amarillo Revenue 5600Drainage Utility Fund

34755 Drainage Assessment

4,91 3,558

5,370,000

34800 Other 3521 I Forfeited Disc.-Drainage

4,913,558 76,555

5,370,000 85,7't2

5,370,000 85,700

35000 Fines and Forfeitures 35420 Owner Participation

76,555 85,657

85,712

85,700

35300 Construction Participati 371 10 lnterest lncome

85,657

341

2,434

4,400

371 15 Unreal¡zedGlL

604

341

4,400

37109 lnteresl Earnings 37445 Sales to Outside Utiliti

575

3,038 575

37400 Miscellaneous Revenue

575

5,076,685

5,4s9,325

5,460,675

TREVENUE Tota| Revenu es

366

575

CIW OF AMARILLO DRAINAGE UTILITY (561 00) FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS

The Drainage Utility Department is responsible for the overall mainlenance and repair of the City's drainage infrastructure. These functions ináude inipecting, 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. Devélop an iñspection program to examine the City's 123 miles of storm sewer lines on a four year cycle to determine which lines require cleaninö, repa¡r, orieplacement. Continue to update the City's drainage facility inventory within the Ci$'s computerized GIS system. ln accõrdañce with the City's Drainage Masterplan, rehabilitate and/or expand the drainage network to ¡mprove the efficiency and/or capacity of lhe drainage system for life safety and the protection of property.

OBJECTIVES

t t t * *

Pour approximately 'l ,100 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 arterials on a weekly basis and residential on a quarterly basis. Design and bid CIP projects, such as, Arden Rd. from Soncy to Helium Storm Sewer lmprovements. Repãir, replace or rehabilitate existing drainage system facilities that are in e stete of decay and are unsound

OPERATING STATISTICS/PERFORMANCE

MEASURES

Actual

Estimated

20't2t13

2013t14

2014115

$173,126

$200,000 25,000 $8.00

10,396 $7.66

$100,000 13,500 $7.50

$22,667 5,785 $3.92

$30,000 8,500 $3.50

ARTERIAL STREET SWEEPING: Annual Total Cost Lane Miles Cost per Mile

20,987 $8.25

RESIDENTIAL STREET SWEEPING: Annual Total Cost Lane Miles Cost per Mile

$79,6'17

OPEN DRAINAGE CHANNEL MAINTENANCE: Annual Total Cost Total Lineal Feet Cost per Lineal Foot

SIGNIFICANT CHANGES Significant changes include an estimated increase of $400 in account 51300 - Clothing -for uniforms for addition employees added in

hé 2013t2014 AluOget. Also, an increase of 9350 in account 68615 - Maintenance of Misc. Fuel Powered Equipment, due to the increased costs required to provide routine maintenance and repairs to various pieces of department owned fuel powered equipment.

ACCOMPLISHMENTS ln the first six months of 201312014,Ihe Drainage Utility Department has inspected approximately 80,575 ft. of storm sewer pipe with the Department's new remote camera and video inspection equipment. The Depertment has identified numerous sections of pipe that will be scheduled for cleaning, repa¡r, or replacement. Furthermore, the drainage utility fee assessments for commercial property, inside the city limits, have beén completed. Development of the Tee-anchor Drainage Master Plan is in progress, as is the McCarty Lake storm sewer improvements at SW 58'h & Georgia.

367

City of Amarillo Drainage Utility

and

329,566

541,505

41300 lncentive 41500 PFP 41620 Unscheduled 41 82O'f Health nsurance 4'1900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1 O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42530 Moving Expense 42560 Change in Sick and Annua 42570 Additional ARC

9,861 0

12,000 15,972

41',t00

7,352 72,967 195

4,754 18,6't 5

43,249

4,876 721

5,000 33,716 334 7,759 30,907 62,535 11,534 1,133

623,099 11,400

24,136 5,000 178,895

400 9,200 36,866 71,936 't4,449 1,400

13,751 807 50,027 -3,529

27,314

32,736

0 0 0

0 0

41000 Personal Services 51110 Office Expense 51115 Employee Recognition Pro 51120 Safety Program 51200 Operating 51250 Janitor 51300 Glothing and Linen 51350 Ghemical and Medical 5't800 Fuel & Oil 51850 Minor Tools 51950 Minor Office Equipment 51980 lT Hardware 52050 Auto Parts 52050LABOR Auto Parts Labor 52120 Tires and Tubes Other 53100 Natural Gas 53150 Electricity 53200 Water and Sewer

553,212

849,708

l,oog,5l7

1,526

1,000

102

200

750

13,405

20,000

39,000 200 4,000 200 250 6,500 2,500

95,188 500

95,000

141

51000 Supplies 61200 Postage 61410 Tuition 62000 Professional 68300 R & M - lmprovements 68310 R & M Other lmprovements

1O2,204 0

142,667 100

170,272 100

528 44,90ô 146,248 19,152

1,000 5,000 1 10,000 10,000

5,000 1 10,000 10,000

68500R&M-Streets

39,291

50,000

100 150 0 50

100 500 0 50 7,000

68610 Office Equipment 68615 Misc. Fuel Powered Equi 68620 Computer Equipment 68650 Shop Equipment 68660 AudioA/ideo Equipment 68680 Other Equipment 69100 Rental Land & Buildings 69210 Rental City Equipment 69220 Rental Other Equipment

200

2,731 43 0

4,560 200 250

1,235

1,500

1,955

1p52

195

6,111 50 0

8,000 800

5,202 69,603

I,022

839 600 174 0 0

100

7,000 200

3,900 8,000 800 100 7,372 500

'1,000

200

500 392,848 194

500

637,236 2,000

648,978

60000 Contractual Services 71 1 00 lnsurance and Bonds 72000 Radio Communication 75100 Travel 77200 License and Permits 77450 Adm¡nistrative Other 77610 lnformation Technology 77720 Engineering 77760 Sewer 78230 Loss on Bad Debt

645,280

823,336

835,428

70000 Other Gharges

2,000

3,355

1,505 1,537

2,000

1,500

1,059

1,500 900

900 102,626 89,706

5,950 18,500 294,691

18,500 0

322,788

425,868

215,232

449,320

102,626

368

71,920 26,858 1,500 18,500

Gity of Amarillo Drainage Utility

84100 Auto-Rolling Stock & Equ 841 10 Misc. Fuel Powered Equip 84620 lnfo Tech Equipt - Serv 84910 Other Equipment

9,000

0 0

2,400

0 0

6 000

5,200

16,600 219,500

6,000 333,848

80000 Gapital Outlay 89200 Bond lnterest Payments 89300 Fiscal Agent Bond Fees

18,699 0

1,500

89000 Debt Service 90180 Sales to Other Departmen

18,699 -82,905

221,000 -55,000

335,348 -55,000

90000 lnter Reimbursements 92120 lnf ormation Services 92125 Municipal Garage

-82,905 3,800 475,005

-55,000

0 0

92000 Operating Transfers TEXPENSES Total Expenses

478,805

2,141,162

2,213,543

2,750,885

City of Amarillo Department Staffing Report

Department: Drainage Utility Personal

Number of

Employees Classification Permanent Positions 1.00 cLR420 2.OO McT224 2.O0 tvtcT225 1.00 TEC932 1.00 1.00 2.00 7.00 5.00 1.00

TRD22O

TRD221

TRD222 TRDg30 TRDg50 TRDg51

1.00 TRD96O

24.00

Services Total

Description ADMINISTRATIVE ASSISTANT V DRAINAGE UTILITY FOREPERSON II DRAINAGE UTILITY SUPERVISOR STORM SEWER TECHNICIAN EQUIPMENT OPERATOR IV EQUIPMENT OPERATOR I CONCRETE FINISHER UTILITY WORKER EQUIPMENT OPERATOR II EQUIPMENT OPERATOR III UTILITY OPERATOR Total Permanent Pos¡tions

Part-Time Positions

2.00 HRL904

ADM I N ISTRATIVE ASS ISTANT

26.00

Total Department

1 ,009,517

City of Amarillo Drainage Utility Transfers

CIPACCT CIP Accounts 80000 Capital Outlay TEXPENSES Total Expenses

0 0

369

8,153,530

2,064,415

8,153,530 8,1 53,530

2,064,415 2,064,415

CIIY OF

AMARILLO'

370

CITY OF AMARILLO SUMMARY OF RESOURCES AND EXPENDITURES INTERNAL SERVICE FUNDS - FISCAL YEAR 2014fi5

MUNICIPAL INFORMATION

AVAILABLE FUNDS:

Balance 10101113 (See Below)

RISK

EMPLOYEE

GARAGE TECHNOLOGY MANAGEMENT INSURANCE

TOTAL

16,546,349 5,199,737 2,100,450 3,073,139 6,173,023

Fiscal Year 2013114 Sales, Receipts & Revenue Other Sources

44,245,537 2,630,000

14,279,410

5,075,213

2,630,000

M & O Expenditures

44,70'1,892 (5,607,319) 8,248,595 900,000

14,379,132

5,381,339

(4,989,544) 7,879,500 900,000

(617,774)

Less: Depreciation Capital Expenditures Debt Service

Total Expenditures AVAILABLE FUNDS Balance 10101114 Fiscal Year 2014115

48,243,168 18,168,088

5,133,659 4,156,348 20,785,072

15,178,717 3,941,059 2,042,004 3,837,627 5,358,027 46,077,701

15,230,812

5,534,900

M & O Expenditures Less: Depreciation Capital Expenditures Debt Service

46,743,751 (5,943,349) 5,769,750

15,152,627

5,355,663 (597,601) 769,750

AVAILABLE FUNDS Balance 10101115

4,156,348 20,785,072

370,095

Sales, Receipts & Revenue Other Sources

Total Expenditures

4,920,837 19,970,076

(s,345,748) 5,000,000

4,821,930 20,490,059 5,113,794 21,121,667

941,875

47,512,028 15,748,755 5,527,812

5,113,794 21,121,667

13,744,390 3,423,116

2.049,091

3,545,764

4,726,419

761,771

255,525

451,798

54,448

12,982,619

3,167,591

1,597,294

3,545,764

4,671,971

2,049,091

3.545.764 4,726/19

DETAIL OF BALANCES AT 1OIO1I15 Reserves for S/L & A/L Debt Service Reserves Com mitted for Future Capital/Projects BALANCE Available funds calculation : Cash & lnvestments (Appreciation) Depreciation in lnvestments Assets to be converted to Cash Less: Liabilities & Encumbrances Less. Existing.Progress Balances Balance 1OlO1l13

13,744,390 3,423j16 37,501 ,156

(6,8e7) 1,777,257

7,866,894 (5,300)

3,503,667 (2,316) 14,003

387,532 (2,999,444) 49,945)

(1,139.118)

16,546,349 5, 199.737

2J00,450

(21,536,104) (1,189,063)

Note: converted to cash includes A/R balances, due froms and prepaids 37L

(275,786)

15,359,940 (1,831) 625,725 (12,e10,6e5)

10,770,655 2,550 749,997 (5,350,179)

3,073,139 6,173,023

ctÌY OF

AMARItto opEfl 3Þ¡ct5,!ilDLESS

372

0ÞPO¡lU¡lrlE!

C]TY OF AMARILLO MUNTCTPAL GARAGE (61110) FUNCT¡ONS, 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 mánages all equipment replacement requirements and new additions to the fleet while working with using departments to insure fleet requ¡rements for daily operations.

GOALS Municipal Garage's goal is to provide utmost customer service to ell City departments with safe, well-maintained equipment at the lowest possible cost to the citizens of Amarillo.

OBJECTIVES

* t t t

* t * t * i t

Organize sections for better product¡vity; 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. Evaluate current operational protocols and implement changes throughout department to better serve our customer base. lmplement additional personnel training in all areas of operation: management, supervisory staff, and mechanics. Change department name to Municipal Fleet Services to better reflect department responsibil¡t¡es. Replace aging Central Service Center fuel infraslructure.

OPERATING STAT¡STICS/PERFORMANCE

MEASU RES

Permanent Rental Vehicles Department Owned Vehicles Other

Actual

Estimated

20'12113

2013t14

2014115

,135 539 112

1,165 539 112

1,195 539 't12

Note: Oepartment ownêd veh¡cles and equ¡pmênt no longer ¡nclude d¡sposable ¡lems such es wêedeaters, edgers and push mowers

ACCOMPLISHMENTS

The Municipal Garage expanded fueling sites to better serve departments throughout the City. The Garage added add¡tional management personnel to better assist employees with day-to-day needs in evaluation of equipment and reduce down time. Currently, the Gãrage has replaced 173 vehicles and equipment at a cost of $8,238,070.46 through cooperative purchasing agreements and competitivebids. l4vehicleswereaddedtothefleetw¡thanadditional l5moreforvariousdepartmentsexpectedtobeadded. The Municipal Garage restructured our Tire Shop operation; this included a complete remodel of ¡nside space to free up work areas and implemented Tire lndustry Association standards for all tire-related work Municipal Garage added certification pay benefit for all personnel who achieve Tire lndustry Association and Automotive Service Engineers (ASE) Certification.

373

City of Amarillo Municipal Garage Fund

34910

Rental

34900 lnterdepart Rental & Use 371 10 lnterest lncome

12,07',|,778

36,869 -5,019

371 15 UnrealizedGlL

31,850 132 37,135

37109 Interest Earnings 37130 Discounts Earned 371 45 lnsurance Recoveries 3741 0 Miscellaneous Revenue 37435 Sale of Scrap 37460 Gn/Lss on Prop Disposal 37465 NBV Asset Disposal 37400 Miscellaneous Revenue 39110 Tsf ln fr General Fund 39350 Tsf ln from Gen Construc 39400 Transfer from Civic Cen 39470 Tsf in from Water & Sewe 39475 Tsf in from Drainage Uti 39530 Tsf ln fr Airport 39611 Tsf ln fr Public Health 39750 Fixed Asset Trans-Gen Fu 39100 Operating Transfers ln TREVENUE Total Revenues

14,963,999

12,071,778 13,973,385 18,052

14,963,999 18,100

-6,091

1l,961

18,100

111

13 0

27,320

16,264 487,282 -88,355

18,600 325,000 -88,000

11,700

325,000 -88,000

452,458 43,725 61 6,918

283,046

248,71 3

2,236 8,782

18,395

0 0 0 0

0 0 0 0 0 0 0 0

171,512 475,005 31,164 17,429

-7,834 1

13,922,399

374

0 I I ,018

14,279,410

15,230,B',i.2

Gity of Amarillo Municipal Garage Operations

41 100 Salaries and Wages

41300 lncentive 41500 PFP 4'1620 Unscheduled 41820T Health lnsurance 41900 Life 420'10 Social Security - Medica 42020 Social Security - OASDI 421 1 O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42540Tool Allowance 42550 Communications Allowance 42560 Change in Sick and Annua 42570 Additional ARC

1,480,133

'1,665,708

19,683 0 15,075

49,388 61,726 15,000 s49,720 884

287,984 773 21,847 92,291 193,673 24,206

24,466

2,634 79,107 57,116 2,407 27,212 -15,803

1,681,313 22,800 98,455 '15,000

358,833 884 24,710

104,613 197,177 39,046 2,583 86,319 64,500

105,655

2,400

0 0

2,700,395 2,500

193,204 41,410

2,583 88,649 64,500

41000 Personal Services 51 1 10 Office Expense 51 115 Employee Recognition Pro 51120 Safety Program 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 52'120 Tires and Tubes Other

2,288,338 3,007 896

2,663,530 2,500 500

500 1,000

52,493 63 7,115

45,000

55,000

3,843,839 17,485

4,459,907 4,500

2,973

1,434,221

'1,150,000

1,308,385 385,851

1,300,000 265,000

1,550,000 1,400,000

51000 Supplies

7,056,336

7,238,837

11,250

180

180 3,875,001

7,000

365,000 7,267,431

61 100 Communications Billing

-'19

61200 Postage 61410 Tuition 67500 Laundry 68650 Shop Equipment 69210 Rental City Equipment

23 3,481

216 3,000

216 35,500

1,425 22,500 63,295

1,456

1,100

30,000 63,389

30,000 68,857

98,06r

135,673 683,676 2,000 3,000

60000 Gontractual Services 71 100 lnsurance and Bonds 72000 Radio Communication 75100 Travel 76000 Depreciation 77420 Administrat¡ve - D¡rect 77450 Administrative Other 77470 Service Charges - Other 77610 lnformation Technology -

90,705 540,928

70000 Other Charges 84100 Auto-Rolling Stock & Equ 84310 Shop Equ¡pment

1,054,469 28,793

0 0

80000 Capital Outlay 89200 Bond lnterest Payments 89300 Fiscal Agent Bond Fees

28,793 52,885

50,988

1,500

89000 Debt Service 90180 Sales to Other Departmen 9o180.|ABOR Sales to Other Dep

52,885 -42,995

52,488 -30,000 -1,450,000

53,375 -30,000 -1,450,000

-1,439,594 9,131,932

-1,480,000

9,ú1,322

9,866,9r4

90000 lnter Reimbursements TEXPENSES Total Expenses

578,254 2,000 3,000 61,873 53,826 288,144 't 5,860 65,450

7,788 't,207 62,711 53,646 316,948 15,860 55,381 0

375

,068,407

33,'160

ô3,453 260,116 15,860 64,276

1,125,541 35,000 29,500 64,500 51,875

Gity of Amarillo Department Staff i ng Report Department:

Municipal Garage Operations Personal Services Total

Number of

Employees Glassification

Description

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

SHOP SUPERINTENDENT ASSISTANT SHOP SUPERINTENDENT SERVICE WRITER ADMINISTRATIVE ASSISTANT II ADM INISTRATIVE ASSISTANT V MECHANIC FOREPERSON II SENIOR WELDER PAINTER & BODY REPAIRER CUSTODIAN I MECHANIC APPRENTICE MECHANIC I MECHANIC II MECHANIC FOREPERSON I Total Permanent Positions

s3.00

Total Department

2,700,395

City of Amarillo Equipment Replacement

1,705 4,988

15,000 10,000

51000 Supplies 76000 Depreciation 78250 lnventory Over/Short

6,692 4,396,048 -80,662

25,000 4,604,750

25,000 5,312,588

70000 Other Charges 84100 Auto-Rolling Stock & Equ 84200 Machinery General CIPACCT CIP Accounts

4,315,387

4,604,750

5 31 2 588

5,524,234

0 0

2,866,025 0

7,628,500

5,000 000

80000 Capital Outlay TEXPENSES Total ExPenses

8,390,259 12,712,338

7,628,500 12,258,250

5,000,000 10,337,588

52050 Auto Parts 52050LABOR Auto Parts Labor

3t6

IN FORMATION SERVICES DIVISION

A.C.M. FINANCIAL & LEISURE SERVtCES

DIRECTOR OF INFORMATION SERVICES

INFORMATION TECHNOLOGY

PRINT SERVICES

HELPDESK

INFRASTRUCTURE SERVICES

SERVIGES

TELECOMMUNICATIONS

SERVICES

SERVIGES

377

TECHNOLOGY SUPPORT SERVICES

SERVICES

PUBLIC SAFETY

Gts

ENTERPRISE

APPLICATION

Gity of Amarillo

Summary of Expenditures by Activity Glassification ACTUAL 2012t2013

DESCRIPTION

Budgeted

2013t2014

2014t2015

6200 lnformation Technology Fund

lnformation Technology 740,707 453,638 729,276 1,999,308

621 10 lT Administration

621201T Operations 62130 lT Systems

62140 lT lnfrastructure & Supp 62150 lT Capital 62160 lT Public Safety 621701T GtS 62180 lT Print Services 62190 Telecommunication 6200 lnformation Technology Fu

378

790,972

936,601

497,502 757,135

489,990

1,779,431

1,909,222 769,750 390,720 58,000 147,145 772,791

0 439,1 88

648,434

51,038 68,949 42,607 4,524,711

63,746

425,630 149,450 715,473 5,827,772

751,1 95

6,125,413

CITY OF AMARILLO TNFORMATTON TECHNOLOGY (621 1 o) FUNGTIONS, GOALS AND OBJECTIVES

FUNCTIONS

The lnformation Technology Department is responsible for providing computer, telephone and printing services to all C¡ty departments. This includes: software and hardware acquisition, installation, development, support and maintenance; lnfrastructure services to provide the capacity for operating applications and data storage; safeguarding the availability, confidentiality and integrity of data and lT resources; support and maintenance of the City GIS database infrastructure; email and

web services; Service Desk, printing and telephone services; 24 x 7 public safety and mission cr¡t¡cal operat¡onal support; customer training; asset management and license compliance; project management.

GOALS lnformation Technology's goal is to identify, procure, implement and support the highest value technologies and services for the City of Amarillo, its citizens and employees.

OBJECTIVES

* t t

* * * t * * t * t *

Upgrade the Citywide email system. Upgrade the virtual application seryer environment. Upgrade the enterprise timekeeping application. Upgrade the Service Center telephone switch. Enhance the City Hall telephone switch capacity. Expand the virtual server environment. Replace and upgrade wireless connections to remote s¡tes Conduct needs/functionality assessment on legacy enterprise applications. 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 lnventory Provide support for Hansen, Kronos and Hummingbird enterprise appl¡cations. Assist in evaluation of potential software applications for the City. Provide technical support for all purchased applications and hardware.

ACCOMPLISHMENTS

* t * i t

* t * * * t *

The personal computer operat¡ng system was upgraded for all users. An upgrade to the JD Edwards ERP application was completed. Major website enhancements were implemented for Animal Management and Welfare for citizens to readily locate missing pets, and for mobile access to Community Development services. An upgrade was completed of the primary data backup and data recovery systems used by the City. Wireless infrastructure improvements were made to enhance network resource availability for Police mobile computers. An application upgrade to the Municipal Court management system was completed. The water meter estimating algorithm was modified to improve the precision of water bill estimates. The Print Shop printed 3,856,334 copies. Telephone switch installations/upgrades were implemented for City Hall, the Police Department, Public Health, and the Zoo.

The Citywide internet filtering system was upgraded. An upgrade to the online water bill payment process was completed. The Citywide voice mail system was upgraded

379

City of Amarillo Revenue 6200lnformation Technology Fund

5,284,000

34920 I 4,153,136 18,083 -3,777

5,056,248 8,828 -1,844

5,284,000 8,900

371 09 lnterest Earnings

14,306

6,984

8,900

39110 Tsf ln fr General Fund 39350 Tsf ln from Gen Construc 39420 Tsf ln Fr CO Bond Procee 39470 Tsf in from Water & Sewe 39475 Tsf in from Drainage Uti 39530 Tsf ln fr Airport 39592 Trans ln Frm CourtTech 3961 1 Tsf ln fr Public Health 39660 Tsf in fr APD Siezed 262 39750 Fixed Asset Trans-Gen Fu

23,ô91 0

4,662

1,725 1,795 0 0 1,980

0 242 000 0 0 0 0 0 0 0

34900 lnterdepart Rental & Use 371 10 lnterest lncome 371 15 Unrealized G/L

39100 Operating Transfers ln TREVENUE Total Revenues

3,490 1,745 3,730 0 0 25,48',1

170 1,650 0

58,137

11,982

242,000

4,225,578

5,075,213

5,534,900

380

City of Amarillo lT Administration

375,865

41 100 Salaries and Wages

41500 PFP 41 820T Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42510 Car Allowance 42550 Communications Allowance 42560 Ghange in Sick and Annua 42570 AdditionalARC

0 28,832 65 5;752 23,604 50,594

41 000 Personal Services

513,777 7,330

6,541 195

47,495 31,147 67 5,450

5,351

22,076

22,882

43,924 8,697

41,843 8,968

195

195 1,993 0

2,030 0 3,600

2,275 2,077

3,478 -8,062

2,400

0 0

540,546 10,000 10,000 2,000

s68,393 10,000 9,000 2,000 21,000 72,300 2,000

-4,128

51 1 10 Office Expense

369,066 8s,618 30,009 67

51200 Operating 5'1950 Minor Office Equipment

2,862

51000 Supplies 61 100 Communications Billing 61200 Postage 61400 Dues 6141 0 Tuition 62000 Professional 69210 Rental City Equipment

11,210 46,923 1,156 1,205

22,000

11,322

13,200 40,000 9,153

13,200 30,000 15,553

118,753 42,117 2,000 11,000 5,000 500

134,453

1,018

23,506 9,537

60000 Contractúal Services 71 100 lnsurance and Bonds 72000 Radio Communication 751 00 Travel 75200 Mileage 75300 Meals and Local 76000 Deprec¡ation 77450 Administrative Other

93,651

44,118 20,220 3,988 1,646 1,155 0

50,943 122,070 740,707

70000 Other Charges TEXPENSES Total Expenses

54,000 1,000 1,400

1,999

1,400

48,',t18

2,000 11,000 2,500 500 1,093

47,058

47,544

109,674 790,972

112,755 836,601

City of Amarillo Department Staffing Report

Department: lT Administrat¡on Personal Services Total

Number of

Employees Classification Permanent Positions 1.00 ADM130

Description

4.00

INFORMATION TECHNOLOGY MANAGER ASSISTANT INFORMATION TECHNOLOGY MANAGER INFORMATION TECHNOLOGY DIRECTOR N FORMATION TECHNOLOGY ASS ISTANT Total Permanent Positions

4.00

Total Department

1.00 ADM131 1.00 ADM137 1.00 TEC130

568,393

381

City of Amarillo lT Operations

3,000

497

51 950

51970 Software

8,251

6,500

51000 Supplies 68620 Computer Equ¡pment 69300 Leased Computer Software

8,748

9,500

3,000

5,916 408,966

455,000

458,000

455,000 1,530

458,000

1,530

4,769

9,861

60000 Contractual Services 71 1 00 lnsurance and Bonds 76000 Depreciation 77450 Administrative Other

414,882

23,709

21,61',1

7,387 21,603

70000 Other Charges TEXPENSES Total Expenses

30,008 453,638

33,002 497,502

28,990 489,990

433,670 55,303 1't7 6,240 26,683 48,793 10,458

City of Amarillo lT Systems

41 100 Salaries and Wages

406,871

421,905

41 82Of Health I nsurance

51,593

56,750 117 6,118

115

41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 42110 TMRS 421 15 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42570 Additional ARC

5,587 23,889 50,518

26,158 49,303

9,764

6,444

41 000 Personal Services

71100 lnsurance and Bonds 76000 Depreciation 77450 Administrative Other

356

341

2,596

2,616

2,668

-4j22

543,846 1,939

573,071 1,939 163,'t51 18,974

584,274 1,957 '145,456 19,508

184,064 757,135

751 ,1 95

163,1 51

20,340 185,430

70000 Other Charges TEXPENSES Total Expenses

729,276

166,921

Gity of Amarillo Department Staffing Report

Department: lT Systems Personal Services Total

Number of

Employees Glassification Permanent Positions 2.00 TEC122 1.00 TEC124 4.00 TEC125

Description

7.00

INFORMATION TECHNOLOGY ANALYST SENIOR IT ANALYST SEN IOR PROGRAMMER ANALYST Total Permanent Posit¡ons

7.00

Total Department

584,274

382

City of Amarillo lT lnfrastructure & Support

707,820 41620 Unscheduled 41 820T Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1O TMRS 421 15 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42550 Communications Allowance 42570 Additional ARC

112,314 277 9,559 40,874 88,443 10,989

828 3,965 2,407 -7,217

284 10,603 45,337 85,453 16,921 828 3,949

2,400

1,000 123,429 300 11,764 50,303 91,985 19,715 877 4,381 't,200

1,092,388

1,116,289

586

1,000 700

1,868 13,645 6,947 233,803

500 2,000 11,000 6,150 65,000

256,847

84,650

191

53,894 130,294

53,000 139,000

125,000

192,000

41000 Personal Serriices 51200 Operating 51850 Minor Tools 51950 Minor Office Equipment 5'1960 Printers 51970 Software 51980 lT Hardware

970,260

51000 Supplies 61200 Postage 68620 Computer Equipment 69300 Leased Computer Software 60000 Contractual Services 71 1 00 lnsurance and Bonds 76000 Depreciation 77450 Administrative Other

805,045 1,000 120,568

184,379 4,615 483,007 7,222

70000 Other Charges 84620 lnfo Tech Equipt - Serv 84630 lnfo Tech Equipt - Netw 84710 lnfo Tech - Network Soft

494,844 55,729 24,203 13,044

80000 Capital Outlay TEXPENSES Total Expenses

92,977 1,999,308

383

2,000 11,000

5,075 69,000 88,775 0 152,801

7,362

277,801 4,752 413,506 8,098

4 0 392

426 356

0 0 0

4,615 398,415

1,779,431

1,509,222

Gity of Amarillo

Department Staffing Report Department:

lT lnfrastructure & Support

Personal Services Total

Number of

Employees Classification

Description

Permanent Positions

18.00

INFORMATION TECHNOLOGY COORDINATOR INFORMATION TECHNOLOGY TECHNICIAN INFORMATION TECHNOLOGY ANALYST INFORMATION TECHNOLOGY SUPPORT ANALYST SENIOR INFORMATION TECHNOLOGY ANALYST INFORMATION TECHNOLOGY ASSISTANT Total Permanent Positions

r8.00

Total Department

3.00 ADM125 1.00 TEC121 8.OO TEC122

3.00 TEC123 2.00 TEC124 1.00 TEC130

1,116,289

City of Amarillo lT Capital

CIPACCT CIP Accounts 80000 Capital OutlaY TEXPENSES Total ExPenses

648,434

750

0 0

648,434 648,434

769,750 769,750

384

City of Amarillo lT Public Safety

1100 Salaries and Wages 41620 Unscheduled 418201 Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1 O TMRS 42115 OPÉB Funding 42300 State Unemployment 42400 Workers Compensation 42550 Communications Allowance 42570 Additional ARC

278,986

280,097

21,843

22,554

22,086

50 4,061

41 000 Personal Services

3,946 15,907 34,828

5'1960 Printers

51970 Software 51980 lT Hardware 51000 Supplies 68620 Computer Equipment 69300 Leased Computer Software 60000 Contractual Services 71 100 lnsurance and Bonds 76000 Depreciation 77450 Administrative Other 70000 Other Charges TEXPENSES Total Expenses

16,747 32,732

235,757

3,418 't3,998 26,729

4,144 208

6,25',1

1,457

1,428

5,486 195 1,202

1,203 -2,842

1,200

359,748 737 610 5,994

365 3 16

310,122

1,000 1,000 5,000

7,342 12,440 29,684

195

5 000 5,000

7,000

'16,000

1r,000

12,000

35,000

28,000 1,050

46,000

28,330 594

25,613

25,613 866

29,974 439,188

27,313

42,124 1,050

650 425,630

1,'t18

27,597 390,720

Gity of Amarillo

Department Staffing RePort

Department: lT Public SafetY Personal Services Total

Number of

Employees Glassification Permanent Positions 1.00 ADM125 2.00 TEc124 3.00

Description INFORMATION TECHNOLOGY COORDINATOR SENIOR INFORMATION TECHNOLOGY ANALYST Total Permanent Positions

Part-Time Positions

.00 HRL121

INFORMATION TECHNOLOGY TECHNICIAN

4.00

Total Department

310,122

38s

Gity of Amarillo IT GIS

58,000

69300 Leased Computer

49,872

60000 Gontractual Services 71100 lnsurance and Bonds 7ô000 Depreciation

49,872 163 1,003

63,000 163 583

70000 Other Charges TEXPENSES Total Expenses

1,166

746

5l,038

63,746

58,000

386

58,000 0 0

City of Amarillo lT Print Services

44,074

41 100 Salaries and Wages

41620 Unscheduled 4182OT Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 42110 TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42570 Additional ARC

6,218

6,502

6,826

623 2,026 5,711

639 1,994 5,150 744 97

17 682

568

104

167 0

177

-466 61,053

41000 Personal Services 51 1 10 Office Expense 51200 Operating 5'1850 Minor Tools 51950 Minor Office Equipment

758

-20,942

2,026 5,335

794 97 179 0

59,385 700 4,270

63,011

100 0

100

5,070

1,036

51000 Supplies 6141 0 Tuition 68650 Shop Equipment 69220 Rental Other Equipment

-'19,'t47

125 236 22,979

5,070 500 2,000 23,500

60000 Gontractual Services 71 100 lnsurance and Bonds 72000 Radio Communication 76000 Depreciation 77450 Administrative Other

23,341

26,000

221

70000 Other Charges 84500 Office Machines & Eouiom

700 4,270 0

500

2,000 23,500 26,000 559

1,212

2,270

3,405

4,546

47,870

47,959

3,703

51,496 7,500

53,064

80000 Gapital Outlay TEXPENSES Total Expenses

47,055

613

68,949

7,500 149,450

0 0

,147,145

City of Amarillo Department Staffing Report

Department: lT Print Services Personal Services Total

Number of

Employees Classification

Description

Permanent Positions 1.00 cLR945

OFFICE ADMINISTRATOR

Part-Time Positions

1.00 HRL904

ADM I N ISTRATIVE ASS ISTANT

2.00

Total Department

63,01 1

387

City of Amarillo Telecommu n ication

41 100 Salaries and Wages

32,204 3,688

41820T Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42540 Tool Allowance 42550 Communications Allowance 42570 AdditionalARC

26,003 67

32,119

441 1,872

2,105 8,179

2,532

3,849 627

16,966 3,054

9,920 19,800 3,888

244 2,034

7,098

226

900 1,200 0

1,200

42 607

207,443

251,512

0 0

1,750 7,000

7,000

51 110 Office Expense

51200 Operating 51000 Supplies 61 100 Communications Billing 61400 Dues 62000 Professional 68670 Communications Equipmen 69210 Rental City Equipment

8,750

421,500

0 0 0 0

300 1,250

60000 Contractual Services 71 100 lnsurance and Bonds 77450 Administrative Other

0 0

71,250 4,980 499 280 0 0

70000 Other Charges TEXPENSES Total Expenses

244

0 -314

41 000 Personal Services

42,607

715,473

0 0

7,000 421,500 300

1,250 85,000 5,733 513,783 280 217 497 772 791

City of Amarillo Department Staffing Report

Department: Telecommunícations Personal Services Total

Number of

Employees Classification Permanent Positions 1.00 ADM125 1.00 cLR400

1.00 clRg4s 1.00 TEC901 4.00

Description INFORMATION TECHNOLOGY COORDINATOR ADMINISTRATIVE ASSISTANT I OFFICE ADMINISTRATOR COMMUN ICATIONS TECHN ICIAN

Total Permanent Posit¡ons

Part-Time Positions

1.00 HRL053

PBX OPERATOR

5.00

Total Department

251,512

388

CITY OF AMARILLO SELFTNSURANCE TRUST FUND (63110) 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

i t t

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. lmplement a new safety program that emphasizes an improved safety culture.

OPERATING STATISTICS/PERFORMANCE

MEASURES

Workers' Compensation Claims (recordable) General lncident, Auto Liability, and Auto Physical claims

389

Actual

Estimated

20't2t13

2013114

Estimated 2014115

191

190

188

332

325

City of Amarillo Risk Management Fund

0 lnterest lncome 371 15 Unrealized G/L 371 09 lnterest Earnings

37310 Self lnsurance Premium 37315 W/C Premium City Pay 371 99 Administrative Charges

60,472 -13,682

50,119 0

100 0

46,790 2,136,036 2,302,985

50,119 2,415,761

50,100 2,411,756 2, 335,000

4,439,022 3

2,334,498 4,750,259

4 746 756 0 0

0 95,500

37409 Accident Damage Revenue 37418 Non City Damage Claim

47,443

24,574

385

38s

24 574 500

37400 Miscellaneous Revenue TREVENUE Total Revenues

47,831

120,459

25,074

4,533,643

4,920,837

4,821,930

37'130 Discounts Earned 371 45 lnsurance Recoveries

City of Amarillo Self lnsurance General

62000 Professional 69300 Leased Computer Software

146,369 51,182

10,000 30,000

10,000 39,855

60000 Contractual Services 71 '100 lnsurance and Bonds 71320 Risk Management Service 76000 Depreciation 77450 Adm¡nistrative Other

197,551

40,000 76,712 4,800

1,138

332

377,303

408,538

49,855 100,000 4,800 2,260 452,237

70000 Other Charges 84330 Safety Equioment 80000 Capital OutlaY TEXPENSES Total ExPenses

458,467

490,382

559,297

9,623

75,225 4,800

9,623

665,641

530,382

609,1 52

1,732

6,800

2,000

1,732

6,800 67,148

City of Amarillo Unemployment Claims

62000 60000 Contractual Services 71250 Paid Claims 71330 lncurred Claims 70000 Other Charges TEXPENSES Total Expenses

52,246 -151,444 -99,198

-s7,466

390

2,000

67,691 0

67,148 73,948

67,691 69,691

Gity of Amarillo Fire & Extended Coverage

2,540

3,000

68100 R & M - Building

54,970

60000 Contractual Services 71100 lnsurance and Bonds 71250 Paid Claims 71330 lncurred Claims

57,510 322,871 1 03,513 443,510

3,000 441,503

3,000 465,400 205,564

70000 Other Charges TEXPENSES Total Expenses

869,894 927,404

644,613 647,613

670,964 673,964

57, 103,486

203,1 10 0

3,000

City of Amarillo Workers Compensation

51 120 Safety Program

38,541

47,545

51300 Clothing and Linen

80,343

103,486

18,884 250

151,031 0

250 75,853

76,702

80,1 00

51000 Supplies 62000 Professional 60000 Co ntractual Services 71 I 00 lnsurance and Bonds 71250 Paid Claims 71290 Comp Claims Paid 71330 lncurred Claims 70000 Other Charges TEXPENSES Total Expenses

r 60,486

20,221

1,255,659 975.224

1,916,475

1,917,315

2,326,957 2,446,091

1,993,177 2,144,208

1,997,419 2,157,905

City of Amarillo General Liability

62000 Professional

143,000

60000 Contractual Services 71100 lnsurance and Bonds 71250 Paid Claims 71330 lncurred Claims

264,222 48,680 476,354 -228,565

143,000

460,472 0

457,208

70000 Other Charges TEXPENSES Total Expenses

296,468

460,472 603,472

457,209 600,208

s60,69r

391

City of Amarillo Police Professional

71 1 00 lnsurance and Bonds

111,415

70000 Other Charges TEXPENSES Total Expenses

'111,415

111,415

193,880 200,560 200,560

193,880 193,880

City of Amarillo

Automobile Líability

71250 71330 lncurred Claims

381,329 0

382,110

373,1 00

70000 Other Charges TEXPENSES Total Expenses

417,825 417,825

381,329 381,329

382,110 382,110

44,725

City of Amarillo

Auto Physical Damage

211,707 89,744

52050 Auto Parts 52050LABOR Auto Parts Labor 52120 Tires and Tubes Other

68,722 3,557

106,586 3,322

51000 Supplies 71250 Paid Claims 71330 lncurred Claims

270,893 1 35,010 22,659

331,214 65,647 0

70000 Other Charges TEXPENSES Total Expenses

157,ô69 428,562

65,647

98,1 95

396,86'1

404,208

,591

22,676

29,59'1

22,676 22,676

4,562 306,013 98,1 95

City of Amarillo City Property

78230 Loss on Bad Debt 70000 Other Charges TEXPENSES Total Expenses

15,76'l 15,761

392

29,591

CIÍY OF AMARILLO EMPLOYEE INSURANCE TRUST REVENUE (64100) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS

The Employee lnsurance 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.

OBJECT]VES

* * * *

Process medical and dental clean claims within l4 days of receipt with a 90% accuracy rate. lncrease direct deposit participation by 'l0o/o 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 MEASU RES

Estimated 20'13t14

Estimated

2012113

Claims processed (including medical, dental and flex)

59,363

57,508

55,000

Actual

20141'15

pharmaceutical claims. Fo¡FY13114, remainá1 39%. GenericdrugutilizationinFYl'ltl2remainsatanaverageofS0%ofall generic drug usage is estimated to remain at 80% of all pharmaceutical claims. The Live Healthy Wellness program continues w¡tfr tne points system towards premium reduction incentlves lor 2014. The Plan accomplished the work to become Patient Protection and Affordable Care Act compliant. Grandfather status was lost in December of 2013 and the Plan was required to make some major changes to the coverage offered. For 2014, other major changes that will become effective will be eligibility audit, Medicare Exchange transition for all Medicare eligible retirees, and an extended network.

393

City of Amarillo Revenue 6400Employee lnsurance Fund

lns Pre 34810 34820 Retiree Health lns Prem 34830 Cobra Health lns Premiu 34840 Dental lnsurance Premiu 34850 C¡ty Paid Health Premiu 34870 Claim Refund 34890 Druq Rebate Revenue

1,740,185 5,472 894,415 12,580,080 319,730 587,249

1,843,994 7,999 966,086 13,274,091 199,785 503,069

2,578,285 1,496,144 8,000 1,042,430 13,985,966 200,000 500,000

34800 Other 371 10 lnterest lncome 371 15 Unrealized GIL

18,565,622 32,706 -6,623

19,294,918

19,810,825

32,1s8

32,1 00

26,082

32,158 210

32,100 200

37109 lnterest Earnings 37140 Returned Check Fees 3741 0 Miscellaneous Revenue 37400 M¡scellaneous Revenue TREVENUE Total Revenues

270 1,407 1.677

245

200

18,593,381

19,327,321

19,843,125

25 71 9

25,000

35,000

605

City of Amarillo Health Plan

51 't10

51200 Operating 51700 Education 55'100 Publications 51000 Supplies 61200 Postage 61400 Dues 62000 Professional 60000 Contractual Services 71 't00 lnsurance and Bonds 71210 Life lnsurance 71220 Healllt Fixed Costs 7'1230 Ret¡ree lnsurance Subsi 71240 Retiree lnsurance From 71245 Qthe¡ Tax Expense 71260 Medical lnsurance Claim 71265 Post Retirement HC Cost 7'l 31 0 lncurred Medical Claims 71 360 Wellness

74000 Pr¡nting and Binding 75100 Travel 75300 Meals and Local 78230 Loss on Bad Debt 70000 Other Charges TEXPENSES Total Expenses

325

605 325

25,719 34,059

26,000 33,080 1,260 296,800

36,000 34,000 1,260 334,600

331,140 345,000 97,000 100,000 3,840 240,000

369,860 345,000

44,763

78,822 295,038 96,270 100,707

3,680 217,306 4,715 17,376,004 17,873,257 724,886

101 ,000

100,000

515,490 240,000

16,530,000 0

16,927,600 0

7,889

45,230 6,800 3,500 600 12,900

36,725,078 36,829,618

17,384,870 17,742,010

18,298,120 18,703,980

24,115 883 142 186

City of Amarillo Dental Plan

71260 Medical Claim 71 310 lncurred Medical Claims

1,000,500 0

1,041,500

2,762

70000 Other Charges TEXPENSES Total Expenses

961,252 961,252

1,000,500 1,000,500

1,041,500

394

r,04r,500

CITY OF AMARILLO

clw CARE cLlNlc (64300) FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS

The scope of practice of the clinic is Family Medicine, Occupational Medicine, Preventive Medicine, and Geriatric care. The clinic will see patients ages 12 months and above. The clinic will provide well visits along with acute care visits/with same day appointments.

GOALS To provide complete family health care, providing evidence-based patient-centered care, health maintenance, health screening, and wellness to city employees, retirees, their family, and dependents.

OBJECTIVES

* * *

To continue to improve access by making same day appointments. To improve coordination of patient care with Health Plan Department. To determine and account for clinic status by another patient survey by 2015.

REGISTRY DATA

Actual 20't2t13

Estimated 20't3114

Estimated 2014t15

Established Patients

2,339 526

2,532

3,390 864

233

263

222 555 1,242 19,212

197

New Patients Drug Screens (80100) Worker's Comp (WC100/200)

lmmunizations (951 1 5/951 17) Laboratory testing Total # patient visits/year

646

352 264

1,370

957 1,834

21,005

21,280

715

ACCOMPLISHMENTS

The Clinic provided and administered required immunizations to dependent children and family members of City employees and retirees. We have successfully extended clinic hours from 7:30 a.m. to 5:00 p.m. and during lunch hour to improve access. We have updated the City Care policies and procedures to comply with the new omnibus HIPAA, State and Federal regulations.

39s

City of Amarillo City Care Clinic

18,650

385,849 18,600

9,721

4,103 39,318

4,000 41,095

41 100 Salaries and Wages

41300 lncentive 41500 PFP 41620 Unscheduled 41 82OT Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 42110 TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42560 Change in Sick and Annua 42570 Additional ARC

383,759 18,600 18,545

4,000

18,971

43,161 92 5,808 19,227

35,754

35,159

7,084 366

7,536 366

4,394

4,443 0

-3,454

0 0

41000 Personal Services 51 1 10 Office Expense 51200 Operating 51350 Chemical and Medical

482,495

531,664

540 695

3,574

2,700

3 400

84,478

300 80,000

300 85 000

51000 Supplies 61200 Postage 61410 Tuition 69300 Leased Computer Software

88,051

83,000

88,700

4 490 8,430

50 1,500

50 2,300

60000 Contractual Services 71100 lnsurance and Bonds 72000 Radio Communication 751 00 Travel 75300 Meals and Local 76000 Depreciation 77450 Administrative Other 77610 lnformation Technology -

8,924

70000 Other Charges TEXPENSES Total Expenses

5,162 18,407 42,331 4,836 390 3,903 5,077

5,738

8,500

372 35,377 22,495

0,050 42,028 00 0 100 66 47,798 28,152

84,528 663,998

118,144 742,858

22,525 3,732 0 28

396

8,500 r 0,850

28,636 1,500 100 66

46J43 29,997 106,442

746,687

City of Amarillo Department Staffing Report

Department: City Gare Glinic Personal Services

Number of

Employees Glassification Permanent Positions 1.00 cLR410 1.00 cLR620

0.50 PRF600 2.00 PRF605 1.00 PRF910 5.50

Total

Description ADMINISTRATIVE ASSISTANT I II CLINIC AIDE 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

Total Department

540,695

397

City of Amarillo Revenue 6500Employee Flexible Spnding Fun

34875 Day Care Contribuitons 34880 Flex Plan Health

51,444

44,903 ô00,071

593,382

595,481

644,974

642,740

646,925

37109 lnterest Earnings 3741 0 Miscellaneous Revenue

I I

1,768

37400 Miscellaneous Revenue

1,768

646,756

642,755

646,934

34800 Other 371 10 lnterest lncome

TREVENUE Total Revenues

City of Amarillo Employee Flex Plan

71270 Flex Plan Daycare 71280 Flex Plan Unreimbursed

41,094 598,883

703,610

44,500 585,000

70000 Other Charges 92005 General Fund

639,976

744,162

629,500

189

92000 Operating Transfers TEXPENSES Total Expenses

189

640,165

744,162

ô29,500

398

CITY OF AMARILLO SPECIAL REVENUE FUNDS 201412015

REVENUES

$ 10,6¿9,724

388,975

48o/"

GOMMUNITY

DEVELOPMENT AND HOUSING URBAN TRANSPORTATION PLANNING

2Yo

7,578,500

HEALTH GRANTS

34o/o

PUBLIC IMPROVEMENT 1,214,388

234,946

EMERGENCY MANAGEMENT

1o/o

999,596

498,712

DISTRICTS

5o/o

PHOTOGRAPHIC TRAFFIC ENFORCEMENT

5o/o

SUMMER LUNCH PROGRAM

2o/o

PUBLIC SAFETY AND OTHER 579,360

GRANTS

10o/o 20%

30o/o 40%

50o/o 60%

70%

80Yo 90o/o 100%

$22,144,201 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 ($10,649,724). Public Safety and Other Grants includes $311,710 in Police related grants and $267,650 in Municipal Court related

grants. Health Department functions reflect funding in the amount of $7,578,500 including $4,921,894 for the Health Department and $2,656,606 for the WIC grants.

399

CITY OF AMARILLO SUMMARY OF RESOURCES AND EXPENDITURES SPECIAL REVENUE FUNDS - FISCAL YEAR 2014/15 Home Housing Commun¡ty lnvestment Assistance Payments ShelterSupportive EmergencyDevelopment Partnership Grent Prooram Total Proqram Plus Care Housinq Shelter

Balance 10/01/13 (See Below)

2,760¡80 1,233,394 1,021

1,652 17,838

2,136,770

1,292,472

2,136,770 0

1,292,472 0

13,r90

Fiscal Year 2013/14 Sales, Receipts & Revenue

21,283j02 8,223,827 397,855 318,762

M & O Expenditures

21,237,874 8,781,492

Capital Expenditures

577,732

397,855 0

318,762 0

21 815.607 A.7A1.492

Balance 10/01/14

2,227,975 675,728 1,021

Fiscal Year 2014/15 Sales, Receipts & Revenue M & O Expenditures Cap¡tal Expenditures

1,652 10,326

HMIS

2C2472

13 tgO

38,005

Grants 0

139,300

104,278

150,000

104,278 0

138,750 0

104278

138.750

150,550

38,005 '13,190

Court L¡brary Technology Fund

22j44,201 7 ,867,314 339,712 247,225

(0)

r,545,830

547,346

102,297

151,500

2't,12'1,090 7,896,821

(0) 0

1,545,83't 0

547,346

0 0

102,297 0

0 0

104,790

l0)

547 344

102297

(0)

38,005

11,174 1'11,512

6'l,396

25.000

339,7't2 0

247,225 0

Total Expenditures

21.'146.090 7.896.821 339,712 247,225

Balance 10/01/15

3,226,086 646,221 1,021

1,652 10,326

AVAILABLE FUNDS CALCULATION 37,601 2,167,212 732,498 13,2't2 Cash & Assets to be converted to 2,354,089 645,400 140,535 91,703 Less: Liabil¡ties & Encumbrances 0 Balance 10/01/13 2,760,480 1,233,394 . lncludes the Justice Assistant Grant and the Selective Traffic Enforcement Program

lnvestments Cash

7,512

397.855 318,762 7,512 2,

Total Expend¡tures

Affordable Housino

4,889 45,ô16

1,021 1,652 17,838

400

'19,336

344,521

38,005 13,190

0 o

6,364 65,84ô

104.790

197260

139,338

Emergency Emergency

Court Hazardous Urban Management Management

Security Material Transportation Fund TransDortation Plann¡nq

107,577 268,945

AIP Pantex Servicê & Proiect Eouioment

394,038

296,459

2,1 90,786

134,254

394,038 0

296,459 0

2190,785 2,492,167

0 129,691 177,245

2,504,955 48 221,372 33,387

85,193

947,977 0

134 394.038 296.459 2190.785 2.820.167 5,459 221,372 62.719 817.280 0 100,359 457,764 1 111,223 43,001 1 36,460 36,121

947,977

374,999

268,938

388,975

123,440

57,825 0

388,975 0

'123,440 0

'142.014

57.825

388,975

60.584

2'11.113

't11,628

268 94s 0 0

107,577 268,945

Trâff¡c lmprovement Enforcement Distr¡ct Summary

793,455 23 A?5

136.129

14 osl )

Grents' ProDertv

Photographic Public

1,073,160

374,999

222880 ?57

Police Seized

1,097,798

7 0

2,663

426,43s 48,412

357.135

136,129 0

70,702 /71 145ì

Health Leose

374,999

Proorams & Children

36j21

116,150 142,014

Public

36,460

1 15,000

86,448

APD

Woman

Summer lnfants

,506 11 ,506

11 't

5,459

328 000

221,372 0

59,692 3.028

210,377

496,712

2,65ô,606 4,921,894

1,010

310,700

999,596

1,214,388

498,712 0

2.656.605 3,754,545

22,500

285,700 25.000

100,359 0

997,383 o

1,197,505 0

123440 111s06 498.712 2.656.605 3.754,545 22,500 310,700 100.359 997.383 1,197,505 (0) 227,260 t0) 459.977 2 1,278.572 21.5'11 36 460 36.1 21

1,415 25,859 tr7 )7á.\

¿13 02ql

36 21 0 0

36.460

36,121

5,998 43,491

19,628 9,143 48,41 2 0 217,189 530,577

tta A.lT\ fit:ìrA6\

401

426.435 48.412

(1 21 ¿20

38) '143,781 38 0 00n\ t14 0goì

tlRL ttt\

(¿.4 14F.\

0 129,691

177 245

85.1 93

361,467 0

33,341

City of Amarillo Summary of Expenditures by Activity Glassification ACTUAL 2012t2013

DESCRIPT¡ON

Budgeted

201312014

2014t2015

310,562 90,000 61,447 150,437

320,152

371,259 326,435

389,653 175,000 225,232

2010 CDBG Fund

Public Services 201 10 Program Management

260,413

20115 Code Enforcement 2O116 Code lnspector 20125 Rehab Support 2O130 Housing Rehab 201 35 Park I mprovements 20140 Public Services 20 1 55 Neigh borhood Facilities

83,495 55,910 '115,608

482,917 0

20'10 CDBG Fund

90,000

64,268 150,437

217,929 428,152

230,671

1,644,424

1,692,794

131,087 1,545,831

538,822

573,226 25,228

545,044 25,228

7,027,049

299,500 7,925,003

299,500 7,896,821

151 ,984

2020 Housing

Public Services 20210 Housing Assistance 20220 Mod Rehab 20230 Housing Vouchers

22,895 7,862,805 307,500 8,732,022

20250 5 YEAR MAINSTREAM VOUCHE 2020 Housing

2030 Home lnvestment Partnership

Public Services 20310 Home Administration 20320 Home Projects 2030 Home lnvestment Partnersh

55,1 05

53,900

819,498 874,603

485,1 03

54,734 492,612

539,003

547,346

332,160 332, I 60

339,712 339,712

180,539 180,539

247,225 247,225

58,1 04 58,1 04

15,498 15,498

0 0

376,968 376,968

0 0

2040 Shelter Plus Care Fund

Public Services 2O4OO SHELTER PLUS CARE

2040 Shelter Plus Care Fund 2050 Supportive Housing Fund

Public Services 2O5OO SUPPORTIVE HOUSING

2050 Supportive Housing Fund 2060 Affordable Housing Fund

Public Services 20600 AFFORDABLE HOUSING 2060 Affordable Housing Fund 2070 TX Emergency Shelter Grants

Public Services 20700 TX Emergency Solutions G 2070TX Emergency Solutions Gr

402

City of Amarillo Summary of Expenditures by Activity Glassification ACTUAL 2012t2013

Budgeted

2013t2014

2014t2015

110,183 1 10,183

107,546 107,546

72 500 72 500

133,230 133,230

104,790 104,790

113,737 113,737

140,268 140,268

142,014

2,385

165,946

200,000 10,700

175,691

159,947 10,700 170,647

276,759 276,759

522,607 522,607

498,712

25,000

57,825

7 7

25,000

57,825

Development Services 24200 Urban Transportation Pla 2420 Urban Transportation Plan

372,849 372,849

386,065 386,065

388,975 388,975

2425 Photog raphic Traffic Enforcement Public Works 24250 Photographic Traffic Enf 2425 Photographic Traffic Enfo

651,793 651,793

1,000,000 1,000,000

997,383 997,383

DESCRIPTION 2075 HMIS

Public Services 20755 HMIS 2075 HMIS

02,297 1 02,297

2080 Gourt Technology Fund

Finance 20800 Court Technology 2080 Court Technology Fund 2090 Court Security Fund

Finance 20910 Court Security Fund 2090 Court Security Fund

142,014

2100 Texas State Library Funds

Leisure Services 21128 Tech Asst Negotiated Gra 2100 Texas State Library Funds

0 0

2210 Safe and Sober TXDOT Prog

Police 22150 Safe and Sober TXDOT Pr 22160 Click lt or Tickit 2210 Safe and Sober TXDOT Prog

9,745

210,700

2300 Summer Lunch Program

Public Services 23100 Summer Lunch Program 2300 Summer Lunch Program

498,712

2400 Hazardous Material Transportation

Management & Administration 24130 Metropolitan Medical Res 24131 MMR Capability Focus 2400 Hazardous Material Transp 2420 U¡ban Transportation Plann ing

403

Gity of Amarillo

Summary of Expenditures by Activity Classification ACTUAL 2012t2013

DESCRIPTION 2430 Emergency Mgt Service & Equip Management & Administration 24333 MMRS HSGP GDEM 24335 MFr (PRPC) 24380 State Homeland Sec Prog 24390 SHSP LEAP 2430 Emergency Mgt Service & E

Budgeted

2013t2014

201412015

131,391 0

70 503 0 0

231,841

3,835

0 0

174,338

363,232

111,506

699,644 489,935 270,780 234,181

930,1 92

550,780

1,342,109 549,856

284,476

312,523

212,778

111,506

2500 Public Health Fund

Public Services 25011AHD Public Health 25012 Refugee Health 25013 TDH lmmunizations 25014 HIV Prevention 25015 Core Public Health 25020 Bioterrorism Grant 25022 HIV Surveillance 25024 DSRI P I MMU NIZATIONS 25025 DSRIP ARAD 25035 LocalTuberculosis - Fed 25045 Local Tuberculosis - Sta 2500 Public Health Fund

130,598

121,887

219,224 164,185

269,O72

266,974

269,753

50,710

0 0

3,736 102,659

89,915

557,900 150,000 66,136 122,860

2,251,315

2,457,002

3,754,545

149,219 403,816

322,618

338,1 84

865,905

60,276

829,894 95,015

463,793

922,228

8,533

17,103 112,441 100,000 35,910 66,147 2,501,357

1,080,944 8,500

0 0

2530 WIC Grant Fund

43,842 20,535 31,175 18

1,181,207

101 ,408

117,423

100,000

37,455 6,787 2,656,605

2610 Justice Assistance Grant

Police 54,153

26110 JAG Traffic Enforcement 26130 FY14 JAG Program 26140 JAG2014 Directed Patrol 26150 FY11 JAG Program 26190 FY09 Recovery Act JAG 2610 Justice Assistance Grant

16,076 990

404

0 0

56,726 152,589

00 000 0

00 000

24,644

00 000

0 00 000

City of Amarillo Summary of Expenditures by Activity Classification Budgeted

Budgeted

201312014

201412015

142,840 142,840

116,046 116,046

100,359 100,359

6,846

21 000

21,000

1 500

1,500

6,846

22 500

22,500

118,035 1 18,035

131,084 131,084

123,440 123,440

27100 Greenways at Hillside 2700 Greenways at Hillside Fund

426,957 426,957

469,577

537,624 537,624

2720 B¡ennan Boulevard Fund Finance 27 200 Brennan mprovement District 2720 Brennan Boulevard Fund

18,265

17,351 17,351

0 0

422 29 422 29

430,1 59 430,1 59

605,544 605,544

15,593 15,593

15,590 15,590

15,460 15,460

28,034 28,034

29 248 29 248

28,409 28,409

7,313 7,313

6,953 6,953

7,415 7,415

ACTUAL 2012t2013

DESCRIPTION

2620 APD Seized Property Fund

Police 26210 Narcotícs Unit 2620 APD Seized Property Fund 2660 Leose Training Program Fund

Police 2661 0 Leose Training-Police 26630 Leose Training- Airport 2660 Leose Training Program Fu 2670 AIP Pantex Project Fund

Management & Administration 26710 AIP Pantex Project Fund 2670 AIP Pantex Project Fund 2700 Greenways at Hillside Fund

Finance

18,265

2730 Colonies

Finance 27300 Colonies 2730 Colonies 2740 Tutbury Public lmprv Dist

Finance 27400 Tutbury Public lmprv Dist 2740 Tutbury Public lmprv Dist 2750 Point West PID

Finance 27510 Point West PID 2750 Point West PID 2760 Quail Creek Public lmprov Dist

Finance 27610 Quail Creek PID 2760 Quail Creek Public lmprov

405

City of Amarillo Summary of Expenditures by Activity Glassification

DESCRIPTION

2770Vineyards PID Finance 27710 Vineyards PID 2770Vineyards PID

ACTUAL 2012t2013

Budgeted

201312014

2014t2015

1,516 1,516

2, 244 2, 244

2,673 2,673

1,270 1,270

300

380 380

2780 Redstone PID

Finance 27800 Redstone PID 2780 Redstone PID

406

I 300

CITY OF AMARILLO COMMUNITY DEVELOPMENT PROGRAM MANAGEMENT (20110) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS Community Development administers programs funded by the Department of Housing and Urban Development (HUD); the Community Developmènt Block Grant (CDBG) Program, the HUD HOME lnvestment Partnership Program, the Homeless Management lnformation System (HMIS) and the Emergency Solutions Grant (ESG) Programs. HUD regulations provide guidance for the administration of these programs.

GOALS A five (5) year Consol¡dated Plan for Housing and Community Development establishes priorities and strategies for the use of CDBG

andHOMEfunding. ThePlancovers20l0-2015. Theprimarygoal oftheConsolidatedPlanistodevelopaviableurbancommunity by providing deceñt housing and a suitable living environment and by expanding economic opportunities for persons who are of low

añd moderate income. ln addition, the Analysis of lmpediments to Fair Housing Choice will be completed.

OBJECTIVES

t t t t t

Eliminate slum and blighting influences by demolishing 30 vacant, condemned structufes. lmprove homes for 200 lower income homeowners through renovat¡on and the emergency repair of hazardous housing cond¡tions. lmprove neighborhood services and programs by renovating facilities owned by nonprofit agencies. lmprove the quality of life for 1,800 lower income people by assisting nonprofit agenc¡es with the provision of health and social services. lmprove the lives of 1,200 homeless persons by supporting emergency shelters'

OPERATING STATISTICS

Actual

Estimated

2012t13

2013t14

2014115

Condemned Structures Demolished lntensified Code Enforcement lnspections Parks lmproved Homeowners Assisted with Emergency Repairs Community Facilities lmproved/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

10,809 0 212

I 500

200

1,800

1,200 50

1,200 50 0

ACCOMPLISHMENTS CDBG continues to be leveraged with other commun¡ty funds to accomplish major projects.

407

I 500

City of Amarillo Program Management

128,897 0

41 100 Salaries and Wages 41 500 PFP

767 14,728

4'1620 Unscheduled 41 820T Health lnsurance

41900 Life 42010 Social SecuriÇ - Medica 42020 Social Security - OASDI 42110 TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42510 Car Allowance 42550 Communications Allowance

53 1,871 8,001 16,683

41000 Personal Services 51 'l 10 Office Expense 51950 Minor Office Equipment

177,699 6,751

2,048 235 215 3,000 1,200

6,000 0

5,565

21,028

22,082 67 2,371 10,136

67 2,300 9,836 18,542 3,669 195

18,536

3,973 .t95

254

262

3,000

3,000 1,200

1,200 221,738 1 0,1

75 0

227,877 6,628 0

2,279

10,175 3,620 3,893

6,628 2,400 3,893

4,421

2,524

500

3,730

0 0

0 100

60000 Contractual Services 71 1 00 lnsurance and Bonds 72000 Radio Communication 751 00 Travel 75200 Mileage 75300 Meals and Local 77450 Administrative Other 77610 lnformation

13,072 886

10,637 886

70000 Other Charges 90't70 Grant Fund Reimbursement

61,973

6,787

51000 Supplies 61200 Postage 61300 Advertising 61400 Dues 614'10 Tuition 62000 Professional 68610 Office Equipment

2,642

'1,118

3,324

5,131

2,111

100 0

1,500 0

797 17,443 34,391

90000 lnter Reimbursements 92010 Other Grant Funds 92000 Operati n g Transfers TEXPENSES Total Expenses

8,817

32,588 33,327

39,172 36,041

69,012 -1,000

77,831

0 0

-1 ,000

-'1,000

882

882 260,413

310,562

320,152

-'l ,000

Gity of Amarillo

Department Staffing Report Program Management

Department

Personal Seruices Total

Number of

Employees Classification Permanent Positions 1.00 ADM502 1.00 cLR410 1.00 cLR941 1.00 MGT560

Description COMMUNITY DEVELOPMENT ADMINISTRATOR ADMINISTRATIVE ASSISTANT I II ADM I N ISTRATIVE TECHN ICIAN

4.00

PROGRAM COORDINATOR Total Permanent Positions

4.00

Total Department

227,877

408

City of Amarillo Code Enforcement

90,000

Condemned Pro

671'10

60000 Contractual Services 71 1 00 lnsurance and Bonds 77100 Court Costs

83,415

90 000

0 0

70000 Other Charges TEXPENSES Total Expenses

90 000 0 0

83,495

90,000

28,344 1,500 5,275 1,000 6,502

29,377 2,100

City of Amarillo Code lnspector

and Wages

28,542 't,663

4'1300 lncentive

41500 PFP 41620 Unscheduled 41820T Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 42110 TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation

2,703 6,218

4,1 35

500 6,826

463 1,980

433 1,850 3,488 690 49

456 1,952 3,569 765 49

4,084 523 49 49

41000 Personal Services 69210 Rental City Equipment

46,289 4,616

49,195 5,200

49,795 5,634

60000 Gontractual Services 7'l 100 lnsurance and Bonds 72000 Radio Communication 77450 Administrative Othér 77610 lnformation Technology -

4,616

5,200

147

147 0

5,634 280

70000 Other Charges TEXPENSES Total Expenses

312 4,546

8,560

6,515 390

5,005 55,910

7,052 61,M7

8,840 64,268

Gity of Amarillo Department Staffing Report

Department: Code lnspector Personal Services Total

Number of

Employees Classification

Description

Permanent Positions

1.00 TRD520

COMMUNITY IMPROVEMENT INSPECTOR

1.00

Total Department

49,795

409

City of Amarillo Rehab Support

41 100 Salaries and Wages

57,1 66

4't300 lncentive

548

41500 PFP 41620 Unscheduled 41 82OT Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421I0 TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation

0 626 13,958 31

780 3,333 7,280 888

60,658 600

2,700 2,000 15,574 33 888 3,798

62,875 600 2,919 2,000 16,355 33

93 94

1,417 97 98

920 3,935 7,197 1,542 97 't02

84,796 8,962

95,023 21,558

98,576 14,441

51000 Supplies 61 100 Communications Billing 61300 Advertising 61410 Tuition 62000 Professional 63400 Employee Medical 64100 Lead Paint Test 69210 Rental CiÇ Equipment

8,962 0 0 0 610

21,558

14,441

60000 Gontractual Services 71 1 00 lnsurance and Bonds 72000 Radio Communication 75'100 Travel 77450 Administrative Other 77610 lnformation Technology -

391

70000 Other Charges TEXPENSES Total Expenses

41 000 Personal Services 51 110 Office Expense

7160

800

1,000 1,600

1,000 500 1,600

1,806

250 2,500

9,232

10,40't

11,267

11,648

17,051

17,917 559

500

723

762

2,000 16,944

2,000 13,633 782

10,203 115,608

16,806 150,437

't9,503 150,437

8,327

Gity of Amarillo

Department Staffing Report

Department: Rehab Support Personal Services Total

Number of

Employees Glassification Permanent Positions 1.00 TRD555 1.00 TRD556

Description

2.00

REHAB INSPECTOR I REHAB INSPECTOR II Total Permanent Positions

2.00

TotalDepartment

98,576

410

GiÇ of Amarillo Housing Rehab

21,140 600 1,076

4,536

21,41'l 600 1,000 6;502

8,431 17

283

319 1,365

1,348

2,573

2,465 528 49 36,004 294,145

19,768 554

41300 lncentive 41 500 PFP 41 820T Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1O TMRS 42115 OPÊB Funding 42300 State Unemployment 42400 Workers Compensation

1,211 2,535 310 27

509 49 35

41000 Personal Services 64070 Emergency Repairs Grant 64080 Owner Expenses 64910 Owner Rehab

29,323 434,542

34,379 277,410

315

9,424

1,175

50,000

60000 Gontractual Services 71 1 00 lnsurance and Bonds 77450 Administrative Other 77610 lnformation T

u5,141

327,410

344',145

1,576 1,956

1,576

280

6,192

4,921

5,034 2,860

70000 Other Charges TEXPENSES Total Expenses

8,453 482,917

9,470 371,259

9,505 389,653

3,033

Gity of Amarillo Department Staffing Report

Department: Housing Rehab Personal Services Total

Number of

Employees Classification

Description

Permanent Positions 1.00 cLR415

ADMINISTRATIVE ASSISTANT IV

r.00

36,004

Total Department

4TT

Gity of Amarillo Park lmprovements

64755 Eastridge & Forest Hill 64766 Glenwood Park & Splash P

0 0

326,435 0

0 175,000

60000 Contractual Services 7't 100 lnsurance and Bonds

326,435

175,000

70000 Other Charges TEXPENSES Total Expenses

326,435

175,000

21,046 21,027 77,000 23,842 9,000 11,000

21,000 22,750 100,000 21,750 10,500 11,000 3,671 40,000

0 0

City of Amarillo Public Services

64010 Jan Werner 64030 lnterfaith Hunger 64040 Title 4-A Child Care 64060 Food NET Program - PRPC 64130 Trans For Homeless 64170 Wesley Club Wrestling 64570 FSS Counseling 64650 TSRC Day Room Advocate 64724 Maverick Club 64732 Wesley Comm Center 64752 Maverick Club-Summer Pro

20,444 23,247 100,000 28,046 8,172 9,505

9,505 9,50s 9,505

0 0 0

60000 Contractual Services 71100 lnsurance and Bonds

217,929 0

230,671 0

217,929

230,671

225,232

0 0 0 0 0 0

70000 Other Charges TEXPENSES Total Expenses

41,664

20,653 225,232 0

City of Amarillo Neig hborhood Facilities

64550 DWC/ABBA 64560 Guyon Saunders Resource 64719 North Branch Ymca 64736 The Canyons 64746 Downtown Women Cntr-The 647 47 Habital-Barri ng er Vi lag 64753 Maverick Club - Window R 64754 Catholic Charities-Windo 64763 Amarillo Senior Citizens

287,465

77,542

50,000 27,250

24,442 0 50,000

13,437

0 0 0 0

60000 Contraòtual Services 71 1 00 lnsurance and Bonds

428,152

151,984

70000 Other Charges TEXPENSES Total ExPenses

50,000 0

75 000

56,087 0 131,087 0

428,152

151 ,984

131 ,087

4]-2

CITYOFAMARILLO HOUSTNG ASSISTANCE (20210) FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS The Community Development Department administers rental assistance programs funded by the Departmenl of Housing and Urbanof oévetopment (nuo¡. nätiuitiJs inäude program development and implemen[ation; determination of tenant eligibility; maintenance payment of waiting'list; tenant aird landlàrd briefingé; inãpection of units; review of participants income and family circumstances; timely 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 to tamilies in secuiing safe and decént housing. Facilitate ãnd participate in local efforts to provide a coordinated continuum of care meettheneedsofthehomeless. Affirmativãyfurtherfairhousingbyinformingcitizensoftheirhousingrights. Providetheopportun¡ty and incentive for assisted families to become self'sufficient.

OBJECT]VES

r r * r t *

Address housing needs of lower income renters by developing constructive methods to alleviate homelessness; maintaining awareness of funding opportunities and trends in affordable housing. improu" the quality õf Ëduslng 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 independeñce by administering Family Self-Sufficiency and Welfare to Work programsto combine training, cãse management, supportive services,.and employment with housing assistance. Reñove housing as a barrierjn preserving'ihe family stiucture by administering a Family Unification Program in cooperation with Children' Protective Services. provide sound financial management byver¡rying tenant income and recovering overpayments, investigating program abuse and monitoring internal control measures. Promote homeownership by offering the voucher homeownership option.

Estimated

2013114

2014t15

1,448

1,400

4,127 $486 $10,650 2,600 5,928

4,200

1,450 4,350 $530 $11,600 3,000 6,840

OPERATING STATISTICS

Actual 2012113

Families Assisted No. in Assisted Families Average Rental Assistance/Month Average Annual lncome of Participants Households on Waiting List No. in Households Waiting

$51

$11,350 3,400

7,780

ACCOMPLISHMENTS Renewal funding continues to be approved for expiring projects under the Section I Voucher Program, the Family Self Sufficiency CoordinatorGra-nt,andthespecial HämelessHouilngGianis. Fundingforanadditional 35voucherswasreceivedforanewvoucher program to assistant homeless veterans.

4L3

City of Amarillo Housing Assistance

234,028

41100 and Wages 41300 lncentive 41500 PFP 41620 Unscheduled 41 82OT Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation

246,782

209

200

185

41000 Personal Services 51110 Office Expense 51950 Minor Office Equipment

338,566 14,972

362,997

332,399 18,000

51000 Supplies 61200 Postage 61300 Advertising 61400 Dues 61410 Tuition 62000 Professional 64100 Lead Paint Test 69210 Rental City Equipment

15,588 17,196 769

60000 Contractual Services 71100 lnsurance and Bonds 72000 Radio Communication 751 00 Travel 75200 Mileage 75300 Meals and Local 77450 Administrative Other 77610 lnformation Technology -

119

130

90,254 42,717

148,385 30,862

147,924

70000 Other Charges 90170 Grant Fund Reimbursement

142,532 -26,286

184,002 -52,398

186,985 -52,398

90000 lnter Reimbursements TEXPENSES Total Expenses

-26,286 538,822

-52,398 573,226

-52,398 545,044

321 0 197

10,800

36,782

47,034

37,339 133 3,353 14,336 26,215 5,ô19 390

131

133

3,686 14,948 31,134 3,804

3,629 15,516 29,249 5,787

572

390

617

18,000 1,000

4,616

30,425 2,500 5,200

18,000 20,000 700 300 500 30,425 2,500 5,634

68,421

59,625

60,059

0 0

2,516

4,500 125

19,000 20,000 700 300 500

300 0

44,230 1,312

3,354 6,062 27

3'1,790

City of Amarillo Department Staffing Report

Department: Housing Assistance Personal Services Total

Number of

Employees Classification Permanent Positions 1.00 ADM560 2.00 cLR030 1 00 cLR400

Description

ASS ISTANT COMM U N ITY DEVELOPM ENT ADM N ISTRATOR I

CASE WORKER

I 00

ADMINISTRATIVE ASSISTANT I HOUSING TECHNICIAN HOUSING PROGRAM COORDINATOR SUPPORTIVE HOUSING COORDINATOR HOUSING INSPECTOR Total Permanent Positions

8.00

Total Department

00 CLR56O 1 00 cLR610

00 PRF560 TRD98O 1 00

332,399

414

GiÇ of Amarillo Mod Rehab

41 100 Salaries and Wages

865

41000 Personal Services 52300 Unassigned

865

5f 000 Supplies

64810 Housing Assistance Payme

20,822

22,374

60000 Gontractual Services 71100 lnsurance and Bonds 7'1250 Paid Claims

20,822

22,374

507

90000 lnter Reimbursements 92010 Other Grant Funds

-285 .285 1,493

92000 Operating Transfers TEXPENSES Total Expenses

22,895

70000 Other Charges 9001 0 Housing Assistance

1,493

2,298 2,298 25,228

2,298

2,298 25,228

City of Amarillo Housing Vouchers

52300 Unassiqned

12,536

51000 Supplies 64810 Housing Assistance Payme

r2,536

7, 844,340

6,973,049

12,536 6,973,049

7,844,340 964

6,973,049 964 500 17,500

6,973,049

r8,465

18,964

18,964 22,500

22,500 22,500

7,862,805

7,027,049

60000 Gontractual Services 71 1 00 lnsurance and Bonds 71250 Paid Claims 77460 Admin Other Governments 70000 Other Charges 9201 0 Other Grant Funds 92000 Operating Transfers TEXPENSES Total Expenses

17,501

964 500 17,500

22,500 7,027,049

Gity of Amarillo 5 YEAR MAINSTREAM VOUCHER PROG

41100

and Wages

4't 000 Personal Services 6481 0 Housing Assistance Payme

60000 Contractual Services 77460 Admin Other Governments 70000 Other Charges 92010 Other Grant Funds 92000 Operating Transfers TEXPENSES Total Expenses

10,430 10,430

278,672

271,420

278,672

271,420 480

480 27,600

27,600

27,600 299,500

18,398 't8,398 307,500

4L5

299,500

otv OF

AIYIARITLO oDE[ 3¡ÀCtS r É[DrE3i Opt0nlÚ¡l1lE3

416

CITY OF AMARILLO HOME ADMINISTRATION (2031 o) FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS The Community Development Department administers the HOME lnvestment Partnership Program (HoME) funded by the Department Urb"n oevelopmËnt (HUD). Regulations and guidelines issued by HUD govern the administration and management of of Housing "nd HOME projects.

GOALS

The HOME program provides a variety of financial incentives and ass¡stance to private investors, nonprofit organizations, and have individuals to achieve the program objectives. These low and moderate income owner and renter households should opportunities to live In decent, sãfe, and äffordable housing and low and moderate income households should have the opportunityto 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.

t t t

Give low and moderate income households the opportunity to purchase a home at affordable payments by subsidizing their down payment and closing costs. Cive vänj low-income houõeholds the opportunity to become a homeowner by supporting nonprofit housing development

Create opportunities for homeless families to achieve self-sufficiency by creating transitional housing units operated by

efforts.

nonprofit organizations.

SIGNIFICANT CHANGES Currently not participating in HOMEbuyer Assistance Program pending HUD guidance

Estimated 2013114

Estimated

69,174

22000

4 $25,000

Actual

OPERATING STATISTICS

2012t13

Owner occupied homes rehabilitated Average cost per unit Rental units rehabilitated Average cost per unit Units developed by nonprofits for sale or rent Homebuyers assisted Average down payment and closing costs Principal Reduction Homebuyers assisted Principal Reduction average Average mortgage ADDI Homebuyers assisted ADDI Assistance average Average mortgage Section Homeownership homebuyers assisted Section I Assistance average Average mortgage

14,999

25 499

$14,999

3 15

7 0

5 0

$4,150

$0 0 $0 $0 $0 $o $0 $0 $0 $0

TBD TBD TBD TBD $o $0 $0 TBD TBD TBD

$14,000 $s7,500 $0 $0 $0

2014t15

$14,606 $14,606

ACCOMPLISHMENTS

The HOMEbuyer Assistance program has helped 1 ,825 lower income families. Assistance per homebuyer averaged $3'799 and leveraged $86 million in mortgage loans since April 1995. The program continues to be popular.

4L7

Gity of Amarillo Home Administration

24,191

and Wages 41300 lncentive 41 500 PFP 41 820f Health nsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation

600

0 1,300

'1,388

6,235

6,502

6,826

351

372

1,501

1,500 2,827 559 49

41000 Personal Services 51 110 Office Expense

36,6¿14

37,309

39,424

6,740

2,833

51000 Supplies 71 1 00 lnsurance and Bonds 75100 Travel 77450 Administrative Other 776'10 lnformation T

6,740 231

2,833

2,833 280

3,586 4,921

5,470

385 6,780

2,860

3,032

70000 Other Charges 92010 Other Grant Funds 92020 Housing Assistance

10,024 1,697

I1,758 0

10,477 0

2,000

92000 Operating Transfers TEXPENSES Total Expenses

1,697 55,105

2,000 53,900

2,000 54,734

828

3,089

392

231 3,197

1,286

1,590

2,907

623 49

City of Amarillo Department Staffing Report

Department: Home Administration Personal

Number of

Services Total

Employees Glassification

Description

Permanent Positions 1.00 cLR941

ADMINISTRATIVE TECHNICIAN

1.00

Total Department

39,424

4L8

City of Amarillo Home Projects

64910 Owner Rehab 64911 Rental Rehab 64912 Homebuyers 64913 CHDO Admin 64914 CHDO 64922 Housing Rehab Assistance 60000 Gontractual Services TEXPENSES Total Expenses

446,186 77,996 29,000 126,911 765

100,000 100,000 48,153 26,950 210,000

143,806 201,439 0

27,367 120,000

485,103 485,103

492,612 492,612

0 0 0

819,498 819,498

City of Amarillo SHELTER PLUS CARE

41 100 Salaries and Wages

41300 lncentive 41820f Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 42110 TMRS 421 15 OPEB Funding 42400 Workers Compensation

0 0 0 0

0 0 0 0 0

41000 Personal Services 64810 Housing Assistance Payme

4,838 326,989

334,512

60000 Contractual Services 7'l 100 lnsurance and Bonds 71250 Paid Claims 75100 Travel 77450 Administrative Other

326,989

334,5',12 0

334,512 800 400

800 400 0

70000 Other Charges 9001 0 Housing Assistance

394

1,200

-60

90000 lnter Reimbursements 92010 Other Grant Funds

-60 0

4,000

92000 Operating Transfers TEXPENSES Total Expenses

332,160

4,000 339,712

10 22

0 0

324

4]-9

0 0 0

City of Amarillo SUPPORTIVE HOUSING

41 100 Salaries and Wages 41 820T Health I nsurance

41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1 O TMRS 42115 OPEB Funding 42400 Workers Compensation 41 000 Personal Services

64810 Housing Assistance Payme 64850 CFS Transitional Housing 60000 Contractual Services 71 100 lnsurance and Bonds 71250 Paid Claims 75100 Travel 77450 Administrative Other 70000 Other Charges 92010 Other Grant Funds 92000 Operatin g Transfers TEXPENSES Total Expenses

3,30s 31

0 2

10 21

3 0

0 0 0 0 0 0

0 0 0 0 0

3,374 141,300 35,448

202,341 41,908

76,748

244 249

244,249

600

353 63

200

600 200

416

800

2 176

2,176

180,539

247,225

2,176 247,225

City of Amarillo AFFORDABLE HOUSING

64070 Emergency

10,899

60000 Contractual Services 71 1 00 lnsurance and Bonds

10,899

70000 Other Charges 92015 Home lnvestments

47,205

15,498

0 0

92000 Operating Transfers TEXPENSES Total Expenses

47,205 58,104

15,498 15,498

0 0

420

City of Amarillo HMIS

41 100 Salaries and Wages

41500 PFP 4',l620 Unscheduled 41820T Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 42,IIO TMRS 421 15 OPEB Funding 42300 State Unemployment 42400 Workers Compensation

135

38,535

39,979

482

1,600 617

7,036

8,026

1,600 617 8,431

't5

'17

488 2,086 4,536

559 2,389

580

590 49 59

891

51,475 1,364

57,249

51 1 10 Office Expense

51000 Supplies 62000 Professional

1,364 25,112

25,112

21,501

60000 Contractual Services 71100 lnsurance and Bonds 72000 Radio Communication 751 00 Travel 77450 Administrative Other 77610 lnformation Technology -

25,112

21,501

280

'180

7,606 5,055 19,390

0 0

8,308 16,877

10,197 11 000

70000 Other Charges TEXPENSES Total Expenses

32,231 110,183

25,185 107,546

21,477 102,297

41 000 Personal Services

4,504 49 62 0

2,479 4,533 971 49 64 59,319 0

Gity of Amarillo Department Staffing Report

Department: HMIS Personal Services Total

Number of

Employees Classification

Description

Permanent Positions 1.00 TECr 37

PERSONAL COMPUTER SPECIALIST

1.00

Total Department

59,319

42L

CITY OF

AMARILTO' 0tEil !rÀcEs

' EHoLEst 0pPoRlÚtrlrrÉs

422

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, 2014 will be used to fund the purchase of updated court room technology and to fund the annual maintenance on the Municipal Court Software (lncode).

423

City of Amarillo Court Technology

5'1980 lT Hardware

2,881

1,200 5,150

51000 Supplies 61 100 Communications Billing 69300 Leased Computer Software

3,319 3,296 73,303

6,350 3,600 94,840

60000 Contractual Services 92'l 20 lnformation Services 92000 Operatin g Transfers TEXPENSES Total Expenses

76,599

98,440 0

98,440

4,040 4,040 83,958

424

104,790

CITY OF AMARILLO

couRT sEcuRlw FUND (20910) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS State law allows a municipalig 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 secur¡ty.

ACCOMPLISHMENTS The Court continues to use the security evaluation to improve all areas of court security. This fee also funds the cost associated w¡th the two Court Bailiff positions.

425

City of Amarillo Court Securìty Fund

Wages 41300 lncentive 41500 PFP 4'1620 Unscheduled 41 820T Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 42110 TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42520 Uniform/Clothing Allowan

86,509 600 3,500 6,250 16,863

9,691 1,198 83

86,649 600 3,500 6,250 16,052 33 1,062 4,539 8,556 1,693 97

2,325

2,4'16

347

360

2,886 360

't11,467

13'l ,808

1,936 0 0

2,500 600 3,000

559 0

7,210 14,773 32 1,059

4,529

41000 Personal Services 51200 Operating 51300 Clothing and Linen 51950 Minor Office Equipment

1,268 5,051

9,237 1,980 130

134,667 2,500 600 0

936

6,100

3,1 00

71 1 00 lnsurance and Bonds

75100 Travel 77610 lnformation Technology -

334

2,000 360

1,678 2,000 569

70000 Other Charges TEXPENSES Total Expenses

334 113,737

2,360 140,268

4,247 142,014

51000 Supplies

City of Amarillo Department Staffing Report

Department: Court Security Fund Personal Services Total

Number of

Employees Classification Permanent Positions 1.00 PRFI 15 1.00 PRF145 2.00

Description BAILIFF II SENIOR BAILIFF Total Permanent Positions

Part-Time Positions

1.00 HRL120

BAILIFF

3.00

Total Department

134,667

426

CITY OF AMARILLO LTBRARY SYSTEM SERVICES (21r15) FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS The Texas Panhandle Library system (TPLS), one of ten regional systems in the state, The region includes 33 public libraries, including 28 that are TPLS members, as well as purpos-e of TPLS is to provide and enhance library services for all people in the region iesðurces and services responsive to the needs of the libraries throughout the Panh through cooperation of all types of libraries. The TPLS grant curently receives fund¡n

SIGNIFICANT CHANGES Grant funding for the Library System Services ended 813112Q12.

427

Gity of Amarillo Tech Asst Negotiated Grants

51 950

5'1000 Supplies

TEXPENSES Total Expenses

2,385 2,385

428

0 0

CITY OF AMARILLO

coMPREHENSIVE SELECTIVE TRAFFIC ENFORCEMENT PROGRAM "STEP" GRANT (221501 FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS

The Amarillo police Department receives this funding for specific enforcement activit¡es from the State of Texas, including DWI 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'

429

City of Amarillo Safe and Sober TXDOT Pr

168,168

420'10 Social Security - Medica

144,027 1,677

2,042

2,438

421 1O TMRS

17,863

17,442

19,457

42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation

2,302

2,046

186 139

4,339 49 5,549

41000 Personal Services TEXPENSES Total Expenses

165,946

159,947 159,947

200,000 200,000

165,946

430

CITYOFAMARILLO

cLrcK rT 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

43r

Gity of Amarillo

Click lt or Tickit

41620 Unscheduled 42010 Social Security - Medica 42110 TMRS 42115 OPEB Funding

8,468

9,000

1,020

1,436

166

169

95 1,436 169

41000 Personal Services TEXPENSES Total Expenses

9,745 9,745

10,700 10,700

432

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 throughout Amarillo.

'l to 18 during the summer at various sites

GOALS

publ we attention

ram by utilizing various forms of media including fliers, Park Guide, Summer Announcemeñts. Promote the program through on-site live remotes with local ites are available which offer the Free Summer Lunch Program. Contlnue to ing distance of their home or possible summer for the during as provide sites many lunch as work to participation. Work with the school. Work with Community Development to recruit other site nch school list. Continue to Ãmar¡llo lndependent Schoolbistrict tð determine program sites partner with dnack Pak 4 Kids to work together to reach es many youth as we can in Amarillo. and parks

ki provide based

OBJECTIVES

t * t * t t t *

continue to offer the program at all summer Recreation Program park sites.

Continue to look for wäys-to increase attendence through marketing strategies including posters, fliers, PSA's, live remotes,

school presentations, local media, booths' etc. Work ciosely with the Amarillo lndependent School District to provide healthy lunch menus.. Work with Community Developmenì to increase participation through daycares, summer.school, and other agencies. partner with SummeiSchools 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. presentations, lntroduce Recreát¡on mascot to the community through parks program, summer lunch, events, school etc. hospital, children partner with Snack pak 4Kids to help promote our lunch program and continue to prov¡de other opportunities for Amarillo families to participate in.

OPERATING STATISTICS/PERFORMANCE

MEASURES

Park Sites Only (l"tlunches)

433

Actual 2011112

Estimated 2012113

Estimated

13,660

16,788

16,800

2013114

Gity of Amarillo Summer Lunch Program

41 100 Salaries and Wages

41620 Unscheduled 41820T Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 42110 TMRS 42115 OPEB Funding 42300 State Unemployment 42510 Ca¡ Allowance 42550 Communications Allowance 41000 Personal Services 51610 Recreation Supplies 51950 Minor Office Equipment 54000 Food 51000 Supplies 61300 Advertising 60000 Gontractual Services 71 100 lnsurance and Bonds 75100 Travel 75200 Mileage 70000 Other Charges TEXPENSES Total Expenses

't4,531 85 306 3

31,550

214

485 1,942 3,883 582 97

219

29',1

49 219

f 6,837

40,253

16,852

934 1,401 256,700

100 0

475,958

259,035

476,058

-3,302

476,058 3,302

3,302 494

3,302

174

1,500 1,000

887 276,759

2,994 522,607

2,s00 498,712

431

858 138

494

219

434

1,326

321

431

858 138

CITY OF AMARILLO

METROPOLITAN MEDICAL RESPONSE SYSTEM SUSTAINMENT (24130) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS

The Metropolitan Medical Response System (MMRS) was a federally funded program provided to the City of Amarillo to enhance a regionaily integrated, systematic mass casualty incident preparedness program. The MMRS Sustainment Fund was establ¡shed from federal cóntract 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 wheì federal grant funding ceases. The final year of MMRS grant funding is FY2011 which concludes in August 2014. MMRS grant funding is outlined in department 24333

435

City of Amarillo

Metropolitan Medical Res

92075 Emerg 92000 Operatin g Transfers TEXPENSES Total Expenses

0 0

25,000

57,825

2s,000 2s,000

57,825 57,825

0 0

City of Amarillo MMR Capability Focus

5'l 110

51000 Suppl¡es TEXPENSES Total Expenses

436

CITY OF AMARILLO

URBAN TRANSPORTATION PLANNING (24200) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The The Urban Transportation planning Department is responsible for short- and long-range transp.ortation.planning activities. Department, designated as the lúetropolitan Planning Organization (MPO), works to coordinate planning efforts between Federal, State, County, and City officials and to incorporate process. The primary activities of the Department include the Transportation lmprovement Program (TlP), and the Unified Pl long+ange plan that requires the maintenance of socio-econo range planning document for transportation pro.iects within th identifies the planning work the MPO will perform during the y ongoing data collection related to traffic collisions, traffic cou responsible for tracking and analyzing collision reports, identify studies as needed. The Department is also involved in publi grant. maintaining the Federal Traniit Administration database for application and management of the annual FTA

GOALS The main goal of the Urban Transportation planning Department is to provide for the development and maintenance of Amarillo's transportaion network in a continuous, cooperatÑe, and coordinated manner throughout the Amarillo Urban Transportation Study area.

OBJECTIVES

t * *

Continue to carry out the role of the Metropolitan Planning Organization in the transportation planning process.

Colled and maintàin data that will provide information for making decisions about the transportation needs of the AUTS area. Review and maintain all MpO documents requ¡red for compliance with Moving Ahead for Progress in the 21st Century (MAp-21), the federal transportation bill, which funds surface transportation programs.

SIGNIFICANT CHANGES planning

This budget is based on funding projections determined by the Texas Department of Transportation. Transportation funds arã established by federa'l iegíslation for transportatìon funding. The MAP-21 Act authorizes funding for kansportation planning, highway consiruction, anã public transportation. The MPo's funds are allocated under a state funding formula resulting from US Census data.

ACCOMPLISHMENTS

FY2O14 were the to

by During fiscal year 2013-14, the Department completed the the federãl regutaiions. The MÞO's public involvement procedures ya MPO's Pu¡lic Participation Plan (PPP), while continuing to meet the the MPO Limited English Proficiency Plan MPO planning area. Efforts to s transportation model are ongoing 2010-35 MTP was revised bY the Policy Committee approved revisions to the 2013-16 TIP' whi MTP. A new 2015-18 TIP was developed and approved by 2015-40 MTP was ongoing throughout 2014. The MPO is wor of Amarillo on a long range planning document for developme work with the Texas Associåt¡on ot-Hlpo's (TEMPO) and TxDOT in developing new transportation-planning documents for the MPO. The Transportation Planning initiatives are a continuing endeavor.

(

437

City of Amarillo Urban Transportation Planning

,044

and Wages 41300 lncentive 41 500 PFP 41620 Unscheduled 41820T Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 42110 TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 41 100

41 000 Personal

1,200 6,155

1,203 0 53

24,042

Services

25,124

26,392

2,705

2,918

3,039 12,181 22,275 4,774 242 2,172

10,858

11,652

24,269 2,919

21,965 4,346

232 1.177

2,421

264,438

276,126

105 0

2,500 0

287,544 2,500 2,500

105

2,500

5,000

262

1,000

511

2,000

2,000 250 250

100

773

3,600

852 612

852

3,600 1,118

300 2,000

51 110 Office Expense

51850 MinorTools 51000 Supplies 61200 Postage 61300 Advertising 61400 Dues 61410 Tuition 62000 Professional

243

60000 Contractual Services 71 1 00 lnsurance and Bonds 72000 Radio Communication 74000 Printing and Binding 751 00 Travel 75300 Meals and Local 77450 Administrative Other 77610 lnformation Technology -

850 0 101,809

70000 Other Charges TEXPENSES Total Expenses

208,377 1,200 6,833

250 250

100

3,410

96,670 3,917

82,788 6,525

107,533 372,849

103,839 386,065

92,831 388,975

City of Amarillo Department Staff i ng 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

Part-Time Positions 2.00 HRL542 5.50

Description MPO DIRECTOR MANAGEMENT ANALYST

SENIOR PLANNER TRAFFIC OPERATIONS TECHNICIAN Total Permanent Positions

TRAFFIC COUNTER 287,544

Total Department

438

CITY OF AMARILLO

pHorocRAPHrC TRAFFIC ENFORCEMENT (242501 FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS Red-light running is the leading cause of urban vehicle crashes according to the lnsurance lnstitute for Highway Safety. The City of Amariio is comm¡tted to the sãfety of its citìzens 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 Highwat Adminlstration 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 Treffic Signal Safety Program is to change driver behavior. Every driver makes a decision when approaching ãn intersection where the light has just turned red. lmpatient 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.

t t

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 1 1 ,089 notices of violation with an overall collection ¡ate ol ove¡ 77o/o The following data relates to the nine approaches located at eight intersections: 201'1112

Violations

lntersection Approach Ross & l-40 south frontage road - north bound

1,011

Pierce & SE I 1th Avenue - south bound

2,843

2012t13 Violat¡ons

Violations

1,644 2,544

2,501

20131',!4

I,388

505

398

Coulter St. & l-40 north frontage road - west bound

1,560

1,696

1,309

Coulter St. & Elmhurst Dr. - south bound

2,852 2,318

2,059

2,716 2,914

Pierce & SE 3'd Avenue

- south bound

Coulter St. & Elmhurst Dr. - north bound

3,267

1,714

Amarillo Blvd. & Tascosa Rd. - north bound Amarillo Blvd. & N. Pierce St. - west bound Amarillo Blvd. & N. Fillmore St. - west bound

2,708 1,647

882

Taylor St. & SE 10'h Ave. - south bound 11,089

Totals:

439

11 ,608

17,779

City of Amarillo Photog raphic Traffic Enforceme

and Wages 41620 Unscheduled 41 82OT Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 42I10 TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation

24,004 5,636 1,710 4 397

37,400

2,512

0 0

0 528

952 2,758

542 0

4,254

4,240

347 57 616

0 49 936

0 49 961

41000 Personal Services 51 110 Office Expense 51200 Operating 51970 Software

36,522 0

44,680

45,704

100

1,000

2,000

51000 Supplies 62050 Collection Expense 69220 Rental Other Equipment

2,000

1,100

-8,622

23,250

342,000

513,000

1,'t00 23,250 513,000

60000 Co ntractu al Services 71100 lnsurance and Bonds 75100 Travel 77450 Administrative Other 77610 lnformation Technology 77950 State Photoqraphic Traff

333,378

536,250

2,235

280

963

5,000 10,095

154,539

199,423

5,000 8,400 1,803 199,423

70000 Other Charges 84330 Safety Equipment

168,358

218,547

214,905

23,825

80000 Capital Outlay 921 30 General Construction

23,825

87,711

'19s,423

199,423

92000 Operati ng Transfers TEXPENSES Tota| EXpenSeS

87,711 651,793

199,423 1,000,000

199,423 997,383

8,473 2,148

1,794

City of Amarillo Department' Staffi ng RePort

Department:

Photographic Traffic Enforcement Personal Services Total

Number of

Employees Classification

Description

Part-Time Positions 1.00 HRL045

ADMINISTRATIVE HEARING OFFICER

1.00

45,704

Total Department

440

CITY OF AMARILLO

METROPOLITAN MEDICAL RESPONSE SYSTEM (24333) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS

The Metropolitan Medical Response System (MMRS) was a federally funded grant program provided to the City of Amarillo to further enhance and sustain a'regional-ly integìated, systematic mass casualty incident preparedness program. Funds are used specifically as it relates to to assist in planning, training, puichasiñg equipment ànd pharmaceuticals, those incidents involving the human health consequõnces cause-d by natural technological, or ma rgency Management is the *èaponJ of mass destructlon, epidemic diseáse outbreak, or halardous ma lead agency in coordinating plan development and administering these funds'

GOALS

The primary goal of the MMRS program was to integrate the emergency preparedness, response, and recovery capabilities of tne c'ommuñiiy emergency management program with the health and medical community in Amarillo and regionally.

OBJECTIVES Assist the MMRS jurisdiction and region in developing and sustaining enhanced local capabilities: ln achieving preparedness in the MMRS-related Target Capabilities List, supporting the efforts to implement the National Prepareàness Goal, National Response Plan, and the National Response Framework initiatives. By ensuring strategic goals, objectives, operational capabilities, resource requirements and preparedness status are adequatelyìncorpolateã in the State and Urban Area l omeland Security Assessment and Strategies documents. By révisin! operat¡onal plans to reflect State and Homeland Security Assessments and Strategies. gy ¡mplementing progå. guidance incorporating increased_collaboration with the U.S. Department of Health and Human Servic"é, if'"-Of¡cð of the Assistãnt Seðretary for Preparedness and Response, formerly HRSA, National Hospital preparedness, the CDC Public Health Emergency Preparedness and the Medical Reserve Corps programs. By ensuring'the sustaínment of MMRS capabilities established through the completion.of.baseline deliverables and otÎer requirements promulgated in previous federal funding guidance documents and related directives.

* * * *

OPERATIONS

The MMRS program focu

of emergency man to develop emerge medical commun¡ty in the readiness for majo and medical functlon and MMRS Steering Committee and regional planning organizations. As a 2013 Full-ScaÉ Exercise was coñducteà in oãobér 2013 to demonstrate the target capabilities of the health and medical grant community. Federal funding for the MMRS program ceased with the Federal FY2011 MMRS grant' The FY2011 MMRS Office into the incorporated been program have functions MMRS of the ¿. dusiãinment period concludes the end of-August zot of Emergency Management.

44r

Gity of Amarillo MMRS HSGP GDEM

41 100 Salaries and Wages

41500 PFP 41 82OT Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 42110 TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation

8,411 23 1,227

74,724 4,537 6,502

17 1,083

1,258

4,633 8,733 1,728

79 138

120

5,248 10,851

0 0 0 0 0 0 0 0

41000 Personal Services 51 1 10 Office Expense 51970 Software

113,730 1,251 14,473

102,125 2,000

51000 Supplies 61200 Postage 61400 Dues

15,724

180

2,000 250

535

700

0 0 0 0 0 0

60000 Gontractual Services 72000 Radio Communication 751 00 Travel 75200 Mileage 77450 Administrative Other 77610 lnformation Technology -

715

950

1,644 2,767 400 18,856 16,667

70000 Other Charges TEXPENSES Total Expenses

40,334 170,503

442

3,000 750 6,690 15,876

26,316 I 31,391

0 0 0 0

0 0

Gity of Amarillo MFI(PRPC)

41 100

and

77,527 4,805

0 0

0 0 0 0 0 0 0

4,807 8,790 1,884 49 124

41000 Personal Services 61400 Dues

0 0

105,627 600

60000 Contractual Services 7'l 100 lnsurance and Bonds 75100 Travel 75200 Mileage

0 0

600

0 0

4,000 1,000

70000 Other Gharges TEXPENSES Total ExPenses

0 0

5,280 I 1 1,506

41500 PFP 41 82Of Health lnsurance 41900 Life 42010 Social SecuritY - Medica 42020 Social SecuritY - OASDI 42110 TMRS 421 15 OPEB Funding 42300 State UnemPloYment 42400 Workers Compensation

0 0 0 0 0

0 0

6,501 17

1124

280

Gity of Amarillo Department Staffing RePort

Department: MFI (PRPC) Personal Services Total

Number of

Employees Glassification

Description

Permanent Positions 1.00 MGT060

MMRS COORDINATOR

1.00

TotalDepartment

443

105,627

City of Amarillo State Homeland Sec Prog 07108

84800 84910 Other Equipment

0 0

127,841 104,000

80000 CapitalOutlay TEXPENSES Total Expenses

0 0

231,841 231,841

0 0

City of Amarillo SHSP LEAP

62000 Professional

3,835

60000 Contractual Services TEXPENSES Total Expenses

3,835 3,835

0 0

444

CITY OF AMARILLO

ESSENTIAL HEALTH (2501 1) 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'i Annotated Texas Statutes and Codes, Health and Safety Code (Chapter 121 , Local Public Health Reorganization Act). Essent¡al 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 ämpowering t-he community witñ respect to health issues; mobilizing community partnerships in ìdentifying and solving problems; developing policies and plans that support individual and community efforts to improve health; community-health -laws and rules that protect the public health and ensure safety in accordance with those laws and rules: linking enforcing individuãs who have a need for community and personal health services to appropriate community and private providers; ensuring a competent workforce for the proúision of essential public health services; researching new insights and innovative solutionã to community health problems; and evaluating the effectiveness, accessibility, and quality of personal and populationbased 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 measúres. ldentify community assets and areas for ¡mprovement through community assessment. Provide findings and recommendations to appiopriate heålth care providers/agencies and the public. Link existing coalitions in the public health planning process. eaiticipãte in research and make recommendations to appropriate bodies related to public health pol¡cy àevelop-ment. Partner wittr other local agencies to increase awareness and preparation for emerging public health threats.

OBJECTIVES

t t *

Provide services of Sexually Transmitted Disease, Tuberculosis, Refugee, HIV Prevention, Communicable Disease Control, Vaccine Distribution, lmmunizations 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 tubercul'osis screening. The Health Authority continues to serve as the physician liaison 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 tothe'Amarillo Hospital District Board of Managers. Tobacco Free Amarillo, expanded adult immunizations, substance abuse program support and JO W¡ att clinic monitoring are all ongoing projects. The department anticipates beginning the MEND childhood obesity prevention program in late Fall. Public Health also continues to coordinate Bi-City County Health District meetings.

445

City of Amarillo AHD Public Health

100 and Wages 41300 lncentive 41500 PFP 41 820T Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 42,I,10 TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42510 Cat Allowance 42550 Communications Allowance

305,1 09

41 000 Personal Services

428,611 17,457 6,965

51 1 10 Office Expense

5'1200 Operating

51300 Clothing and Linen 51350 Chemical and Medical 51950 Minor Office Equipment 51955 Furniture 53100 Natural Gas 53'150 Electricity 53200 Water and Sewer

898 0

45,868 104

4,253 18,182 38,626 4,927 304 4,013 3,008 3,319

382,960 810 14,554 65,223

15,885 60,707

153

133

6,283 26,867 50,647

5,596 23,930 43,758 9,379 390 5,664 3,000 2,400

10,021

446 5,521 3,000

2,400 615,459 17,500 12,000 0

553,802 15,000 12,000 1,000

4,021 1,654 976

27,5't6

22 000

0 0

3,410

2,604

5,790

11,269 3,569

11,267

13,561

3,840

3,976

51000 Supplies 61200 Postage 61400 Dues 61410 Tuition 62000 Profess¡onal 631 50 lmmunization Project 63210 Armored Car Service 63400 Employee Medical 69210 Rental City Equipment

49,322 2,277 2,863 7,666 18,023

74,727 4,250 4,500

73,327 2,000 4,000

10,000

61,000

336,720

3,1 66

3,501

0 3,500

3,500

1,585 5,360

8,346

13,178

60000 Contractual Services 71 1 00 lnsurance and Bonds 72000 Radio Communication 75100 Travel 75200 Mileage 75300 Meals and Local 77450 Administrative Other 77610 lnformation Technology 78210 Cash Over/Short

44,440

91,596 8,929

369,398 8,557

70000 Other Charges 92125 Municipal Garage 921 30 General Construction 92000 Operati n g Transfers TEXPENSES Total Expenses

2,245 17,500 14,088 370 2,541 29,017 94,085

0 15,000 2,500

1,250 19,500 101,232

15,000 2,000 1,250 37,332 106,443

-4

159,842 17,429

48411

170,582

0 0

175,000

17,429 699,644

930,1 92

446

175,000 1,342,109

Gity of Amarillo

Department Staffi ng Report

Department: AHD Public Health Personal Services

Number of

Employees Glassification Permanent Positions 1.00 ADM580 1.00 ADM581 1.00 cLR400 1.00 cLR941

Total

Description

8.00

ASSISTANT DIRECTOR OF PUBLIC HEALTH DIRECTOR OF PUBLIC HEALTH ADMINISTRATIVE ASSISTANT I ADMINISTRATIVE TECHNICIAN PROGRAM COORDINATOR MANAGEMENT ANALYST REGISTERED NURSE SENIOR PLANNER Total Permanent Positions

8.00

TotalDepartment

1.00 1.00 1.00 1.00

MGT56O PRFSOO

PRF572 PRFgOO

553,802

447

cIY OF

ATYIARITTO OPE[ 3ÞÀaES ' Éil0lES5 0P¡oRlU¡lrlES

448

CITY OF AMARILLO REFUGEE HEALTH (25012lFUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS

provide communicable disease/general health screening to refugees ¡n 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

* t t

provide services to eligible refugees including general physical appraisal, Hepatitis B screening, vision and hearing, and parasite testing. ln addition, other medical testing will be provided as de_emed necessary. 90% of refugees will receive a TSpot TB screening test during Refugee Clinic. 7b% of refuõees refened for follow-up of health problems will have completion of referral documented within 4 months.

Actual 2012t13

OPERATING STATISTICS/PERFORMANCE MEASURES Number of refugees screened Refugees refened who received physical appraisal Refugees receiving a TSpot TB test Referral completion rate

Estimated

2013t14

20141'15

616

450

506

't00% 100% 80%

100o/o

1O0o/o

10Oo/o

'looo/o

80%

85%

ACCOMPLISHMENTS

The Refugee program continues to see refugees from various parts of the world. ln addition to seeing refugees that are assigned [o the Ariarillo area, the program also serves many refugees that relocate to the Amarillo area. Collaboration between

Cathiol¡c Charities of the Texas pa'nna-ndle, 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.

449

City of Amarillo Refugee Health

224,657 6,440

218,882

20,747

22,075

67 3,2s8

30,517 67

,167 41500 PFP 41 82Of Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation

2,662 7,138

4'1000 Personal Services 51 1 '10 Office Expense

51200 Operating 51300 Clothing and Linen 51350 Chemical and Medical 51410 Vaccines 51950 Minor Office Equipment 51955 Furniture

7j20 3,174

9,522

9,433

23,025 't,907

26,257

24,8't6

3,701

327 1,970

292 2,465

3,697 292 2,388

249,000 1,253 3,953

299,1 33

300,387

5,000 5,000

6,16ô

1,700

500

13,323 113,109 606

12,000 140,000

12,000 129,877

0 0

2,734

Supplies Professional Homeless 60000 Contractual Services 7'l 100 lnsurance and Bonds 72000 Radio Communication 75100 Travel 75200 Mileage 77450 Administrative Other 77610 lnformation Technology -

134,977 85,213 0 85,213 I ,007 1,716 239 925 16,857 0

162,000 70,000 ,500 71 ,500 ,007 0 4,805 1,000 9,500 1,836

150,243 70,000

70000 Other Charges TEXPENSES Total Expenses

20,745 489,935

18,148 550,780

27,726

51000 62000 64130 Trans For

,500

71 ,500 1 ,677

4,805 1,000

20,244 0

549,856

Gity of Amarillo

Department Staffi ng Report

Department: Refugee Health Personal Services Total

Number of

Employees Classification Permanent Positions 1.00 cLR561 1.00 McT580 2.00 PRF572 4.00

Description COMMUNITY SERVICE AIDE PROGRAM MANAGER REGISTERED NURSE Total Permanent Positions

Part-Time Positions

1.00 HRL560 1.00 HRL572 2.00

NURSE PRACTITIONER REGISTERED NURSE Total Part-Time Positions

6.00

Total Department

300,387

450

CITY OF AMARILLO TMMUNIZATIONS (25013) FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS lmplement an immunization program for children, adolescents, and adults, with special emphasis on accelerating interventions to imþrove the immunization c'overage 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, conàuc¡ng vaccine preventable disease surveillance, assessing vaccine coverage levels, and applying principles of epidemiology and outbreak control measures within budgetary constraints.

OBJECTIVES

* *

Disease Surveillance guides.

ionduct immunization audits in childcare facilities and registered family homes as assigned by DSHS.

* t

lnvestigate 100% of all reported vaccine preventable diseases in accordance with DSHS Vaccine Preventable lnvestigate l}Oo/o ol suspecled Hepatitis B infections in pregnant women to assure appropriate treatment and followup.

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 enroll providers into the TVFC program. Conduct outreach activities through lmm-Trac by contacting families of children who have incomplete vaccination records. Maintain an accurate, up{o-date list of clinics and sites where general public (free or low cost) immunization services are offered. Promote influenza and pneumoccocal vaccinations through community partners.

OPERATING STATISTICS/PERFORMANCE MEASURES Number of Providers Served/Eligible Number of Providers on lmmTradEligible Percentage of process objectives achieved

Actual 2012t132

Estimated

2013t14

2014115

2sl58 (s0%) 29/58 (50%) 90%

35149 (71!o) 35149 (71o/o)

29149 (59o/o) 65149 (132o/o)

95o/o

ACCOMPLISHMENTS

The Department of public Health lmmunization Program continues to audit daycares and schools .for completeness of immunization records, as assigned by DSHS. The Department of Public Health maintains an lmmunization Clinic open to the puOi¡" itrr"e and one half dayiper wéek. This Clinic creates access as a safety net for children and adults who need vaccines. ihe Department of public Héailh mainta¡ns healthy collaborations with many community partners including AISD, CISD, Amarillo public College, and America's promise as examples. The Department of Public Health participates in initiatives to educate the about-the importance of vaccination through observances such as National lnfant lmmunization Week, lmmunization Awereness Month, and òthers. The Department of public Health has reached out to providers to enroll in the lmmTrac Program. This has resulted in providers enrolling who are not part of the TVFC program, such as school nurses and individual physicians whose practice is enrolled in TVFC.

45r

City of Amarillo TDH lmmunizations

41 100 Salaries and Wages

41300 lncentive 41500 PFP 41 82Of Health nsurance 41900 Life 420't0 Social Security - Medica 42020 Social Security - OASDI 42110 TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42550 Communications Allowance

953 068

178,415

5,929 34,927

28,318

1j40

100

2,418

2,604

2,749

10,337

11,132 20,985

21,493

21,944

4,152 278 992

2,681

294 972

41000 Personal Services 5'l 110 Office Expense 51200 Operating 5't350 Chemical and Medical 51950 Minor Office Equipment

972 600 6,583 35,733

11,753 4,607

292 1,044

872

960

242,950

261,609 750 1,000 4,569

273,927 1,200

1,896

1,923 1,066

1,000

10,000

198

51000 Supplies 61200 Postage 61300 Advertising 61410 Tuition 62000 Professional

5,083

6,319

26 0 1,699

s00

12,200 2s0 0

0 1,801

0 0

60000 Contractual Services 71 1 00 lnsurance and Bonds 72000 Radio Communication 75100 Travel 75200 Mileage 77450 Administrative Other 776't 0 lnformation

1,725

2,80'l

250

744

1,677 0 5,000

70000 Other Charges TEXPENSES Total Expenses

500

1,872

383 1,576 16,448

1,500 1,000 8,300

1,000

2,203

18,468 0

21,022 270,780

13,747 284,476

26,145 312,523

Gity of Amarillo Department Staff ing Report

Department: TDH lmmunizations Personal Services Total

Number of

Employees Glassification Permanent Positions 2.00 cLR400 1.00 MGT580 1.00 PRF572 2.00 PRF592

Description ADMIN ISTRATIVE ASSISTANT I

6.00

PROGRAM MANAGER REGISTERED NURSE IMMUNIZATION OUTREACH SPECIALIST Total Permanent Positions

6.00

Total Department

273,927

452

CITY OF AMARILLO

Hlv PREVENTION (25014) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS

To identify undiagnosed HIV positive individuals and link them to medical care. To provide HIV Prevention counseling, testing, to High Risk Heterõsexuals (HRH), lnjection Drug Users (lDU) and Men that.have sex with Men (MSM) in Potter and Randall grant from Counties. Make referrals tò XfV eariy lnterventi-on or other intervention services. This program is funded through a the Texas Department of State Health Servlces.

GOALS

To reduce the spread of HIV infection by offering confidential client-centered HIV Prevention counseling and testing, condom

distribution and referrals for needed serviðes to persons at risk for HIV/STD infeclions due to behaviors related to sexual activity, substance abuse, or other high-risk behaviors.

OBJECTIVES

i * * t t

Provide targeted testing and prevention counseling services to '1 ,104 high-risk individuals. Provide results to 75% of those tested. Provide at least 95% of clients testing positive with Hlv with results counseling. Confirm 85% of clients who are HIV positive and have results linked to medical care. Distribute 45,000 condoms trough established community distribution sites/partners'

OPERATING STATISTICS/PERFORMANCE MEASURES

Actual

Estimated

2012t13

2013t14

2014115

,250

1,400

95o/o

1,'t75 94.3

Prevention Counseling Contacts Percent of lndividuals Tested Receiving Post-Test Results Counseling (DSHS goal is 75%) Linked HIV Positive Persons to medical care Condom Distribution to the community

6 30,000

45,000

50,000

ACCOMPLISHMENTS

d persons at highest risk for HlV. The focus is now on identifying

to medical care and partners of HIV positives to establish effective HIV een a shift from sexual behavior to the priority population being African

M in general, Hispanic MSM as well as High Risk lndividuals (HRH) such and óthers. Epidemiology still shows that African American women and workers sex commercial users(lDU), as injection drug MSùí bear a diðproportionaie burden of HIV infection. The HIV Prevention team made significant inroads at accessing these prevention communities. The team continues to interact with citizens, and local agencies to provide prevention services. The program team has participated in various health fairs and has planned activities for special days of recognition and serve on the 'aoãrd of Directors ior Community Organizations working with HIV positive individuals and partners of HIV positives. The team continues to work to ensure tnatãtt pãrsons who tested HIV positive are post-test counseled and successfully linked to medical care and other services as needed. The HIV Prevention team has been successful in this goal in the past and cont¡nues to work at rapport building to continue to accomplish this goal in the future.

453

City of Amarillo HIV Prevention

117,966 1,416

41 100 Salaries and Wages

4'1300 lncentive

41500 PFP 41620 Unscheduled 41 82OT Health nsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation

298

21,930

72 1,646 6,781

14,480 1,739

233 1,697

108,776 1,200 4,111 00 21,029 67 1,595 6,819 12,853 2,543 195 1,452

112,994 1,200 4,505 23,688 67 1,656 7,080 12,947 2,775 195

1,507

'168,257

160,640

168,61 3

51 1 10 Office Expense

9,838

7,349

51200 Operating 51300 Clothing and Linen 51350 Chemical and Medical 51950 Minor Office Equipment 51955 Furniture 55100 Publications

13,096

10,349

6,500 10,349

1,226 9,969

6,500

8,000

0 0 1,000

0 0

51000 Supplies 61200 Postage 61300 Advertising 61410 Tuition

34,697 40

25,198 500 2,000

24 849

245

60000 Contractual Services 71100 lnsurance and Bonds 72000 Radio Communication 751 00 Travel 75200 Mileage 77450 Administrative Other 77610 lnformation Technology -

2,235

2,500

865

2,500 865

2,750

11,229

7,500 3,000 11,364

10,000 4,000 s,100 4,475

70000 Other Charges TEXPENSES Total Expenses

28,991 234,181

24,440 212,778

23,262 219,224

4't 000 Personal Services

528 0

1,950

2,756 11,391

250 2,250

1,398 0

Gity of Amarillo Department Staffing Report

Department: HIV Prevention Personal Services Total

Number of

Employees Classification Permanent Positions 1.00 MGT560

Description

4.00

PROGRAM COORDINATOR STD/HIV OUTREACH SPECIALIST I LINKAGE TO CARE COORDINATOR Total Permanent Positions

4.00

Total Department

2.00 PRF571 1.00 PRF577

168,613

454

CITY OF AMARILLO

coRE PUBLIC HEALTH (25015) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS

To provide testing, treatment, and contact investigation for reported cases of Chlamydia, gononhea, Syphilis and HIV in Potter and Randall counties.

GOALS To reduce the rate of sexually transmifted d¡sease in persons living in Potter and Randall counties.

OBJECTIVES

* t t

Maintain a partner index of 1 for all Chlamydia and gononhea 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.

Estimated

2013t14

2014t15

't.1

Maintain a partner index of 2 for all HIV investigat¡ons performed.

6.3

Maintain a partner index of 2 for all Syphilis investigations performed.

4.2

Maintain a cluster index of 1 for all HIV investigations performed.

Maintain a cluster index of 1 for all Syphilis investigations performed.

98%

99o/o

95.1o/o

Actual 2012t13

OPERATING STATISTICS/PERFORMANCE MEASURES

Maintain a partner index of 'l for all Chlamydia and Gononhea investigations performed.

Perform an HIV test on 95% of all STD Clinic clients who have not had an HIV test within the last 30 days.

ACCOMPLISHMENTS The Gity 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 progrem has been able to investigate end 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.

455

City of Amarillo Core Public Health

41 100 Salaries and Wages

84,816 723

41300 lncentive 41500 PFP 41 82OT Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1 O TMRS 421 15 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42550 Communications Allowance

79,869 1,050 1,869

15,335 49 1,212

17,016 42

5,184 10,849 1,152

41 000 Personal Services

51110 Office Expense 51000 Supplies 71 1 00 lnsurance and Bonds 751 00 Travel 75200 Mileage 77450 Administrative Other

2,226 24,786 50

1J73

1,502

5,017 9,457 1,871

't1,743 2,5't7

166

122

818

650

6,422

146 321 0

150

120,454 1,539

118,137 0

1,539

0 0

559

125

325

70000 Other Charges TEXPENSES Total Expenses

101,780 1,800

8 155

0 3 750

8,605 130,598

3,750 121,887

153,294 0

0 0

10,332 10,891

164,185

Gity of Amarillo

Department Staffing RepoÉ

Department: Gore Public Health Personal Services Total

Number of

Employees Classification Permanent Positions 1.00 cLR400 1.00 cLR581 1.00 PRF572

Description

3.00

ADMINISTRATIVE ASSISTANT I DISEASE INTERVENTION SPECIALIST REGISTERED NURSE Total Permanent Positions

s.00

Total Department

153,294

456

CITY OF AMARILLO BToTERRORISM PREPAREDNESS (25020) (PUBLTC 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 outbieat<s, bioterroriJm, 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

* i * t i i * t *

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 Actìon Reports" to the Texas Departmãnt of State Health Services, and/or other local, regional, state or federal agencies, according to any grant requirements.

Respond 2417 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 thè 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 2012t13

Estimated

2013t14

Estimated 20'14t15

26 6

1',12

6 1

b 10 115

ACCOMPLISHMENTS Accomplishments include: Updated the U.S. Postal Service's local plan for response to BDS alarms and participated in regionwide BDS Exercise. Reviewed and updated all Department of Public Health preparedness and response plans. Provided Controller and Deputy Exercise Director for BlastEx 2013 Exercise. Trained Public Health staff in the use of Hazardous Materials Awareness ãnd 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 continued use of the comþuterized syndromic disease surveillance for the major hospitals in the Amarillo area. Participated in COA's Medical Special Neeàs EmergeÁcy Planning workgroup. Provided 70% of funding necessary for COA DPH to employ a full-time Communicable Disease Coõrd¡nátor. Malntaineã and updated the DPH after-hours staff availability roster. Conducted "KidsFest" mass vaccination clinic for kids in 2013. All COA DPH staff trained in NIMS. 6 DPH staff trained to NlMs Command Level. Maintained EMERGENTXT redundant communication system lmplemented new "Cloud-based" mass fax Public Health Alert notification system. One staff member trained to "Màster Level" in Exercise Planning, Preparation and Conduction. Managed and maintained RODS surveillance system. Participated in Stete\¡!ide PHEP and HPP Meetings in Austin and Galveston to keep current on grant requirements and response preparation and coord¡nation efforts. Participated in HIPAA update efforts for the

City of Amiarillo. bonducted Mass Casualty Triage training and exercises for 200 Amarillo College Nursing Students.

participated in MMRS Steering Committee. Secured two new Closed Point of Dispensing (POD) groups and trained Baptist Community Services Emergeñcy Management Leadership to conduct Closed POD operations for over 3,000 employees' residents and services recipients.

451

City of Amarillo

Bioterrorism Grant

156,166

157,386

41 100 Salaries and Wages

41500 PFP 41 82OT Health nsurance 41900 Life 420'10 Social Security - Medica 42020 Social Security - OASDI 421 1O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42550 Communications Allowance

0 15,1 59 oo 2,221

9,497 19,734

5,113 21 31e 65

5,652 27,309 67

2,272

2,264

9,713

9,682 17,705 3,795

18,310

2,484 203

3,623

36 1,310

't69 1,440

1,200

41000 Personal Services 51 1 10 Office Expense 51200 Operating 51300 Clothing and Linen 51350 Chemical and Medical 51800 Fuel & Oil 51950 Minor Office Equipment 51955 Furniture 55100 Publications

208,096 20,018

218,878

224,068

5,249

2,750

11,648

3,000

500

3,322

1,500 1,000 17 0 0 0

51000 Supplies 61 100 Communications Billing 61200 Postage 61410 Tuition 69100 Rental Land & Buildings Software 69300 Leased

3,076

2,004

529

0 0

3,000 868

35,538

17,197 8,1 00

60000 Contractual Services 71100 lnsurance and Bonds 72000 Radio Communication 75100 Travel 75200 Mileage 77450 Administrative Other 77610 lnformation

5,767 8,100 692

26 25

1,000 0

2,400

2,400 2,500

11,500 707

707

2,148 5,908 2,537 14,088

70000 Other Charges TEXPENSES Total Expenses

195 32

190

0 '10,000

13,692

1,118 0

8,500 1,500 15,108

1,500 6,900 292

25,388 269,072

19,399 266,974

26,226 269,753

City of Amarillo Department Staffin g RePort

Department: Bioterrorism Grant Personal Services Total

Number of

Employees Glassification Permanent Positions 1.00 cLR405 1.00 PRF135

Description

4.00

ADMINISTRATIVE ASSISTANT II CD COORDINATOR COORDINATOR OF PUBLIC HEALTH PREPAREDNESS EDUCATORYSNS COORDINATOR Total Permanent Positions

4.00

Total Department

1.00 PRF580 1.00 PRF581

224,068

458

CITY OF AMARILLO HIV SURVEILLANCI (250221 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 report¡ng 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 g5% of reported HIV and AIDS cases.

OBJECTIVES

* t

Perform chart abstractions of 95% of reports received. lnitiate follow-up on 95% of cases within 24 hours. Perform weekly uploads to state database.

ACCOMPLISHMENTS During FY201 112012, lhe 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. The grant for HIV Surveillance ended in FY2O11l2O12.

459

City of Amarillo HIV Surveillance

41 100 Salaries and Wages 41 820'l Health lnsurance

32,639 6,003

0 0

41900 Life 420'10 Social Security - Medica 42020 Social Security - OASDI 421 1O TMRS 421'15 OPEB Funding 42300 State Unemployment 42400 Workers Compensation

459 't,964 4,066 504 49 't6

0 0 0 0

41 000 Personal Services

0 0

45,716

51110 Office Expense

166

51000 Supplies 71 100 lnsurance and Bonds 72000 Radio Communication 75100 Travel 75200 Mileage 77450 Administrative Other

166 139

0 0

300 99'l 304 3,095

4,828

0 0

70000 Other Charges TEXPENSES Total Expenses

50,710

460

0 0

0 0 0 0 0 0 0

0 0 0 0 0 0

CITY OF AMAR¡LLO DSRTP |MMUNTZATIONS (250241 FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS

lmplement an immunization program for adults through the fixed location at the Department of Public Health and via mobile clinics. These activities are supported by DSRIP/1 1 15 Waiver payments.

GOALS To prevent, control, and eliminate vaccine preventable diseases by providing, administering and promoting immunizations, and assessing vaccine coverage levels. To increase immunization coverage rates, for adults, via the fixed location at the Public Health Department and mobile community clinics.

OBJECTIVES

t t

Provide adult immunizations at the fixed location at the Department of Public Health.

Work with community partners to provide community clinics, such as health fairs, senior citizens centers, and local

Provide adult immunizations through the use of the mobile vaccination unit to provide clinics throughout the community. colleges.

Utilize the mobile vaccination unit to maximum potential, providing childhood vacc¡nes, STD/HIV testing, disaster response, and disease investigation and contact investigation, as necessary.

ACCOMPLISHMENTS The Department of Public Health will expand adult vaccination services through the fixed location at the Department of Public Health and via mobile community clinics. This will increase vaccination coverage rates for adults and increase protection for all populations aga¡nst vaccine preventable diseases. With the purchase off the mobile vaccination unit through DSRIP funds, the Department will be able to provide additional services to the community.

46r

Gity of Amarillo DSRIP IMMUNIZATIONS

85,900

100 Salaries and Waqes

41000 Personal Services 51 110 Office Expense 51200 Operating 51350 Chemical and Medical 51410 Vaccines

0 0 0

51000 Supplies TEXPENSES Total Expenses

0 0

0 0 0 0 0

85,900 2,000 10,000 10,000 450,000

472,000 557,900

Gity of Amarillo Department Staffing RePort Department:

DSRIP lmmunizations Personal Services Total

Number of

Employees Classification Permanent Positions 1.00 cLR400 1.00 PRF572

Description

2.00

ADMINISTRATIVE ASSISTANT I REGISTERED NURSE Total Permanent Positions

2.00

Total Department

85,900

462

CITY OF AMARILLO DSRrP ARAD (25025) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS

Help support the Amarillo Recovery from Alcohol and Drugs program. This program is a 30 day intense outpatient recovery and rehabilitation program targeting homeless in Amarillo who currently experience addiction to alcohol and drugs.

GOALS lncrease sobriety and decrease addiction to alcohol and drugs in an at-risk population, those who are homeless Decrease recidivism into the criminal justice system by recovery from addiction.

OBJECTIVES

t t

lncrease sobriety in the homeless who participate in ARAD. Decrease recidivism into the criminal justice system. lncrease resources for those currently addicted to alcohol and drugs

ACCOMPLISHMENTS

The ARAD program has been running for a little over one year. The program continues to meet enrollment and completion targets as well as reporting deadlines.

463

Gity of Amarillo DSRIP ARAD

62000 Professional 60000 Contractual Services TEXPENSES Total Expenses

0 0

464

0 0

150,000 150,000

CITY OF AMARILLO

LOCAL TUBERCULOSTS - FEDERAL (25035) FUNCTIONS, GOALS AND OBJECTIVES FUNGTIONS 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. lnvolve other appropriate agencies and departmenls in the planning process related to Tuberculosis control.

OBJECTIVES

* t t t

To control and prevent Tuberculosis within Potter and Randall counties. lnvestigations will be performed on all contacts to actlve 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 lnfection Cases (LTBI)

Actual

Estimated

20'12113

2013t14

20'14115

133

150

12 165

ACCOMPLISHMENTS

Withtesting,treatmentandcasemanagement,TBcaseshavebeenlowforPotterandRandallCounties. PositiveTBskintest/TSpot patients continue to be counseled and encouraged to take preventive medication. New funds have been procured through Texas Depertment of State Health Services grants to increase funding for staff positions and the latest technology in blood testing.

465

Gity of Amarillo Local Tuberculosis - Federal

41 100

1,754

41500 PFP 41 82OT Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation

289 1

24 104 211 34 0 1

41000 Personal Services 51350 Chemical and Medical

2,41

0 0 0 0 0 0 0 0 0 0

45,208 156

6,826 17

656 2,803 5,125 1,099 49 23

0 0

61,960 0 0 0 0

51000 Supplies 62000 Professional

1,125

0 0

60000 Contractual Services 71100 lnsurance and Bonds 77450 Administrative Other

1,125 't0 164

0 0 0

70000 Other Charges TEXPENSES Total Expenses

174 3,736

0 0

4,176 4,176 66,r36

Gity of Amarillo Department Staffing Report Department:

Local Tuberculosis - Federal Personal Services Total

Number of

Employees Glassification

Description

Permanent Positions

1.00 PRF572

REGISTERED NURSE

1.00

Total Department

61,960

466

CITY OF AMARILLO

LOCAL TUBERCULOSIS - STATE (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. lnvolve other appropriate agencies and departments in the planning process related to Tuberculosis control.

OBJECTIVES

t t

* *

To control and prevent Tuberculosis within Potter and Randall counties. lnvestigations will be performed on all contacts to active TB cases. All clieñts 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 STATIST¡CS/PERFORMANCE

Actual

MEASU RES

2012t13 7

Active Cases of TB Latent TB lnfection Cases (LTBI)

133

Estimated 2013114

Est¡mated

12 150

12 165

2014115

ACCOMPLISHMENTS

Withtesting,treatmentandcasemanagement,TBcaseshavebeenlowforPotterandRandall Counties. PositiveTBskintest/TSpot pat¡ents coîtinr" to be counseled andlncouraged to take preventive medication. New funds have been procured through Texas 'Department

of State Health Services grants to iñcrease funding for staff positions and the latest technology in blood testing.

467

City of Amarillo Local Tuberculosis - State

35,988 1,092

45,208 1,248

6,417

4,876

8,431 17

635 2,717 5,597 695 49 22

522 2,231

656 2,803

4,206 832

5,125

49,814

51350 Chemical and Medical

61,093 321 6,201

Supplies Postage Professional 60000 Contractual Services 71 100 lnsurance and Bonds 75100 Travel 75200 Mileage 77450 Administrative Other

6,522 331 28,271 28,602 227 '1,171 908 4,136

9,814 50 25,000 25,050 237 3,000 400 1,600

70000 Other Charges TEXPENSES Total Expenses

6,442 102,659

5,237 89,915

41 100 Salaries and Wages

41500 PFP 4'l 82OT Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 4't 000 Personal Services 51 110 Office Expense

51000 61200 62000

37 18 0

9,814

1,099 49 967 65,602 750 5,000 5,750 50

43,000 43,050 280 3,000 750

4,428 8,458 122,860

Gity of Amarillo

Department Staffing RePort Department:

Local Tuberculosis - State Personal Services Total

Number of

Employees Glassification

Description

Permanent Positions

1.00 PRF572

REGISTERED NURSE

1.00

Total Department

65,602

468

CITY OF AMARILLO

woMEN, tNFANTS, & CHILDREN (WlC) PROGRAM (2530) FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS To provide nutrition education, breastfeeding education, referrals for medical/social services, and supplemental nutritious foodsto 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, associaled 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 will help improve the dietary intake of those women, infants, and children that are found to be at risk for such conditions.

OBJECTIVES

* t

lncrease the number of children enrolled in the WIC Nutrition Program by 2o/o 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 WIC Program.

469

IIY OF

AMARIttO" opEN 5P¡CES

' ENDtESS OpPoRTUT¡lrlEs

470

CITY OF AMARILLO

woMEN, INFANTS, & CHILDREN (WlC) PROGRAM (25311) FUNCTIONS, GOALS AND OBJECTIVES

FUNCT]ONS of all aspects of the City of Amarillo WIC Nutrition Program in accordance with

s. The \jVlC Administrative Section is responsible for compiling monthly reports

ofparticiparofeachparticipant;conductingrandomchart

Sta a

areas of residency and income verification, diet eral and enefìts. The WIC Administrative Section is also and risk factor assessment, data entry, eligibility determination, equ'ipment for the Departmert, reconciling monthly-billings, m.aintaining an invenlory of a!! résponsible for purcnaslng aìiiuppr¡". "nã the Administrative section is resþonsible for conducting all training of wlc staff ln adä¡tion, preparing ouãiets. annuãt assets, and program. ãOminiitering the coñtinuous qual-ity improvement program, and managing the communi$ outreach

GOALS and procedures as they apply to the areas untabili$, nutrition education, breastfeeding creening. Additionally, it is the responsibility cies as they apply to the Department of WIC Nutrition

OBJECTIVES

t i t

Maintain or increase the number of random chart audits that are performed. provided by the State WIC Continue to compile requireà reports pertaining to participation within the established time frame Program. the current train¡ng progrem of new and established WIC employees so thet continuous quality improvement

Maintain standards are met.

47L

City of Amarillo WIC Administration

41 100 Salaries and Wages

41500 PFP 41620 Unscheduled 41 820T Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation

83,243 0 37

181,895 9,800 0

,230 10,446 0 36,801 107

7,130

35,034

18 1,151

2,520

2,715

4,920

10,775

10,386 1,274

20,312

11,608 21,227 4,550

105

4,019 307

128

261

281

108,345 1,713

265,028

275,279

266

886 000 441

115

1,886 1,000 441 115

51000 Supplies 61200 Postage 61300 Advertising 61400 Dues 61410 Tuition

1,979

3,442

3 442

103 0 0

432 375 370 690

60000 Contractual Services 71 '100 lnsurance and Bonds 72000 Radio Communication 75100 Travel 77450 Administrative Other 77610 lnformation T

328 4,068

1,867

5,362

5,430

2,528

11,342 7,053 13,575

18,400 12,849

18,400 16,584

15,670

'17,182

70000 Other Charges TEXPENSES Total Expenses

38,566 149,219

52,281 322,618

57,596 338,1 84

41000 Personal Serv¡ces 51 1 10 Office Expense 51 115 Employee Recognit¡on Pro 51700 Education 51950 Minor Office Equipment

225

472

314

Gity of Amarillo

Department Staff in g Report

Department: WIG Administration Personal Services

Number of

Employees Glassification

Total

Description

Permanent Positions

0.14 ADM055 0.14 ADMsBs 0.14 CLR410 0.14 PRF585 0.56 PRF586 0.42 PRF587 0.28 PRF588 0.14 TEC160 0.14 TEC162 0.14 TEC570 0.14 TEC571 0.28 TEC585 0.42 TEC586 1.26 TECSBT 0.42 TEC588 0.56 TEC589 0.84 TEC590 0.28 TEC591

ASSISTANT WIC DIRECTOR WIC MANAGER ADMINISTRATIVE ASSISTANT III

NUTRITIONIST I NUTRITIONIST II NUTRITIONIST III NUTRITIONIST IV WIC TECHNICIAN IV WIC TECHNICIAN V DIETITIAN I DIETITIAN II NUTRITION TECHNICIAN I NUTRITION TECH II

6.44

WIC TECHNICIAN I NUTRITION TECHNICIAN III NUTRITION TECHNICIAN IV WIC TECHNICIAN II WIC TECHNICIAN III Total Permanent Positions

6.44

Total Department

275,279

473

CIIY OF

AMARIttO 474

CITYOFAMARILLO woMEN, TNFANTS & CHILDREN (WC) NUTRIÏON 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 nutrit¡on education to participants through individual or group nutrition counseling sessions along with printed nutrition education materials. lt is our goal that the nutrition education provided will be done so to address the specifìc categor¡cal and dietary needs of the part¡cipants at a level they can easily understand and in a language method that is common to them. lt 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

i i t

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 Percent of WIC Participants receiving Nutrition Education. (State standard is ninety-five (95) percent)

Actual

Estimated

20'12113

2013t14

2014115

97Yo

99o/o

98Yo

ACCOMPLISHMENTS A major accomplishment of the Nutrition Education section in 201 3/14 was the continuation and enhancement of the nutrition carnivals that the Department offers. The City of Amarillo WIC Nutrition Program is the only WIC agency in Texas that provides this level of enhanced nutrition education. Monthly carnivals featured booths such as: Healthy eating to lose weight; Color your plate with fruits &

vegetables; Jack and the bean stalk; Health fruits & vegetable snacks for school; Be wise about portion size; The more the befterFruits & vegetables for fall; Heart healthy-Diabetes, cancer, heart disease, are you at risk; Staying fit & losing weight the healthy way; healthy nutrition on a budget; where does all the time go-time management; and Rethink your drink-Hidden calories in the form of fat and sugar in popular beverages. During FY 2013114, the CiÇ of Amarillo WIC Program continued the use of take-home nutrition education lessons. Some of the lessons offered were: Healthy choices to go; Smart shopping saves money-Using unit price labels; Properweightgainduringpregnancy; Howdoessecondhandsmokeaffectmyfamily; Junglejuice-TheadventuresofZobie; Cutting back on scieen time; Picky eaters-Making peace with food. The take home classes allow a WIC partic¡pant to complete the class at their own pace and in a time frame that best suits their schedule. Also during FY 2013114, the City of Amarillo WIC program 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. Additionally, during FY 20't3l14,

the WIC Nutrition Department continued to provide the Amarillo City Employee (ACE) newsletter with monthly recipes complete with pictures of prepared foods as well as periodic nutrition articles ln addition, the WIC Nutrition Program did two presentations for the Cigs Get Healthy Program with over 200 in attendance. The presentations included cooking demonstrations, nutrition presentation, anð sample tasting of Spinach Lasagna, Yam and Bean Burritos with Tropical Salsa, Orange Kiwi Gelatin, and Summer Smoothie,

Eachattendeereceivedacopyofthecolorful cookbookthatrecipeswereselectedfrom. TheCityofAmarilloWlCNutritionProgram

continues to be a source of inspiration and leadership in the field of nutrition education and to other WIC Agencies.

475

Gity of Amarillo WIG Nutrition Educat¡on

and Wages 41500 PFP 41620 Unscheduled 41 82OT Health nsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 42110 TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation

238,407

10,000

468,074 11,614

12,446

28,1 58

87,586 267 6,538

92,003

3,s03 10,512 31,267

27,954

269

6,787 29,021 53,068 't1,374

2,718

52,695 10,426

326 365

780 676

785

41000 Personal Services 51 'l 10 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

327,773 1,941 16,783

il7,788 10,955

673,696 10,955

18,257

250 46,761 3,400 5,700 1,074 5,062

1,066

1,097

1,071

3,260

5,500

51000 Supplies 61200 Postage 6'1300 Advertising 61400 Dues 614't0 Tuition 62000 Professional 63400 Employee Medical

30,735 178

98,057

1,542 0 0

1,205 4,938

702

250 46,761

3,400 5,700 1,956

5,230

1,357

r,800

13,350

382

750 100

99,081 1,742 1,050 1,800 13,350 750 100

2,465

18,792 2,465

18,792 2,497

2,377 6,689

17,775

1,917

1,742 1,050

60000 Contractual Services 71 1 00 lnsurance and Bonds 72000 Radio Communication 75100 Travel 75200 Mileage 77450 Administrative Other 77610 lnformation

21,338 10,522

475 32,398 12,145

40,272 13,317

70000 Other Charges TEXPENSES Total Expenses

43,391 403,816

65,258 829,894

74,336 865,905

476

475

Gity of Amarillo

Department Staffing Report WIG Nutrition Education

Department

Personal Services

Number of

Employees Classification

Total

Description

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 TEC160 0.35 TEC162 0.35 TEC570 0.35 TEC571 0.70 TEC585 1.05 TEC586 3.15 TEC587 1.05 TECsBB 1.40 TEC589 2.10 TEC590 0.70 TEC591

ASSISTANT WIC DIRECTOR WIC MANAGER ADMINISTRATIVE ASSISTANT III

NUTRITIONIST I NUTRITIONIST II NUTRITIONIST III NUTRITIONIST IV WIC TECHNICIAN IV WIC TECHNICIAN V DIETITIAN I DIETITIAN II NUTRITION TECHNICIAN I NUTRITION TECH II

16.10

WIC TECHNICIAN I NUTRITION TECHNICIAN III NUTRITION TECHNICIAN IV WIC TECHNICIAN II WIC TECHNICIAN III Total Permanent Positions

16.10

Total Department

673,696

477

ITY OF

AMARITTO OPEil 3ÞÀCE5

' Eù0tEs3 OPtORlUtltlÊ3

478

CITY OF AMARILLO

WOMEN,INFANTS & CHILDREN (WC) BREASTFEEDING (253T3) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The WIC Breastfeeding Education Section is responsible for providing breastfeeding information, education, and supportto pregnant women and breastfeeding women enrolled in the WIC Nutrition Program, as well as those in the general public requesting such. lt 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 supporVeducation for all breastfeeding women enrolled in the WIC Nutrition Program. lt is also the goal of the WIC Breastfeeding Education Section to provide updates on current research to WIC staff on a 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 70Vo to 72o/o during the next year. Continue to educate staff and area medical professionals on the subject of breastfeeding.

OPERATING STATISTICS/PERFORMANCE

Actual 2013114

Estimate

2012t13

73o/o

70%

Actual

MEASURES

Percent of Born-to-WlC lnfants that are breastfed at the time of certification. (State standard is sixty (60) percent)

2014115

ACCOMPLISHMENTS During fìscal year 2Q13114, 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 information presented at each booth at 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 70% in the number of breastfed babies born to WIC moms is attributed to the education provided in the WIC clinics about the benefits of breastfeeding and a breastfeeding.

479

City of Amarillo WIC Breastfeeding

41 100 Salaries and Wages

41500 PFP 41620 Unscheduled 41 820T Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1 O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation

49,656 1,200

3,045

1,385 0

0,010

10,51 5

33,428

3,173

506

720

1,284 4,485

3,079 5,804 1,148

776 3,317 6,065

382 37

1,300 90 80

77,052

88 74

41000 Personal Services 51 1 10 Office Expense 51200 Operating 51400 Photographic 51700 Education 51850 Minor Tools

4ô,400

7r,808

201 885 0 0 0

1,980

4,168 850 2,031

4,1 68

1,500

51000 Supplies 61200 Postage 61400 Dues 61410 Tuition

1,086

f 0,529

850

2,031

612

10,529 612

573 0

1,076 2,900

2,900 4,588

1,076

60000 Contractual Services 71 1 00 lnsurance and Bonds 75100 Travel 77450 Administrative Other

573

4,588

0 9,1 96

4,500

3,021

3,591

4,500 4,740

70000 Other Charges TEXPENSES Total Expenses

12,217 60,276

95,015

480

8,091

9,240 101,408

Gity of Amarillo

Department Staffi ng Report

Department: WIC Breastfeeding Personal Services Total

Number of

Employees Classification

Description

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 TEC160 0.04 TEC162 0.04 TEC570 0.04 TEC571 0.08 TEC585 0.12 TEC586 0.36 TEC587 0.12 TEC588 0.16 TEC589 0.24 TEC590 0.08 TEC591 1.84

ASSISTANT WIC DIRECTOR WIC MANAGER ADMIN ISTRATIVE ASSISTANT II I NUTRITIONIST I NUTRITIONIST II NUTRITIONIST III NUTRITIONIST IV WIC TECHNICIAN IV WIC TECHNICIAN V DIETITIAN I DIETITIAN II NUTRITION TECHNICIAN I NUTRITION TECH II WIC TECHNICIAN I NUTRITION TECHNICIAN III NUTRITION TECHNICIAN IV WIC TECHNICIAN II WIC TECHNICIAN III Total Permanent Positions

1.84

Total Department

77,052

481

CITY OF

AMARIILO' otEN 5pÀaEs

' E¡0LE3S 0PtoRlül¡llll9

482

C¡TY OF AMARILLO

woMEN, TNFANTS & CHTLDREN (WC) CLIENT SERVICES (25314) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS It is the function of the WIC Client Services Section to provide support for delivery of service to WIC participants in the most efficient, timely,accurate,professional,andpleasantmannerpossible. Thesesupportservicesincludeperforminganthropometrical procedures and plotting results, assessing eligibilityforthe program based on financial, residency, and medical/nutritional factors, computerdata

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 lherefore 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

lncrease total number of participants from an average of 8,126 per month to 8,200

OPERATING STATISTICS/PERFORMANCE

Actual 2011112

Actual 2012t13

107,81

8,212 98,540

8,126 97,514

+1o/o

-8%

-1%

Actual

M EASU RES

2010111

Average number of participants served monthly Total number of WIC participants receiving food vouchers Percentage change from previous year

8,923

ACCOMPLISHMENTS A major accomplishment of the WIC Client Services Section during 2013 was that services were maintained at a high level of integriÇ and delivered expediently. The CiÇof Amarillo WIC program experienced a 1% decrease in participation during 2013, 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 and a decrease in the birth

rate. lnadditiontoprovidingservicesinPotterandRandall counties,theCityofAmarilloWlCNutritionProgramprovidesservicesin Armstrong, Oldham, and Carson counties. Another major accomplishment of the WIC Client Services Section during 201 3 was continuing the use of the Masimo Pronto non-invasive hemoglobin testing. With the use of this Technology a hemoglobin test value can be determined by projecting light rays through the fingernail area without having to prick the finger and obtain a blood sample. This test is being performed on approximately 80 % of all WIC participants requiring hemoglobin testing. The CiÇ of Amarillo WIC Program was the first in the nation to adopt this technology and has been a model for many other WIC programs that have followed in adopting this technology.

483

City of Amarillo WIC Client Services

41 100 Salaries and Wages

4'1500 PFP

41620 Unscheduled 41 820T Health I nsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation

262,710 0 '12,057

31,236

533,798 12,000

s75,063 13,984

107,605

113,032

323

330

3,807 8,594

7,740 33,095 62,388 12,344 943

8,338 35,654

34,031

2,401 741

65,1 98

13,974 964 863

402

801

41000 Personal Services 5'1 1 10 Office Expense 51200 Operating 51350 Chemical and Medical 51410 Vaccines 51700 Education 51850 Minor Tools 51950 Minor Office Equipment 53100 Natural Gas 53150 Electricity 53200 Water and Sewer

356,049 17,745

771,037 15,900 11,700 18,400 3,200 600 5,670 8,882 2,186 9,818 2,839

827,399

51000 Supplies 6'1200 Postage 61300 Advertising 61410 Tuition 62000 Professional 63400 Employee Medical

67,260 0 500 0 1,803 0

79 19s 936 300 6,903 2,500 100

170,622 936

68100R&M-Building

2,263

3,542

22,268 10,444 0

182

902 49

2,446 10,026

3,200

15,900

't1,700 18,400

3,200 600 5,670 97,067 3,970 10,6'13

3,502

500 6,903 2,500 100

3,915

60000 Contractual Services

4,565

18,196

't8,396

71 1 00 lnsurance and Bonds

2,783

2,818

72000 Radio Gommunication 75100 Travel 75200 Mileage 77450 Administrative Other 77610 lnformation Technology -

1,829

3,335

2,'t02 23,179 6,025

3,335 2,172 38,555 6,955

48,576 7,626

70000 Other Charges TEXPENSES Total Expenses

35,918 463,793

53,800 922,228

64,527 1,080,944

68610 Office Equipment

484

2,172

City of Amarillo Department Staffing Report

Department: WIG Glient Services Personal Services Total

Number of

Employees Glassification

Description

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 TEC160 0.43 TEC162 0.43 TEC570 0.43 TEC571 0.86 TECSBS

ASSISTANT WIC DIRECTOR WIC MANAGER ADM INISTRATIVE ASSISTANT II I NUTRITIONIST I NUTRITIONIST II NUTRITIONIST III NUTRITIONIST IV WIC TECHNICIAN IV WIC TECHNICIAN V DIETITIAN DIETITIAN II I

NUTRITION TECHNICIAN I NUTRITION TECH II

1.29 TEC586 3.87 TEC587 1.29 TEC58B 1.72 TEC5B9 2.58 TEC590 0.86 TEC591 19.78

WIC TECHNICIAN I NUTRITION TECHNICIAN III NUTRITION TECHNICIAN IV WIC TECHNICIAN II WIC TECHNICIAN III Total Permanent Positions

19.78

TotalDepartment

827,399

485

CITY OF

AMARIttO 0¡E¡ 5ÞÀCEs t ÉÙo!E55 oPtonl!ùlrlES

486

CITY OF AMARILLO

woMEN, TNFANTS & CHILDREN (WlC) LACTATION CONSULTANT (2s317) FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS

This Department is funded with discretionary money from the State WIC 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{o-WlO infants breastfed since birth from70o/olo72o/o.

487

City of Amarillo WIC Lactation Consultant

41 100 Salaries and Wages

41 000 Personal Services

100

0 100

275 701

2,344

1,227 2 116

3,367

41500 PFP 41620 Unscheduled 41 820T Health nsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1 O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation

208 439 71

0 5

495 1,248 0 þ

0 0 0 0 0

0 0

11,046 250

2,444 250

5'1350 Chemical and Medical

0 0

1,500

5'1000 Supplies

1,750

ô1400 Dues 61410 Tuition

191

181

375

60000 Contractu al Services 71 '100 lnsurance and Bonds 751 00 Travel 75200 Mileage 77450 Administrative Other

191

556 0

556

2,893

3,500 250

3 500 250

333

70000 Other Charges TEXPENSES Total Expenses

3,226 8,533

3,750 17,103

3,750 8,500

51 110 Office Expense

0 0

488

CITYOFAMARILLO woMEN, TNFANTS & CHILDREN (WC) PEER COUNSELOR (2s318) FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS

To increase breastfeeding initiation and duration rates among the pregnant and breastfeeding women enrolled in the WIC Nutrition Program.

GOALS To provide breastfeeding education, consultation and supportto pregnantwomen and breastfeeding women enrolled in the WIC ruuti¡t¡on program with a-result ôf a ì% ¡ncr""re in the number of pregnant women who initiate breastfeeding upon delivery of their infant.

OBJECTIVES

t t

Provide breastfeeding information to all pregnant women enrolled in the WIC Nutrition Program. Provide in-depth couñseling/consultation to those women experiencing difficulties with breastfeeding.

OPERATING STATISTICS/PERFORMANC E M EASURES

Total number of Breastfeeding women enrolled in WIC vs' total number of Pregnant women enrolled in WlC.

Actual 2012113

Actual 2013114

Estimated

70%

86.5%

98%

2014115

ACCOMPLISHMENTS During Fy20l3l14, the Amarillo WIC Nutrition Program continued the Peer Counselor Program as a special grantfrom the State WIC Nutriiron program. Emphasis has been placed on þroviding education and support to the breastfeeding women enrolled in WIC and consultation is provided if problems are encountered.

489

Gity of Amarillo WIC Peer Gounselor

37,242 900

22,847

41 100 Salaries and Wages

41500 PFP 41620 Unscheduled 41 82OT Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 42110 TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation

3,670 5,075 10

'1,038

7,507 23 540 2,309

7,886 23 582 2,487

357 1,494 3,299

,4,353

4,549

411

861

975

67 60

37,230 0

53,856 300

273

'1,328

51000 Supplies

273

I,628

6'1200 Postage 6'1300 Advertising

0 0

48 40,490

1,628 48 40,490

41000 Personal Services 5't 110 Office Expense 5'1200 Operating

57,788 300 1,328

191

61400 Dues 61410 Tuition

19',1

3,300

60000 Contractual Services 71100 lnsurance and Bonds 75100 Travel 75200 Mileage 77450 Administrative Other

l9l

43,838

4,029

3,724

9,626 800 2,693

9,626 800 3,552

70000 Other Charges TEXPENSES Total Expenses

6,148 43,842

13,119

13,978 117,423

2,424

112,41

Department Staffing Report

Department: WIC Peer Gounselor Personal Services Total

Number of

Employees Classification Permanent Positions 0.03 ADM055 0.03 ADM585 0.03 cLR410 0.03 PRF585

Description

1.38

ASSISTANT WIC DIRECTOR WIC MANAGER ADMINISTRATIVE ASSISTANT III NUTRITIONIST I NUTRITIONIST II NUTRITIONIST III NUTRITIONIST IV WIC TECHNICIAN IV WIC TECHNICIAN V DIETITIAN I DIETITIAN II NUTRITION TECHNICIAN I NUTRITION TECH II WIC TECHNICIAN I NUTRITION TECHNICIAN III NUTRITION TECHNICIAN IV WIC TECHNICIAN II WIC TECHNICIAN III Total Permanent Positions

r.38

Total Department

0.12 PRF586 0.09 PRF587 0.06 PRF588 0.03 TEC160 0.03 TEC162 0.03 TEC570 0.03 TEC571 0.06 TEC585 0.09 TEC586 0.27 rEC587 0.09 TEC588 0.12 TEC589 0.18 TEC590 0.06 TEC591

57.788

490

CITY OF AMARILLO

woMEN, TNFANTS & CHTLDREN (WC)CONTRACTORS (253201 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 (EBT) technology as well as other managerial/automation tasks as needed.

GOALS To assure successful implementation of the EBT Technology in each WIC clinic location as the technology is implemented by regions throughout the state.

OBJECTIVES

Io attend state trainings and EBT management meetings and to assist WIC clinics with implementation functions as an integral component of the EBT implementation process.

OPERATING STATISTICS/PERFORMANCE

Actual 2013114

Estimated

2012t13 254

254

74 563

Actual

MEASURES

Number of Counties in which EBT has been implemented Number of WIC Agencies in which EBT has been implemented Number of WIC Clinics in which EBT has been implemented

2014115

ACCOMPLISHMENTS The WIC 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.

49L

Gity of Amarillo WIG Mentor

200

51 1'10 Office Expense

16,663

74,476

200 324 74 476

60000 Contractual Services 71 1 00 lnsurance and Bonds 75100 Travel 75200 Mileage

16,663

74,800

1,883 1,977

15,000 10,000

0 15,000 10,000

70000 Other Charges TEXPENSES Total Expenses

3,860 20,535

25,000 100,000

100,000

51000 Supplies 61200 Postage 62000 Professional

12 0

200

492

324

25,000

CITY OF AMARILLO

woMEN, TNFANTS & CHILDREN (WlC) OBESITY PREVENTION (2s3211 FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS The WIC Obesity prevention Section is responsible for performing specified activities aimed at preventing the incidence of obesi$ through nutrition educatìon.

GOALS The WIC Obesity prevention Section's goal ¡s to provide accurate and up-to-date nutrition education to participants through individual and group nutrition education classesãnd/or activities. The education classes and/or activities will be targeted at increasing the part¡ãpant's consumption of whole grains, fruits and vegetables, and lowering consumption of high fat and high sugar foods'

OBJECTIVES

* t

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 WIC provides into the daily diet.

OPERATING STATISTICS/PERFORMANCE

MEASURES

Number of obesity prevention education classes or activities conducted Number of families in attendance

Actual 2011112

Actual 2012113

540 2,388

411 1,822

Estimated 2013114

282 1,130

ACCOMPLISHMENTS During 2013/14, the WIC Obesity prevention Section focused on conducting classes that discussed increasing the consumption of fresh iruits and vegetables; the "i/y plate" initiative; and worked with WIC participants to ensure the maximum benefit of the fruit and vegetable portion of theirfood package was being obtained and utilized.

493

City of Amarillo WIC Obesity

41620 Unscheduled 41 820T Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 42110 TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation

2,289

12,414 300 1,119

1,945

41000 Personal Services 51 1 10 Office Expense 51200 Operating 54000 Food

Salaries and Wages 0

41 500 PFP

2,502

2,629

326

180

776

770 1,451 287 22

194 825 1,51ô 325

22 20

29,031

19,07'.!

20,382

302

255 0

7,033 6,000

255

13,335

0 0 0

2,500

890

954

50 1,188

1,890 31,175

3,504 35,910

3,738 37,455

32 32

70000 Other Charges TEXPENSES Total Expenses

346 1,119

2,843 204

51000 Supplies 71100 lnsurance and Bonds 75100 Travel 75200 Mileage 77450 Adm¡n¡strative Other

3,374

Gity of Amarillo Department Staffing Report

Department: WIG Obesity Personal Services Total

Number of

Employees Glassification 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 TEC160 0.01 TEC162 0.01 TEC570

Description

0.46

ASSISTANT WIC DIRECTOR WIC MANAGER ADMINISTRATIVE ASSISTANT III NUTRITIONIST t NUTRITIONIST II NUTRITIONIST III NUTRITIONIST IV WIC TECHNICIAN IV WIC TECHNICIAN V DIETITIAN I DIETITIAN II NUTRITION TECHNICIAN I NUTRITION TECH II WIC TECHNICIAN I NUTRITION TECHNICIAN III NUTRITION TECHNICIAN IV WIC TECHNICIAN II WIC TECHNICIAN III Total Permanent Positions

0.46

Total Department

0.01 TEC571 0.02 TEC585 0.03 TEC586 0.09 TEC587 0.03 TEC588 0.04 TECsBg 0.06 TEC590 0.02 TEC591

20,382

494

CITYOF AMARILLO

woMEN, INFANTS & CHILDREN (WC) REGISTERED DlETlrlAN (25322) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS

The WIC Registered Die¡¡an section is responsible for providing counseling for high-risk participants; consultation regarding the appropriate iãsuance of special formulas, providing staff training on nutrition related topics and nutrition assessment procedures' tôliowing up on the implementation of VENA, assisling 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 assistwith training staff and performing quality assurance activities.

OBJECTIVES

* * * t

Provide specialized nutrition counseling for high+isk 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.

OPERATING STATISTICS/PERFORMANCE

MEASURES

Number of high-risk and special formula consultations conducted

Actual 2012113

Actual 2013114

Estimated 2014t15

370

286"

320

922

680

576

Number of staff trainings and/or facilitated discussion classes conducted and number of participants in attendance at carnival booths *The number of special formula consultations has decreased as the percentage of breastfeeding infants has increased and/or the number of infants enrolled in WIC decreased.

ACCOMPLISHMENTS During 2013/14, the WIC Registered Dietitian section managed the high-risk counseling program and_also assisted with the

*n"r'ítation of physicians and WIC participants about the appropriate use of various specialized formulas for infants and children.

The WIC Registered Dieti¡an section also conducted staff wellness trainings as a component of the statewide nutrition education program; coñducted several nutrition carnival booths focusing on the increasing the consumption of fruits and vegetables and r"int"ining a healthy weight, and conducted several presentations for the City of Amarillo Wellness Program focusing on healthy eating and weight loss through good nutrition.

495

Gity of Amarillo WIG R D Grant

41 100 Salaries and Wages

41900 Life 42010 Social Security - Medica 42020 Social SecuriÇ - OASDI 421 1O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation

713

0 0

0 2

3,047

5,743

1,'t36

0 0

37 74

41000 Personal Services 61400 Dues 61410 Tuition

'i.7

59,900

0 0

335

0 335

200

60000 Contractual Services 71 1 00 lnsurance and Bonds 751 00 Travel 75200 Mileage 77450 Administrative Other

535

0 0

2,500 200

3,011

2,500 200 3,552

70000 Other Charges TEXPENSES Total Expenses

5,711 66,147

496

6,252 6,787

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 prevent¡on and apprehension.

GOALS Support activities to prevent and control crime based on local needs and conditions.

SIGNIF]CANT CHANGES

t t

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 Ass¡stance Grant in future years.

497

City of Amarillo JAG Traffic Enforcement

855 51000 Supplies 77900 Other Aqencies

23,855 0

25,000 50,000

25,000 s0,000

70000 Other Gharges 84910 Other Equipment

30,298

50,000 25,000

50,000 2s,000

80000 Capital Outlay TEXPENSES Total Expenses

30,298 54,153

25,000 100,000

City of Amarillo FY14 JAG Program

264

51850 Minor Tools 51950 Minor Office Equipment

17,241

0 0

51000 Supplies 84910 Other Equipment

17,506 7,139

0 0

80000 Capital Outlay TEXPENSES Total Expenses

7,139

0 0

24,644

13,933 163 1,846 104 29

0 0 0

16,076 16,076

City of Amarillo JAG 2014 Directed Patrol

uled 41620 U 42010 Social Security - Medica 421 1 O TMRS 42115 OPEB Funding 42300 State Unemolovment 41000 Personal Serv¡ces TEXPENSES Total Expenses

498

City of Amarillo

FYll JAG Program

51980 lT Hardware

990

51000 Supplies TEXPENSES Total Expenses

990 990

0 0

20,604 20,604

36,122

36,122 56,726

0 0

City of Amarillo FY09 Recovery Act JAG

51000 Supplies 84910 Other Equipment 80000 Capital Outlay TEXPENSES Total Expenses

499

CITY OF

AMARItto oPEil 5þAC€s ' EÈo!E55 oPP0RrUl¡lrrE!

500

CITY OF AMARILLO NARCOTICS UNIT (26210) FUNCT]ONS, GOALS AND OBJECTIVES

FUNCTIONS

The purpose of the Nercotics 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 paid and unpaid informants to obtaín money to purchase narcotics. The Narcotics Unit Conducts undercover operations and utilizes Narcotics Unit ¡Oãntity manútaciurers and distributors of narcotics in Amarillo in an effort to reduce the availability of those drugs. The invèstþates users of narcotics in order to reduce the number of crimes narcotics addicts commit to support their drug use. The Narcoiics agents work closply with other local, regional, state, and federal narcotics egents investigatìng cases that elend outside to

Amarillo.

SIGNIFICANT CHANGES

ln20l3,theNarcoticsUnitaddedanarcoticsagenttothesquadthisyear.

TheUnitalsoaddedoneadditional

branch of the Drug Enforcement Agency (DEA) and Federal Bureau of lnvestigation (FBl)'

501

agenttoassistthelocal

City of Amarillo Narcotics Unit

200 Operating 51800 Fuel & Oil 5'1850 Minor Tools 52050 Auto Parts 52050LABOR Auto Parts Labor 52120 Tires and Tubes Other

64 9,888

51000 Supplies 61200 Postage 61400 Dues 62000 Professional

11,196

9,890

2,557

15,000

16,500

2,288

1,571

1,200

0 1,200

't6,428

27,396

27,590

480

0 0

10,000

0 0 10,000

502

10,000

570

3,119 650 45,000

60000 Contractual Services 71 1 00 lnsurance and Bonds 72000 Radio Communication 77100 Court Costs 78215 lmpressed Funds

41,090

650 3,000 75,000

70000 Other Charges 84100 Auto-Rolling Stock & Equ

51,172

78,650

62,769

74,738

80000 Capital Outlay TEXPENSES Total Expenses

74,738 142,840

0 1'16,046

0 100,359

9,512

502

14,000

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 the Texas Commission of Law Enforcement (TCOLE) and to provide needed equipment to carry out local training.

OBJECTIVES To ensure that our officers receive the required training as set forth by TCOLE and provide the necessary equipment to carry out local training.

503

Gity of Amarillo Leose Training-Police

751 00

6,846

70000 Other Charges TEXPENSES Total Expenses

6,846 6,846

504

2r,000 21,000

21 ,000 21 ,000

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 io public welfare ánd safety. ln addition to these tasks, the Airport Police Department is responsible for the safety of civil aviation and security policies set by the Transportat¡on 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 féderal 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 serviães for the airpôrt 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 ¡ncreasld the level of training available to officers in order to meet and often exceed the mandated training requirements issued By doing so, the Airport Police Department by the Texas Commission oñ Law Enforcement Officer Sta ment tasks, while simultaneously reducing hâs improved the officers' competence and confìdence in e resulted in the hiring of more highly skilled vulnerâbility to liability. lmproved background investigations for and qualifiéd officeré. Ongoing develópment of new and improved policies and procedures, b3sed in part on identified best practibes for Texas Law Enforcemen[ agencies, has increased the department's overall efficiency and ability to govern ôrganizational and operational matters, whiie providing guidance and direction to officers in the performance of their duties.

505

City of Amarillo Leose Training- Airport Securi

1,500

61410 Tuition 60000 Contractual Services TEXPENSES Total Expenses

0 0

506

1,500 1,500

CIry OF AMARILLO AGREEMENT IN PRINCIPLE (AIP) PANTEX PROJECT FUND (26710) FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS

The City of Ama¡llo is a sub-grantee of the Agreement ln Principle (AlP) between the U.S. Department of Energy (DOE), National NuclearSafety,ProductionOfficeandtheStateofTexas. Grantfundingprovidedto NucleaísecurityAdministratiõn(NNSA),Natioial the City of Amaiillo is designed to enhance the comprehensive emergency management program of the C

CountyforhazardsposedbytheU.S.DOEPantexPlant. TheAlPPantexProjectGrantiscoordinatedbyth Office of Emergency Management (OEM). Grants are issued on a S-year basis with the current grant c 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 1O-mile Emergency Planning Zone (EPZ)'

OBJECTIVES

* t * r t t * r t

Develop, coordinate, and maintain emergency plans and procedures related to the Pantex Plant. Coordinate appropriate Memorandums oi Understanding (MOU), Memorandums of Agreement (MOA), or other agreements with the pantex Piant, 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. Deveiop a'nð 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 conlrol facilities, mobile command platforms, and communications/data systems. Develop anó implement a Reception Center for receipt of displaced families and individuals from a Pantex Plant incident. Coordiñate the jurisdictions response and emergency public information programs related to a Pantex Plant incident'

OPERATING STATISTICS/PERFORMANCE

Estimated 2013114

Estimated

2012t13

12 0 100

Actual

MEASU RES

Pantex Exercises Operations Based Discussion Based Pantex Drills Pantex Emergency Events Training Hours Public Awareness Presentations/Activities

29 12

00 4

2014115

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 FY2013/14 was the full participation by the Ci$ of Amarillo and Potter County in the full-scale operations-baseã and tebletop discussion-based exercises evaluating the full scopeof response and recovery ive actions from these exercises are op"raion. associated planning forthe recoveryfollowing an bäing incorporated into d NOAA All-Hazard Weather Radios eveni of gråater n center, and participation in multiple located iñthe EpZ, o and Potter County continues to be ln addition, Pantex Plant. with the anà drills r"ãting., tests,

wlth com magnitude iurchas

National lncident Management System (NIMS) compliant'

507

City of Amarillo AIP Pantex Project Fund

and Wages 41300 lncentive 41500 PFP 41620 Unscheduled 41 820T Health I nsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1 O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42540 Tool Allowance 42550 Communications Allowance

60,969

64,636 1,317

58,679 1,200

1,200

7,736

2,264

2,500 11,038

2,737 11,003 11,590 25

10,558 25

921 3,938 8,660

868 3,712 6,998

1,123

1,385 73 1,040

73 211

901

3,854

7,048 1,511 73

1,077 450

1,203

450 1,200

41000 Personal Services 51 200

95,380 14,152

96,904 3,200

104,240 3,200

5f 000 Supplies 68300 R & M - lmprovements 69300 Leased Computer Software

14,152 307

3,200 2,000

3,200 2,000 5,000

60000 Contractual Services

307 5,854 1,587 755

2,000 6,000 2,500 500 19,980

7,000 6,000 3,000 0

8,196

28,980

9,000

I18,035

l3l,084

123,40

451

74000 Print¡ng and Binding 751 00 Travel 75200 Mileage 77450 Administrative Other

70000 Other Charges TEXPENSES Total Expenses

1,800

City of Amarillo Department Staffing Report Department:

AIP Pantex Project Fund Personal Services Total

Number of

Employees Classification

Description

Permanent Positions

1.50

HAZARDOUS MATERIALS PLANNER COMMUNICATIONS TECHNICIAN Total Permanent Positions

1.50

Total Department

1.00 PRF050 0.50 TEC901

104,240

508

CITYOFAMARILLO GREENWAYS PUBLIC IMPROVEMENT DISTRICT (27100) FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS

at area approxim A turf. ihe pari con

oflandscaped parkways park system which now ng the home sites w¡th a rge expanse of lrrigated

The Greenways and common contains linear pariway.

e use and enjoyment of all users.

GOALS grant dollars from the When the entire Greenways at Hillside area is developed, total park area is estimated to be 40 acres. Utilizing and other recreetional nstruited a natural and re has been a total of laya lake. The City et was s of October 1' 2013 is s ior improvementõ' ¡ssued plD Advisory Board recommendations, current assessments will remain unchanged for the 2014/15 fiscal $1 ,645,000. Based on the year.

setti ma Of

W¡ld pr fo

ACCOMPLISHMENTS

Estimated The Greenways public lmprovement District park area is to remain at approximately 29 acres fortheFY2014l15. as of maintenance joperation, and administrative òosts total $321 ,825. Debt service payments total $195,799. Lot counts, ,'A" lot assessments ($690), 819 "B" lot assessments ($575), 26 "D" lot assessments ($828), J"ìr"rV f , ZCjti, totated: 51 and l.dacres of commercial propertytotaling $3,105. Íhe2014115 assessmenttotal is $530,748. grounds maintenance to ln an effort to reduce costs, ttrè City oiRmarillo will continue to contract a substantial amount of the a private contractor.

City of Amarillo Greenways at Hillside

aqes

10,729

41000 Personal Services 51200 Operating 51250 Janitor 51450 Botany & Agrigulture

10,729 102

53'150 Electr¡city

41100

,410 27,410

27,410 27,410

425

2,346

425 25,003 2,600

53200 Water and Sewer

131,172

1 17,500

1 39,1

51000 Supplies 61200 Postage 61300 Adveftsing 62000 Professional 67600 Temporary Labor 68300 R & M - lmprovements 68318 Lighting

152,728 350

145,528

167,212

370 300

450

7,921

6,585 79,985 26,000

7,176 79,985 26,000

10,500

68400R&M-lrrigation

3,697

4,500

69210 Rental City Equ ipment

2,294

2,000 2,956

60000 Contractual Services 77450 Administrative Other

81,147 36,626

128,696 17,019

131,867 15,336

70000 Other Charges 92170 Trsf to Debt Service

36,626 145,727

17,019 150,924

195,799

92000 Operating Transfers TEXPENSES Total Expenses

145,727 426,957

150,924 469,577

0 1 9,1 08

264 5,930 60,691

509

25,003 2,600 84

300

2,956

15,336 '19s,799

537,624

CITY OF AMARILLO

BRENNAN PUBLIC IMPROVEMENT DISTRICT (272001 FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS

The Brennan public lmprovement District was dissolved by City of Amarillo Resolution 07-29-14-2. The City Parks staff will operate and maintain such median improvements.

City of Amarillo Brennan lmprovement Dis

1100 Salaries and Waqes

1,752

41000 Personal Services 51250 Janitor 51450 Botany & Agrigulture 53150 Electricity 53200 Water and Sewer

1,752

51000 Supplies 61200 Postage 61300 Advertising 62000 Professional 67600 Temporary Labor

678 40

0 0

830 288 2 969

274 2,466 3,219

4, 127

46 300

0 0

480

264 't ,058

0 0 0

490

1,609 937

0 0 0 0

69210 Rental City Equipment 60000 Contractual Services 77450 Administrative Other

11,182 2,112

70000 Other Charges TEXPENSES Total Expenses

2,112

937

18,265

17,351

510

824 I 149 800

8,776 612 375

68400R&M-lrrigation

0 0

CITY OF AMARTLLO

coloNlEs PUBLIC IMPROVEMENT DISTRICT (27300) FUNCTIONS, GOALS AND OBJECTIVES

FUNCTION and maintenance of certain landscaped The Colonies Public m provement District (PrD) was establis hed to provide fo I the installation the standard level of servlce provided by common afeas to include hardscape features. Since the pfoposed servlces ate tn addition to assessed for the cost of cere and maintenance. the City, the property owners with n the Colon res Public m provement District will be

GOALS nts for po rtions of the improvements. The Colonies PID IS MU Iti-phased developme nt and will be sll bject to developer reimburseme a clock tower landscaped medians, a The Colon res PI D collected the first assessments ln January 2002 lmprovements such as and are now being maintained. bridge gazebos, entryway features, and specra Ity lighting have been installed ded icated, accepted (2006) 1 ,500 000 (2008) and the $ 1 ,645,000 (20 1 4) and $ lssues of bond 798 on $585,000 Estimated debt servrce will be $266, p reviously issued. of these amou nts, the balance AS of October 1 2014 s $3,224,283

ACCOMPLISHMENTS

The estimated maintenance, operation, and administrative costs for the Colonies PID for FY 2014115

44. tota that .07. property has been platted and is now subject to assessmen

total $338'746;

s based on a ProPertY's land

Plied bY the square footage 4 equals 8,169'308 square

square feet of commercial re and $500 for any portion

bver on-e acre, with a maximum assessnient of $10'000. maintenance to a ln an effort to reduce costs, the City of Amarillo has contracted a substantial amount of the landscape private contractor.

City of Amarillo Colonies

,983

31,327

41000 Personal Services 51250 Janitor 51450 Botany & Agrigulture 531 50 Eleckicity 53200 Water and Sewer

10,983 634 9,983 10,054 110.949

31,327 440 17,677 9,522 94,787

31,327 21,800 12,496 137,894

51000 Supplies 61200 Postage 61300 Advertising 62000 Professional 67600 Temporary Labor 68300 R & M - lmprovements

13f ,620

122,426

172,690

241

300

252 4,698

270 5,344 73,209 20,000

366 270

5,848 85,785 20,000

1,500

4,500

41100

and Wages

68400R&M-lrrigation

66,492

10,898 2,155

500

69210 Rental City Equipment

2,285

3,573

60000 Contractual Services 71 100 lnsurance and Bonds 77450 Administrative Other

87,022

104,196

120,342

70000 Other Charges 92150 Cert of Obligation 92000 Operating Transfers TEXPENSES Total ExPenses

35,040

14,005

14,304

35,108 157,558

14,100

14,387

158,1'10

266,798

1 57,s58 422,291

158,1 10 430,1 59

266,798 605,544

511

CITY OF AMARILLO

TUTBURY PUBLIC IMPROVEMENT DISTRICT (27400) FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS provide forthe maintenance of eight landscaped parcels, which have The Tutbury public lmprovement Diskict (plD) was established to g subdivision. since the proposed services are in addition to the Ñumuer been designated as common areas within the coton¡es Únit Public lmprovement District will be assessed for standard level of service provided by the city, ttre property owners within the Tutbury maintenance. and the incremental cost of care

GOALS been installed, âccepted and are being The Tutbury PID collected the first assessments tn J anuary 2002. Ail improvements have of all landscape and hardscape materials to maintained by private contractor The City has 9rven the responsibility for maintenance for PaYment of al maintenance and the Tutbury Homeowners Association The City of Am arillo will cont¡nue to be responsible Board. PID Advisory m the Tutbu fro recommendations ry to ope rations for the Tutbury PID, subject

ACCOMPLISHMENTS

The projected 2014115 There are 24 lots within the Tutbury plD with no plans for expanding the area of the PlD. be divided among the property owners maintenance and operating costs are estimated to bè $15,400. Assessments will per lot' equally. Per the action of the Tutbury PID Advisory Board, assessments will remain at $679

City of Amarillo

Tutbury lmprv Dist

414 2,122

495 3,000

450 3,000

51000 Supplies 61200 Postage 61300 Advertising 62000 Professional 67600 Temporary Labor 68300 R & M - lmprovements

2,537

3,495

3,450

264

270 200

8,114

0 10,700

60000 Contractual Services 77450 Administrative Other

10,734 2,322

11,182 913

11,182 828

70000 Other Charges TEXPENSES Total Expenses

2,322 15.593

913

828

15,590

15,460

531 50

53200 Water and Sewer

450 1,894

512

CIW OF AMARILLO PO|NT WEST PUBLIC IMPROVEMENT DISTRICT (275101 FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS

th wi services lmprovement

medians

The Point West Public lmprovement District (PlD) was established to provide for with¡n ôity right-of-way. r|e Citv of nmarillo Èas á policy of not ellow¡ng medians plD be established for a .ãintén"n." mechanism. Siäce the proposãd provided by the City, tne propàrty owners within the Point West Pubiic maintenance of the medians.

uired the

f service care and

GOALS

amulti-phaseddevelopment.However,amajoedianshave

landscaping sessments. The City has given the responsibility and will be tion. The city of Amarilló will continue to mai nd operations of the Point West PID subject to recommendations from the Point West PID Advisory Board.

ACCOMPLISHMENTS

among the property The projected 2O14t1S maintenance and operating costs will total $28,409. These costs will be divided will remain the owners'based on the percentage of total siuare fõotage of property owned. Property owner assessments previous year a total of for $52'000. same as the

City of Amarillo Points West PID

53200 Water and Sewer

10,504

15,000

15,300

51000 Supplies 61200 Postage 61300 Advertising 67600 Temporary Labor 68300 R & M - lmprovements

10,504

15,000

15,300

276 8,350 2,176

280

10,020 2,000

9,325 2,000

60000 Contractual Services 77450 Administrative Other

10,815 6,715

12,320 1,928

11,621

70000 Other Charges TEXPENSES Total Expenses

6,7'15

1,928 29,248

28,034

513

I,488 1,488

28,409

CITY OF AMARILLO QUArL CREEK PUBLTC IMPROVEMENT DISTRICT (27610) FUNCT¡ONS, GOALS AND OBJECTIVES FUNCTIONS

The euail Creek public lmprovement District (PlD) was established to provide for the maintenance of the common area with brick dumpster enclosures to inàude a lighted landècaped median within City right-of-way. The amenities offered within this PID are in addiiion to the standard level of servìce provided by the City. The property owners within the Quail Creek Public lmprovement District will be assessed for the cost of care and maintenance of the common area amenities.

GOALS This 29 lot residential subdivision was developed on an ¡rregular piece of land and was limited in what could be drafted into a workable entry residential design. The large median in the middle of the development was a result of this The features assoc¡ated with thjs tract and the only landscaping will be grass and trees within ained subdivision improvements associated with this ilD were completed and accepted in the spring of by a private contractor.

irreg the 2

ACCOMPLISHMENTS

The projected 2014t15 maintenance and operating costs will total $7,415. These costs will be equally divided among the 29 tot piopãrty owners. Therefore, in order to not substantially burden lot owners with a large assessment, the PID Board recbmmended assessing each lot owner 9237. The total property owner assessment will total $6,873. Although FY 2014t15 assessments aie below projected costs, there is a sufficient fund balance of $4,467 to cover any differences. Amarillo PID policy specifies that a minimum amount equal to a 3-month operating reserve remain on deposit within the fund.

City of Amarillo Quail Creek PID

155 3,430

139

144

3,027

3,000

51000 Supplies 61200 Postage 61300 Advertising 67600 Temporary Labor 68300 R & M - lmprovements

3,166

3,144

276 657

280 2,630

2,258

500

2,630 510

60000 Contractual Services 77450 Administrative Other

3,213 934

3,436 373

3,446 384

70000 Other Charges TEXPENSES Total Expenses

934

373

7,313

6,953

384 7,415

53150 Electricity 53200 Water and Sewer

5L4

3,585 26 2BO

CITY OF AMAR¡LLO

vINEYARDS PUBLIC IMPROVEMENT DISTRICT (277101 FUNCTIONS, GOALS AND OBJECTIVES FUNCTION

The Vineyards Public lmprovement District was established to provide for the installation and maintenance of certain landscaped areas (cómmon 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 lmprovement District will be assessed for the cost of care and maintenance.

GOALS The Vineyards PID is a multi-phased residential development and will be subject to developer reimbursements for portions of the improvements. The Vineyaids PID collected the first assessments in October 2012. lmprovements such as landscaped rédi"n. and specialty lig-hting have been installed end accepted and are now being maintained within the first phase of development.

ACCOMPLISHMENTS

The estimated maintenance, operation, and administrative costs for the Vineyards PID for FY 20141'15 total $2,674. These costs will be equally divided among the property owners. Therefore, in order to not substantially burden lot owners with a large assessmènt, ine PID Board iecommends assessing each lot owner $50. The total property owner assessment will totãl $3,300. Amarillo PID policy specifìes that a minimum amount equal to a 3-month operating reserve remain on deposit within the fund.

City of Amarillo Vineyards PID

751

184 500

214 842

51000 Supplies 61200 Postage 61300 Advertising 62000 Professional 67600 Temporary Labor

901

684

1,056 33

337

60 300 0

1,200

60000 Contractual Services 77450 Administrative Other

615 0

1,560 0

1,533

70000 Other Charges TEXPENSES Total Expenses

1 ,516

2,244

2,673

Electricity 53200 Water and Sewer

150

264

515

300 0

CITY OF AMARILLO

REDSTONE PUBLIC IMPROVEMENT DISTRICT (27800) FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS

The Redstone public lmprovement District (PlD) 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 sàrvice þrovided by the City, the property owners with¡n the Redstone Public lmprovement Diskict will be assessed for the cost of care and maintenance.

GOALS

The Redstone plD will be a multi-phased development and will be subject to developer reimbursements for portions of the improvements. The Redstone PID has incuned administrative fees; however, no public improvements requìring maintenance and operational costs have been installed.

ACCOMPLISHMENTS

The projected 2014t15 administrative costs will total $380. The2O14115 assessments associated with platted property were wá¡ved by the PID Advisory Board. The Owner agrees to subm¡t payment for all administrative expenses for the fiscal year 2014115.

City of Amarillo Redstone PID

Advertising 62000 Professional

1,000

300 000

60000 Contractual Services 77450 Administrative Other

1,270 0

1,300 0

308 72

70000 Other Charges TEXPENSES Total Expenses

1,270

1,300

72 380

516

City of Amaril lo

Capital lmprovement Proj ects

5L7

IIY OF

AMARIttO otEf srÀcES. EtDlESS 09tanl0)¡rrlES

518

CITYOF AMARILLO INTRODUCTION

The City's Capital lmprovement Plan represents the staff's determinatign 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 lorthe2O14/20L5 portion of this Capital lmprovement 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. CAPITAT 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 equ¡pment, 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 lmprovement Fund -- To account for improvements being made to major thoroughfares as well as the storm sewer system of the City which is financed by general revenues, augmented in some instances by property owner participat¡on. Golf Course lmprovement Fund - To account for the portion of green fees designated for improvements to the public golf courses. Solid Waste Disposal lmprovement Fund - To account for costs of improvements to the City's solid waste disposal facilities, which in recent years have primarily been financed by general revenues. T-Anchor-Bivins lmprovement Fund - To account for sales of City land, the proceeds of which are designated for future betterments to the historic Bivins home. This historic home is owned by the City and rented to the Amarillo Chamber of Commerce and other community service organizations. Civic Center lmprovement Fund - To account for improvements to the Civic Center Complex which are financed by motel tax receipts. METHODS OF FINANCING CAPITAL IMPROVEMENT PROJECTS

General Fund The General Fund is the financing of improvements from revenues such as general taxation, fees, or serv¡ce charges. Earmarked Funds

With earmarked funds, monies are accumulated in advance or set aside for capital construction or purchase. The accumulation may result from a surplus of earmarked operational revenues, funds in depreciation reserves, or the sale of capital assets. Certificates of Oblisation 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 permanenttypes 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 ¡nterest and retire the debt. General obligation bonds can be sold to finance permanent types of improvements such as municipal buildings, parks, and recreation fac¡lities. Voter approval is required. Revenue Bonds Revenue bonds are frequently sold for projects that produce revenues, such as water and sewer systems. Voter approval is not required Lease-Pu rchase

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 t¡tle 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. 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.

519

CITY OF AMARILLO

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 C¡ty. 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. CAPITAT IMPROVEMENT DEFINITIONS

Capital lmprovement Proiect Any expenditure of public funds for the purchase, construction, rehabilitation, replacement, or expans¡on of the physical assets of the commun¡ty when the project is relatively large in size, expensive, long-term, and permanent. A capital ¡mprovement project should have a useful life of over five years and a unit value of at least 525,000. Some common examples include streets, libraries, tennis courts, signal systems, fire stations, water and sewer lines, and fire engines. Capital lmprovement Projects should not include expenditures for equipment or services that management defines as operat¡ng budget items and which should be financed out of current revenue. Capital lmprovement Prosram A five-year scheduling of public physical improvements to be constructed with est¡mated resources available to finance the projected expenditu res. Capital lmprovement Budget lmprovements programmed for the next fiscal year and adopted as part of the normal budget process of the City. lt is shown as year number one of the Capital lmprovements Program. CAPITAL PROJECTS

The operating impacts of the capital projects are detailed on the next page. Many of the City projects are maintenance and annual replacement projects that may have an impact but are absorbed by the existing operating budgets. The City cont¡nues to face an aging infrastructure. The City has included 53.9 million for arterial roadway reconstruction. During the current year the City has made improvements at the animal shelter facility. For next year's budget, the City has allocated 5518,731 to complete the upgrades and repairs to the animal shelter. The City has allocated close to S1.4 to complete expansions Police and Fire including expansions at the bomb team complex and the shooting complex and the first year of funding for the construction of a new Fire Station #3.

The City's General Fund capital program includes S71S,OOO for equipment replacement in the Transit Department, of which, we anticipate 596,000 ¡n grant funding. The General Fund capital program also provides for additional funding for police and fire equipment, upgrades and repairs to City facilities, improvements to the park system and other items. The City Water and Wastewater Utility, or Util¡ties Fund, had an excellent year. The Utilities fund includes 516.8 m¡llion in capital projects. Amarillo now has nearly 1,120 miles of water mains in the City and an additional 955 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. The Drainage Utility Fund allows us to address ¡mprovements to the storm water drainage system. We anticipate addressing capital needs in the approximate amount of 52 million lor lhe2Ot4/2015 year' The City continues the development of the downtown convention center hotel, parking structure, and multi-purpose venue and has allocated S1.4 million as contingency funding for this project. The City has entered into a development agreement, which has been assigned to the Amarillo Local Government Corporat¡on. The Corporation's charge is to work with a developer on three downtown initiatives: a convention hotel, a parking garage and a multipurpose event venue that will also serve as a minor league ballpark. The City will own all of the facilit¡es. We anticipate that the City will need to issue about 537 million in hotel tax revenue and certificate of obligation bonds in the next two years to finance the parking garage and multipurpose event venue. All three of the projects will be outsourced in a lease agreement with the developer.

520

CITY OF AMARILLO CAPITAL PROJECTS

Maintenance/

Project Number

Project Name

410972 Minor Concrete Repair Crew 430062 Litter Control New Records/Equipment Storage 430068 Buildinq 521238 WD Crew, Main Replacement Additional Management & Office 560050 Staff 560056 Storm Sewer Entry Crew

Total Prolect 39,350 29,000

Utilities

Rental

61,405

Other

144,594

20,900 33,000

96,386 33,000

80.064

355,320

1,000 579,978

s,900 16,900

17.100

77,058

8,168

39,350

63,846

14.081

000

lmpact

14,O81

1,000

55,000

726,625

Total

Equipment Personnel

91j26 94,827

Only six of the projects listed in the current capital projects budget will have quantifiable operating impacts. The Street Department's new Minor Concrete Repair Crew will add two new positions to the department at a cost of $61,405. A total of $20,900 in additional repair and maintenance charges and $14,081 in fleet rental charges have been added to the operating budget for the new crew. A total of $33,000 in operating costs has been added to purchase mulch for the Litter Control project. Additional electricity costs are expected for the new records/equipment storage building, which is needed to store the continuous addition of various documents required by the TCEQ to maintain compliance with the landfìll permit. The Water Distribution Department's Main Replacement Crew will add four new positions in the 2014i 1 5 budget year. A total of $355,320 in repair and maintenance charges and $80,064 in fleet rental charges were also added to the 2O14115 operating budget for this crew. We anticipate adding eight additional positions to the Main Replacement Crew during the 2015/16 budget year. The Main Replacement Crew is being created to focus on replacing 2" water mains throughout the City. The Drainage Utility Department has included funding for two projects. The first will add two new positions to address the increasing management requirements as the Drainage Utility Department continues to grow and expand. The second project,a Storm Sewer Entry Crew, will add two new positions to the Drainage Utility Department. Both Drainage Utility Department projects will result in increased rental and operating costs.

52r

CITY OF AMARILLO CAPITAL PROJECTS FUNDS FISCAL YEAR 2014l15

An¡mal

Solid Waste Golf Gourse D¡sposal Bivins

Street

lnterfund General

2OO7

Civic Center Shelter

Certificates

Total Transfers Construction Assessments lmprovement lmprovement lmprovement lmprovement lmprovement lmprovement Of Obligation Balance 10101113 (See Below) Fiscal Year 201 3/l 4 Add: Operating Transfers Grant and Other Revenue

12,271,550

Deduct: Cap¡tal Expenditures And Amounts Committed

7,851,561 48,448

1,200,000 3,887

'I,250,000

500

207,992

31,827

(9,244,134)

o (8,240,090)

(230,543)

(r,325,000)

200

1,806,962

t6)1 244\

(57 182\

/1 Â87\

(255 75ì

t305 000)

ul N N

Fiscal Year 201 4/1 5 Add: Bond Proceeds Operating Transfers Grant and Other Revenue Deduct: Capital Expenditures Operating Transfers

Balance 10/01/15

Available Funds Calculation: Cash and lnvestments (Appreciation ) Depreciation in lnvestments Assets to be converted to Cash Less Liabilities Less Construct¡on in Progress Balances Balance 101O1113

303,511

1,969,989 10,800

0 0

(50,000) (1,205,663)

14,795,124

o 4,540,933 492,911 57'1,722 203,874 4,857,388 242,494 3,882,595 3'207

0 '14,554,630

0 11,543,429

'1,200,000

928,906

667,556

500

3,900

214j00

200,000 31,800

(15,657,567) t304 4001

(11,697,567) r48.400)

(150,000) (1,200,000)

(92e,000)

Operating Transfers Balance 10101114

4,938,196 722,954 696,722 250,857 2,073,599 292,437 3,107,469 3,207

12,085,441

t3 9001 (252j00\

1,611,201 11,000

(36,000) (1,645,000)

5,005.951

343411 s71.722 165.874 4.160.188 206.544 3,859,796

33,544,824

14,776,547

722,954

(6,384) 70,720 (833,234) t2n Âqn 4A5l

(8,967) 55,817 (593,820) (9 291 381

14.316.693

^9q

4.938 196

3.207

,109,752 270,549 10,708,058 292,437 5,047,530 3,207 461

1,392 (e0,017) /??¿ AAA'\

1,250 10,685

872 2,826

(4,248)

(e25) (1 942 434\

/1q 6q2'\ t46,42 146

722.9U 696.722 250,857 2,073,599 292,437 3,107,469

613,790

(144,224) /4Aq 5Â61 3.207

Gity of Amarillo Fiscal Yea¡ 201412015 Capital lmprovement Program Total Projects

DESCRIPTION

410795 Next Generation Radio System - Contract with communications consultant to provide assistance to the City to plan and implement a new P25 radio communications system. (Related to Strategic Goals, High Quality of Public Safety) 41010-'1231 Radio Gommunications

487,550 487,550

410212 Siren System Expansion Project - Replacement of sirens that have reached life expectancy. (Related to Strategic Goals, High Quality of Public Safety) 41010-1232 Emergency Management Services

55,000 55,000

410214 Reroof Various City Buildings - Reroof and repair varíous roofs on City buildings. (Related to Strategic Goals, lnfrastructure Needs) 410782 lnterior Lighting Upgrades - Continued removal and replacement of allT-12 fixtures as required by Federal law. (Related to Strategic Goals, lnfrastructure Needs) 410818 R22 HVAC Systems Replacement - Continued replacement of the HVAC systems installed in City owned facilities. (Related to Strategic Goals, lnfrastructure Needs) 410825 Civic Center Sprinkler Heads - Required replacement out-of-date sprinkler heads in the original síde of the Civic Center. (Related to Strategic Goals, lnfrastructure Needs) 410951 Municipal Garage Drains Replacements - Required replacement and installation of new drains in all of the Municipal Garage's service bays. (Related to Strategic Goals, lnfrastructure Needs) 410953 Animal Control Structural Repairs and Upgrades - Upgrades and repairs to the Animal Control facility. (Related to Strategic Goals, lnfrastructure Needs) (Related to Strategic Goals, High Quality of Public Safety) 410638 PD Cooling Tower Replacement - Replacement of failing cooling tower at the Police Department. (Related to Strategic Goals, lnfrastructure Needs) 410982 Foundation Repair - Public Health Bldg - Drilling and installation of foundation support piers on the north side of the Public Health Building. (Related to Strategic Goals, lnfrastructure

100,000

150,000

50,000 2s,000

180,000

518,731 52,000

175,000

Needs)

410984 Liberty Theater Parking Lot Paving - Construction of a new parking lot between 3rd and 4th streets, west of the Central Library. (Related to Strategic Goals, Downtown Revitalization) (Related to Strategic Goals, Economic Development) 411000 Downtown Project Contingency - Contingency funding for Downtown Project. (Related to Strategic Goals, Downtown Revitalization) (Related to Strategic Goals, Economic Development) 41.010-1252 Facilities Maintenance 410934 Downtown Library Security System - Replacement of old inventory control system with a new Radio Frequency ldentification (RFID) system. (Related to Strategic Goals, lnfrastructure Needs)

41010-1260 Library 410236 Arterial Reconstruction - Reconstruction of arterial streets that have major pavement failures and steep transverse slope. (Related to Strategic Goals, Transportation lnfrastructure) 410438 Hillside Rd frm Soncy Loop 335 - Funding to widen and extend Hillside Road. (Related to Strategic Goals, Transportation lnfrastructure) 410960 Downtown Amarillo Enhancements - Additionalfunding for Downtown streetscape. (Related to Strategic Goals, Downtown Revitalization) (Related to Strategic Goals, Economic

125,000

1,400,000 2,775,731

80 ,000 80 ,000

1,560,000 2,351,000

225,000

Development)

523

Gity of Amarillo Fiscal Year 201412015 Capital lmprovement Program

Total Projects

DESCRIPTION

4,136,000

41010-1410 Engineering

410972 Minor Concrete Repair Crew - Equipment and personnel for the addition of a concrete repair crew. (Related to Strategic Goals, Trànsportation lnfrastructure) 41010-1420 Street

39,350 39,350

410576 North Parking Lot Expansion & Upgrades - Refurbish and improve Police Department North Parking lot and new property located at 1 16 South Fillmore. (Related to Strategic Goals, lnfrastructure Needs) 410703 Bomb Team Complex Expansion - Demolition of existing structure and construction of new Bomb Team complex on existing site. (Related to Strategic Goals, High Quality of Public

250,000

Safety)

404,592

410704 APD Shooting Complex Expansion - Expansion of existing Police Department Shooting Complex. (Related to Strategic Goals, High Quality of Public Safety) 410923 Vehicles & Equipment for new Police Positions - Vehicles and equipment for new Police positions. (Related to Strategic Goals, High Quality of Public Safety) 411011 ln-Car Video Systems - Continued funding for in-car video system upgrades. (Related to Strategic Goals, High Quality of Public Safety) 411012 Flashback System - Continued funding for upgrade of Flasback in-car video system. (Related to Strategic Goals, High Quality of Public Safety)

41010-1610 Police Department

80,267 369,648 52,500 81,440 1,238,447

410060 New Signal lnstallations - Annual budgeted dollars to signalize two new intersections (Related to Strategic Goals, Transportation lnfrastructure) 410061 Rebuild Signalized lntersections - Annual replacement of damage to infrastructure at signalized locations. (Related to Strategic Goals, Transportation lnfrastructure) 410809 Signaland School Flasher Communications System - Continuation of project to upgrade wireless communication systems for both the traffic signal and schoolflasher systems. (Related to Strategic Goals, Transportation lnfrastructure) 410935 Aerial Bucket Truck - Vehicle purchase for new position. (Related to Strategic Goals, lnfrastructure Needs) 41010-1731 Traffic

165,000 400,000

410986 Development Services Software - Project Management software for building, development and permitting activities. (Related to Strategic Goals, lnfrastructure Needs) 4'1010-17 40 Building Safety

425,000 425,000

130,000 35,000

70,000

410978 Construct Bus Stop Locations - lnstallation of new bus stops to meet ADA requirements. (Related to Strategic Goals, Bus Transit lssue) 410975 Replace 19 Buses - Accumulation of funding for future bus replacements. (Related to Strategic Goals, Bus Transit lssue) 41010-17 61 Transit-Fixed Route

693,489 718,489

410980 Comanche Trail Course lmprovements - Upgrade of obsolete irrigation system (Related to Strategic Goals, Water Conservation) 41010-1812 Comanche Trail

115,000 115,000

410282 Automate/Renovate lrrigation - Ongoing project to replace old hydraulic irrigation systems with new electric systems. (Related to Strategic Goals, Water Conservation)

50,000

524

25,000

City of Amarillo Fiscaf Year 201412015 Gapital lmprovement Program Total Projects

DESCRIPTION

410286 Playground lmprovements - Annual program to bring all park playgrounds into compliance with ADA guidelines, includes one playground surface replacement and shade screening. (Related to Strategic Goals, Neighborhood Pride) 410348 Softball Building Renovation - Replacement of softball complex lighting and scoreboards at John Stiff Park. (Related to Strategic Goals, Neighborhood Pride) 410316 Restroom Replace-Area Parks - Replacement of restroom at Medical Center Park including necessary hardscaping. (Related to Strategic Goals, Neighborhood Pride) 410833 Electrical Repair and Service - lnstallation of electrical service to six existing Park restrooms. (Related to Strategic Goals, Neighborhood Pride) 410955 Ross Rogers Course lmprovements - Addition of a new restroom on the Mustang Course. (Related to Str:ategic Goals, Neighborhood Pride) 411010 3/4T Truck with Service Body - Vehicle purchase for new position. (Related to Strategic Goals, lnfrastructure Needs) 41010-1861 Park Maintenance

410790 Station #3 Construction - First year funding for design, construction and equipping of new Fire Station on Oxford Drive. (Related to Strategic Goals, High Quality of Public Safety) 410943 SCBA Bottles - Funding for the purchase and replacement of supplied air breathing apparatus compressors. (Related to Strategic Goals, High Quality of Public Safety) 410949 Mobile Pre-Plan Software - Purchase of new software that will display address specific information in the mobile environment. (Related to Strategic Goals, High Quality of Public Safety) 41010-1920 Fire Support

175,000 40,000 150,000 50,000 60,000

27,000 552,000

612,000

33,000

30,000 675,000 11,697,567

4100 General Gonstruction Fund 415339 ADA lmprovements - Continuation of City-wide ADA improvements to sidewalks. (Related to Strategic Goals, lnfrastructure Needs) 41 50-1 420 Street Assessments

150,000 150,000

41 50 Street Assessments Fund

150,000

42OOO3 Overlay Project - Annual funding for the City-wide overlay project. Additional funding

included in the General Fund budget. (Related to Strategic Goals, lnfrastructure Needs and 4200-1 420 Street lm provement

1,200,000 1,200,000

4200 Street lmprovement

I,20o,ooo

Transportation nfrastructure) I

430062 Litter Control - Equipment purchase. (Related to Strategic Goals, lnfrastructure Needs)

29,000

430067 Annual Landfill Engineering Services - Annual engineering services required to stay in compliance with TCEQ and EPA regulations. (Related to Strategic Goals, lnfrastructure Needs)

50,000

430068 New Records/Equipment Storage Building - Construction of new building for the storage of required records and equipment. (Related to Strategic Goals, lnfrastructure Needs)

55,000

525

City of Amarillo Fiscal Year 201412015 Capital lmprovement Program Total Projects DESCRIPTION portable fences 430069 Fencing Projects - Purchase and installation of wind blown fences and required to stay in compliance with TCEQ regulations. (Related to Strategic Goals, 45,000 lnfrastructure Needs) 430065 Scale House - lnstall new scales and improve scale house at the Landfill. (Related to 750,000 Strategic Goals, lnfrastructure Needs) 929,000 Disposal Waste 4300-1432 Solid

4300 Solid Waste Disposal lmpr Fun

929,000

435031 Paint Bivins Building - Repaint the Bivins building exterior. (Related to Strategic Goals, lnfrastructure Needs) 4350-1252 Facilities Maintenance

36,000 36,000

4350 T-Anchor-Bivins lmprovement

36,000

440058 Keyless Entry System - Continuation of the conversion of exterior doors of the Civic Center and Globe News Center to a keyless entry system. (Related to Strategic Goals, lnfrastructure Needs) 440069 Auditorium Elevator - Year two funding for the installation of a new patron elevator located to the west side of the Auditorium. Total funding is anticipated at $2.25 million. (Related to Strategic Goals, lnfrastructure Needs) 440089 lT Components For lnternet Services - Purchase and installation of equipment to upgrade and improve lnternet connectivity in the Civic Center Complex. (Related to Strategic Goals, nfrastructure Needs) 44OOg1 Auditorium/Lobby House Light Retrofit - Replacement and upgrade of light fixtures throughout the Civic Center Auditorium and Lobby. (Related to Strategic Goals, lnfrastructure

190,000

Needs)

50,000

60,000

440087 CC lce Plant Repairs - Annualfunding for Civic Center ice plant repairs and expenses (Related to Strategic Goals, lnfrastructure Needs) 440092 lce Plant Cooling Tower Replacement - Replacement of Civic Center ice plant cooling tower. (Related to Strategic Goals, lnfrastructure Needs) 440086 Downtown lmprovements - Funding to be used for the downtown improvement project. (Related to Strategic Goals, lnfrastructure Needs) 4400-'|.241 Civic Genter lmprovement

1,100,000 1,645,000

4400 Convention Annex lmprovement

1,645,000

50,000 145,000

521925 Development Services Software - Project Management software for building, development and permitting activities. (Related to Strategic Goals, lnfrastructure Needs) 52123-52100 Util ities Office

159,375 159,375

521761 TRN Recoat 2 Metal Tank Exteriors At 24th - Repaint interior and exterior of two metal storage tanks located at the 24th Street Pump Station. (Related to Strategic Goals, lnfrastructure Needs) 52123-52210 Water Transm ission

200,000 200,000

521768 OSG Replace Grout ln 3 Settling Basin Floors (SE, SW, NW) - Replacement of old grout on the sedimentation floors at the Osage treatment plant. (Related to Strategic Goals, lnfrastructure Needs)

228,000

526

Gity of Amarillo Fiscal Year 201412015 Gapital lmprovement Program Total Projects

DESCRIPTION

521248 OSG Air Scour System For 8 Filters, lncluding Building - Additional funding for the blowers, plumbing, electrical and structure for the air scour system filters. (Related to Strategic Goals, lnfrastructure Needs) 52123-52220 Surface Water Treatment 521238 WD Crew, Main Replacement - Vehicles and equipment for new crew. (Related to Strategic Goals, lnfrastructure Needs) 521411 WD Water Main Replacement Project - Annual project to replace water mains throughout the City. (Related to Strategic Goals, lnfrastructure Needs) 521414 WD Water Extension and lmprovements - Annual project to fund emergency and unexpected maintenance problems in the water distribution and pumping system. (Related to Strategic Goals, lnfrastructure Needs) 521400 WD Water System Expansion - Annual project to fund new water main extensions. (Related to Strategic Goals, Economic Development and lnfrastructure Needs) 521770 WD Large Valve Replacement (2014) - Ongoing funding for the installation and replacement of large valves in the distribution system. (Related to Strategic Goals, lnfrastructure Needs) 521905 WD Replace Boring Machine - Equipment replacement. (Related to Strategic Goals, lnfrastructure Needs) 52123-52230 Water Distri bution

521422 WWC Manhole Rehabilitation - Annualfunding for project to rehabilitate deteriorated manholes throughout the City. (Related to Strategic Goals, lnfrastructure Needs) 521425 WWC Sewer Extensions and lmprovements - Annual project to fund emergency and unexpected needs for the City's wastewater system. (Related to Strategic Goals, Economic Development and lnfrastructure Needs) 521430 WWC Cast lron Lining - Ongoing project to rehabilitate sewer mains crossing major traffic locations. (Related to Strategic Goals, lnfrastructure Needs) 521652 WWC North-West lnterceptor - Continued funding for the installation of new sanitary sewer main connecting the medical center relief line of Lift Stationlt4O. (Related to Strategic Goals, Economic Development and lnfrastructure Needs) 521402 WWC Sewer System Expansion - Annual project to fund new sewer main extensions (Related to Strategic Goals, Economic Development and lnfrastructure Needs) 521658 WWC Sewer Main Rehabilitation Program (2014) - Annual City-wide sewer main replacement and rehabilitation project. (Related to Strategic Goals, lnfrastructure Needs)

521908 WWC Equipment for Additional Crew - Vehicles and equipment for an additional Waste Water Collection maintenance crew. (Related to Strategic Goals, lnfrastructure Needs) 521909 WWC TxDOT Loop 335 l-27 West to Soncy - Funding for the required relocation of wastewater collection lines located in the TxDOT right-of-way on Loop 335. (Related to Strategic Goals, lnfrastructure Needs and Transportation lnfrastructure) 521887 WWC 30" S Of 45th N To l-40 & W Of Soncy - Funding for engineering and construction costs of a new sanitary sewer main near l-40 and 45th avenue. (Related to Strategic Goals, lnfrastructure Needs) 52123-52240 Waste Water Collection

527

1,650,000 1,878,000

726,625 500,000

2,190,000

500,000

325,000 300,000

4,541,625

150,000

2,100,000 300,000

764,666

500,000 500,000

210,000

30,214

3,500,000 9,054,880

City of Amarillo Fiscaf Year 201412015 Gapital lmprovement Program

DESCRIPTION 522108 RR Final Clarifier #1,2 & 6 Repl - Replacement of the mechanical rakes and fiberglass within the final clarifier tanks. (Related to Strategic Goals, lnfrastructure Needs) 521109 RR Primary Clarifier #2,3 & 4 Repl - Continued funding for the replacement of tank and primary clarifiers. (Related to Strategic Goals, lnfrastructure Needs) 52'1625 RR Permit Renewal - Funding for the hiring of a consultant to assist with preparation and obtainment of required State and Federal permits. (Related to Strategic Goals, lnfrastructure Needs) 521900 RR Sludge & Scum Pumps (Positive Displacement) - Replacement of seven primary sludge and scum positive replacement pumps. (Related to Strategic Goals, lnfrastructure Needs) 521901 RR lsolation Valve - Xcel Secondary Reclaimed Water Feed Line - Replacement of the isolation valve on the Xcel secondary reclaimed water feed line. (Related to Strategic Goals, lnfrastructure Needs) 520394 RR Line Storm Water Basin - Additional funding for the required installation of a liner for the storm water basin. (Related to Strategic Goals, lnfrastructure Needs)

52123-52260 River Road Water Reclamation

521629 HR Permit renewal - Funding for the hiring of a consultant to assist with preparation and obtainment of required State and Federal permits. (Related to Strategic Goals, lnfrastructure Needs) 520985 HR Sludge Drying Beds - Continued funding for the construction of location to temporarily locate liquid anaerobically digested sludge. (Related to Strategic Goals, lnfrastructure Needs) 52123-52270 Hollywood Road Waste Water

Total Projects 156,000 500,000

75,000

125,000

50,000 700,000 1,606,000

7s,000

300,000 375,000 16,814,880

5200 Water and Sewer System Fund 540092 Vehicle Rpl (#67aa) with new Ford Explorer - Vehicle replacement. (Related to Strategic Goals, nfrastructure Needs) 540096 Runway Rubber Removal Project - Annual runway rubber removal to remain in compliance with the FAA-approved Airport Certification Manual. (Related to Strategic Goals, lnfrastructure Needs) 540108 FAA Grant FY15/16 - Replacement of selected slabs on taxiway B, airfield drainage improvements, Rosenwald and Batson street reconstruction, purchase of high speed runway sweeper, new Fire truck, and various other airfield related projects and equipment. (Related to Strategic Goals, lnfrastructure Needs) 540098 Leased Hangar Roof Repairs - lmprovements to leased hangars, including roof replacement and fire suppression system in hangar 5. (Related to Strategic Goals, lnfrastructure Needs) 540118 Bucket Truck - Continued funding for equipment replacement. (Related to Strategic Goals, lnfrastructure Needs) 540107 Airfield Snow Equipment - Snow Broom - Equipment replacement. (Related to Strategic Goals, lnfrastructure Needs) 540123 Hanger 4 Lift Station Repair - Funding for lift station repair. (Related to Strategic Goals, lnfrastructure Needs) 54120-5400 Airport Fund I

30,000

25,000

3,245,000

45,000 36,700 570,000 19,500 3,971,200

3,971,200

5400 Airport Fund

528

Gity of Amarillo Fiscal Year 201412015 Capital lmprovement Program

Total Projects

DESCRIPTION

560000 Storm Sewer Extension and lmprovements - Annual project to fund emergency and unexpected maintenance problems in the storm sewer drainage system. (Related to Strategic Goals, lnfrastructure Needs) 560050 Additional Management & Office Staff - Vehicles and equipment associated with new staff. (Related to Strategic Goals, lnfrastructure Needs) 560056 Storm Drain Cleaning/Entry Crew - Vehicles and equipment associated with new crew (Related to Strategic Goals, lnfrastructure Needs)

500,000 '17,100

39,350

560062 Arden from Soncy to Helium Phase I - Year one funding for installation of new storm ' sewer for Arden road from Soncy to Helium. (Related to Strategic Goals, lnfrastructure Needs) 560074 Development Services Software - Project Management software for building, development and permitting activities. (Related to Strategic Goals, lnfrastructure Needs) 56200-5600 Drainage Utility Fund

2,064,415

5600 Drainage Utility Fund

2,064,415

610003 Scheduled Replacements - Yearly funding for scheduled equipment replacement. (Related to Strategic Goals, lnfrastructure Needs) 61120-6100 Municipal Garage Fund

5,000,000 5,000,000

6100 Municipal Garage Fund

5,000,000

620005 lT lnfrastructure & Support Replacements - Yearly funding for scheduled equipment replacement. (Related to Strategic Goals, lnfrastructure Needs) 620007 Kronos - Software, hardware and vendor support required for the upgrade of the City's timekeeping application. (Related to Strategic Goals, lnfrastructure Needs) 620032 Microsoft License True-Up - Microsoft Enterprise Agreement annual payment. (Related to Strategic Goals, lnfrastructure Needs) 620034 lT Telecom Upgrades - Upgrade of the Service Center phone switch and purchase of Avaya phone expansion module. (Related to Strategic Goals, lnfrastructure Needs) 620025 Network lnfrastructure - Purchase of new equipment to increase network capacity. (Related to Strategic Goals, lnfrastructure Needs) 620035 Citrix Farm Upgrade - Funding for implementation costs and software required to upgrade the City's Citrix farm. (Related to Strategic Goals, lnfrastructure Needs) 62150-6200 lT Fund

1,454,840 53,125

230,000 84,000 245,000

24,000 28,750 158,000 769,750 769,750

6200 lnformation Technology Fund

I City of Amarillo

44,277,812

529

CITY OF

AMARIttO s30

CITY OF AMARILLO 201 412015 G ENERAL CAPITAL $s.o $4.5 $4.0 $3.5 to

$3.0

$2.s

= $z.o

I I

$1.5

I I

$1.0 $0.5 $o.o

Management & Admin

Public Services

Public Works

Police

Parks

Fire

TOTAL EXPENDITURES $1 1,697,567

Public Works is the largest General Capital expenditure comprising $4.6 million or 39% of total General Capital expenditures for the 201412015 fiscal year budget. Of this amount, $2.4 million is estimated to widen Hillside Road from Soncy to Nancy Ellen. Management and Administration expenditures of $3.3 million are the second largest General Capital expenditure representing 28%. $2.8 million of this amount has been included to address repairs and upgrades to City facilities. Public Services expenditures of $1.2 million represent 10o/o of total General Capital expenditures. Of this amount, $0.7 million is estimated to replace buses and construct bus stop locations for the Transit system. Of this amount, $0.6 million will come from federal funding. Parks has several projects with a total cost of approximately $0.7 million. lncluded in these projects are playground and park improvements, various park amenities, irrigation renovations, and course improvements at the Comanche Trail golf course. Police and Fire capital each represent 6% o'( total General Capital expenditures.

531

CITY OF AMARILLO 201412015 COMBINED CAPITAL IMPROVEMENTS BY FUNDING SOURCE General Fund

T-Anchor Bivins

0.09%

Solid Waste Disposal

2.1

Street lmprovements

Street Assessments

0.34%

ot to

Hotel/Motel

Public Health

3.72Yo

0.40o/r

lnformation Technology

Municipal Garage Drainage

4.660/o

Water & Sewer Federal

Owner Participation

9.16% 0.05%

Airport

1.15%

Photo Traffic Enforcement

0.37%

$10

$12

$14

$16

Millions

TOTAL FUNDI G 544.277.812 The most significant funding sources are Water and Sewer with $16.8 million, General Funds with $10.7 million and Municipal Garage with $5.0 million. lncluded in the Water and Sewer funds is $6.3 million to fund both water and sewer main extensions, improvements and replacements. Public Works has included $2.4 million of General Funds to widen Hillside Road from Soncy to Nancy Ellen. For the 2014t2O15 fiscal year, the Airport has several projects including various airfield related projects and equipment, slab replacement on taxiway, airfield drainage improvements, purchase of a snow broom, a vehicle replacement and runway rubber removal.. $3.S m¡ll¡on in federalfunding will assist in the Airport projects. The $1.2 million of Street lmprovement funding and $150,000 of Street Assessment funding are for the 201412015 street overlay project and ADA accommodations, respectively.

Scheduled fleet replacement in the Municipal Garage Fund is anticipated to be $5.0 million. Correspondingly, we expect to replace information technology equipment and software in the amount of $0.8 million.

532

$18

CITY OF AMARILLO DEBT SERVICE

Current Requ¡rements The total debt service requirement for the City of Amarillo for fiscal year 201412015 is $29,335,969*. The debt service consists of $18,094,967 in principal payments, $9,540,302 in interestand 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. ln June 2001 , $6.9 million in General Obligation bonds were issued. The Library lmprovement bonds were issued for 20 years at an average interest rale oÍ 4.871o. 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 5231,274. The original par value of the new bonds is $4,825,000 with an average ¡nterest coupon of 3.83% and maturities through August 2022. Ihese bonds enjoyed an underlying rating of MA from Standard & Poor's and Aa2 from Moody's lnvestors Service.

During the 200612007 fìscal year, the City Commission approved the issuance of $24,575,000 of Combination Tax and Revenue Certifìcates of Obligation. The bond proceeds enabled the City to fund capital improvement needs in the Fire, Police, Public Health, Street and 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 lnvestors Service. The bonds were issued for 20 years at an average interest rate of 4.76%.

The Greenways Public lmprovement District has developed a linear park system containing approximately 19 acres. The parklike setting meanders throughout the development. During hhe 2001l2OO2 fiscal year, the City of Amarillo issued $600,000 in Certificates of Obligation Bonds to pay for improvements at the Greenways. The 2001 Certificates of Obligation mature in 15 years al 4.45% interest with annual debt service of approximately $56,000. ln 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 al3.7O% interest. During the 2O07|20OB fiscal year, the City of Amarillo issued $600,000 in Certificates of Obligation with an annual debt service amount of approximately $45,000. The 20084 Certificates of Obligation mature in 20 years at 4.28o/o interest. During the 201312014 fiscal year, the City of Amarillo issued $2,260,000 in Certificates of Obligation to pay for park improvements, of that amount $725,000 is the Greenways share with an annual debt service amount of approximately $50,000. the 2014 Certificates of Obligation mature in 20 years at 3.22o/o interest. All of these issues are funded by assessments to the property owners of the Greenways Public lmprovement District. Accordingly, the Greenway's assessments are $575 per lot for the 2O1412015 fìscal year.

The Colonies Public lmprovement 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 4.75o/o interest. Annual debt service on the 2006 Certificates will be approximately $46,000. During the 2O07|2OO8 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 20088 Certificates will be approximately $1 10,000. All of these issues are funded by an assessment to the property owners. During lhe 201312014 fiscal year, the City of Amarillo issued $2,260,000 in Certificates of Obligation to pay for park improvements, of that amount $1 ,535,000 is the Colonies share with an annual debt service amount of approximately $106,000. The 2014 Certificates of Obligation mature in 20 years at3.22o/o interest. The total assessment is calculated on the total square feet of the property owner's lot. The 201412015 assessment of $0.070 per square foot funds the debt service of the Certifìcates 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 through 2030 with an average interest coupon of 3.196%. These bonds are eligible for an interest subsidy of 45%. These funds support a portion of the construction of the S.E. 3'd Avenue and Grand Street overpass with the remaining funds used for street improvements in the target zone. During 201 1, the City issued $3,750,000 in Certificates of Obligation bonds to fund the reconstruct¡on of one of the City municipal golf courses. The maturities range through 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 in Certificates of Obligation Bonds that will be funded by Tax lncrement 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 Obligation Bonds and the Certificates of Obligation Bonds. 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 $1.3 billion. The City's actual General Obligation debt net of Debt Service assets is $143.5 million which leaves a balance of greater than $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

533

CITY OF AMARILLO

DEBT SERVICE respective s¡ck and annual leave. Givilian employees with l0 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 bênefit. The City is estimating a total $8.5 million available to fund the unused sick and annual leave benefit. During 2005, the Watenruorks 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 Gity of approximately $917,000. During 2006, the Waterworks and Sewer System Revenue Refunding Bonds, Series 20064, were issued. With the 2006A issue, we restructured the 1996 issue, thereby extending maturities. We still ended up with a net present value benefit of just over $100,000. During 201 1, the General Obligation Refunding Bonds, Series 201 1, were issued to refund the 2003 Water and Sewer issue. This refunding reduced total debt service payments over the next 12 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. During 2009, the City issued $38.8 million in Combination Tax and Revenue Certificates of Obligation, Series 2009, and $47 million in Combination Tax and Revenue Certificates of Obligation, Series 20098; both through the Texas Water Development Board Water lnfrastructure Fund. These bonds were issued at 2.095% and '1.969% respectively, 200 basis points less than the market. During 2013 and 2014, the City issued additional Water and Sewer Revenue Bonds through the Texas Water Development Board. The 2013 with a $'1 .3 million par were issued with a true interest cost of 36 basis points (0.36%) for 10 years and the 2014 bonds with a $8.5 million par were issued with a true interest cost of 1.94% for 20 years. The City has enjoyed very favorable financing through the Texas Water Development Board.

Currently, there are ten outstanding Water and Sewer bond issues: the 2005 Water and Sewer issue, the 2006 Water and Sewer issue, the 20064 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, 201 1 General Obligation Refunding Bonds, the 2013 Water and Sewer issue and the 2014 Water and Sewer issue. Funding for debt service expenses will be from the Water and Sewer Fund of $11,090,133 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 $t,836,541 with a separate reserve for the 2013 Water and Sewer issue and the 2014 Water and Sewer issue of $658,570. Both reserve accounts are fully funded. 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 debt, it is a long-term obligation of the City. This obligation represents the City of Amarillo's portion of the CRMWA's debt that was issued to provide the municipal water supply. This debt is paid for out of the Water and Sewer Fund. During 2005, the City participated in two CRMWA debt issues: the 2005 revenue/refunding bonds and the 2005 revenue bonds, which were later refunded in 2012. 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. ln 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. ln 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. ln 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 2010, CRMWA refunded two 1999 issues with the following issues: the Bureau of Reclamation Prepayment Project ($10,520,000) and the Conjunctive Use Groundwater Supply Project revenue refunding bonds ($5,235,000). The City's share of these bonds is $4,889,3B0 and $3,420,130 respectively. During 201 1, CRMWA issued bonds in the amount of $81,630,000. The City's share of these bonds is $33,536,053. During 2012, CRMWA refunded the 2005 Revenue bonds by issuing the 2012 Refunding bonds in the total amount of $28,535,000. The City's share of these bonds is $18,415,688. During 2009, the City issued $16,140,000 in Combination Ïax and Revenue Certificates of Obligation, Series 2009A, with maturity through 2020 and an average interest coupon of 4.69%. The proceeds of this issue are to help fund the Airport terminal project. ïhe City implemented a Passenger Facility Charge for the repayment of this bond issue. During 2012, the City issued Certificates of Obligation 2012A and 2O'l2B.The 2012A issue is funded by the Drainage Utility Fund and was issued in the amount of $6.3 million with a true interest cost of 1.76% including maturities through 2032. These proceeds have been used to fund drainage utility projects, with the majoriÇ of the proceeds funding the Farmers Avenue project. During 2014, the City issued Drainage Utility System Revenue Bonds, Series 2014 in the amount of $6.08 million with a true interest cost of 3.23% including maturities through 2034. These proceeds have been used to fund drainage utility projects, with the majority of the proceeds funding the T-Anchor Excavation project.

The2O12B issue is funded by the Municipal Garage Fund with an issue amount of $2.79 million, a true interest cost of 0.686% and maturities through 2018. The proceeds from this issue have been used to fund large fleet purchases and the maturity of the issue hasbeenshortenedtomirrorthelifeofthecapital purchases. TheïaxNote,Series20l4isfundedbytheMunicipal GarageFund

534

CITY OF AMARILLO

DEBT SERVICE with an issue amount of $2.65 million, a true ¡nterest cost of 0.916% and maturities through 2019. The proceeds from this issue have been used to fund large fleet purchases and the maturity of the issue has been shortened to mirror the life of the capital purchases.

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 , 2014 through 2037, the City has a total of $1 97,890,283 in principal to retire and $48,859,830 in interest to pay.

Future Bond Sales and lmpact on Operating Budget The Gig has entered into a development agreement, which has been assigned to the Amarillo Local Government Corporation. The Corporation's charge is to work with a developer on three downtown initiatives: a convention hotel, a parking garage and a multipurpose event venue that will also serve as a minor league ballpark. The City will own all of the facilities. We anticipate that the City will need to issue about $37 million in hotel'tax revenue and certificate of obligation bonds in the next two years to finance the parking garage and multipurpose event venue. All three of the projects will be outsourced in a lease agreement with the developer. 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. Gurrently, 3.5% o1 the 7% hotel tax revenues are used to offset the operating loss at the Civic Center Complex, which includes the Globe News Center. Also, approximately 3% of the hotel tax is allocated to the Chamber of Commerce's Convention and Visitor Council 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 lmprovement 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 lmprovement Fund. The City anticipates using $550,000 from both the City portion and $550,000 from the Convention and Msitor Council's portion to fund the annual debt service.

To free up additional hotel tax revenues, we increased Civic Center Complex rents in both the 201112012 and the 201212013 budgets. We have also added an add-on fee to ticketed events at the Civic Center Complex. Since most events were under contract in2O12l2O13, we will not see the full impact of these increases unlil 201312014 and future years. Once the parking garage is built, we anticipate parking garage revenue to offset the amount of hotel tax revenue used for 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 Visitor Council's 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 fully make up for the shortfall to the Chamber.

* Note

- The amount reported as total debt service, $29,335,969, includes $3,926,288 in Canadian River Municipal Water Authority

debt interest payments and $11,710 in fìscal agent fees. ln the Summary of Revenue and Expenditures, pages 4 and 5, these amounts are included as Water and Sewer Fund operating expenses.

535

CITY OF AI,,IARILLO TOTAL INTEREST AND REDEiIPTION FUND STATEilET{T OF TOTAL DEET SERVICE AT (NOBER

I, 2014 EXPENDITURES

BONDED INDEBTEDNESS 80r¡D rssuEs

Date of

Issuc Property Tâx SupportÊd Debt General 0bliqation Bonds

0ri ginaì Issuê

Pri ncipal

0utstanding

fntcrest

Total

LO/OU14

09/01/09 4,E25,000 3,430,000 370,000 135,663

505 ,663

Combination Tax and Revenue Certificates of obligatìon:

Series 2007 Series 2010 - Grand street 8r'idge

9/25/2007

24, 575 ,000

19, s30 ,000

1,110,000

990 ,213

2 , 100,213

4/LS/20t0

1, 392 ,000

1,171,000

61,000

37,419

98,419

24,13r,000 t,541,000 r,163,294

2,7tt,794

54,613

7, 500

Paying Agency Fees Total Property Tax Supported Dcbt Dêbt Serviced by Special AsscssÉnts and other Rev.nue Sourcês Combination Tax and Revenue Certificates of obligation: 12/20/01 Series 2001 - Creenways PID LL/26/2003 Series 2OO3 - Greenways PID 5/24/2006 Series 2006 - Colonies PID 7/77/2008 Series 20064 - Greenways PID 7/17/2008 Series 2OO8B - Coìonies PID

2/i/20r1 2/3/2017 4/3O/20L4

Series 20114 - Colf Series 20118 - TIRZ #1 Series 201-4 - Greenways and Colongies PID

600 ,000

10s,000

50,000

620 ,000

345,000

30,000

s8s ,000

404 ,283

27,33t

600,000

470,000

25 ,000

1,500,000

r.,17s,000

65,000

4,673 72,765 18,613 19,581 46,674

3, 750 ,000

3 ,490,000

90,000

160 ,100

2s0,100

2 ,210 ,000

1,995,000

7s,000

9E ,138

173 ,138

2 ,260 ,000

2 , 260,000

65,000

89,021

t 54,021

449,504

t69,335

t,462,750

44, 581 111,614

L2 s00

Payjng Agency Fees Total Debt Serviced by Special Assessmnts and Other Revenue

Hate¡ ånd Sêrer Supported Debt h/ater & Sewer 2005 Water & Sewer 2006 ¡rater & Sewer 20064 Combination Tax & Revenue Certificates of 0bligatìon, Combination Tax & Revenue Certificates of obligatjon, Combination Tax & Revenue Certificates of obligatìon, Water & Sewer Revenue 8onds, Serjes 2011 General obljgation Refunding Bonds, Series 2011 Water & Sewer 2013 Water & Sewer 2014 Total Local Water & Seïer Debt

42,765 45 ,944

10,244,263 127,33t

08/07/0s

13 ,650 ,000

6,440,000

1,170,000

t2/07/06 L2/t9/06

9,120,000

8, s00,000

330,000

9 , 370,000

9 ,370,000

02/27 /09

38 ,88s ,000 47 ,400,000

30,86s,000 39,580,000

2 ,010,000

tL/24/09

1,95 5 ,000

292,750 349,725 401,531 62L,349 744,3L6

02/04/LO

15 , 385 ,000

905,000

905 ,000

08/3O/LL

1E,075,000 16,300,000

14, 240 ,000

625,000

500 ,338

1,125,338

08/30/tL 0t/22/14

5 , 605 ,000

LLs,475

5E0,475

125 ,000

3,t73

rzg,t73

07/22/14

8,49s,000

4,61s,000 1,180,000 8,020,000

46s,000

r-, 310 ,000

ç5 000

1?1 -476

476,476

13E,195,000 7,940,000 3, r50, 133

1r,090,133

other liate¡ & Sewer Long Term Debt Canadian River Iilunicipal tJater Authority (CRItltiÁ) 2005 Contract Revenue Refunding Eonds 2006 Contract Revenue Bonds 2009 Contract Revenue Eonds 2010 Conjunctive Use 2010 Eurec 2011 Eonds Contract Revenue Bonds 2012 Refunding Bonds

18 ,462 , E23

8 ,865 , 553

1,62s,676

426,030

20,359 ,745

14,7SO,703

894,045

737,535

I,573 ,062

7 ,O82,779

345,786

304,620

3 ,420 ,130

1, 845 , 629

295,083

61,363

4, 889 ,380

2 , 510, s32

494,0L1

80 ,452

33, s36,0s3

30,329,525

L,278,708

1,,434,639

1E ,41-5 ,688

17 ,9L8,752

303,32s

881,449

63,303,473 s,236,636 3,926,266

lotal CR¡ÍHA Debt Paying Agency Fees

Âirport Bonds

9/3/2009

16,140,000

Total Airport Expenditures Drainage Bonds Combination Tax & Revenue Certificates of 0b1.igation, Draìnage lJtility System Revenue Bonds, Series 2014 Total Drainage Expenditures

2,63L,349 2 ,699, 316

* * * * * ù * *

22L,498,473 13, 176-6t6 7 -076.421

Total llate¡ and Sewer Expenditures

Series 20094

679,725 401,531

9,755,000 1, 440.000 9,755,000 1,440,000

L2/L2/2072

6 , 260 ,000

5 ,405 ,000

420,000

4/t/2Or4

6,080,000

200.000

rt.4E5.000

620,000

Garage Bonds Combination Tax & Revenue Certìficates of obligation,

L2/t2/20L2

Tax Notes, Series 2014

7/7s/2OL4

536

356,446 574,463

2,7t3,347

I,L84,7/4 9,162,924

lL,7r0 20,264,767

1,873 ,650

1,873,650

515,350 438,498

24,487 *

484,487

27388

457, 388

890.000

51.875

941,875

281, 193, 756 16,094,967 9, 508, 592.

27 ,635,269

4,080,000

Total City of Amrillo Debt Service * lncluded in operating budget

95 ,350 +

238.498 33:l.t¡18

650,606

460,000 430,000

2,790,000 1,870,000 2,650,000 2,210,000

Total llunicipal Garage Expenditures

433.650

433,650

2 ,051,708 1,631,580

CITY OF AMARILLO COMPUTATION OF LEGAL DEBT MARGIN

October 1,2014

$13,153,158,695 $1 ,315,315,870

Assessed Value - 20'14 Tax Roll Debt Limit -100/o of Assessed Roll Amount of Debt Applicable to Debt Limit: Total Bonded Debt Less: Assets in Debt Service Fund (as of09/30/2013) Less: Waterworks Revenue Bonds Less: Drainage Revenue Bonds

197,890,283 (533,258) (47,750,000) (6,080,000)

8143,527,025

Total Amount of Debt Applicable to Debt Limit

$1 ,171 ,788,845

Pro Forma Legal Debt Margin

537

CITY OF AMARILLO DEBT SERVICE

At October 1,2014

Combination Tax and Revenue Certificates of Obligation Series 2001, 2003, 2006, 2008, 20ll and 2014 ACTUAL

ESTIMATED

201212013

2013t2014

2014t2015

,018

2,519

RESOURCES:

Balance l0/01/L3

ADD RECEIPTS: 0

lnterest Earnings Revenue

Transfers

731,347

736,097

889,335

Total Receipts

731,348

736,098

889,335

Total Resources & Receipts

731,366

737,116

891,854

Principal Maturities

339,860

346,067

427,331

lnterest Maturities

388,038

380,080

449,504

2,450

8,450

12,500

730,348

734,597

889,335

't,018

2,519

DEDUCT EXPENDITURES:

Paying Agency Fees Other

Total Expenditures Reserve for Future Maturities

538

CITY OF AIi'IARILLO DEBT SERVICE

At October l, 2014 Tax Supported Debt Interest and Redemptior ACTUAL

ESTIMATED

2012t2013

201312014

20't4t2015

368,920

533,258

693,395

RESOURCES:

Balance 10/01/13 ADD RECEIPTS:

100

2,875,654

2,872,406

2,804,794

1,500

Total Receipts

2,877,248

2,873,978

2,804,894

Total Resources & Receipts

3,246, r 68

3,407,236

3,498,289

Principal Maturities

1,424,000

1,485,000

1,541,000

lnterest Maturities

,285,1 30

1,225,026

1,163,294

3,780

3,815

7,500

2,712,g'to

2,7',t3,84',1

2,711,794

533,258

693,395

786,495

lnterest Earnings Ad Valorem Tax Collections

Other

DEDUCT EXPENDITURES

Paying Agency Fees

Total Expenditures Reserve for Future Maturities

Estimated Tax Rate: Debt Service Rate Per $100 Va]ue Avai'l abl e funds ca] cul ati on : Cash & Investments

537 ,020

(Appreciation)Depreciation in Investments Assets to be converted to Cash Less: Lìab'i'lies & Encumberances Less: Certificates of obl'igation funds

16,930 (L9,674>

(1,018) 533,258

Balance IÙ/OL/L3

539

CITY OF AMARILLO

INTEREST AND REDEMPTION FUND. GENERAL OBLIGATION DEBT

STATEMENT OF BONDED INDEBTEDNESS AT OCTOBER 1,201¡t ANO EXPENDITURES BY ISSUES 20I415

EXPENDITURES 201¡lrl5

BOND INDEBTEDNESS

Date of

Maturities

lnler€sl

lssue

Outslanding

Rate

Original Oulstanding

lssue

Principal lnter€st

Total

10101114

BOND ISSUES

General Obl¡galion Bonds

09/03/09

4,825,000 3 00,

4,825,000 3,430,000 370,000 135,663

505,ô63

2.O0,4 472 4.865, 4.00

500,325 350,350 375,400

' Combination Tax and R€v€nuE C€rtilicates

2001

12l2OlO1

600,000 4 45

600,000

'105,000

50,000

4,673

54,673

'Series 2003

1112612009

620,000 3 7

620,000

345,000

30,000

12,7õ5

42,765

" S€riEs 2006

512412006

585,000 4.75

585,000

404,283

27,331

18,613

45,944

"' Series 2007

9l25l2OO7

24,575,000

19,530,000

'1,1 10,000

990,213

2j00,213

'Series 20084

7l17l2oog

600,000 4 28

600,000

470,000

25,000

19,581

44,581

" Serios 20088

7l17l2oog

1,500,000 4.0E

1,500,000

1,175,000

65,000

46,614

111,614

"'Seri€s 2010

4l15l2o'lo

1,392,000 5 81

1,392,000

1,'171,000

61,000

37,419

9E,419

**'* Series 2011A

21312011

1,392,000 350,375

3,750,000

3,490,000

90,000

160,100

250,1 00

2,210,000 't,995.000 75,000

98,13E

173,138

2,260,000 2,260,000 6s,000

89,02',1

154,021

ofObligation, Series

24,575,000

40,50,525

400,425 500,525

""'Series 20'l1B

2t3t2011

1,392,000 3.s0, 3 75 4 00,4 25

600 x Series 2014

4t30t2014

2,260,000 2 00,3 00,

225,3.125 3 25, 3 375

35,3625 20,000

Pay¡ng Agency Fees

1,966,331 1,612,79ø

Total Expenditures

. The Comb¡nation Td and Revenue Cert¡ficates of Obl¡gãtion, Series 2001 , 2003 & 20084 Bonds are funded by a Special A$essment to lh€ Greenways Public lmprcvemenl D¡strict

.' Ths Combinal¡on Tax and R€venue Certilicates of Obl¡gation, Series 2006 & 20088 Bonds ar€ funded by a Special Assessmênt to the Colonies Publ¡c lmprovemenl D¡slrict

... TheCombinat¡onTdandRevenueCerlificatesofObligalion,Series200T&20l0BondsarefundedbyPropertyTaxes '... TheCombinat¡onTaxandRev€nueCertif¡ælesofobligalion,Series20llABondsarefundedbyGollRevenue .'..' The Comb¡nal¡on Tax and Rovenue Certif¡cates of Obligation, Series 201 I B Bonds arê lunded by TlRz #1 x The Combinal¡on Tax and Revenue Cert¡fcates of Obligation, Series 2001 , 2003 & 20064 Bonds ar€ funded by a Special Assessment to th€ colonies and the Greenwãys Publ¡c lmprovement D¡slrict

540

3,601,129

CITYOFAMARILLO SCHEDULE OF MATURITIES INTEREST AND REDEMPTION FUND - GENERAL OBLIGATION BONDS

October 1,2014 Outstanding Beginning

Year ¡nterest

Total

Fiscal

of Year

Principal

2014t15 20't5t16

3,430,000 3,060,000 2,670,000 2,265,000 1,845,000 '1,405,000 950,000 485,000

370,000 390,000 405,000 420,000 440,000 455,000 465,000 485,000

135,663 1 17,663 102,063 81,813 68,163 36,838 19,400

505,663 507,663 507,063 50't ,813 508,1 63 507,763 501,838 504,400

3,430,000

614,363

4,044,363

2016t',t7

2017t18 2018t19 2019t20 2020t21 2021t22

TOTALS

541

52,763

CITY OFAMARILLO

SCHEDULE OF MATURITIES INTEREST AND REDEMPTION FUND

Outstanding Beginning Fiscal

Year

PrinciPal

lnterest

Total

Combination Tax and Revenue Certificates of Obligation, Series 2001 October'1,2014 2014115

2015t16

50,000 55,000 105,000

105,000 55,000

TOTALS

4,673 2,448

54,673 57,448

,120

112,120

Combination Tax and Revenue Gertificates of Obligation, Series 2003 October 1,2014 20141't5

20't5t16 2016t17 2017118

20't8t19 2019t20 2020121

2021t22 2022t23

345,000 315,000 280,000 245,000 210,000 170,000 130,000 90,000 45,000

30,000

12,765

42,765

35,000 35,000

11,655 10,360 9,065

3,330 1,665

46,655 45,360 44,065 47,770 46,290 44,810 48,330 46,665

67,710

412,710

35,000 40,000 40,000 40,000 45,000 45,000 345,000

TOTALS

7,770 6,290

4,8't0

Combination Tax and Revenue Certificates of Obligation, Series 2006 October 1,2014 20't4115

2015t16 2016t17 2017118

2018t19 2019t20 2020t2'l 2021t22 2022123

2023t24 2024t25 2025t26

27,331 28,659

404,283 376,952 348,293 318,242

30,05'l 31,509 33,037 34,643 36,325 38,088 39,936

286,733 253,696 219,053 182,728 144,640 104,704

18,613 17,287 15,895

14,436 12,910 11,303 9,621 7,857 6,008

4,070

45,944 45,946 45,946 45,945 45,947 45,946 45,946 45,945

45,944

62,829

41,875 43,909

18,920

2,037 225

45,945 45,946 19,145

404,283

120,262

524,545

TOTALS

542

CITY OF AIIIARILLO

SCHEDULE OF MATURITIES INTEREST AND REDEMPTION FUND

Fiscal

Outstanding Beginning of Year

Principal

lnterest

Total

Combination Tax and Revenue Certificates of Obligat¡on, Series 2007 October 1,2014 2014t15 20't5t16 2016t',t7

2017t18 20't8t19 2019120 2020t21 202',1122

2022t23 2023t24 2024t25 2025t26 2026t27

19,530,000 18,420,000 17,265,000 16,050,000

't4,785,000 13,460,000 12,065,000 10,595,000 9,050,000

7,420,000 5,705,000 3,900,000 2,000,000

TOTALS

1 ,1 1

0,000

1 ,1 55,000

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

990,2'13 945,813 888,063 839,463

776,213

2j00,213 2,100,813 2,103,063

2,104,463 2,101,213

706,650 633,413 556,238

2,101 ,650 2,',t03,413

475,125

2,105,',125

389,550 299,513

2,104,513

2,101,238 2,'104,550

204,750

2J04,750

2,000,000

105,000

2,105,000

19,530,000

7,810,000

27,340,000

Combination Tax and Revenue Certificates of Obligation, Series 20084 October 1, 2014 2014t15 2015t'16 2016t17

470,000 445,000

2026t27

420,000 395,000 365,000 335,000 305,000 270,000 235,000 200,000 165,000 125,000 85,000

2027t28

45,000

2017t18 2018119 2019120 202012'l 2021t22

2022t23 2023t24 2024t25 2025t26

19,581 18,51 1

43,5'11

17,441

42,44'l

30 000 30 000 30 000 35 000 35,000 35,000 35,000

16,264

46,264

'14,980

44,980 43,696 47,305 45,807 44,309 42,811

40,000 40,000 40,000 45,000 470,000

TOTALS

543

44,581

25,000 2s,000 25 000

13,696 12,305 10,807 9,309 7,811 6,206

4,494 2,782

46,206 44,494 42,782

963

45,963

625,1 50

1 55,1

CITY OF AMAR]LLO

SCHEDULE OF MATURITIES INTEREST AND REDEMPTION FUND

Outstanding Beginning Fiscal

of Year

Principal

lnterest

Total

Combination Tax and Revenue Certiflcates of Obligation, Series 20088 October 1, 2014 2014t15 2015t16 2016t17

20't7t18 2018t19 2019t20 2020121

2021t22

2022t23 2023t24 2024t25 2025126 2026127

2027t28

46,614 43,962 41,208

108,962

38,352 35,394

108,352 1 10,394

32,334 29,'t72

107,334

25,806

109,172 1 10,806

90,000

22,236

't12,236

90,000 95,000

18,564 14,790

100,000 105,000 'l 10,000

10,812 6,630

108,564 109,790 110,8't2 111,630

2,244

112,244

1,175,000

368,1 18

1,543,1'18

0,000 1,045,000 975,000 905,000 830,000 755,000 675,000 590,000 500,000 410,000 315,000 215,000 't 10,000

1 ,1 1

TOTALS

111,614

65,000 6s,000 70,000 70,000 75,000 75,000 80,000 85,000

I ,1 75,000

111,208

Gombination Tax and Revenue Gertificates of Obligation, Series 2010 October 1,2014 61,000 62,000 64,000 65,000 67,000 69,000

37,419 35,470

98,419 97,470

33,489

97,489

27,226

96,226

70,000

25,021

95,02'l

7't3,000

72,OOO

73,000 75,000

22,784 20,483

94,784

641,000 568,000 493,000 416,000 338,000 257,000 174,000 88,000

2014t15 2015t16

1 ,1 71

2016t17 20't7118

1,048,000 984,000 919,000 852,000 783,000

2018t19 2019120 2020121

2021t22 2022123

2023t24 2024t25 2025126 2026t27 2027128

2028t29 2029t30 TOTALS

,000

1,1 10,000

77,000 78,000

96,444

29,367

96,367

50 15,754 't3,293 1 8,1

93,483 93,150

92,754

86,000

8,212 5,560

88,000

2,812

91,293 91,801 91,212 91,560 90,812

,000

337,285

1,508,285

81,000 83,000

1 ,1 71

544

31,444

10,801

CITY OF AMARILLO

SCHEDULE OF MATURITIES INTEREST AND REDEMPTION FUND

Fiscal

Outstanding Beginning of Year

Principal

lnterest

Total

Gombination Tax and Revenue Certificates of Obligation, Series 20114 October 1,2014 2014t15 2015t16

90,000

3,490,000 3,400,000 3,305,000 3,205,000 3,100,000 2,995,000 2,885,000

2021t22 2022t23

2,770,000

95,000 100,000 105,000 105,000 1 10,000 I '15,000 120,000

2,650,000

't25,000

2023124

2,525,000

2024t25 2025t26

2,395,000 2,260,000

2026127

2J20,000

2027128

1,970,000 1,815,000 1,650,000 1,480,000 1,300,000 1 ,1 10,000 910,000 700,000 480,000 245,000

130,000 135,000 140,000 150,000 155,000 165,000 170,000 180,000 190,000 200,000

2016t17

2017t18 2018t19 20'19t20 2020121

2028t29 2029130 2030/31

2031t32 2032t33 2033t34 2034t35 2035/36 2036137

TOTALS

60,1 00

250, I 00

I 56,863

251,863 253,450 254,863

153,450 149,863 46,1 88

251J88

142,425 138,344 133,788 128,888 123,625 1',t7,825 11't,638 104,925

252,425

97,681

252,681

89,875 81,500

251,500

72,750 63,263 53,025

253,344 253,788 253,888

253,625 252,825 251,638

254,925 254,875 252,750 253,263 253,025 252,263 250,975

210,000 220,000

42,263

235,000

19,03'1

245,000

6,431

254,031 251,431

3,490,000

2,324,7',13

5,814,713

30,975

Combination Tax and Revenue Certificates of Obligation, Series 2011B October 1,2014

2015t16

1,995,000 1,920,000

20161'17

't,840,000

2017 t18

2022123

1,760,000 't,675,000 1,590,000 1,500,000 1,405,000 1 ,310,000

2023t24

1 ,2'10,000

2024125

1,105,000 995,000 880,000 755,000 620,000 480,000 330,000 170,000

2014115

2018t19 2019t20 2020t21 2021t22

2025t26 2026t27 2027t28

2028t29 2029130 2030131

2031t32 TOTALS

75 000

98,1 38

80 000 80 000 85 000 85 000 90 000 95,000 95,000 100,000 105,000 I 10,000 115,000 125,000 135,000 140,000 150,000 160,000 170,000

95,425 92,625

1,995,000

1,131 ,638

545

't73,',!38 175,425

172,625

89,738 86,763 83,700 80,344 76,663

174,738 17',t,763 173,700 175,344 17'1 ,663

72763

172,763

68 531

'173,531

63 000 56 250 49 050

173,000 171,250

41 250

176,250 173,000 174,300 175,000

33 000 24,300 15,000 5,1 00

174,050

175.'100

3,126,638

C¡TY OF AMARILLO

SCHEDULE OF MATURITIES INTEREST AND REDEMPTION FUND

Outstanding Beginning of Year

Fiscal

Principal

lnterest

Total

Combination Tax and Revenue Certificates of Obligation, Series 2014 October 1,2014 2014115 2015116 2016117

2017118 2018119

2019t20 2020t21 2021122

2022t23 2023t24 2024t25 2025126 2026t27

2027t28 2028129

2029t30 2030t31 2031132

2032t33 2033t34 TOTALS

65,000 90,000 95,000 95 000 95 000 95 000

2,260,000 2,1 95,000 2,1 05,000

2,010,000 ,915,000 1,820,000 1,725,000 1,62s,000 1,520,000 I ,415,000 1,305,000 1 ,1 95,000 1,080,000 960,000 835,000 710,000 580,000 1

00 000 1 05 000 1

10s,000 1 10,000

110,000 115,000 120,000 125,000 125,000 130,000 140,000 140,000 145,000 155,000

440,000 300,000 155,000

2,260,000

546

89,020 67,619 65,819 63,919 61,069 58,219 55,369 52,369 50,006 46,856 43,556

154,020 157,619 160,819 't58,91 9

't56,069 153,219 155,369 157,369 '155,006 '156,856

36,806 33,206 29,300 25,237 20,850 15,950 10,875 5,619

153,556 155,256 156,806 158,206 154,300 155,237 160,850 155,950 155,875 160,619

871,920

3,'13'1,920

40,256

CITY OF AMARILLO DEBT SERVICE

PROVISION FOR COIdIPENSATED ABSENCES

ACTUAL 2012t2013

ESTIMATED 2013t20',t4

PROPOSED

11,469,065

9,956,271

8,624,012

RESOURCES:

Balance 10101113

2014t2015

ADD RECEIPTS 40 056

81,954

82 000

Operating Transfers

Other

-16,235

0 0

40,056

65,719

82,000

11,509,121

10,021 ,990

8,706,012

Compensated Absences

1,552,850

1,397,979

1,700,700

Total Expenditures

1,552,850

1,397,979

1,700,700

Reserve for Future Compensated Absences

9,956,271

8,624,o',t2

7,005,312

lnterest Earnings

Total Receipts Total Resources & Receipts DEDUCT EXPENDITURES:

Available funds calculation: Cash & lnvestments

9,925,843 (266) 30,694

(Appreciation)Depreciation in lnvestments Assets to be converted to Cash Less: Liabilies & Encumberances Less: Construction in Progress Balances

9,956.271

Balence lOlO'1113

541

CITY OF AMARILLO INTEREST AND REDEMPTION FUNO . WATER REVENUE STATEMENT OF BONDED INDEBTEONESS AT OCTOBER I, 2OI4 EXPENDITURES

BONDED INDEBTEDNESS EOND

of Matultles lssue Outstandlng

ISSUES

Datê

lntersst

Orlginal

Rate

lssue

Outstandlng Princlpal

lntsrost

Total

10101114

08/01/05 04/01/06-19 4 00 - 5 00

13,650,000

6,440,000 1,170,000

292,750

1,462,750

Weter&Sewer2OO6

12101/06 O4lO1lO7-32 4.25-450

9,1 20,000

8,500,000

330,000

349,725

679,725

Water&Sewer2oo6A

12119106 O4lo1l07-27 4.25 - 4.38

9,370,000

401,531

Water & Sewer

2OO5

Comb¡nâtion Tax & Revenue Cêrl¡f¡cates of Obl¡gation, Series 2009 Combinâtion Tax & Revenu€ Cêrtificates of Obl¡gation, Seriês 20098 Combination Tax & Rêvênue C€rt¡f¡cates of Obl¡gation, Series 2009C Water & Sewer Revenue Bonds, Series 201 I

o2t27tog

o5t15t11-28 0.148

- 3.018

38,885,000

30,865,000

2,01 0,000

621,349

2,ô31,349

11t24to9

o5t15t't1-2s 0.02L

- 2.587

47,400,000

39,580,000

1,955,000

744,316

2,699,316

o2t04t'lo

o5/15/12-31 0.00

8,075,000

't 5,385,000

905,000

08/30/1 t

o4to1t2o12-s1 2.00

6,300,000

14,240,OOO

625,000

500,338

1, I 25,338

5,ô05,000

4,ô15,000

4ô5,000

115,475

580,475

1,310,000

1,1 80,000

125,000

3,173

12ø,173

- 4.125

General Obl¡gation Refund¡ng Bonds, Series 20'l I 08/30/1 1

o4to'tt2o12-23

Water & Sewer Revenue Bonds, Series 2013

01t22t14

o4to'112014-33

Water & S€wer Revenue Bonds, Series 2014

o'1t22t14

o41o112014-33

2.00 - 3.125

Total Water & S€wer

8,495,000

8,020,000

355,000

121,476

476,476

168,2.t0,000

138,195,000

7,940,000

3,1 60,133

11,090,133

8,865,553 1,625,678 426,030

2,O51,704

OTHER LONG TERM DEBT

Canadlan River Munic¡pal Water Authority (CRMWA)

Bonds 02115/05-20 Various 08/'15/2005-25 Verious Bonds 02115107-27 Vanous 2006 Contract Rsvenue Bonds 02/15/2011-29 Various 2OO9 Contract Revênuo Bonds 0A1512O11-2O Vanous 2O1O Conjunctive Use 10/01/2010-18 Various 2o1o Burec 08/15/2012-31 Verious 2011 Bonds Contract Revenue Bonds 02/15/2013 - 25 Various 2Ol2 Refund¡ng Bonds

2OO5 Contract

Revenue Refunding

1A,462,823

2OO5 Contract

Revenue

Refunded

20,359,745

14,750,703

894,045

737,535

1,631,580

8,573,062

7,082,779

345,786

304,820

650,606

3,420,130

't,845,629

295,083

61,363

356,446

4,889,380

2,510,532

494,01'1

80,452

574,463

33,536,053

30,329,525

1,278,708

1,434,639

2,713,347

18,4t5,688

17,918,752

303,325

881,449

1,184,774 11,710

Pay¡ng Agency Fees

20,264,767

Total Expenditures

2,495,1't1

CURRENT RESERVE REQUIREMENTS

Total Principal PaYments Not€: Bond Covenants of WateMorks & Sewer Revenue issues require monthly depos¡ts to the Reserve Fund until the fund conta¡ns one yeais average annual debt seru¡ce ($1,836,541). Thls amount has been fully funded The Water and Sêwer 201 3 and 2014 issues require a reserue fund of S658,570 wh¡ch has been fully funded

' lncluded ¡n operat¡ng budget

548

3,176,636

CITY OF ÀT"fARILLO SC¡IEDT'LE OF !ßTI'RIIIES

I¡f,IEREST AIi¡D REDEMPTION E'U¡{D - WATER

2OL4/2032

Outstanéing Beginning

Year

of Ïêar

P!incípal

Interest

Tota1

7,940,000

3,186,396

7L , 126 ,396

20L5 /76

138, 195, 000 130, 255, 000

9,065,000

3,O1'l ,633

20r6 / 1,1

\22 | !90,0O0

I,180,000

2,954,910

/r8

114, 010,000

8, 335, 000

2,9]-9,029

L7,742, 633 11,134,9?0 L7, L54,029

2018 /79

105, 675, 000 97r 175,000

I, 5oo, 0oo

2, 662, 640

LL, L62, 640

9,715,000 8,905,000

2, 495,012 2,309, 006

Lr ,200 | 012

9r 120,000

2,]-r7,4'19

rL ,237 , 47 9

9,330,000 9,140,000

1,895,659

\L,225, 659

7, 659 ,924

L0 ,'7 98 , 924

Fisca]. 201,4 / 15

20:-'7

2079 / 20 2020 /2r

2027/22 2022/23

88,460,000 79,555,000 70, 435, 000

17 ,2r4 , 006

2023 / 24

61, 105, 000

2024/25

51, 965, 000 42,585 | 000

9, 380, 000

r, 423,955

10,803,955

9,635,000

1,, r'12, 428

t0 ,8o'l , 428

32, 950, 000

9, 910, 000

905,806

10,815,806

626,272

9 , 406

aol

1))

6 ,'7 8r , r22

224,'t55

3 , 299 ,'7 55

t42, 47 5

3,302,415

2025 / 26

2026/21

,2r2

2029 / 30

23,040,000 L4t260,000 7,870,0oo

2030 /31

4, 7 95, ooo

8,780,000 6,390,000 3,075,000 3,160,000

203r/32

l, 635, 000

1r 140,000

54,860

t, L94,860

495,000 138,195,000

12,969 30,115,329

50'7 ,969

202'7 /28

2028 /29

4 95, 000

TOTALS

549

!68 ,3rO,329

CITY OF AMARILLO INTEREST AND REDEMPTION FUND. AIRPORT FUND

STATEMENT OF BONDED INDEBTEDNESS AT OCTOBER I, 2OT4

BONDEDINDEBTEDNESS BOND ISSUES

EXPENDITURES

Datê of

Maturlties

lnterest

Original

Outstand¡ng

lssuê

Outstandlng

Rats

lssue

1UO1t14

Combinetion Tåx & Revenue Certifi cates of Obligation,

Prlnclpal lnterest

Total

5.00,3.00, 4.00,4.705,

Series 20094

5.00,4.241,

s.00,5.00, 09/03/09 201'l rhru 2019

4. 783

16,140,000 9,755,000 1,440,000 433,6s0' 1,873,650

Total Principal Payments

* lncluded in operating budget

550

1,¿140,000

CITY OF À}IARILLO SCHEDI'I¡E OF MATT'RITIES

IIITERESII À¡ID REDEMPTION E'UND - AIRPORT 2OL4/2O2O

Outstanding Beginning

Year

Interest

lotal

1,440,000

433, 650

1,873,650

1, 510, 000

362,025

1,,8'72,025

6, 805. 000

1,580, 000

290 , 7'l 5

t,8'70,'775

207't /78

5 ,225 | 000

1, 655, 000

1, 870, 900

2078 /19

3,570,000 1,930r 000

1,740,000

2!5,900 L3t,025

of Year

Principal.

2074/15

9,755,000

20L5 /16

g, 315, ooo

2016/l't

E'iEca].

20L9 /20 TOTALS

1, g3o, ooo g, 755, ooo

551

43,'7 63

I | 8'71,025 r,8'73,'163

L,47'l ,L3g

L1,232 | t38

CITYOF AMARILLO INTEREST AND REDEMPTION FUND . DRAINAGE UTILITY FUND

STATEMENT OF BONDED INDEBTEDNESS AT OCTOBER I, 2OI4 EXPENDITURES

BONDED INDEBTEDNESS BOND ISSUES

Combination Tax & Revenue Cedmcates of Obllgat¡on,

Series 20124 Drainagê Utlllty System Revenue Bonds, Serles

2014

Date of

Maturlties

lnterest

Orig¡nal

Outstand¡ng

lgsug

Outstanding

Rate

lssue

10to1t'14

12t12t12 08t15t2}13-32 1.00% - 2.oo% ô,260,000 5,405,000

Prlncipal lntorest

Total

420,000 95,350'

515,350

o4to1t14 ost15t2114-34 2.00% - 3.75% 6,080,000 6,080,000 200,000 238,498

438,498

Total Principal Payments

* lncluded in operating budget

552

620,000 333,848

953,848

CITY OF ÀÌ'ÍARILLO SCHEDI'LE OF MATURITIES IlìllTEREST À}TD REDEMPTION E'IJND - DR,AINACE UEILITY

2Ot4/2032 OuÈstanding Year

Beginning FiscaL

of Year

Principal

Intêre9t

Tota]-

2074 / 75

11, 485, 000

620, ooo

333,848

953,848

20L5 / 76

10,865, ooo

675,000

27r | 194

946,'794

2016/71 20L1 /18 20]-8 /19 20t9 /20

10, 190, 000

685, 000

9,505,000 9,005,000 9,495, ooo 7,980,000 7,460,000

500, 000 515, 000

262,544 253,144 243,144 230,344

520,000

21'7,394

'73't ,394

535, 000

204,344

'739

730,894

2020 /2t

202L/22 2022/23

510,000

947 ,544 '153 , r44

753,!44 7 45,344

| 344

6,925 ,000

540,000

190,894

2023 /24

6r 385,000

555, 000

t'7't,294

'732,294

2024/25

5,830,000 5,265,000

565,000

163,294

728,294

580,000

L49,044

't29 | 044

2026 / 27

4, 685, 000

600, 000

134 ,394

'134,394

2027 /28

620,000

LL9 ,2 44

2028 /29

4,085,000 3,465,000

635, 000

103, 131

2029 /30

2, g3o, 000

650, 000

86,181

738,131 736,181

2030 /3r

2, 180,000

675,000 700, 000

68,369

7 43,369 't 49 ,394

395,000

49,394 29,694

410, 000

15,375

11,485,000

3,302,g6L

425 ,37 5 L4,78'1 ,86I

2025 / 26

203r /32

1", 505, 000

2032 /33

805, ooo 410,000

2033 /34 TOTALS

s53

39 ,244

424, 694

CITY OF AMARILLO INTEREST AND REDEMPTION FUND - MUNICIPAL GARAGE FUND

STATEMENT OF BONDED INDEBTEDNESS AT OCTOBER I, 2OI4

BONDEDINDEBTEDNESS BOND ISSUES

Combinetion Tax & Revenue Certifi cates of Obligation, Series 20128 Tax Notes, Series 2014

EXPENDITURES

Dato of

Matur¡tios

lntorest

Original

Outstanding

lssus

Outstand¡ng

Rate

lsguo

10t01t14

Prlncipal lnterest

1.00% to

Total

to 2018

L.25%

2,790,000

1,870,000

460,000

24,487 *

484,457

0l/15/14 08/15/2014 to 2019

2.00%

2,650,000

2,210,000

430,000

27,388

457,380

12112112 0811512013

Total Princlpal Payments

'lncluded ln operating budget

554

890,000 51,875

941,875

CITY OF ÃIVIARIIJI¡O SCHEDI'I.E OF MATT'RTTIES

IIITEREST AIi¡D REDEMPTION EIUND - MI,'NICIPAT, GARAGE 2OL4/2OLA

Outstan¿ing Begin¡ring

Year fntelegt

Iota1

,8r3

937, 813

42,138

9 42 , 1,38

FiEcaJ.

of Year

Príncipa]-

2074 / 1,5

4, 080, 000

890,000

4'7

20L5 /16

3, 190, 000

900, 000

20L6/L'7

2 ,290 , 000

910, 000

33, L38

943,138

20t'7 /t8

1,390,000

925, 000

24 | 038

949,038

20t't /L8

455,000

TOTALS

455,000

9,100

464,700

4, 080, 000

L56,225

4,236,225

555

flTV OF

AMARIttO opEfl 3r¡c95. EùotÉss 0Pt0R1ú¡tttEs

556

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 civilservice 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 Council. Each member of the Civil Service Commission serves a three-year alternating term. TheCivilServiceCommissionisoneofthefewregulatorycommissionsoftheCityandisempoweredto adopt rules and regulations for the administration of the City's Civil Service System. lt also serves as a hearing tribunal for all classified employees appealing actions of demotion, suspension, or termination. The Human Resources Department is responsibleforthe administration of the City's salaryand classification system referred to as the Compensation Plan. The Compensation Plan consists of five salary schedules:

(1) General Salary Schedule; (2) Managerial Salary Schedule; (3) Fire Salary Schedule; (4) Police Salary Schedule; (5) Hourly Salary Schedule. The City Council 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 SalarySchedule 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-inrank salary increases which may be adjusted as approved by the City Council from year{o-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 identifytraining and employee developmentopportunities, atalllevels of the municipalworkforce, 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.

557

GITY OF AMARILLO 201412015 RECAPITULATION OF RECOMMENDED PERSONNEL AUTHORITY

Accounting Amarillo Emergency Comm Cntr Animal Management and Welfare Building Safety Central Stores City Manager City Secretary Civic Center Operations Civic Center Promotions Civic Center Sports Civic Center Box Offìce Globe News Center

(Jl

TOTAL POSITIONS

PART-TIME POSITIONS

PERMANENT POSITIONS

GENERAL FUND DEPARTMENTS

2010 2011 2012 2013 2014

2010 2011 2012 2013 2014 4 4

'16

7',|

¿Ò

26 33

0 0 0 o

23 4 2

34 7 6 4 23 4

33 34

70 38 34

67 25 30

67 32

68 38

4 23

3 ?

54 28 4

0 4

I 5

2 23 4 2

5 3

23 4

23 5 2

2010 2011 2012 2013 20'14

7 6

4 23

o 4 23

12 2

12 3

56 27

57 27

58 28

C¡vilian Personnel

Custodial Operations Director of Finance Emergency Management & Comm. Emerg. Mgmt Services Support

27 4

52 27

53 27 4

Engineering

Environmental Health Facilit¡es Maintenance

21 '14

't4

tô

247

259

25 247

251

26 259

244

24 244

Fire Fire Marshal Fire Givilian Personnel

25 251

Golf Health Plan Administration

30 4

Jud¡cial Legal L¡brary Mayor and Council Municipal Court Municipal Office Services Parks and Recreation Payroll

Personnel and Risk Management Planning Pol¡ce

Purchasing Solid Waste Collection Solid Waste Disposal Street Traffic Adm¡n¡strat¡on Traffic Field Operations Transit Vital Statist¡cs

Total General Fund

259

'11

2 26

0 20

9 78

26 2 96

23 0 94

23 0 97

25 0

257

264

268

267

268

3 o

'10

2 0

'12

7 358

2 0

365

323

335

345

358

365

110

110 37

110 35

99 46 22 65

101

46 22 1

323

335

345

'105

108

108 31

2 o

107

2 o

3.1

2 o

30 89

JÞ

108 33 96

108

110 37 108

22 59

22 62

1,ß4

1,507 1,513 1,547 1,580

334 323 330 326

310

37 99

46 22 66

1,798 1,830 1,843 1,873 1,890

CITY OF AMARILLO 201412015 RECAPITULATION OF RECOMMENDED PERSONNEL AUTHORITY

Environmental Laboratory Hollywood Road Wastewater Trtmnt River Road Reclamation

20 24 24 28 34 58

Utilities Off¡ce

Wastewater Collection Water Distr¡but¡on Water Production Water Transmission Water Treatment

(Jl (Jl

2010 2011 20'12 2013 2014

Director of Utilit¡es

20 20 25

25 30 34 58

TOTAL POSITIONS

PART.TIME POSITIONS

PERMANENT POSITIONS

WATER & SEWER UTILITIES

2010 2011 2012 2013 2014

2010

20 25 25

0 2 2

38 59

0 0

25 25 30 36 59

2 2

26 26 29 34 58 7

20't1 20't2 20'13

2014

27 27

36 59

I I

38 59

27 27 32 38 63 9

20 20 27

u I

256

260

264

268

257

263

267

271

275

Drainage Utility

lnformation Technology

122

Mun¡cipal Garage

C¡ty Care Clin¡c

Spec¡al Revenue

109

107

103

104

106

5ô

1',t4

112

108

110

112

1,971

2,020

2,042

2,090

2,131

330

2,32',1

2,360

2,389

2,436

2,ß1

7 29

Total Water & Sewer Utility

250

Airport

TOTAL

350 3¡[0 347 346

CITY OF AMARILLO EMPLOYEES BY FUNCTION . FISCAL YEAR 201412015 900

846

752

800 700 600 500

400 300

221 226 't70

200

106

100 36 10

General

Government

Staff Agencies

Gulture & Recreation

Public Safety Public Works Special Revenue

r Full-Time

r Part-Time

2,131

330

The Public Safety and Health functional group, which includes both the Police and Fire Departments, continues to employ the largest number of employees at 846 fulltime positions and 12 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 al 752 full-time and 62 seasonal

employees. The Culture and Recreation Departments consist of 221 full-time and 226 parttime employees.

560

CITY OF AMAR]LLO

C]TY EMPLOYEES BY FUNCTIONAL GROUP FOR FISCAL YEAR 2014/2015

GENERAL GOVERNMENT Mayor and Council City Manager City Secretary Judicial Municipal Court

VitalStatistics Total

FULL TIME

PART TIME 5

4 3 23

STAFF AGENCIES Director of Finance Accounting nformation Technology I

4 15

I I

Human Résources/Risk Management

Benefits

Communications Facilities Maintenance Central Stores

Total

54 7 7

6 1 70

2 14

Library Parks and Recreation

Golf

Total

36 58 97 30 221

Police Police Civilian Personnel Animal Management & Welfare Fire Fire Marshal Fire Civilian Personnel

365 54 38 259

Building Safety Emergency Management Environmental Health Amarillo Emergency Communications Cntr

2 13

68 846

2 12

Street Engineering

96 23

Traffic Administration Traffic Field Operations Airport Transit System Municipal Garage Water & Sewer Drainage Utility Solid Waste Disposal Solid Waste Collection

5 19

Total PUBLIC WORKS & TRAFFIC

CULTURE & RECREATION Civic Center

PART T¡ME

TIME

3 3

Purchasing Legal

Planning City Care Clinic

FULL PUBLIC SAFETY & HEALTH

Total

I 20

SPECIAL REVENUE

171 26

Urban Planning Grants

226

Health Grants

Community Development & Housing Emergency Management Grants Photograph ic Traffic Enforcement

Total TOTAL EMPLOYEES

561

57 66 53

268

24 33

108

2 2

752

4 79 20

2 2 1

3 1

106

2131

330

CITY OF AMARILLO 201412015 GENERAL SALARY SCHEDULE

CLASS DESCRIPTION GROUP C.O3

cLR400

ADM INISTRATIVE ASSISTANT I

TRDO4O

BUILDING ATTENDANT I BUILDING MECHANIC TRAINEE COLLECTIONS CLERK COMMUNITY SERVICE AIDE CUSTODIAN I LABORER MESSENGER PHOTO TECHNICIAN WATCHGUARD WATER METER MECHANIC I WIC TECHNICIAN I

TRDO65

cLRl 35 cLR561 TRDg1O

TRD935

cLR955 TEC770 TRD9OO

TRD333 TEC587 GROUP C.O4

cLR405 TRD59O

PRFI 1O TRD041 TRDO47

TRD235 TRD43O

TEC530 TRD170 TEC585 TRD925 TRD930 TEC590 GROUP C-05

cLR410 TRDOSO

TEC900

cLR075 TEC211

TRD221 TEC771

TRD252 TRD435 TRD431

TRD332 TRD970 TEC950 TRD151 PRFO85 TEC541 TRD331

TRDg55 TRD334 TEC955 GROUP C.O6

cLR41 5 TRD565

cLRo30 1RD222

MINIMUM

MAXIMUM

(hr/mth/yr)

8.s00 1,473

16.373

r7,680

2,838 34,056

ADMINISTRATIVE ASSISTANT II ANIMAL ATTENDANT BAILIFF I BUILDING ATTENDANT II CUSTODIAN II EQUIPMENÏ SERVICER I GREENSKEEPER I LUBRICATION TECHNICIAN METER READER I NUTRITION TECHNICIAN I SERVICER I UTILITY WORKER WIC TECHNICIAN II

8.965 1,554 18,647

't7.250 2,990 35,880

ADMINISTRATIVE ASSISTANT I II 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 WATER METER MECHANIC II ZOO KEEPER I

9.366 1,623

18.048

ADMINISTRATIVE ASSISTANT IV ANIMAL CARE WORKER CASE WORKER CONCRETE FINISHER

562

19,481

9.820 1,702

20,426

3,128 37,540

18.918

3,279 39,349

CITY OF AMARILLO 2014/,2015 GENERAL SALARY SCHEDULE

CLASS DESCRIPTION TRD950 TRD236

TRD24O

EQUIPMENT OPERATOR II EQUIPMENT SERVICER II LIFT STATION MAINTENANCE MECHANIC NUTRITION TECH II PARK PLUMBER I PARK TECHNICIAN II PERMIT TECHNICIAN PLAN REVIEWER I RANGE OFFICER SERVICER II SOLID WASTE SERVICE TECHNICIAN STD/HIV OUTREACH SPECIALIST I TRAFFIC CONTROL TECHNICIAN TRAFFIC GUIDE/PARKING ENFORCEMENT WELDER I

TEC591

WICTECHNICIAN III

TEC956

ZOO KEEPER II

cLR420

ADM INISTRATIVE ASSISTANT V

PRF43O

ATHLETIC SPECIALIST BENEFITS COORDINATOR I BUILDING ATTENDANT III BUS DRIVER BUYER I CUSTODIAN III DRAFTER I GOLF IRRIGATION TECH II HOUSING INSPECTOR HUMAN RESOURCE GENERALIST INSTRUMENT OPERATOR LIBRARY ASSISTANT 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

TRD34,I

TEC586 TRD415 TEC951

TEC400 TRDs18 TRDOSO

TRD234 TEC560 PRF571

TEC220

cLR605

GROUP C.O7

cLR065 TRDO42

TRD530

cLR950 TRD046 TEC960 TRD436 TRD98O PRF25O

TEC213 PRFO34

TRD335 TRDg52 PRFO9O

PRF575

cLR167 TRD964 TRD41 1

TRD954 TRD96O

TRD535 GROUP C.O8

cLR121

cLR130 TRD56O TRD9O5

ïRD043 cLR620 TEC133

ïRD160 cLR535 TRD95.1

cLR085

ACCOUNTS PAYABLE CLERK II ADMINISTRATIVE SUPERVISOR ANIMAL MANAGEMENT OFFICER TRAINEE BUILDING MECHANIC II BUILDING TECHNICIAN II CLINIC AIDE COMPUTER OPERATOR I CSR INTAKE SPECIALIST DISPATCHER EQUIPMENT OPERATOR III EXECUTIVE ADMISTRATIVE ASSISTANT

563

MINIMUM

MAXIMUM

(hr/mth/yr)

(hrlmth/yr)

10.284 1,783 21,391

19.794 3,431

10.770

20.742 3,595 43,143

1,867

22,402

41,172

CITY OF AMARILLO 20'1412015 GENERAL SALARY SCHEDULE

CLASS DESCRIPTION TRDs,I9 TEC121 TRD771

TRD342 TRD171

cLR945 TRD41O

TRD416 TRD150 TRD555

cLR908 TEC932 TEC225 TRD34O

TEC160 GROUP C-09

cLR941

cLR113 MGT27O

TEC943 cLRg51 TRD953 TEC132

cLR096 TRD255 TEC300 TRD22O PRF592 TRD35O

cLRl 66 TEC940 TRD92O

TEC340 TRD233

cLR779 TEC065 TRD351

MGT221

cLR220 TEC222 TRD25O TRD251

TRD965 TEC120 TRD241

GROUP C.1O

cLR120 cLR947 cLR6l 5 TRD592 PRF1 15

cLR602 TRDgO6

M!NIMUM

MAXIMUM

(hrrmth/yr)

(hrlmth/yr)

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 MECHANIC APPRENTICE 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

22.880 3,966 47,590

ACCOUNTING ASSISTANT ADMI NISTRATIVE SPECIALIST I ADMINISTRATIVE TECHNICIAN I ANIMAL MANAGEMENT OFFICER I BAILIFF II BENEFITS COORDINATOR II BUILDING MECHANIC III

r 1.963

24.185

HEATING INSPECTOR I INFORMATION TECHNOLOGY TECHNICIAN JAIL COOK LIFT STATION MAINTENANCE MECHANIC I METER READER II OFFICE ADMINISTRATOR PARK MAINTENANCE MECHANIC II PARK PLUMBER II PRINTER II REHAB INSPECTOR I SECRETARY III-UNCLASSI FIED STORM SEWER TECHNICIAN TRAFFIC CONTROL SPECIALIST UTILITY MAINTENANCE MECHANIC LEADER WIC TECHNICIAN IV

564

2,074

4,192

24,883

50,305

CITY OF AMARILLO 201412015 GENERAL SALARY SCHEDULE

CLASS DESCRIPTION cLR952 PRF351

TEC905 MGT224

rEc212 cLR560 TEC130 TEC588

cLR630 MGT95O PRF52O

MGT245

cLR145 cLR230 MGT34O

MGT222 TRD956 TEC945 MGT33O

TEC162 GROUP C.II

PRFO88 MGTO45

cLR775 TEC901 TRD52O

TEC216

cLR595 TRDg15 TEC920 TEC't50 TEC555 MGTgOO

TRD44O PRFOTO

MGT242

cLR140 cLR090 TRD921

TECg42 TEC918 MGT21O

TRD556 PRF145 TEC543 TEC542 TRD966 TRD33O

MGT345 GROUP C.I2

TRD593 PRF42O

TRD975

MINlMUM

MAXIMUM

(hr/mth/yr)

(hr/mthlyr)

12.576

25.432

BUYER III CHEMIST I COMMUNICATION TECHNICIAN ASSISTANT II DRAINAGE UTILITY FOREPERSON II ENGINEERING AIDE II HOUSING TECHNICIAN INFORMATION TECHNOLOGY ASSISTANT NUTRITION TECHNICIAN III OFFICE MANAGER PARK FOREPERSON I PLANNING DESIGNER ROUTE SUPERVISOR ASSISTANT SENIOR BUYER SERVICE WRITER SEWER FOREPERSON STREET FOREPERSON II UTILITY MAINTENANCE MECHANIC II WATER BACTERIOLOGIST WATER FOREPERSON WIC TECHNICIAN V AIRPORT OPERATIONS COORDI NATOR ASSISTANT PRODUCTION MANAGER CIVILIAN INVESTIGATOR COMMUNICATIONS TECHNICIAN COMMUNITY IMPROVEMENT INSPECTOR DESIGN TECHNICIAN I DISPATCH SUPPORT SPECIALIST ELECTRICIAN I ENGINEERING ASSISTANT I ENVIRONMENTAL COMPLIANCE TECHN ICIAN ENVIRONMENTAL TECHNICIAN EVENTS SUPERVISOR GOLF EQUIPMENT MECHANIC I LEGAL ASSISTANT MAINTENANCE SHOP SUPERVISOR MARKETING ADM INISTRATOR MARKETING COORDINATOR MECHANIC I PROCESS CONTROL TECHN ICIAN PROJECT REPRESENTATIVE PUBLIC WORKS PROJECT COORDINATOR REHAB INSPECTOR II SENIOR BAILIFF SIGNAL TECHNICIAN I TRAFFIC TECHNICIAN II TREATMENT PLANT OPERATOR III UTILITY COORDINATOR WATER/SEWER FOREPERSON I ANIMAL MANAGEMENT OFFICER II AQUATICS SPECIALIST ASSISTANT GOLF COURSE SUPERINTENDENT I

565

2,180

4,408

26,158

52,899

13.188

26.667

2,286

4,622

27,431

55,467

CITYOF AMARILLO 20'1412015 GENERAL SALARY SCHEDULE

CLASS DESCRIPTION TECg15 TECI 1 5 MGT52O

cLRg53 MGT170 PRF352 TEC170 PRF577 TRD922 TEC589 MGT1.17 MGT951

PRF902 TEC520 TRD525 PRF142 MGT241

'tRD232 TECg'r0 PRF560

cLRl 1 I

TRD957 MGT931 MGT43O

GROUP C-13

PRFOSO

MGT251

MGT253 MGTO82 TRDs1 1

PRF354 TEC141

TEC215 TRDs14 TRD06O

TEC930

cLR770 TEC921 PRFO6O PRFSOO

PRF870 PRFOSO PRFO3O

MGT26O

TRD923 PRF583 PRF585 TRDs1O

TEC040 TRD54O MGT54O MGT541 MGT24O

MINIMUM

MAXIMUM

(hr/mth/yr)

(h/mthlyr)

13.885 2,407 28,881

28.088 4,869 58,423

ASSISTANT SOLID WASTE SERVICE COORDINATOR BAS CONTROLS TECHNICIAN BUILDING SAFETY MANAGER BUYER IV CENTRAL STORES MANAGER CHEMIST II GIS TECHNICIAN I LINKAGE TO CARE COORDINATOR MECHANIC II NUTRITION TECHNICIAN IV OPERATIONS MANAGER PARK FOREPERSON II PLANNER I PLANNING TECHNICIAN PLANS EXAMINER RECREATION COORDI NATOFYSPECIALIST ROUTE SUPERVISOR SENIOR WELDER SOLID WASTE TECHNICIAN SUPPORTIVE HOUSING COORDINATOR TEEN COURT/COMMUNITY SERVICE COORDINATOR UTILITY MAINTENANCE MECHANIC III WATER & SEWER SUPERVISOR I ZOO CURATOR 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 FIRE INSPECTOR FI RE INVESTIGATOR/INSPECTOR 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 SIGNAL FOREPERSON SIGNS AND MARKINGS SUPERVISOR SOLID WASTE SERVICE COORDINATOR I

566

CITY OF AMARILLO 201412015 GENERAL SALARY SCHEDULE

CLASS DESCRIPTION cLR665 TRD972 MGT535 TEC320 GROUP C-14

TRD77O PRFg1O

LVN

PRF50O

MGT93O

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

MGTO81

AI RPORT POLICE COMMANDER

PRFO81

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 RYT COMMUNICATION SUPERVISOR

MGTOgO

TRDs94 MGT42O

PRF353 PRF3O2

cLR581 MGT225 MGT32O MGT9O2 PRFO61

PRF871 PRF55O

PRF770

TRD230 PRF586 MGT4I 1

MGT412 MGT4lO PRF4OO

MGT321

TECg19 MGT4OO

MGT6Ol TEC925 MGT22O

TEC550 MGTg1O PRF6OO

GROUP C.I5

PRFO52

TEC927 MGTO46

TEC140 PRF570 TEC923 PRF3O1

TRDO45

TEC335 PRFO31

MGT941

MGT665

MAXIMUM

(hrlmth/yr)

14.s93 2,529 30,353

29.484 5,111

15.289 2,650

30.907 5,357 64,287

TELECOMMUNICATIONS CALLTAKER TRANSFER STATION MAINTENANCE MECHANIC TRANSIT OPERATIONS SUPERVISOR WATER OPERATIONSiCOMPLIANCE TECHNICIAN ACCOUNTANT I AIRPORT FACILITIES SUPERVISOR ANIMAL MANAGEMENT OFFICER III ATHLETIC SUPERVISOR CHEMIST III CIVIL ENGINEER I DISEASE INTERVENTION SPECIALIST DRAINAGE UTILITY SUPERVISOR ELECTRONIC/INSTRUMENTATION SUPER EVENTS MANAGER FACILITIES COORDINATOR I I FIRE INVESTIGATOFYINSPECTOR II FOOD SAFETY SPECIALIST I JAIL MEDICAL OFFICER JAILOR

PRFl 25

MINIMUM

(hrlmth/yr)

567

31,801

6',1,327

CITY OF AMARILLO 201412015 GENERAL SALARY SCHEDULE

CLASS DESCRIPTION

MINIMUM

MAXIMUM

(hr/mth/yr)

ACCOUNTANT II ADMINISTRATIVE SPECIALIST II ANIMAL MANAGEMENT FIELD SUPERVISOR BIOTERRORISM DISP VOL COORD BUDGET ANALYST I BUILDING INSPECTOR II COURT REPORTER EDUCATORYSNS COORDI NATOR ENVIRONMENTAL CHEMIST FOOD SAFETY SPECIALIST II HOUSING PROGRAM COORDINATOR JAIL SHIFT SUPERVISOR LANDFILL SUPERVISOR NEIGHBORHOOD SERVICE ADMINISTRATOR NUTRITIONIST III PLANNER II PROGRAM COORDINATOR PROJECT CONSTRUCTION SUPERVISOR SENIOR COMMUNICATIONS SUPERVISOR

15.986 2,771 33,251

32.310

16.747 2,903 34,834

33.843 5,866 70,393

PRF3O3

BOX OFFICE MANAGER CIVIL ENGINEER II INFORMATION TECHNOLOGY ANALYST INFORMATION TECHNOLOGY SUPPORT ANALYST LIBRARIAN III NUTRITIONIST IV PERSONAL COMPUTER SPECIALIST PRODUCTION MANAGER SENIOR PROJECTS COORDINATOR

PRF128 PRFl 23 TEC135 PRF552 PRF120 PRF122

ACCOUNTANT III BANK CONTROUGENERAL LEDGER ACCOUNTANT COMPUTER PROGMMMER ANALYST I ENVIRONMENTAL HEALTH SPECIALIST I FINANCIAL ACCOUNTANT/GRANTS MANAGER PROPERTY ACCOUNTANT ANALYST

17.538 3,040 36,479

37.590 6,516 78,187

PRFl 30

BUDGET ANALYST COMMUNITY SAFEW INSPECTOR COORDINATOR OF PUBLIC RELATIONS & PROGRAMMING DIETITIAN I FLEET MANAGER INTERNAL AUDITOR SENIOR PLANNER

18.404 3,190 38,280

40.227

ASSISTANT MMRS COORDINATOR ATTORNEY I

19.714 3,417

TEC540 MGT545 PRF582 MGTO43

MGT252 GROUP C.I6

PRF126

cLR080 MGT59O

PRF579 PRFl 30 TRDs12

cLR110 PRF581 PRF35O PRF551

cLR6't0 MGT77O

MGT250 MGTs1O

PRF587 PRFgOl MGT56O MGTO55 MGTO44

GROUP C.17

MGTO41

PRF30O

TEC122 TEC123 PRFO32

PRF588 TECl 37 MGTO4O

GROUP C.18

GROUP C.I9

TRD5OO

PRFO33

ïEC570 MGTOsO

PRFlOO PRF9OO

GROUP C-20

MGT23O PRFO71

SIGNAL OPERATIONS TECHNICIAN SIGNAL SUPERVISOR SNS COORDINATOR TRAINING/QUALITY ASSURANCE SUPERVISOR TRANSFER STATION SUPERVISOR

568

5,600

67,205

6,973 83,672

43.053

7,463

CITYOF AMARILLO 201412015 GENERAL SALARY SCHEDULE

CLASS DESCRIPTION PRFI 35 TRD545 TRDs15 TRDs13 TRDs16 MGT61O

TRD505 MGT775 TEC134 TEC571

PRF553 MGT78O MGT87O

PRF590 TECl 36 PRF572 PRFO4O

TEC124 MGT79O

TEC107 GROUP C-21

PRFO72 PRF3O4

MGT130 PRF58O MGTO6O

PRF576 PRF6O5

TEC125 MGT58O

MINIMUM

MAXIMUM

(hr/mthlyr)

(hrlmth/yr)

CD COORDINATOR CHIEF BUILDING INSPECTOR CHIEF ELECTRICAL INSPECTOR CHIEF PLANS EXAMINER CHIEF PLUMBING INSPECTOR CLAIMS ADMINISTRATOR COMMUNITY IMPROVEMENT CHIEF COMPLIANCE MANAGER COMPUTER PROGRAMMER ANALYST II DIETITIAN II ENVIRONMENTAL HEALTH SPECIALIST II FIELD SERVICES MANAGER FIRE MARSHAL IMM/COMM. DISEASE COORDINATOR PERSONAL COMPUTER SERVICES COORDINATOR REGISTERED NURSE RESOURCE ADM INISTRATOR SENIOR INFORMATION TECHNOLOGY ANALYST SHELTER MANAGER SPECIAL PROJECTS MANAGER

41,005

89,550

ATTORNEY II CIVIL ENGINEER III COMPUTER PROGRAMMING MANAGER COORDINATOR OF PUBLIC HEALTH PREPAREDNESS MMRS COORDINATOR NURSE EPIDEMIOLOGIST NURSE PRACTITIONER SENIOR PROGRAMMER ANALYST PROGRAM MANAGER

21.107 3,659 43,903

47.963 8,314 99,763

569

CITY OF AMARILLO FIRE DEPARTMENT PAY SCHEDULE

Effective 10102114 Assign Glass

\¡

Step I 3,433

Step 2 3,746 3,746

Step 3 4,090 4,090 5,416 5,416

Months Before Raise

521

6,725 6,725

590

7,651 7,651

673

7,510

9j64

9,692

Fire Driver (40 hour week) Fire Driver (56 hour week)

5,215 5,215

5,31't

FtR840 FtR875

Fire Lieutenant (40 hour week) Fire Lieutenant (56 hour week)

5,703 5,703

5,816 5,816

5,925

FtR830 FtR880

Fire Captain (40 hour week) Fire Captain (56 hour week)

6,476 6,476

6,600 6,600

FtR820 FtR885

Fire District Chief (40 hour week) Fire District Chief (56 hour week)

7,365 7,365

7,5"10

8,645

*Monthly assignment pay for a 40 hour week

Pat'

475

FtR850 FtR870

FlR810 Deputy Fire Chief

Step 5 4,868 4,868

Firefighter (40 hour week) Firefighter (56 hour week)

3,433

Step 4 4,463 4,463

FrR860 FtR865

(Jl

Job Title

5,311

s,925

s5 48

CITY OF AMARILLO

POLICE DEPARTMENT PAY SGHEDULE

Effective 10102114 Months Before Raise

Class

(.'l

-¡ H

Step I

Step 3 4,376

Step 4 4,765

Step 5 5,185

POL760 Police Officer

3,826

Step 2 4,015

POL750

Corporal

5,434

5,549

5,646

POL740

Sergeant

6,054

6,174

6,288

POL730

Lieutenant

6,863

6,997

7,129

POL720

Captain

7,752

7,899

8,049

Job Title

s.4 36

Ss 48

CITY OF AMARILLO INCENTIVE/CERTIFICATION PAY PLAN

Monthly Pay Amount

ALL FULL.TIME CITY PERSONNEL Bilingual (102611017)

Sign Langua ge (1 027 I 1 021 ) Journeyman Electrician (1 075) Shift Differential (1 076) Commercial Driver's License (1077') Certified Welder (1 088) Tire lndustry Association Certification (1099) Tire lndustry Association Certified Trainer (1 104) Automotive Society of Engineers (ASE) Certification 1 (1107) Automotive Society of Engineers (ASE) Certification 2 (1108) Automotive Society of Engineers (ASE) Certification 3 (1 109) Automotive Society of Engineers (ASE) Certification 4 (1112) Automotive Society of Engineers (ASE) Master Technician (1113)

$50 $50 $75 $50 $so $1 00 $50 $1 00 $25 $50 $75 $100 $1 50

FIRE AND POLICE DIVISIONS

Monthly Pay Amount

CERTIFICATE PAY:

Fire and Police lntermediate Certificate (1 055/1 004) Advanced Certificate (1 050i1 000) Master Certif icate (1 O52l 1 0O2l

$50 $75 $1 00

EDUCATION PAY: Fire and Police 10 - 19 Hours College Credit (1064/1016)

$15 $25 $35

20 - 29 Hours College Credit (1063/1014) 30+ Hours College Credit (106211012)

60+ Hours College CrediUAssociates Degree (1061/1010) Bachelors Degree (1059/1 008) Masters Degree (1 060/1 006)

OTHER: Fíre EMT-l ntermediate (1 0221 1 01 8) EMT-Paramedic (1 023/1 01 9)

$75 $1 25 $1 50

$1 00

$200

Fire Civilian Fire Emergency Vehicle Technician - Level I (1051 ) Fire Emergency Vehicle Technician - Level ll (1053) Fire Emergency Vehicle Technician - Level lll (1054)

$25 $50 $75

Police Field Training Officer (1024) Crises lntervention (1044)

$50 $50

Políce Cívilian Typist Piece Rate (1132)

$0.60 per minute

572

CITY OF AMARILLO INCENTIVE/CERTIF¡CATION PAY PLAN

F|RE AND POLTCE DIVISIONS (CONT.)

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 ceitificate pay (intermediate, advanced, or master certificate). Correspondingly, a Firefighter or Police Officer can be paid for only one level of education pay (10 hours credit, 20 hours credit, 30 hours credit, Associates Degree, Bachelors Degree, or Masters Degree).

DEVELOPMENT SERVICES DIVISION

Monthly Pay Amount $so

Community Development Lead lnspector (1057)

Building Safety Code Level I (1120) Code Level ll (1125) Code Level lll (1130)

$1 25

$200 $275

PUBLIC WORKS DIVISION

Monthly Pay Amount

Solid Waste Solid Waste C License (1117) Solid Waste B License (1118) Solid Waste A License (1 I 19)

$50 $1 00

$200

Engineering Survey Technician Level I (1071) Survey Technician Level ll (1072) Survey Technician Level lll (1073) Survey Technician Level lV (1074)

$25 $50 $1 00 $200

Traffic $1 00

Traffic Signals I (1095) Traffic Signals ll (1096) Traffic Signs and Markings I (1097) Traffic Signs and Markings ll (1098)

$200 $50 $1 00

Monthly Pay Amount

PARKS DIVISION Certified Grounds Keeper (1080) Licensed lrrigation lnstaller (1 081 ) Chemical lmm. of Animals (Zoo) (1082) Certified Pool & Spa Operator (1083) Certified Playground lnspector (1 084) Arborist Certification Program (1085) Certified Backflow lnspector (1 086) Certified lrrigation License (1 087) Master Gardener Certification (1 089) Aquatic Facility Operator (AFO) (1090)

$30 $30 $75 $75 $1 00 $75 $1 00 $1 00

$7s $75

573

CITY OF AMARILLO INCENTIVE/CERTIFICATION PAY PLAN

Monthly Pay Amount

PARKS DTVISION (CONT.) Certified Park Maintenance School Graduate (1091 ) lnstructor Trainer-Lifeguard lnstructor (1 092) Lifeguard lnstructor (1 093) Certified Chemical Applicator (1 094)

$1 50 $1 00

$so $50

MANAGEMENT & ADMINISTRATION DIVIS¡ON

Amarillo Emergency Gommunication Center

Monthly Pay Amount (1028) $25 Standards lntermediate Texas Commission on Law Enforcement Officers Standards Officers Enforcement $25 Advanced Texas Commission on Law $25 Critical lncidentStress Telecommunicator's Emergency Response Taskforce, Tactical Dispatch (1043) $25 $ZS Amarillo Emergency Communication Center Trainer I $50 Amarillo Emergency Communication Center Trainer ll $75 Amarillo Emergency Communication Center Trainer lll $100 Amarillo Emergency Communication Center Trainer lV $125 Amarillo Emergency Communication Center Trainer V $50 Quality Assurance

Management(1}42) (1121) (1122) (1123) (1124) (1126) (1127)

(1029)

Amarillo Emergency Communication Center Pay shall not exceed $'150 per month per employee.

PUBLIC SERVIGES DIVISION

Monthly Pay Amount $2s

Animal Management and Welfare National Animal Control Association I (1129\ National Animal Control Association ll (1133) National Animal Control Association lll (1 134)

$50 $75 $50 $50

Euthanasia (1 136) Field Training Officer (1138)

Monthly Pay Amount

Transit Commercial Driver's License "P" Endorsement (1131)

$50

FINANCE DIVISION

Monthly Pay Amount

MunicipalGourt

$50 $75

Court Clerk I (1101) Court Clerk ll (1102) Court Clerk lll (1103)

$1 00

514

CITY OF AMARILLO INCENTIVE/CERTIFICATION PAY PLAN

uilLtw DtvtstoN

Monthly Pay Amount

"A" Water (1065) "A" Wastewater (1067) "8" Water (1070) "B" Wastewater (1100) "C" Water (1105) "C" Wastewater (1110) "D" Water (1106) "D" Wastewater (1111) Confined Space Entry (1068) National Environmental Laboratory Accreditation Conference Technical Director (1 069)

$200 $200 $1 00 $1 00

$50 $s0 $25 $25 $1 00 $1 00

Survey Technician Gertification Level I (1071) Level ll (1072) Level lll (1073) Level lV (1074)

Monthly Pay Amount

Collection System Operator Class I (1114) Class ll (1 1 15) Class lll (1 1 r 6)

Monthly Pay Amount

$25 $50 $1 00

$200

$25 $50 $1 00

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.

515

CITY OF AMARILLO 20141201 5 MANAGERIAL SALARY SGHEDULE

MONTHLY

MINIMUM MAXIMUM (hr/mth/yr) (hr/mth/yr)

CLASS DESCRIPTION GROUP A-01

ADMO88 ADMO47

ADM035 ADMO25 ADMO02 ADM551 ADM9OO

ADM125 ADMO15 ADM61O ADMO17

GROUP A-02

ADM041 ADM591 ADM58O

ADM093 ADMO51

ADM171 ADM411 ADM141 ADM231 ADM241 ADM221 ADM531 ADM34O

ADM065 ADM331 ADM321 ADMO55

ADM160 ADMO42 ADMO73

ADM112 ADM150 GROUP A-03

ADM590 ADMO78

ADM560 ADMO31

ADM093 ADMO61

ADM355 ADMO81

ADM581 ADM55O ADM62O ADMO32 ADM9O5

ADM425 ADM541

ADM585 GROUP A-04

ADM121 ADM6O1

ADM131

ADMl 1 5 ADM5lO ADMO40

15.117 2,620

45.340

31,43

94,307

16.865 ASSISTANT CIVIC CENTER 2,923 ASSISTANT DIRECTOR OF ANIMAL 35,079 ASSISTANT DIRECTOR OF PUBLIC ASSISTANT EMERGENCY MANAGEMENT COMMUNCIATIONS MANAGER ASSISTANT EMERGENCY MGM'T COORDINATOR ASSISTANT MANAGER UTILIry 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 CENTRAL STORES SUPERINTENDENT CIVIC CENTER BUSINESS MANAGER DEPUTY BUILDING OFFICIAL DEPUTY COURT CLERK & ASST. ADMINISTRATOR PRINTING MANAGER

50.580 8,767 105,206

ANIMAL CONTROL DIRECTOR ASSISTANT CITY ATTORNEY II / SENIOR PROSECUTOR ASSISTANT COMMUNIry DEVELOPMENT ADMINISTRATOR ASSISTANT DIRECTOR OF LIBRARY SERVICES ASSISTANT EMERGENCY COMMUNICATIONS CENTER MANAGER ASSISTANT FACILITIES MANAGER CHIEF CHEMIST: ENVIRONMENTAL PROGRAMS MANAGER DEPUry DIRECTOR OF AVIATION DIRECTOR OF PUBLIC HEALTH ENVIRONMENTAL HEALTH DIRECTOR HEALTH PLAN ADMINISTRATOR LIBRARIAN IV MPO DIRECTOR PARK DEVELOPMENT MANAGER TRAFFIC FIELD SUPERINTENDENT WIC MANAGER

18.797 3,258 39,098

56.375 9,772 117,260

ASSISTANT CITY AUDITOR ASSISTANT DIRECTOR OF HUMAN RESOURCES ASSISTANT INFORMATION TECHNOLOGY MANAGER ASSOCIATE MUNICIPAL COURT JUDGE BUILDING OFFICIAL CIVIC CENTER MANAGER

20.951

62.839 10,892 I 30,705

AIRPORT OPERATIONS MANAGER ANI MAL WELFARE SPECIALIST

ASSISTANT BUILDING OFFICIAL ASSISTANT CITY SECRETARY COMMUNIry RELATIONS COORDINATOR ENVIRONMENTAL ADMINISTRATOR GOLF COURSE SUPERINTENDENT INFORMATION TECHNOLOGY COORDINATOR MANAGEMENT ANALYST PUBLIC SAFETY SAFETY MANAGER TRAINING COORDINATOR

MANAGER CONTROL HEALTH

576

3,632 43,578

7,859

CITY OF AMARILLO 201412015 MANAGERIAL SALARY SCHEDULE

MONTHLY

MINIMUM MAXIMUM (hr/mth/yr) (hr/mth/yr)

CLASS DESCRIPTION ADM5O2 ADMO95 ADMOSO ADMO6O

ADM111 ADM41O ADM52O

ADM,I40 ADM23O ADM24O ADM22O

ADM530 GROUP A-05

ADM211 ADM4O1

ADM3lO ADMO20 ADMO71 ADMOBO ADM6OO ADMO3O

ADMO45 ADM11O

ADM135 ADM170 ADM54O

ADM345 ADM330 ADM32O

GROUP A-06

ADMlOI ADM2O1 ADM3O1

ADM120 ADM21O

ADMl30 ADM35O

GROUP

A.O7

GROUP A-08

23.365 4,050 48,599

ASSISTANT DIRECTOR OF FINANCE ASSISTANT DIRECTOR OF PUBLIC WORKS ASSISTANT DIRECTOR OF UTILITIES CITY AUDITOR CITY ENGINEER INFORMATION TECHNOLOGY MANAGER SU PERINTENDENT OF ENVIRONMENTAL OPERATIONS

26.056 4,516 54,196

CIry ATTORNEY

ADMSOO

ADMTOO

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

ADMOlO ADMOl1

ASSISTANT CIry MANAGER - FINANCIAL SERVICES ASSISTANT CITY MANAGER - PUBLIC SERVICES

ADMSOO

ADM137

A-10 ADMO12 DEPUW CITY MANAGER

577

70.085 12,',t48

145,777

78.153 13,547

162,558

60,424

87.137 15,104 181,245

32.390 5,614 67,371

97.145 16,839 202,062

35.950 6,231

107.834

74,776

224,295

39.910 6,918 83,013

119.692 20,747 248,959

29.050 5,035

ADMOTO

ADM3OO

GROUP

ASSISTANT CITY ENGINEER ASSISTANT DIRECTOR OF PARKS AND RECREATION CHIEF WATER UTILITIES ENGINEER CITY SECRETARY DEPUTY CITYATTORNEY DIRECTOR OF AVIATION DIRECTOR OF HUMAN RESOURCES DIRECTOR OF LIBRARY SERVICES MANAGER OF EMERGENCY ADMINISTRATION MUNICIPAL COURT JUDGE RISK MANAGEMENT DI RECTOR UTILITY BILLING MANAGER TRAFFIC ENGINEER WASTEWATER TREATMENT SUPERI NTENDENT WATER AND SEWER SYSTEM SUPERINTENDENT WATER PRODUCTION SUPERINTENDENT

ADMOOS ASSISTANT POLICE CHIEF

ADMIOO ADM40O ADM2OO

GROUP A-09

COMMUNITY DEVELOPMENT ADMINISTRATOR EMERGENCY COMMUNICATIONS CENTER MANAGER EMERGENCY MANAGEMENT COORDINATOR FACILITIÊS MANAGER MUNICIPAL COURT CLERK AND ADMINISTRATOR PARK SUPERINTENDENT PLANNING DIRECTOR PURCHASING AGENT SHOP SUPERINTENDENT SOLID WASTE SUPERINTENDENT STREET SUPERINTENDENT TRANSIT MANAGER

18,691

CITY OF AMARILLO 201412015 HOURLY SALARY SCHEDULE HOURLY MAXIMUM MINIMUM

CLASS DESCRIPTION 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

9.072

ASS ISTANT RECREATION COORDINATOR

7.250

9.254

7.250

9.988

HRL551

ASSISTANT . POOL MANAGER ATHLETIC SPECIALIST BUILDING MECHANIC DISTRICT SUPERVISOR TRAFFIC COUNTER WEED INSPECTOR

GROUP H.O4

HRLO25 HRLl 70 HRLg1O

ANIMAL ATTENDANT METER READER TEMPORARY INTERN

7.250

10.596

GROUP H.Os

HRLgO1

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 WIC TECHNICIAN I

7.250

11.036

ANIMAL CONTROL OFFICER BUILDING ATTENDANT

7.250

11.567

GROUP H.O1

HRL26O HRLO4O

HRLO39 HRLOSO HRLO31 HRL4OO

HRL4O3 HRL54O HRL541 HRL4O2

HRL413 HRL41 1

GROUP H.Oz

HRLO65 HRL55O HRL4O5

HRL417 HRL415 HRL414 GROUP H-03

HRL4O6 HRL9O5

HRLlOO HRL41 8

HRL542

HRL9O4 HRLO2O

HRL,I11

HRL113 HRL252 HRL935 HRLO32 HRL53O HRL97O HRLO53 HRL57,I HRLO33

HRL544 HRL9O2

HRL587 GROUP H-06

HRL975 HRLO42

ENVIRONMENTAL H EALTH INVESTIGATOR HEAD LIFEGUARD LESSON COORDINATOR RECREATION LEADER RECREATION SPECIALIST

578

CITY OF AMARILLO 201412015 HOURLY SALARY SCHEDULE

HOURLY

MINIMUM MAXIMUM

CLASS DESCRIPTION HRLO41

HRL875 HRLgl 5 HRL9,11

HRL9O3

HRL590 HRL93O

GROUP H.O7

HRL9O6 HRL96O

HRL926 HRL140 HRL925 GROUP H-08

HRL92O HRL21 1

HRL221 HRLO5,1

HRL94O HRLO38 HRLgO7 HRLOSO

HRL164 HRL4O9

HRL955 GROUP H-09

HRL421 HRL95O

HRL592 HRL4l 9 HRL42O HRL24O

GROUP H-10

HRL941 HRL531 HRL9O9 HRL98O HRLO34

HRL593 GROUP H.11

HRL951 HRL23O HRL21 5 HRL9O8

HRL548 HRL25,I

GROUP H.12

CIVIC CENTER BOX OFFICE CLERK II CONCESSION WORKER CREW LEADER CUSTODIAN I CUSTOMER SERVICE CLERK I NUTRITION TECHNICIAN I UTILITY WORKER ACCOUNT CLERK II DRAFTER I MECHANIC APPRENTICE PURCHASING CLERK SERVICER I

7.400

12.195

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

12.747

8.130

13.365

ADMINISTRATIVE TECHNICIAN BUS DRIVER COMMUNICATIONS TECHNICIAN HOUSING INSPECTOR LIBRARY ASSISTANT NUTRITION TECH III

8.5r0

13.983

EQUIPMENT OPERATOR III MECHANIC PROJECT REPRES ENTATIVE SECRETARY III SIGNAL TECHNICIAN TRANSFER TRUCK DRIVER

8.920

14.656

9.370

15.406

ASSISTANT AQUATICiELLIS EQUIPMENT OPERATOR II NUTRITION TECHNICIAN II PLUMBER PROGRAM COORDINATOR WELDER I

NSTRUCTOR

HRL25O TRANSFER STATION OPERATOR

579

CITY OF AMARILLO 201412015 HOURLY SALARY SCHEDULE

HOURLY

MINTMUM MAXIMUM

CLASS DESCRIPTION NUTRITIONIST I OFFICIALS S PECIALIST ATHLETICS PERSONAL COMPUTER TECHNICIAN RANGE OFFICER SCHOOL CROSSING GUARD SUPERVISOR

9.910

16.266

COLLECTIONS CLERK ELECTRICIAN I ENVIRONMENTAL TECHNICIAN EQUIPMENT MECHANIC I HAZMAT OUTREACH COORDINATOR LIBRARIAN I LVN NUTRITIONIST II

10.420

17.112

COMPUTER PROGRAMMER I EMERGENCY COMMUNICATIONS SPECIALIST INSPECTOR

I1.500

18.893

12.080

19.866

HRLSOO

BUDGET ANALYST DISEASE INTERVENTION SPECIALIST II HEALTH PROMOTION SPECIALIST MANAGEMENT ANALYST

GROUP H-17

HRLI 1O HRL582 HRL870

COURT REPORTER NUTRITIONIST IV PUBLIC FIRE SAFETY SPECIALIST

13.240

21.775

GROUP H-18

HRL120

BAILIFF INFORMATION TECHNOLOGY TECHNICIAN OFFICE MANAGER

13.900

22.856

ADMINISTRATIVE HEARING OFFICER CIVILIAN IDENTIFICATION TECHNICIAN DIETITIAN DISTRICT ATTORNEY LIAISON OFFICER ENGINEER FIRE INSPECTOR FLEET MANAGER MANAGEMENT INTERN MUNICIPAL COURT JUDGE NURSE PRACTITIONER PHYSICIAN REGISTERED NURSE SAFETY TRAINER

14.600

59.717

GROUP H.13

HRL585 HRLTOO

HRL138 HRL725 HRL545 GROUP H.14

HRL145 HRL916 HRL555 HRL945 HRLO52 HRLO35

HRL575 HRL586 GROUP H.15

HRL,141

HRL770 HRL965 GROUP H.16

HRL52O HRL581 HRL57O

HRL121 HRL99O

GROUP H-Ig

HRL045 HRL775 HRL595 HRL75O HRL83O HRL871

HRL946 HRL85O

HRL1,I5 HRL56O

HRL573 HRL572 HRL61O

580

o8t27tr4

4fu ORDINANCE NO. 7484

AN ORDINANCE OF THE CITY COI.JNC¡L OF THE CITY OF AMARILLO' ADOPTINC THE BUDCET FOR THE FISCAL YEAR OCTOBER I,2OI4, THROUGH SEPTEMBER 30, 2015, FOR THE CITY OF AMARILLO; APPROPRIATINC MONEY FOR THE VARIOUS FI.JNDS AND PURPOSES OF SUCH BUDGET; ESTABLISHTNG AND ADOPTING AN OFFICIAL PERSONNEL PLAN FOR THE CLASSIFIED AND I.JNCLASSIFIED SERVICE AND, ABOLISHING ALL POSITIONS NOT LISTED IN SAID BUDGET; PRESCRIBING THE AMOUNT AND 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 8-3, ARTICLE IV, CERTAIN SOLTD \¡/ASTE FEES; CHAPTER 85 PROVIDING FOR AND AMENDING CERTAIN HEALTH DEPARTMENT FEES; CHAPTER l2-1, CERTAIN SPORT FEES; CHAPTER l2-3 ADDING LIFEGUARD FEE; CHAPTER I8.2, PENALTY FOR ILLEGAL WATER

METER; PROVIDING A SAVINGS AND SEVERABILITY CLAUSE; REPEALING ALL ORDINANCES AND APPROPRTATIONS IN CONFLICT; PROVIDING AN EFFECTIVE DATE.

WHEREAS, a budget for operating the municipal govemment of the City of Amarillo for the fiscal year October l, 2014 through September 30, 2015 (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

\yHEREAS, said budget has been filed with the City Sectetary for more than fifteen (15) days immediately prior to the public hearing heretofore held upon said budget; and

WHEREAS, at the public hearing the frnancial condition, comparative expenditures as filed, and public comments were duly considered;

NOW, THEREFORE, BE IT ORDAINED BY THE CITY COTJNCIL OF THE CITY OF AMARILLO,TEXAS: SECTION l. That the budget as fited with the City Secetary of the City of Ama¡illo for the fiscal year of October I , 2Ol4 through September 30, 201 5 (hereafter, "the fiscal year"), together with

any ammdments 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

581

schedule) of the City of Amuillo 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

be a surplus position and, in order to increase efficiørcy of providing sewice and to reduce expenditures, such position is hereby abolished. The nunrber ofauthorized positions may be increased by subsequent

action ifgrants or other revenue sources become available during the fiscal year to fund such position(s).

provided however, that the new positions added to and reclassifications authorized for the Police

personnel budget shall be activated nnd filled in stages over the course ofFY 14-15 as follows: On

October l,2Ol4, seven (7) additional paholman positions are created and th,ree (3) existing corporal positions are reclassified to sergeant. On May l, 2015, seven (7) existing paüolman positions are reclassified to corporal. Each position created or reclassified is dccrncd to be activated on the date shown and shall be filled in accordance with civil service law.

SECTION 3. That in accordance with the adoption of the annual budget for the City, all organizational Divisions and Departmørts 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 amend€d, in calculating and coltecting fees from requestors for copies ofpublic 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 effrciency, unless there is a clearly documented pattern of a requestor making

serial requests for portions of information in an attonpt to avoid the fee. The City Attorney's office shall pr€pare a standardized letter for Divisions to use for noti$ing requestors of itemized fee estimates of $40.00 ormore (or such oth€r sum as Subchapter F may be amended to provide) and' a letter requiring a

fifty percent (50%) fee deposit on any request involving an estimated fee of $100.00 or more, before staffcommences work on the request.

SECTION 4. That in accordance with the annual personnel budget for the City, effective January 1,2015, the City contribution rate to the Texas Municipal Retirernent Systern will be eleven point twenty-six percent (ll.260/o). Effective January 1,2015, the City conhibution rate to the Amarillo Firemen's Relief and Retirernent Fund will be eighteen point eight-three percent (18.83%). Effective January l, 2015, the City contribution rate towards the City's Other Post Employment Benefits (OPEB)

liabilþ will be two point forty-three percent (2.43o/o). This does not change the amounts contributed by employees each payroll period.

582

SECTION 5. That, in acco¡dance with the annual budget adopted for the Solid lVaste Department of the Public Works Division, Chapter 8-3, Article IV, Division 2, Scction 8-3'92, of the

Amarillo Municipal Code is hereby amended to read as follows: Sec. &$92. Re¡ldentiat collection rnd disposal.

(a) Residential collection and disposal charges shall be set out as follows: TABLE NUMBER ONE

Ì@

Type Description

Monthlv Charge

(l)

One-Family Residence

(2)

Two-Family Residence with I water met€r '.........-...3030 30.80

(3)

Three-Family Residence with I watermeter............45-00 620

(4)

Four-Family Residence with I water meter......'......60S0 -éJ-óQ

(5)

Two-Family Residence, each unit on s€parate water meter, each

(6)

unit

+5+0 15.4f)

One-Family Residence and single aParErient on I watermeter ..............

(7)

....'..'3eS0 30'80

One-Family Residence and single aPartnent on I water meter, each unit

(b)

.................'..$ {+00 15.40

..........,.

..."'.'.......{éi00 15.40

[NoTEXTCHANGE]

SECTION 6. That, in accordance with the annual budget adopted for the Environmental Health Departmen! Amarillo Municipal Code, Chapter 8-5, Aficle IV, Section 8-5-15 be and hereby is amended in part to read as follows:

(a) - (h) [ No TEXT CHANGE]

(i) -(k) [No rEXr CHANGE]

.........."....40.00 (l) Water sample collection **-t*-preeessing (m) [TEXT UNCHANGED] ..{7030 3195.00 (n) Commercial on-site sewage permit '....".'... (o) Residential on-site sewage permit ..............................1égS0 $185-00 O) Inspection of an existing on-site sewage facility........'.....#!S $150.00

if more than one at same address. then $125.00 for sach- after the first.

s83

SECTION 7. That, in accordance with the annual budget adopted for the Parks and Recteation Department, that Chapter l2-1, Article I, Section l2-l-l of the Amarillo Municipal Code is hereby ame¡rded in part to insert into the table a new c¡tegory and fees to read as follows:

Sec. l2-l-1. Athletlc te¡m ¡nd pleyer 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:

lTable Insert)

Softb¡ll: Team

$350.00

Players Fee

$r 5.00

Volleyball: Spring: Team

,s200.00

Players Fee

i$r s.00

Summer: $130.00

Tcam

$15.00

Players Fee

Fall i$130 00

Team

i-sis¡¡

Players Fee

Winter: Team Players Fee

ì$15.00

Grrss Volleyball: rS80.00

Team Players Fee

:$ 1s.00

B¡sketball: $4r5.00

Team Players Fee

sr5.00

#1 Men's Team

,$485.00

Players Fee

t$ 15.00

Track: Per participant

s20.00

Flae Footbsll: Team (8 vs. 8)

$360.00 $ 15.00

Plavers Fee fafter I 5 olavers)

584

SECTION L That, in accordance with the annual budget adopted for the Parks and Recreation Departnent, that Chapter l2-3, Section 12-3-4 of the Amarillo Municipal Code is hereby amended in part to read as follows: Sec. 12-3-4. Swimming pool*þgg

(a)

[NoTEXTCHANGE]

(b)

Miscellaneousfees.

(l)-{2) l3l

[NO TEXT CHANGE]

Public lifezuard class ...'.............$100.00

(3) (!) Swim team weekly rental: ...'.'.....'.$325.00 (4) (Ð All other goods, sewices, activities: rates as approved by the City Manager

(c)-(d)

[NoTEXTCHANGEI

SECTION 9. That, in accordance with the annual budget adopted for the Utility Division, the water rates and charges in Chapter l8-2, Article IlI, Section l8-2-57(b) of the Amrillo Municipal Code

are hereby amended in part to read as follows:

(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:

INSET:

per 1,000 Gallons

Outside City per 1,000 Gallons

Minimum Charge

3,001 -10,000

s 2.27

$ 3.41

10,001-30,000

2.97

4.46

30,001 - 50,000

4.40

6.60

Over 50,000

Quantity (gallons)

Inside City

Resídential: 0

- 3,000

5.00

6J8 7.s0

o -- 3,000

Minimum Charge

Over 3,000

s 2.59

s 3.87

TABLE INSET: Co mmercial / I ndus tr ia I

585

TABLE INSET; Irrìgation (all semìce group$ Minimum chargc

Minimum charge

$ 2.59

$ 3.87

10,001 - 30,000

2.97

4.46

30,001 - 50,000

4.40

6.60

Over 50,000

-4á5 5.00

{Ð8 7.50

- 3,000

3,001

- 10,000

SECTION 10. That, in accordance with the annual budget adopted for the Utility Division, the u/atef, rates and charges in Chapter l8-2, Article III, Section l8-2-59 of the Amarillo Municipal Code are

hereby amended in part to read as follows:

(a) [NoTEXTCHANGE] (b) There shall be charged and collected from the customer the following service charges: Sentíce

Descriplionofservices

Charge

Tum on water .............

.....'.....$25.00

Tum offwater

""""""""""""'25'00

Issuance of door tag for delinquent disconnect .'..'................5.25

Delinquent

disconnect

............25.00

Reconnect

........25.00

I¡ckine out a site from which illegal meter is removed '.....25.00 Damage to a locked meter or

line

.....Greater of $150.00 or actual costs

After hours and weekend service (additional charge) ..............10.00

j oenalW throush reasonable lawfi¡l means.

l. That should any part, portion, section, fee, charge, or expenditure enacted by or containcd within either this ordinance or the budget that it adopts, be decla¡ed inoperative, SECTTON 1

s86

unconstitutional, invalid, or voicl for any reason by a court of competent jurisdiction, then such deeision,

opinion, or judgment shall in no way aftèct the remaining portions, parts, sections, feçs, cha¡ges, or expenditurcs of either this ordiuance or the budget, rvhich remaining provisions shall be and remain in

full force and effcct. SECTION 12. That all or<linances, resolutions, and appropriations for which provisions have ì heretofore bcen made are hereby expressly repealed to the extent ofany conflict with the provisions of this ordinance.

SECTION 13. That the City Manager is authorized to approve transfers between line items in any departrnental budget and to make transfcrs between funds within the budget which will neither decrease a prograln or service ailopted 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.

SECTION 14. That this ordinance shall be eflèctive on and after its adoption; provided, howEver, that the Annual Budget adopted herein, along wíth fees and charges establishecl herein' shall be effèctive on October l, 2014, unless a different effective date is specified for a particular Sectiou

hereof.

INTRODUCED AND PASSED by the City Council of the City of Amarillo, Texas, on First Reading the 9th day of September, 2014; and PASSED on Second and Final Reading the l6th day of

September,20l4.

Paul Harpo

ATTEST;

587

CIIY OF

AMARIttO s88

osns14 4/ØÅ

ORDINANCE NO' 7¡185

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF AMARILLO, TÐGS: APPROVING TAX ROLL; SETT]NG THE TAX RATE AND LEVYING A TAX UPON ALL PROPERTY SUBJECT TO TAXATION W¡THIN THE CITY OF AMARILLO FOR THE TAX YEAR 2014; ESTABLISHING AN EFFECTIVE DATE; REPEALING CONFLICTING ORDINANCES.

$HEREAS, the Chief Appraisers of the Potter and Randall Gountles Tax Appraisal Districts have prepared and certified the appraisal roll for the City of Amarillo,

Texas, said roll being that portion of the appoved appraisal roll from each Tax Appraisal District which lists property taxable by the City of Amarillo wlthin 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 2ô.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, ln a manner designated to come to the attention of all residents of said City and has submitted said rates to the City Council of said City prior to its adoption of this ordinance; and

WHEREAS, the City Council has complied with all applicable posting, hearing, filing, and meeting requirements of the Texas Property Tax Gode pdor to the settlng of the tax rate for 2014; and WHEREAS, a quorum of the City Council is present in a regular meeting open to rhe pubtic; Now THEREFORE, BE lT ORDAINED BY THE CITY COUNCIL OF THE CITY OF AMARILLO, TÐGS: 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.

SECTION 2. That for the year 2014, there is hereby levied on all of the property

located in the City of Amarillo, Texas, on the first day of January, 2014, and not exempted from taxation by the Gonstitution and Statutes of the State of Texas, an ad

valorem tax of $0.02594 for debt expenses plus $0.31915 for maintenance and operation expenses (total of $0.34509), per $100.00 valuation of all such property to prcvide revenue for carrying on the City Govemment and the cunent expensês thereof.

589

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 3.92% PERCENT AND W]LL RAISE TAXES FOR MAINTENANCE AND OPERATIONS ON A $1OO,OOO HOME BY APPROXIMATELY $5.80. 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 2A14-

2015, and any monies collected which are not specifìcally appropriated shall be deposited in the general fund. SECTION 4. All ordinances or parts thereof thât conftict 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 Council of the City of Amariflo, Texas, on First Reading the 9th day of September,2014 upon a voice roll call vote as follows; Mayor Paul Harpole

AYE

Councilmember Place 1 Ellen Robertson Green

AYE

Councilmember Place 2 Brian Eades

AYE

Councilmember Place 3 Lilia Escajeda

AYE

Councilmember Place 4 Jim Simms

AYE

and PASSED on Second and Final Reading the 16th day of September, 2014 upon a voice roll call vote as follows: Mayor Paul Harpole

AYE

Councilmember Place 1 Ellen Robertson Green

AYE

Councilmember Place 2 Brian Eades

AYE

Councilmember Place 3 Lilia Escajeda

AYE

Councilmember Place 4 Jim

AYE

Mayor ATTEST

f\, ;,r-i-.c.,: /.k;l t¡

Frances Hibbs, City Secretary

590

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. ACCRUAL BASIS: A method of accounting in which revenues are recognized in the accounting period in which they are earned, and expenses are recognized in the period in which they are incurred, regardless of when cash is received or paid. APPROPRIATION: An authorization made by the City Commission which permits officials to ¡ncur 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 offìcials to obligate and expend resources. ARBITRAGE: The reinvestment of the proceeds of tax-exempt securities in materially higher -yielding taxable securities. 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.

BALANCED BUDGET: A budget where the total sum of money a government has budgeted to collect in a year is equal to the amount it has budgeted to spend on goods, services and debt. 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 governmental-type 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 long{erm 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 modifìes 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 operat¡on 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 DOGUMENT: The official written statement prepared by the Budget Offìcer 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 (ClP)'

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 of fixed assets which by definition have a useful life of more than one year and a purchase cost of at least $5,000. lncluded 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.

ClTy 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: Operat¡onal expenses related to maintenance agreements, professional or technical services and other outside organizations.

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CITY OF AMARILLO GLOSSARY OF TERMS DEBT SERVICE FUND: The fund used to account for the payment of principal and interest on all long{erm debt. DEFICIT: Excess of expenses over revenues at a speciflc point in time. 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. 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 lnternational Airport. ln 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 fìelds, together with an allocation of water from the Canadian River Municipal Water Authority. DRAINAGE UTILITY FUND: To account for the provision of drainage assessments to residents and commercial enterprises of the City. The Drainage Utility Fund is responsible for the care and maintenance of the drainage ways throughout the City. ESTIMATED REVENUE: The amount of projected revenue to be collected during the fiscal year. EXPENDITURE: Funds spent ¡n 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. FIDUCIARY FUNDS: Funds used to account for assets held by the City in a trustee or agency capacity. FISCAL YEAR: The twelve month period beginning October 1st and ending the following September 30th. FRANCHISE FEE: A fee paid by public service businesses for use of Gity 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 BALANGE: 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. ln Texas, G.O. bonds must be authorized by public referenda. GOVERNMENTAL FUND: Funds generally used to account for tax-supported activities. There are five different types of governmental funds: the general fund, special revenue funds, debt service funds, capital project funds and permanent funds.

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CITY OF AMARILLO GLOSSARY OF TERMS INTERGOVERNMENTAL REVENUE: Conkibutions received from the State and Federal Government. INTERNAL SERVICE FUNDS: lnternal 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 with life and dental insurance for employees, retirees and covered dependents.

INVESTMENT: Securities and real estate purchased and held forthe production of income in theform of interest, dividends, rentals or base payments. 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. MODIFIED ACCRUAL: A basis of accounting in which revenues are recognized in the accounting period in which they become available and measurable and expenditures are recorded in the accounting period that they are incurred, if measurable. 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. lf 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. Theannual operatingbudgetis OPERATINGBUDGET:Plansofcurrentexpendituresandtheproposedmeansoffinancingthem. 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 SERVIGES: 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. PROPRIETARY FUND: A category of funds that have profit and loss aspects. The two types of proprietary funds are enterprise and internal service funds.

REAL PROPERTY: Property classifìed 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.

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CITYOFAMARILLO GLOSSARY OF TERMS REVENUE: Generally refers to income received by the City from taxes, fees, grants, interest on investments and other related sources.

REVENUE BONDS: Legal debt ¡nstruments which finance public projects for such serv¡ces as water or sewer. Revenues from the public project arè pledged to pay principal and interest of the bonds. ln Texas Revenue Bonds may or may not be authorized by public referenda.

SPECIAL REVENUE FUND: A fund used to account for the proceeds of specific revenue sources that are legally reshicted to expenditure for specified purposes, other than debt service or capital projects.

SUPPLIES: Costs of goods consumed by the City in ¡ts operat¡ons. TAX LEW: The total amount to be raised by general property taxes for operating and debt service purposes. TÆ( 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 parÇ benefiting from the service.

594

CITY OF AMARILLO LIST OF ACRONYMS USED

Annex W:

Pantex Response Plan

AG:

Amarillo College

ADA:

Americans with Disabilities Act

AED:

Automatic External Defibrillator

AEDG:

Amarillo Economic Development Corporation

AHFG:

Amarillo Housing Finance Corporation

AIP:

Agreement in Principle

AISD:

Amarillo lndependent School District

APD:

Amarillo Police Department

ARG:

Alcoholic Recovery Center

ASA:

Amateur Soft ball Association

ASTM:

American Society forTesting and Materials

AUTS:

Amarillo Urban Transportation Study

BRG:

Bureau of Radiation Control

CAD:

Computer Aided Dispatch

CAFR:

Comprehensive Annual Financial Report

GDBG:

CommuniÇ Development Block Grant

GHDO:

CommuniÇ Housing Development Organization

GVD:

Cardio Vascular Disease

GPR:

Cardio Pulmonary Resuscitation

GPSG:

Consumer Product Safety Commission

GRMWA:

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

EOG:

Em ergency Operations Center

EPA:

Environmental Protection Agency

FEMA:

Federal Emergency Management Agency

FSS:

Family Self Sufficiency

GAAP:

Generally Accepted Accounting Principles

GASB:

Governmental Accounting Standards Board

GGSAA:

Golf Course Superintendents Association of America

GFOA:

Government Finance Officers Association

GIS:

Geographical nformation Systems

HIV:

Human lmmune Virus

ICPMS:

lnduction Coupled Plasma Mass Spectrometer

595

CITY OF AMARILLO LIST OF ACRONYMS USED ISO:

lnsurance Services Organization

MG:

Million Gallons

MG:

Municipal Court

MGD:

Million Gallons per day

MOC:

Mobile Operations Center

NAGA:

North Amarillo CommuniÇ Association

NPDES:

National Pollutant Discharge Elimination System

PG:

Personal computer

PFP:

Pay for Performance

PGA:

Professional Golfers Association

PID:

Public lmprovement District

PPD:

Purified Protein Derivative

PRRA:

Panhandle Revenue Recovery Association

R&M:

Repair & Maintenance

SGADA:

Supervisory Control & Data Acquisition

SGBA:

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 Adm in¡stration

TSRG:

Tyler Street Resource Center

TVFC:

Texas Vaccine For Children

USGA:

United States Golf Association

USSSA:

United States SpecialÇ Sports Association

VFD:

Variable Frequency Drive

W/C:

Workers Compensation

WMD:

Weapons of Mass Destruction

WTAMU:

West Texas A & M University

596