COA Annual Budget (2015-2016) by City_of_Amarillo

CITY OF AMARILLO

l a nu

Fisca l

Year

O P E N S PAC E S

Bud

get

6 1 0 5-2

201

ENDLESS OPPORTUNITIES

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 51 ,787,687 which is a 4.91 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 $668 ,140. The record vote of each member of the governing body by name voting on the adoption of the budget as follows:

FOR: Councilmember Elisha Demerson, Councilmember Brian J. Eades,

Councilmember Randy Burkett, and Councilmember Mark Nair AGAINST: Mayor Paul Harpole PRESE/VI and not voting: None ABSENI; None

The municipal property tax rates for the preceding year and current year are as follows: Current Fiscal Fiscal Year Property Tax $0.35072 Effective Tax $0.33562 Effective Maintenance and Operations Tax $0.50217 Rollback Tax $0.38018 Debt Tax $0.0281 1

Rate Rate Rate Rate

Rate

Preceding Year $0.34509 $0.33207 $0.49500 $0.36858 $0.02915

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 $1,155,000 390,000 62,000 1,607,000

lnterest $945,812 117,663 35,470 1,098,945 7,500 $2,713,445

ctïv oF

AMARILLO" Ot¿ff 5!ÀC¡S"úûLäSS OPPORiU{lltEs

CITY OF

AMARItto" OPEN SPÂIES T ËNDLESS OPPORTUNIÌIES

ANNUALBUDGET October lr 20tS - September 30, 2016

CITYOFAMARILLO, TEXAS MAYOR Paul Harpole

COUNCILMEMBBRS Elisha L. Demerson Brian J. Eades

Randy Burkett

Mark Nair

CITY MANAGER Jarrett Atkinson

(

GOVERNM ENT FINANCE OFFICERS ASSOCIATION

D istinguished

Budg et P resentøtion

Award PRESENTEDTO

City of Amarillo Texas For the Fiscal Year Beginning

October lr20l4

Ø/rr^€eüExccr¡tivc Di¡eqor

CITY OF AMARILLO ANNUAL BUDGET

TABLE OF CONTENTS DEPT.

PAGE

NO.

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

COMMUNITY PROFILE Community Statistics.. Profile of Amarillo........

55 59

..3 11

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 Classificalion Relationship of City Organizations Ratio of Tax Collections to Current Year's Levy, All Funds...

.75 .77 .78 .80 .90 .96 104

112 113

GENERAL FUND DIVISIONS AND DEPARTMENTS GENERAL GOVERNMENT General Fund Revenue and Expenditures Graph

......115 ...... 1 16

General Fund Revenue........... General Government Organization Chart and Budget Summary Mayor and Commission ... City Manager Tourism and Economic Deve|opment...................

....121

....123 ....125 ....127 ....129 131

Legal City Secretary .........

133

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

1110..............

35 37

1231 .............,

1232.............. 1251 ..............

1252...........,.. ..1270 ..........

43 45 47 51

PUBLIC SERVICES DIVISION Public Services Division Organization Chart and Budget Summary.. Environmental Health ......... 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 ...... Purchasing ......

VitalStatistics Health Plan Administration....... Central Stores...........

.................1 750.. .................1 761 .. .................17 62 .. .................1 763..

155 159 163

't67 169

171 ......................1 1 20

175

...1310 ...1315 ...1320 ...1325 ...1335 ...1340 ...1345

181

183

............185 ............189

........... 191 ........... 193 ........... 195

CITY OF AMARILLO ANNUAL BUDGET

TABLE OF CONTENTS

General Fund Transfers LEISURE SERVICES Leisure Services Organization Chart and Budget Summary.... Civic Center Promotions Civic Center Operations Civic Center Sports........ Box Off ice Operations.... Globe News Center Library.....................

DEPT

PAGE

NO.

350 ............................ 1 97

199 1241

1243 1245 1248 1249 1260

201 203

205 206 207

209

PARKS AND RECREATION DIVISION Parks and Recreation Division Organization Chart and Budget Summary... Ross Rogers Golf Course.... Comanche Trail Golf Course Parks and Recreation...........

Recrealion Park Maintenance .........

Zoo Athletic Programs ...... PUBLIC WORKS DIVISION Public Works Division Organization Chart and Budget Summary............... Engineering Street Department Solid Waste Collection ....... Solid Waste Disposal Traffic Administration......... Traffic Field Operations DEVELOPMENT SERV¡CES Development Services Organization Chart and Budget Summary Animal Management and Welfare .......... Planning........ Building Safety............

830..........

........213 ........215 219 223 225

1 1

840 .......... 850 ..........

227 231

861

235 239 243

.................1 81 2.............. ..1 820 ..........

1862 1870-1877

249 1410

1431........... 1432........... 1731........... 1732...........

269

..........1720 ..........1740

.....279 .....281

285 287 291

293

295 297 ...................1 91 0

ENTERPRISE FUNDS Summary of Resources and Expenditures - Enterprise Funds

267

273 277

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

Civilian Personnel.....

255 259 263

..........1 71 0

POLICE DIVISION Police Division Organization Chart and Budget Summary...... Police............ Civilian Personnel Tobacco Grant - Police Dept.

Fire Support Fire Marshal

251

....298 ....301

930 1 940 1

....303 ....305

............... 307

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

309 311

313

CITY OF AMARILLO ANNUAL BUDGET

TABLE OF CONTENTS

Utility Office... Director of Utilities

Water Production Water Transmission

Waste Water Collection River Road Water Reclamation Hollywood Road Water Reclamation.... Environmental Laboratory.. Water and Sewer - General A¡RPORT Airport Revenue and Expenditures Graph Airport Revenue and Receipts Department of Aviation ..... Airport Transfers Capita|........... Rental Car Facility...........

DEPT

PAGE

NO.

521 00

315

52110 52200 52210 52220 52230 52240

3't 9

323 327 331

................. 5227 0

335 339 343 347

................. 52281

351

......52120-52123

354

...52260

.........54110 .........54120 .........54170

355 356 357 361 361

DRAINAGE UTILITY Drainage Utility Revenue and Expenditures Graph Drainage Utility Revenue and Receipts................... Drainage Utility. Drainage Utility Transfers Capital....

363

364 56100 ........ 56200........

INTERNAL SERVICE FUNDS Summary of Resources and Expenditures - lnternal Service Funds MUN]CIPAL GARAGE Municipal Garage Department.... Municipal Garage Revenue and Receipts... Municipal Garage Operations Municipal Garage Equipment and Replacement.... INFORMATION SERVICES DIVISION lnformation Services Division Organization Chart and Budget Summary lnformation Technology Revenue lnformation Technology Administration lnformation Technology Operations..... lnformation Technology Systems........ lnformation Technology lnfrastructure & Support lnformation Technology Capital ......... lnformation Technology Public Safety lnformation Technology G lS lnformation Technology Print Services Telecommunications

365 368

369

371 372

373

61 110 61 120

374

.................... 621 1 0

375 378 379

...........62120

380

62180 ........... 62190 ...........

............... 380 ............... 381 ............... 382 ............... 383 ............... 384 ............... 385 ............... 386

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

..387

62150........... 62160 ...........

SELF INSURANCE TRUST Self lnsurance Trust

EMPLOYEE INSURANCE THUST REVENUE Employee lnsurance Trust . City Care Clinic ................... Employee Flexible Spending P|an...........

....64100, 64200.. 64300.. 65100 ..

391

395 398

GRANT FUNDS Special Revenue Funds Revenue Graph Summary of Resources and Expenditures - Special Revenue Funds................ Special Revenue Summary...... Community Development Block G rant..

399 400

402 .20110-20170

407

CITY OF AMARILLO ANNUAL BUDGET

TABLE OF CONTENTS

wrc.............. Edward Byrne Justice Assistance Grant............. Narcotics Trafficking Task Force LEOSE Police Department TLEOSE Airport Security AIP Pantex Project Greenways Public lmprovement District Brennan Public lmprovement District.. Colonies Public lmprovement District . Tutbury Public lmprovement District Point West Public lmprovement District.......... Quail Creek Public lmprovement District ...... Vin eyards Public lmp rovement District.......... Redstone Public lmprovement District..........

PAGE

NO.

413

Housing Assistance........ Home Administration ....... Court Technology............ Court Security.......................... Safe and Sober TXDOT Program Click lt or Ticket..... Melropolitan M edical Response System Sustainment Urban Transportation P|anning................ Photographic Traff ic Enforcement......... Metropolitan Medical Response System Public Health

DEPT

20800

.......417 423

2091 0

425

22150 22160

.....427 429

231 00

431

24130 24200 .....,........24250 ...24333-24390 .25011-25045 .25311-25322

433 435

.261 10-26190

501

26210

503 505 ...........509 ...........51 1

2661 0

26630

26710 27100..

..27200

437

439

443 473

........... 51 3

....27400

514 515 516

27510 ......27610 ......27710 .............27800

518 519 520

27300

517

CAPITAL PROJECTS Capital Projects DEBT SERVICE Debt Service Statement of Tolal Debt Service Computation of Legal Debt Margin Combination Tax and Revenue Certif¡cates 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

521

537

540 541

542 543 544 545 546 551

552 553 554 555 556 557

558 559

PERSONNEL SUMMARY Human Resources Summary...... Recapitulation of Recommended Personnel Employees by Function Chart............. Employees by Functional Group..... Salary Schedule Classified Positions Excluding Police and Fire Personnel lncentive/Certif ication Pay Plan

Salary Schedule Unclassified Positions, Hourly and Temporary Salary Schedule

561

562 564 565 566

574 576 580

582

CITY OF AMARILLO ANNUAL BUDGET

TABLE OF CONTENTS DEPT.

PAGE

NO.

ORDINANCES

GLOSSARY Glossary of Terms

595 599

clïv OF

AÍYIARILtO

CITY OF AMARILLO READER'S GUIDE TO THE BUDGET ln order to avoid preparing multiple documents, this docum'ent is prepared for several different types of users.

By far, the budget is our most frequently used internal financial document. The budget is often used by elected officials and City staff. While the document appears to be very large and detailed, it is actually a summarized version of the draft document prepared for review by City staff and our Mayor and 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 mayfeel 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-term budget, financial, and organization policies are enumerated along with short-term priorities that were addressed in the budget. There is a description of the budget process and budget guidelines used in preparing the budget. A description and comrnentary 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 hislory 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

bydepartmentbyfundandthesamecomparisonbyexpenditurecategorybyfund. Thereisanarrativeinthe summarysectionthatexplainsthecategorybyfund. Thereisatableinthesummarysectionthatexplainsthe 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 shotild be of interest to both internal and external users of the budget. The Capital Projects section also contains narratives on the impact of Capital Projects on the operating budget. The Debt Service section contains information on all current bond obligations and future bond issues. Our Community Profile section gives the reader of the budget a lot of general information about our City. The CommunityProfilecontains information aboutourgeographic location and climate, the historyof ourCityand our local economy. Many quality of life topics are covered in our Community Profile such as local schools and higher education institutions, parks and other recreation activities, and medical facilities. For readers who want more information, the individual department budgets contain narrative information on each department including the department's basic function and goals along with major changes and accomplishments. The departments' budgets contain a detailed staffing report and a detailed line item budget which gives our citízens an accounting of where funds are to be spent.

t\)

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

Gity of Amarillo

Memo To:

Mayor and Council Members

Fn¡m:

Jarrett Atkinson, City

Date:

October 1,2015

Re:

Fiscal Year 201512016 Budget

On behalf of the City of Amarillo staff, it is my pleasure to present the fiscal year 201512016 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 thoughts and guidance on the City's program of services for fiscal year 201512016. During the 201512016 budget process the Council identified several areas of budget focus: Public Safety; staff compensation, health insurance, infrastructure and development,

The 201512016 budget is a balanced budget. lt 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 $0.00563 to $0.35072 per $100 valuation. This budget takes positive strides forward for Amarillo, including the addition of much needed public safety personnel. W¡th the addition of six police officer positions, the City continues to work towards a recommended staffing level for the Police Department of two officers per 1,000 population. The City has made great strides toward improving the animal shelter operations including the addition of 14 positions, seven during the 201312014 fiscal year, six additional positions for the 201412015 fiscal year and one for the 2015/016 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 enjoyed record sales tax receipts for the 201312014 year. However, the City feels that a portion of the increased sales tax receipts during the 201212013 and 201312014 fiscal years is directly related to the May 2013 hail storm event. The 201412015 fiscal year resulted in a revised revenue budget of $55.2 million in sales tax receipts. This represents an increase for 201412015 that goes above and beyond the record set the prior year as noted above. !n preparing the 201512016 budget, we have included a 1.5o/o increase for a budget estimate of $56.1 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. However, it must be remembered that sales tax receipts are a variable revenue stream that is subject to conditions beyond the City's control, both in positive and negative directions. Property Taxes Amarillo continues to maintain the second lowest ad-valorem tax rate among similarly sized cities in the State. The 201512016 ad-valorem tax rate is $0.35072 per $100 valuation, which is a $0.00563 increase over the prior year. The total value of properties on the tax roll is now approximately $11.5 billion and the value of frozen or cqpped properties is approximately $2 billion. This results in a taxable value for the City of approximately $9.7 billion. The loss in taxable value due to the increase ín frozen properties for the year is $1.8 billion. That amount must be made up through either new growth in the tax roll, increased appraisal value of non-capped properties, or through adjustments in the overall tax rate. For the 201512016 budget, the revenue lost from frozen taxes is $1,194,038 or 3o/o of the current ad-valorem tax levy. ln 2014, Amarillo experienced $472 million in total growth of all property. Of thÍs amount, $191 million was new property added to the tax roll. BUDGETARY ISSUES

There are numerous issues that our organization must be cognizant of in the 201512016 budget. The following summary includes a brief discussion of these issues and how we are addressing these needs and challenges.

1) Public Safety 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 201512016 budget, we were able to focus on additions to public safety. We added 12 additional police officers for the 201112012 budget, 10 for the 201212013 year; 13 for the 201312014 year, 7 for the 201412015 year and have included an additional 6 positions for the 201512016 year. This continues significant progress towards the Police Department's goal to systematically add officers until we have a staffing ratio of two officers per 1,000 in population or until statistics show that we have had a positive impact on the crime rate. The City has increased Police Department

funding level by $11,360,733 or a34o/o growth since the2O1Ol2011 fiscal year budget.

The Council has made significant improvement in the funding level of the Animal Management and Welfare Department including an increase of 13 positions in a three year period and a 59o/o increase in fundíng for the same time period. Three additional Animal Management officer positions and four animal care positions were added in the 201312014 fiscal year. For the 201412015 year, the City continued to enhance staffing for the shelter, including one Animal Management Supervisor, three Animal Management Officer I positions and one Animal Welfare Specialist position. For the 201512016 budget one afternoon Shelter Manger position was added. This increase, will allow the Department to address staffing and time of service issues. The budget also includes additional capital improvement funding to continue improvements at the shelter.

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

Cities are seryice-based organizations in which attracting and retaining qualified employees is critical for accomplishing their mission. For 201512016, our budget proposes an average 2.OO% pay increase. We also maintained 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. Tumover has remained steady despite enhancements in the prior two yeads budgets. Staff compensation levels will be a constant focus for future budgets and the City will conduct a full scale Pay & Classification Plan study in the 201512016 budget year.

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 fiscalyears, the City has seen a significant increase in claims cost.

lncluded in the 201512016 budget is a 15% increase for both the employer and employee contributions which is in addition to increases in both the 201312014 and 201412015 budgets with a 5.Oo/o increase in employer contributions and a 3% 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, covered members were added without adding premium dollars since we have one rate for family coverage. We will continue to monitor the Plan in the upcoming year for overall costs and for the impact of healthcare reform and will appropriately consider future contribution 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 completed a dependent eligibility audit to ensure that all members are eligible for coverage on the Plan. Effective January 2015, the Medicare eligible members were transitioned off of the Plan and provided a stipend to supplement insurance costs.

Prescription medicines are a signíficant 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 froq 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.

During the current fiscal year the City has completed request for proposals for major medical, pharmacy, dental, flexible spending accounts and stop loss

serv¡ces. Effective January 2016 the City will remain self funded but will no longer administer claims. The City Council approved contracts with Aetna Life lnsurance Company for health plan and dental administration and with Maxor Plus for pharmacy benefit manager.

4l Capital Needs lnfrastructure needs continue as a priority for the Council and included as a Strategic Goal. The recommended Capital lmprovement Program (ClP) budgetforthe 201512016 fiscal year is $79.9 million, whích is up from the $44.3 million available in 201412015. For the 201512016 fiscal year the City anticipates funding three projects with bond proceeds: $14 million Next Generation Radio System project (anticipated bond proceeds of $12.3 million); $17.2 million for the Osage/Arden Road Transfer Main project; and $4.4 million to fund the water and the sewer projects associated with the TXDOT Loop 335 project from Bell to Soncy. The City continues to face an aging infrastructure. The City has included $3.6 million for arterial roadway reconstruction and right of way purchase associated with the TxDOT Loop 335 project. The City has funded $1.3 million of matching funds associated with the Tiger Grant application for Polk and 6h Street streetscape enhancements. lf approved this project will require an additional $3.9 million of City dollars for a total project of $17 .2 million. During the cunent, the City allocated $518,000 for improvements at the animal shelter

facility. For next year's budget, the City has approved an additional $150,000 to

complete the upgrades and repairs to the animal shelter. The City has allocated $423,000 for an upgrade to the Police Department ULEADS records management system.

The City's General Fund capital program includes $t.t million for equipment

replacement in the Transit Department, , of which we anticipate $938,000 in grant funding. Also included in the General Fund capital program is addítional 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 201012011 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 equipment rental rates by 5% and increased them by 7% in the 201312014 ,201412015 and again for the 201512016 budget. We will continue to monitor those rates in future budgets. This 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 $35.2 million in capital projects, including $21.6 million in þond funding. Amarillo now has nearly 1,136 miles of water mains in the City and an additional 968 miles of wastewater mains. 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 $1.7 million forthe 201512016 year.

CONSOLIDATED BUDGET

Our 201512016 fìscal year budget is $336,233,404; which is a 13.9% or $2,980,229 decrease compared to our 201412015 budget of $295,087,777.

The areas of specific increase/decrease in this budget are FY 2A#12015

w 2o7i'El20l'6

General Fund M&O Water & Sewer M&O Capital lmprovement Proiects Special Revenue M&O Municipal Garage M&O lnsurance M&O Debt Service Airport M&O Drainaqe Utilitv M&O Info Technoloqv M&O Capital Transfers Less lnterfund Transférc

fi173,731,298 $46,878,105 $44,277,813 $21,146,090 $9,806,879 $26,235,461 $25.397,971 $6,791,953 82,417,037 $4,758,062 $304,400 ($66,657,292)

$175,596,280 $46,716,807 $79,905,669 $21,719,548 $9,557,967 s27.772,577 $26,601,991 $7,845,776 $2,778,934 $4,995,197 306,163 ($67,562,505)

Total Budget

9295,087,777

$336,233,404

7¡.Change 1.1o/o -.3o/o

80.5% 2.7% -2.5o/o

5.9% 4.7o/o

15.5% 15.0% 5.0o/o

.6% -1.4% 13.9o/o

Municipal government is a service provision business and the predominant expense category in our budget is always personnel and associated employee salaries and benefits expense. Personnelcosts comprise 44Yo or $146.8 million of our 201512016 net budget. The second largest category is Capital lmprovement Projects of $79.9 million or 24o/o of our budget. The third highest category of expenses is Debt Service, whích accounts for 8% or $26.6 million of our budget. Debt service expenditures include all funds. The largest category increase in the FY 201512016 budget is the Capital lmprovement Projects, however $33.9 million of the projects will be financed by bond proceeds. Propertv and Sales Taxes During this budget, City staff analyzed and reviewed the fund levels including property tax levels and projected sales tax receipts. As discussed earlier, afterthree 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 $0.02 in the 201312014 fiscal year, by $0.005 in the 201412015 fiscal year and by $O.OOSO3 to $0.35072forthe201512016 fiscal year. Even with the increase, our $0.35072 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 just the Amarillo Police Department for the upcoming fiscal year.

The sales tax is the City's largest revenue source. Amarillo has long enjoyed a history of steadily increasing sales tax, which has offset our low property tax rate. However, for the 2008, 2009 and 2010 fiscal years, the City had seen flat or declining sales tax receipts. We were very pleased to report that the $54.4 million sales tax receipts received for the 201312014 fiscal year were the highest ever at that point. We estimated an increase in sales tax receipts for the 201412015 fiscal year at $55.2 million and an estimated budget for the 201512016 fiscal year at $56.1 million. Even so, the sales tax budget of $56.1 million for the 201512016 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 Charges During this budget, City staff analyzed and reviewed the fund levels. During the 201012011 fiscalyear, the City issued water and sewer bonds to fund water rights purchases, as well as participating in a CRMWA debt issue for the purchase of ground water rights. Funding of this debt service necessitated an 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 $S.OO per 1,000 gallons. This rate increase only affects those customers that use over 50 thousand gallons a month. The City Council has approved a 3% water and sewer rate increase for the 201512016 fiscal year to offset additional debt services anticipated with the new bond issues. 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 $29.48, which is very low compared to other Texas cities. Revenue from the electricity and gas franchise fees is projected to increase for the 201512016 fiscal year from these sources.

Emplovee Staffins The 201512016 budget consists of 2,149 permanent and 321 parl-time employee positions. Permanent positions have increased by 16 positions over the cunent year and part-time positions have decreased by 8. The largest single increase is in public safety, with a total of 6 new positions. With the increase in the sales tax revenue, we have been able to continue addressing staffing concems.

Personnel Additions Afternoon Shelter Manager Evidence Technician Administrative Assistant I Utility Worker Zookeeper ll Police Officers Signal Technician Van Operator Administrative Assistant ll

Department Anímal Management & Welfare Civilian Personnel Civilian Personnel Golf Zoo Police Traffic Field Operations Transit Water and Sewer

Full Time 1 1

1 1 1

6 1 1

Utility Technician Foreperson I Utility Operator Equipment Operator I Drainage Utility Foreperson Epidemiologist Greenhouse Technician

Water and Sewer Water and Sewer Drainage Drainage Drainage Public Health Womens lnfants and Children (WlC)

Total Additions

2 1 1 1 1 1 1

Reclass full time to part time

Judicial

Positions eliminated

Parks Golf (reclass 1 full time position) Streets Library AECC Airport Municipal Garage Community Development

Net Additions

(1) (6) (2) (1) (1) (1) (3) (1)

For the 201512016 fiscal year, we have proposed an additional 6 new police officers. The Police Department will now have 371 sworn police officers, which is an increase of 54 since the 200912010 fiscal year. Our goal is to add officers each year for the next three years. During the 201112012 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 B firefighters for a total of 259 firefighters. Collectively, the Police and Fire Departments account for approximately 43o/o of the General Fund budget and are a major service priority of our residents. The authorized strength of the Police Department had previously fallen behind the growth rate and this is an area that received considerable attention in the last several budgets and again in the 201512016 budgets.

The City Water and Sewer Utility has 273 full-time employees and 7 part-time employees. We have 129 full-time and 190 part-time employees in the Parks Department and at our golf courses, 56 employees at the Airport, 57 full-time änd 20 part-time employees in the 5 libraries, 32 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 fulltime and 4 part-time employees. The Street Department has 95 fulltime and 5 part-time employees and the Traffic Engineering Department, which includes the school crossing guard program, has 44 part-time and 25 full-time employees. The Transit Department.has 67 fulltime employees and the Municipal Garage has 50 full-time employees. The Drainage Utility Fund has 28 full-time and 1 parttime employees, including 9 positions originally transfened from the Street Department. Emplgvee Gompensation lncrease of 2.00o/o across the board for Police and Fire.

2) Average increase of 2.OO% as pay-for-performance, based on annual evaluations. 4) Continuation of the civilian Discretionary Retention Pay (DRP) program. 4) lncrease lowest paid fulltime employees from $8.50 to $9.00. 5) Continued funding of employee incentive pay programs. The total cost of these pay plan improvements and benefits is $3.2 million. Most of the cost ($Z.g million) is in the General Fund. Featured Proqrams 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 $0.00563 property tax increase to $0.35072. 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 lncrement 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. Transportation lnfrastructure -.The City will continue its focus on street repair and improvements in the 201512016 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. Bus Transit lssue - The 201512016 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. an area The City has included renovations Neíghborhood park neighborhood which include irrigation, restrooms, multi-use courts, walking trails/sidewalks, and picnic tables and pads.

. .

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 extend my sincere appreciation and thanks to each of you for your ongoing leadership, 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 varied operations of our organÍzation and the comprehensive review of the proposed 201512016 budget process. Your guidance and service is invaluable and truly makes Amarillo a great community!

CITY OF AI¡|ARILLO

ENTIWAND BAS¡S OF ACCOUNT¡NG 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 govemment. The principal governmental services of the City include: public safety and health, streets, sanitation, culture-recreation, mass transit operations, planning and zoning, and general administrative services. ln addition, the City maintains the water and sewer system and the airport. For financial statement presentation, the City of Amarillo is considered the primary govemmental unit for other reporting entities; however, none of those entities have been included in this budget presentation. MISSION

The City of Amarillo's mission is to deliver quality public services and advance the social and economic well-being of our present and future citizens. OUR V¡SION

Building on our heritage, our vision for Amarillq is that of a community that is cohesive and competitive. These objectives will be met through developing the following: Healthy, Vibrant Community: Where people feel safe, basic human needs are met, diverse educational opportunities are available, diversity is cultivated, citizens are interested, informed, and ínvolved, the environment is clean and aesthetically appealing, and the arts, culture and recreational offerings flourish. Sustainable, Diverse Economy: Where educational opportunities support and promote economic development, existing businesses are nurtured, the environment supports new business development, the community links globally and older neighborhoods remain vital.

Orderly Growth: Where regular investment in existing infrastructure and neighborhoods sustain their vitality, proper planning for new infrastructure protects and strengthens our quality of life and promotes economic development, national resources are sustained, and the essential values and visions of the community remain intact. OUR CORE VALUES

¡ Honesty and 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.

. Fonvard Thinking: ldentifo 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 AGTION STRATEGIES The goals and recommended action strategies that follow were adopted with the approval of the Amarillo Comprehensive Plan and are designed as a framework for guiding future development, redevelopment, and community enhancement in the City of Amarillo and its sunounding planning area over the next 15 to 20 years and beyond. The purpose of the Comprehensive Plan is to establish a vision, along with realistic goals and achievable strategies, that residents, business and land owners, major instítutions, civic groups, City boards and commissions, and public officials prefer, and will support with action in the years ahead.

LAND USE & COMMUNITY CHARACTER Land use considerations and guidance are at the core of any comprehensive city plan. Effective land use planning contributes

to many aspects of a community's ultimate success and livability. This includes the integrity and appeal of its neighborhoods, the proximity of schools and recreation opportunities, the appropriate location and design of commercial development for convenience and compatibility with residential areas, and the provision of adequate acreage and protections for areas meant

CITY OF AMAR¡LLO

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.

Lono Ranqe Goal: To establish the necessary policy direction to enable the City of Amarillo to manage future land development and redevelopment effectively. Specific action strategíes address anticipated opportunities and challenges related to future land use. Of prime importance is the CiSs ability to ensure compatibiliÇ between varying land uses while preserving and enhancing community character. Action Strateqies: 1. Public Facility Design. Design and renovate City buildings and facilities with area character in mind, especially in residential neighborhood setti ngs.

2. Side Benefit of Gity Gapital 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

3. 4.

development characters. 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. Reinforce the Neighborhood Unit Goncept. 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 housing types in the interior, centered around a neighborhood park and/or elementary school campus; larger commercial and institutional uses at the neighborhood edges and major intersections; and attached and multi-family housing and smâll-scale office uses providing a transition from the interior to the more intensive perimeter uses).

5. School District Coordination. Continue close coordination with area school districts regarding new campus locations and joint planning for City/school park and recreation areas. 6. Gommunity Development Priorities and Programming. 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 ímplementation 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. 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, ialler fences (in accordance with zoning ordinance Division 7, Fences and Walls) and other measures to enhance screening and buffering. Bgyond Physical Planning. Continue City coordination with area foundations and the non-profit sector to address social services, educational attainment and skills training, and other fundamental factors in neighborhood and community revitalization (às well as housing rehabilitation and neighborhood redevelopment considerations addressed further in Chapter 6 - Housing & Neighborhoods). 10. Enhanced Development Features and Amenities. Continue to use Public 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. 11. Protection from Encroachment. Just qs 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

7. 8. 9.

uses.

12. Property Owner Outreach. Pursue retroactive screening/buffering improvements in conjunction with private property owners in sensitive locations with longstanding compatibility issues or aesthetic concerns.

13. Mitigation of Tree Loss. Commit the City to plant equivalent size trees in close proximity to the location of public improvement projects where tree removal cannot be practically avoided.

14. Tree Initiatives. Partner with Keep Amarillo Beautiful and other civic improvement groups to plant trees and other concentrated landscaping in appropriate locations within neighborhood street rights-of-way community-wide, especially where mature trees or other vegetation has been lost to age, disease, or unavoidable construction impacts.

15. Sign Ordinance Monitoring. As specified when sign ordinance amendments were adopted in late 2009, evaluate the effectiveness of the new rules and parameters at appropriate po¡nts ¡n t¡me.

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 Neighborhood Gommercial/Service Uses. Rather than trying to achieve compatibility by focusing mainly on land use (plus certain physical development features like minimum building setbaiks and maximum building height), 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 paftem and architectural elements that create an urban character and set apart a traditional downtown from more contemporary development, particularly Auto Urban areas. Limit uses not compatible with an urban, less auto-oriented setting (e.g., conventional singleìfamily 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 opportuniÇ to coordinate more closely with key partners and entities, as well as to obtain public input at a more "grass roots" level. 22. Corrldor Design. ln coordination with the Texas Department of Transportation (TxDOT), insist on Context Sensitive Design approaches in all construction and rehabilitation projects involving the community's primary, high-profile corridors. This includes conidors tied to the City's economic anchors, such as Amarillo Boulevard (Business 40), Airport Boulevard (SH 468), Loop 335, key downtown streets (Taylor, Fillmore, Pierce, and Buchanan, in conjunction with US highways 60, 87, and 287), and the area's interstate highway conidors. 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.9., 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 tum 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 finance building façade improvements, enhanced landscaping, or other site upgrades that might not otherwise occur where no construction or expansion activities are planned that would trigger compliance with newer development

standards.

27. Mitigate Aesthetic lmpacts of Auto-Oriented Development Along Gorridors. Add more spècific 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 pattem is desired. 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 Intent. Adjust the maximum lot coverage standards in the zoning ordinance to establish a link to the existing and/or desired character for various areas of the community, and to ensure "coverage' encompasses impervious surfaces, not just structures, which is Çpical 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 identifoing 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.

CITYOF 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 paftern of growth and the efficiency of public service provisions. Local govemment resources can be strained when the overall form of development becomes increasingly scattered around the periphery of the city and into its efraterritorial jurisdiction (ETJ), as has occuned in certain directions around Amarillo in recent decades. lt is essential for a municipality to stay ahead of the "growth curve' and minimize the times when it is reacting to both the negative and positive impacts.of adding population and expanding its developed area. lnstead, a City must plan ahead for the timely extension of adequate infrastructure, provision of quality public services, and a logical sequencing of future development in line with its capacity to serve this growth.

Lons Ranqe Goal: To clarifrT 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: 1. Coordinated Planning and Public lnvestments. Ensure that the policy direction of this Comprehensive Plan carries through to other master planning efforts across City government, including plans for utility infrastructure, highways and

5. 6. 7.

streets, sidewalks and trails, bike routes, parks and recreation facilities, housing, public safety facilities and other City facilities and projects. Monitor actual population and development trends and various community indicators (e.9., traffic counts and collision frequency, roadway and intersection capacities, police and fire call volumes and response times, storm drainage volumes and rates in key locations, floodplain changes, water quality parameters, etc.) to detect any growth-related impacts of concern. Financial 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 need 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 facilities arenas related to "green" building and operational standards (including for energy efficiency, water conservation, capture, and re-use, waste reduction and recycling, etc.) to ensure that the City's codes and policies do not discourage such activity in Amarillo. The National Green Building Program sponsored by the National Association of Home Builders is an important resource, along with other governmental and non-profit resources. Initial Zoning of Annexed Areas. Continue to automatically apply "4" agricultural zoning to all newly-annexed territory unless the City designates other zoning as part of completing the annexation. While a property owner may immediately apply for a change in zoning classification following annexation, the ordinance should also include criteria for the review of such applications to ensure that adequate public facilities are available to serve any of the uses permitted by right in the requested new zoning district. Voluntary Annexation and ETJ Extension. Pursue opportunities to incorporate strategic areas via voluntary petition by area landowners. Also consider voluntary requests by landowners outside the current ETJ to have the ETJ extended to their property where it suits the long-term interests of both parties. Utility Mechanism and Fee. Consider mechanisms for equitable financing of improvements necessitated by ongoing growth, along with maintenance and upgrades to existing infrastructure. One option involves utility fees charged to a wide range of residential and non-residential 'users" of City infrastructure systems who would benefit from enhanced maintenance and speedier completion of capital projects that such fee revenue would help to accomplish. Advance Annexation. Continue to identify ETJ areas that are priorities for annexation into the City limits based on 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 also make fiscal sense (projected revenue relative to costs of service extension).

8. Protection of'An4exation 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.9., agricultural zoning, no infrastructure extension, etc.). Also coordinate with individual property owners in targeted ETJ areas to promote the benefits of special non-annexation development agreements the City must offer, prior to annexation proceedings, to those owners who maintain a Texas Tax Code exemption on their property for agriculture, wildlife, and/or timber land management (per Texas Local Government Code Chapter 43, Section 43.035). Traffic lmpact Analysis. Protect roadway capacity and safety, especially in fringe and rural areas with limited existing road infrastructure (and no near-term improvement plaqs), 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 they allow for funding of a broad range of public improvements (including streets, sidewalks, water and wastewater infrastructure, drainage facilities, and parks; as well as associated land acquisition for such improvements).

11. Development Agreements. Pursue development agreements in the ETJ to help coordinate development activity and pattems to the extent possible, especially in targeted long-range growth areas.

12. Growth Planning Map. Prepare and maintain a long-range Growth Planning Map for coordination across City departments and with other governments and entities. Beyond the core, laçely contiguous developed area of the existing community (where infill opportunities are available, along with existing infrastructure and public services), the map should generally delineate: (1) Protection Areas, such as airport runway protections zones, drainage ways, playa lakes, etc.; (2) Growth Areas, which are able to be developed and contiguous areas where the next 20 years of projected population growth and associated land development activity can best be accommodated ând served; and (3) Holding Areas which encompass the remainder of the ETJ and are not intended or welþsuited to absorb any significant growth or intensive development over the 2}-year planning horizon. 13. Zoning for Rural Gharacter. Establish a new zoning district that would accommodate large-lot, low-intensity residential development as an intermediate district between other districts intended to promote and maintain suburban development characteron 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 unincorporated areas, which can reinforce a spread-out the development pattern and reduce the City's long-term tax base potential.

15. Lot Size Averaging. To provide greater flexibility, without the need for a Planned Development application, as well as promote resource protection and more creative design, allow proposed subdivisions to use an average lot size (which would apply by phase in the case of multi-phase projects).

16. Gonservation through Public (or Non-Profit) Acquisition. ln the absence of parkland dedication provisions in the City's subdivision review and approval process, continue to negotiate voluntary land dedications and donations that could preserve key natural features and asset areas in perpetuity.

17. Cluster and Conservation Development Provisions. Add provisions to the subdivision regulations to allow for cluster development approaches without the need for subdivision design standard variances, or having to go through the Planned Development process on the zoning side. Cluster designs provide developers and land planners flexibility to reduce lot sizes below typical minimum standards and thereby focus the proposed development footprint on only a portion of the site.

Responsible Divisions: Public Services, Public Works, Utilities MOBILITY

The means and infrastructure for moving people and goods through, and within, a city are central to many aspects of successful community building. Highways and streets, railroads, and aiçort locations all influence the city's physical form and arrangement of land uses. Economic development depends upon efficient freight movement and links to other cities and markets.

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

Lons Ranqe Goal: To work hand-in-hand with Land Use & Community Character goals by highlighting the need to establish and protect the distinct character of particular districts, neighborhoods, and corridors. From the transportation perspective, this is accomplished through roadway design that is sensitive to its natural and built sunoundings, as well as through a commitment to "complete streets." Action Strateqies: 1. lntersection Focus. Recognize the significance of intersections in maintaining an efficient and safe transportation

system, especially where roadway widening or other capac¡ty enhancements are not practical along the overall corridor. lntersection capacity and performance can be improved by adding left and/or right turning lanes (or multiple tuming lanes in some instances), increasing lane length to accommodate vehicle queuing, eliminating and relocating access points that are too close to increasingly busy intersections, and upgrading signal equipment and/or operation. Transportation System Management. Continue to conduct targeted studies and invest in advanced signalization and other technology upgrades and "non-structural" solutions aimed at maximizing the efficiency of the existing transportation system.

3. Thoroughfare Plan Updates. Refine the Thoroughfare Plan for particular areas as more detailed conidor and/or special area studies and plans are prepared in follow-up to the Comprehensive Plan.

C¡TY 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 & Bike Plan Update. Complete a thorough update of the City's 2003 Hike & Bike Master Plan. 6. lntersection Safety. ldentifo and prioritize those intersections in the communiÇ that have the most pedestrian and bicycle activity and determine what safety improvements may be needed (e.9., marked, signed, and/or signaled bike/pedestrian crossings, pedestrian-actuated signal detectors, bikeway signage, retro-fitting of wheelchair ramps). School Area Safety. Continue coordination with Amarillo lSD, as well as other area school districts and private schools to manage bus traffic and vehicle queuing associated with peak-hour drop-off and pick-up activity, ensure the safeÇ of students and parents on foot and on bikes, and to control on-street and overflow parking in campus areas. Also monitor and prepare for future TxDOT Calls for Projects for the Texas Safe Routes to Schools (SR2S) program to secure external funding support for safety-related improvements. Special Grant Opportunities. Continue to monitor new or one-time federal funding initiatives through the Federal Transit Administration, U.S. Environmental Protection Agency, U.S. Department of Housing & Urban Development, or other sources, that may aim to expand transit capacity and services in U.S. cities and/or promote sustainable communities and alternative fuels and technologies. Gontext-Sensitive Corridor Design. ln coordination with the Texas Department of Transportation (TxDOT), insist on Context Sensitive Design (CSD) approaches in all construction and rehabilitation projects involving the communit¡/s primary, high-profile coridors, as was recommended in Chapter 2, Land Use & CommuniÇ Character (Conidor Design). This includes lnterstates 40 and 27, Business 4O-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 design is particularly critical at all major community entry locations which, in addition to the corridors cited above, include "gateways" into Amarillo from the east on U.S. Highways 287 and 60, from the west on FM 1061Tascosa Road and FM 2186, from the north on U.S. Highways 871287-Dumas Highway and State Highway 136-Fritch Highway, and fÉom the south on FM 1541, as well as the drive to and from Rick Husband Amarillo lnternationalAirport along Airport Boulevard. 10. Access Management. Consider the need for more stringent access management policies and standards for new development and redeveloping sites to maintain traffic capacity, reduce conflict points, and enhance safety along the City's major thoroughfares. Access management is particularly important for preserving capacity along minimallyimproved rural roadways and other corridors that are not already lined with development. "Gomplete 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. Pedestrian/Bicycle Accommodation on Commercial Sites. Add development standards to require dedicated pathways and other features within the expansive parking areas of large auto-oriented commercial developments to allow for safer movement of pedestrians and bicyclists on such sites. Other possibilities include requiring dedicated bike parking locations near building entrances and designated pedestrian connections to adjacent developments and/or transit stops. The key point is that these considerations should be a basic feature of commercial site design from the start, especially in close proximity to residential neighborhoods. 13. Bicycle/Pedestrian Girculation within Neighborhoods. Add provisions to the subdivision regulations (and Section 8, Street, Alley & Drainage Facilities Design Criteria in the Development Policy Manual) to require public access paths and/or easements in mid-block locations where long block lengths, or the particular subdivision layout, will limit bicycle and pedestrian circulation options within a neighborhood. 14. Screening without Eliminating Local Circulation. Ensure that screening walls and/or visual barriers mandated by the zoning ordinance in certain situations, while serving a legitimate purpose to increase land use compatibility, do not also eliminate completely the ability for residents to travel directly and safely between neighborhoods and nearby commercial areas by means other than vehicles. 15. Traffic Calming through Original Development Design. Consíder making traffic calming design considerations and/or 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 the City to require a traffic impact analysis (TlA) study if projected traffic from a particular development site would exceed a certain established traffic 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, Public Works PARKS & CULTURAL RESOURCES Countless aspects of a community contribute to its livability and to individual quality of life. Residents often mention local parks

first when considering the amenities they most value within their city. A full-service park and recreation system encourages outdoor exercise, participation in athletic programs, and community gatherings.

Beyond leisure activities, these open spaces also provide relief from an intense urban environment, serve environmental

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-time 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 communiÇ, 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 historÍcally had substantial charitable and private súpport, backed by strong community spirit and pride.

Action Strateqies: 1. Needs Assessment. Complete a thorough physical condition review and needs assessment to confirm and prioritize necessary improvements to the Civic Center and related buildings to maintain sound operations and appealing, competitive facilities. Technological upgrades are a current priority given the evolving technical expectations and sophistication of facility users.

2. Ongoing Fiscal Support. Continue to maintain routine budget support and a multi-year capital budget for the City's 3. 4.

arts/entertainmenUexhibition facilities to finance routine and periodic "big-ticket" maintenance items and avoid defered 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 (WOWW) program, which is "dedicated to enriching the education of Texas Panhandle students through arts, science and cultural experiences." (www.windowonawiden¡rorld.org) Pârks Systeti Role. Continue to pursue oppórtunities to incorporate arts and humanities into the community's parks and along trails, especially in flexible, accessible, and visible spaces that are appropriate for temporary exhibitions, murals, performances, and other programming, as well as hosting of local festivals and other special events. Creatively designed infrastructure elements are another way for the City to elevate arts appreciation (e.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. Maximization of Grant Funding. Continue to pursue external funding (plus other forms of support) available to arts organizations and specific cultural activities, including through the Texas Commission on the Arts. Opportunities Close to Home. Relative to downtown and community-wide cultural/entertainment offerings, promote greater neighborhoodJevel 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. With continued hotel construction and developer interest in Amarillo's hospitality market, consider opportunities to tap further into hotel occupancy tax revenue and increase the City's direct funding support for arts, cultural, and heritage asset programs and initiatives that clearly boost local tourism and draw visitors to the community and Panhandle region. Early Gonsideration 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. Specifically, among the Topics for Evaluation is Aesthetic & Cultural Values, including the question of whether a proposed development promotes "the preservation of any cultural, historic, or scientific landmarks or areas.' 10. Volunteerism and Effective Organization. Continue to coordinate with and support the efforts and effectiveness of volunteer-based organizations that promote heritage protection and awareness in Amarillo, including Preservation Amarillo and the Historic Route 66 Merchants Association. 11. Parkland Dedication and Fee-in-Lieu Requirements. Support new residential development in the community with specific parkland dedication provisions 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 (TCA) to make such designations in cities across Texas. Cultural districts are categorized by TCA in five ways. The "Major Arts lnstitution Focus" category would likely be the best fit for Amarillo: Major arts institutions such as large concert halls, playhouses, libraries and museums, anchor these cultural districts. Smaller arts organizations and entertainment facilities, such as nightclubs and cinemas, are often a part of these districts. Many of the Major Arts 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

6. 7. 8.

CITYOF AMARILLO

culture genre, such as museums or theaters.

13. Downtown Plan 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 6th Avenue urban design and streetscape link between the Civic Center and municipal complex node and the Polk Street entertainmenUretail area, a potential multi-purpose sports facility, and loft residential and/or live/work units which can be attractive to artists and others involved with cultural pursuits. Through the Urban Design Standards for downtown and other initiatives (e.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. ln conjunction with local arts institutions and organizations, Amarillo College, other levels of government and area school districts, the Texas Department of Transportation, and private businesses and community groups, continue to capitalize on opportunities to install and maintain public art pieces in high-profile locations for the enjoyment of residents and visitors to Amarillo.

15. Umbrella Organization. Consider creating a non-profit organization to serve as an umbrella mechanism for coordinating arts fundraising, grant efforts, coordinated programming/scheduling, joint marketing and promotion of community-wide events.

16. Gommunity 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 identification of new grant opportunities and technical assistance resources; to increase local community awareness; and to raise Amarillo's profile as a historic preservation leader in Texas and the Southwest.

18. Neighborhood Gonservation Link. Use a Neighborhood Conservation zoning approach to further clariff-and customize for specifically designated Neighborhood Conservation zones-the development standards and design criteria upon which Certificate of Appropriateness determinations will be considered and made for such areas.

Responsible Divisions: Administrative & City Services, Financial Services, Parks & Recreation, Public Services HOUS¡NG & 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 fa¡ilies, the ongoing cost of a home or apartment is one of the largest expenditures within their overall cost of living - but also ät 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 arrangement of buildings and related spaces to accommodate the way people live díctates so much else about a community's "fabric." ln this way, residential land use serves as a starting point for other essential community building blocks such as schools, parks, and neighborhood stores and services. Across the diverse groups in a community, there is a basic desire for affordable, safe, and quality housing located within livable and attractive neighborhood settings.

Lonq Ranqe Goal; To consider current and future housing issues and priorities in Amarillo based on review of the existing housing stock, activity and trends in the area housing market, and projected population growth over the next several decades. Also to recognize that having a diverse stock of housing - new and old, big and small, ownership and rental - is instrumental in offering choice and providing for the individual needs of all households, regardless of economic conditions. Action Strateqies: 1, Coordinated Strategies. Pursue action items in all sections of the Comprehensive Plan that would support housing variety/affordability and quality neighborhoods.

2. Gode Enforcement Strategy. Continue to employ a proactive code enforcement strategy that first offers helpful 3.

4. 5.

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. Economic Development Link. Coordinate with the Amarillo Economic Development Corporation, the Amarillo Chamber of Commerce, the Amarillo Association of Realtors and others who monitor and/or can provide insights about housingrelated inquiries and concems of major employers, small businesses, and economic development prospects exploring opportunities in Amarillo and the Panhandle region. Ofparticular interest should be the socioeconomic profile and potential home purchasing power (or rental needs) of workers in the area's identified target industries. Gensus Results. 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 anay of housing characteristics, as well as various other socioeconomic and housing market indicators. Preserve Small-LoUFootprint 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.

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

7. Neighborhood ldentity. Promote neighborhood identity and pride through special street signage and/or potential installation of small monument signs and landscaping at entries to older neighborhoods that never had these identity features.

8. Redevelopment lncentives. Encourage residential redevelopment in targeted areas through a tax abatement or defenal

program (or other incentive mechanism) that rewards infill activity and housing rehabilitation in older neighborhoods. Such a program could target lots where substandard structures were recently removed so that these lots are put back onto the market and tax rolls as promptly as possible. Other inducements can include fast-track permitting, fee waivers, and infrastructure cost-sharing for builders and organizations that complete infill construction on vacant lots. Neighborhood Outreach and Coordination. Pursue multiple ways to maintain communication links to neighborhood leaders 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 projects, pending zoning cases, crime prevention activities, code compliance initiatives, 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. Accessory Dwelling Units. Address accessory dwelling units more explicitly within the City's zoning ordinance, along with appropriate provisions governing their use and compatibility. They are common and popular in some communities to accommodate elderly parents or relatives ("granny flats"), young adult family members wanting to live independently but nearby, or local college students in need of basic, low-cost housing. lt also provides another affordable living option within neighborhoods and a rental income opportuniÇ for homeowners.

Responsible Divisions: Community Services, Financial Services, Public Services BASIS OF PRESENTATION. FUND ACCOUNTING Fund Accounting:

The City's accounting and financial reporting are in accordance with methods prescribed by the Governmental Accounting Standards Board (GASB) and the Government Finance Officers Association. The accounting policies of the City of Amarillo conform to generally-accepted accounting principles applicable to governmental entities. Accordingly, the accounts of the City are organized on the basis of funds and account groups. Each fund is considered a separate accounting entity. Funds are used in governmental accounting to segregate sources and uses of monies. The operations of each fund ard accounted for with a separate set of accounts. The fiduciary funds are not included in the budget since they are not subject to appropriation and are governed by a separate trust document or board. 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 City functions such as public safety, parks, library and administration'are contained in the General Fund. Temporary grant programs that will ultimately have to be funded by the General Fund are included in the General Fund. These 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 are restricted for specifled purposes. They are used mainly to budget and account for.grants made to the City. Special Revenue Funds are also used to account for the transactions of the Public lmprovement Districts (PlDs) organized in the city since those funds are earmarked for a specific purpose. The Court Technology Fund and the Court Security Fund are both Special Revenue Funds since their revenue can only be spent for a speCific purpose. Special Revenue Funds also include our Housing Assistance Program, along with the Emergency Shelter and Supportive Housing, the Community Development Block Grant, the Summer Lunch Program, library grants, the Police Seized Property Funds, other law enforcement grants, the law enforcement and firefighter training grants, the Home Program, Hazardous Materials Transportation and Urban Transportation Planning Grants, Public Health and Women, lnfants & Children grant, and the Emergency Management Pantex Agreement in Principle (AlP) grant. The above grant funds are not subject to appropriation. The budget will be negotiated with the granting agency and accepted by the governing body when they approve the grant contract. The grant budgets are estimates presented to gain a better understanding of the City's entire financial picture. The Public 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.

CITYOF AMAR¡LLO

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 Improvement Fund, and the Solid Waste lmprovement Fund. Capital projects for Proprietary Funds (Enterprise and lntemal Service Funds) would be budgeted in those individual funds. 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

lnternal 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. lntemal 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 financial 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 fiscal year. For a governmental fund, capital would be recorded as expenditure in the governmental fund and recorded as an asset in the general fixed assets group of accounts. On the entity-wide financial statements required by GASB 34, we would recognize the depreciation on the 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 $pe. 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 eamed, and their expenses are recognized when they are incurred. The liability for compensated absences is recorded as an operating expense when incurred and reported as a liability on the balance sheet for the applicable fund. 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 govemmental and proprietary funds. For a govemmental fund, nominal capital would be recorded as an expenditure in the governmental fund and recorded as an asset in the general fixed assets group ofaccounts.

CITYOF AMARILLO

For the proprietary funds, we also budget nominal capital and depreciation in the operating budget of the department. The large capital purchases are budgeted in the capital projects budget. Depreciation is estimated on existing assets and large projects anticipated to be in service in the upcoming year. ln determining proprietary funds available resources, both the nominal capital (which is included in the operating budgets) and capital projects would be shown as expenditures. However, depreciation would be shown as a reduction of expenditure since it is a non+ash item. As previously mentioned, all capital items (both nominal capital and capital projects) would be recorded as assets on the balance sheet of the proprietary fund and depreciated over their useful life for accounting purposes. It should be noted that the budget of a proprietary fund is a management tool as opposed to a legally adopted appropriation of

funds. For lack of a better term, the budgets of the proprietary funds are a hybrid, using elements of full accrual and elements of modified accrual. Like the modified accrual, 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 goveming body govems fiduciary funds.

F¡NANC¡AL POLICIES

The purpose of the City of Amarillo's financial policies is to establish and maintain effective lohg-term management of the City's financial resources. As a result of the City's financial policies, the City should be able to retain a sound financial condition, retain favorable bond rating to provide future generations with the ability to bonow capital at favorable interest rates, and balance the needs of communities with their ability to pay. A more detailed explanation of the City of Amarillo's Financial Policies will follow the summary below.

SUMMARY OF FINANC¡AL POLICIES

¡ Maintain a balanced budget o Maintain an adequate tax rate comparable with similar cities r Maintain budgetary control over revenue and expenditures r Stabilize rates and fees . Charge user fees to cover at least a portíon of the cost of a service o Provide reserves for unforeseen items r 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 ¡ Plan and make capital acquisitions in an orderly fashion ¡ Provide debt financing when needed r 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. Current resources (current revenues plus appropriated reserves) will equal or exceed budgeted expenditures. Long-term debt will not be used to fund current operating expenses. Moreover, non-recuning resources will only be used to fund non-recuning 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 the Truth in Taxation calculations. The City grants an $8,600 / age 65 exemption of 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 prudent in preparing the annual budget. The City will seek to prepare a conservative budget where revenue estimates are reasonably attainable and not aggressive. Expense budgets should also be reasonable, but should also provide for unforeseen expenditures. Year-end excess of revenue over expenditures not needed for reserve requirements will be used to finance the City's capital requirements in subsequent years in accordance with the City's pay-as-you-go financing of capital. The City will establish and maintain a traditional line-item budget as one of management's means of monitoring both revenue and expenditures throughout the fiscal year.

CITYOF AMAR¡LLO

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 phasedìn 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 depreciation, 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 unanticipated contingencies such as lawsuits, tax roll tie-ups, fluctuations in sales tax or receipts from the city-owned utilities

and other fiscal emergencies. While many cities enjoy the stability of the majority of the revenues being generated by propefi taxes, most of the City of Amarillo's revenues are heavily dependent on the local economy (such as sales tax) and/or are weather-related (utility charges and franchise taxes). The City of Amarillo has enjoyed overall growth in its revenues. However, due to the potential volatility of the City's major revenue sources, the overall revenue and corresponding fund balances are more vulnerable than a city that is more dependent on property taxes as its major revenue source. Accordingly, the target reserve balance for the General Fund would be about three months of the current operating budget. For proprietary funds, the target reserve balance would be three months of the operating budget plus at least one year's capital. lf large capital needs are anticipated in the near future, reserves may be accumulated to provide for at least a portion of the needed financing. For the Public lmprovement Districts maintained by the City, the long-term reserve would also be at least three months operating expenses and could also have a capital replacement reserve. General Fund balances greater than needed for the purposes stated above are transferred to Capital Projects funds in our normal budgetary process to provide for current and future capital needs.

ln calculating reseryes, the City of Amarillo uses "Available Funds" as opposed to Fund Balance. With Available Funds, the City only includes those items readily convertible to cash, less liabilities and encumbrances. The main items excluded from Available Funds would be inventories and unrealized changes in the value of investments. 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 the calculation is different from Fund Balance, the actual beginning of the year calculation is included on the "Summary of Resources and Expenditures' presentation. General and Administrative Gharges: The General Fund should be compensated by all enteçrise funds and intemal 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 compensate the City for administration of the various grant programs. For grants, the administrative fee takes the form of indirect costs. These costs are derived from our indirect cost allocation plan, which is developed in accordance with Federal Cost Principals for allocating overhead costs. For City functions, the administrative fees are derived from a modified version of our lndirect Cost Allocation Plan. The lndirect Cost Plan is modified to recognize the General Govemment Expense, which is mainly the Mayor and City Council portion, along with the administrative costs 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 similár to a Public Utility. Accordingly, the Water and Sewer Utility makes conesponding payments to the City of Amarillo General Fund that a private utility would be required to make. The Water and Sewer Utility makes payments in lieu of tax payments for property taxes and 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 half percent sales tax in lieu of property tax rate. The payment in lieu of franchise tax is calculated in a similar manner as our telephone franchise tax, which is a per line charge. The Water and Sewer Utility pays the General Fund a per account charge on each water and sewer account monthly. The rate is adjusted annually for increases in inflation as measured by the Consumer Price lndex and any increase in water and sewer rates. The account charge reduces

CITYOF 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 Amariflo is one of the larger Water and Sewer Utility customers. Likewise, the Cig 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: a

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 cunent 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.

Gapital Acqu isition/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 planned for and provided in the department's operating budget. Capital replacements should be limited to items that are no longer functional, unable to be repaired, not economically repairable, or a safety hazard. Once the item is replaced, it is generally sold in the City auction. Planning for major capital improvements is on a five-year basis and is updated annually. The City uses pay-as-you-go financing of capital acquisitions where feasible. When debt is needed to finance capital assets, the City strives to schedule bond issues so that level payments are made each year over the life of the issue and the term.of the financing does not exceed the useful life to the asset.

The City of Amarillo prioritizes the funding of capital improvement projects on the basis of a five-year Capital lmprovement Plan. A capital improvement is any expenditure for the purchase, construction, replacement, expansion, or major renovation of the physical assets of the city when the project is relatively expensive (more than $25,000), long-term and permanent. Some common examples are streets, libraries, traffic signal systems, fire stations, additional trucks, and water and sewer lines. Capital needs of less than $25,000 (minor replacement items) are provided for in the department's annual budget. The approved projects for the first year of the five-year capital improvement program are incorporated in the City's budget in the 'Capital Projects" section of the budget. The functions of the Capital 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 ànd 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 sunounding 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?

CITYOF AMARILLO

6. Will it provide a service required for economic development of the community? What improvements would be of the most value in aftracting 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 item has a unit cost of $5,000 or more. Unit cost should include any charges for freight or installation 3. Ïhe 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 finance capital acquisitions and improvements on a pay-as-you-go basis. Generally, year-end excess of revenue over expenditures are earmarked for future capital needs and transferred to capital project funds in our governmental funds during the budgetary process. For proprietary funds, the excess of cunent revenues over operating expenses and debt service will be used for capital expenditures. When capital needs exceed funding of a pay-as-yougo basis, debt will be issued. The City will not use long-term debt to finance current operations. The level of indebtedness the City can reasonably expect to incur is analyzed to make sure that the City's high credit standing is not jeopardized. Accordingly, 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 CiÇ 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 (refunding), or a unique pledge or debt structure. The City will award competitively issued debt on a true interest

cost (TlC) 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 modified in a refinancing to level out debt service payments, including extending maturities. The capital acquisition or improvement should benefit future citizens. Where possible, the City will use 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 sewice 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: a

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

Documentation evídencing expenditure of bond proceeds;

CITY OF AMARILLO a

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

Documentation pertaining to any investment of bond proceeds (including the purchase and sale of securities, SLGs subscriptions, yield calculations for each class of investments, actual investment income received the investment of proceeds, guaranteed investment contracts, and rebate calculations).

The City will issue debt so that the proceeds from the issuance reasonably match the amount needed to fund the project, including reserye requirements and issuance costs. Accordingly, the City will utilize premiums and/or discounts on various serial maturities to meet its funding goal. However, Recovery Zone Development Bonds and Recovery Zone Facilities Bonds will be issued at par. Other Build America Bonds (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 Council, the City Financial Advisor and Bond Counsel will review the offer for compliance with all applicable laws and regulation. Advance refunding and forward delivery refunding transactions for savings should be considered when the net present value savings as a percentage of the par amount of refunded bonds is at least 3%. Current refunding transactions issued for savings should be considered when the net present value savings as a percentage of the par amount of refunded bonds is at least 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 148(dX2) will apply. The balance of bond proceeds can only be

used for capital (as defined in Treas. Reg. S 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 fules under $148(dX2) will apply. The balance of the proceeds (f00%) will only be used for capital improvements (as defined in Treas. Reg. $1.150-1(b)). An eligible financing of capital expenditures includes a reimbursement of capital expenditures under the reimbursement rules contained in Treas. Reg. $1.150-2.

Bonds will only be issued in an amount that can reasonably be spent within the three-year temporary period. The project manager will receive monthly reports on the spending progress to comply with this rule.

The City will hire a competent firm to calculate the arbitrage rebate annually and prepare timely filings with the lRS. The corresponding liability, if any, will be adjusted annually on the City's financial statements for the proprietary funds and be recorded as a GASB 34 adjustment in the Government Wide Financial Statements, if material. The firm will also monitor the spending on all issues that still have bond proceeds for yield restriction. The refundable credit reported on Form 8038-CP will be prepared by the City and submitted to the 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 earlier than 90 days before the applicable interest payment date. The City will be listed in part 1 of the 8038-CP to receive the payment and will elect to have the funds electronically deposited into the debt service account.

Deposits and lnvestment Policies: State statutes govem the City's investment policies, as well as the City's own written investment policy and strategy. ln accordance with state law and 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 the city. All funds held at the City's authorized depository are fully collateralized with securities held by a third party. Permissible investments include the following:

1. Time deposits, certificates of deposit, other interest bearing accounts, and bank money market accounts at the City of Amarillo's authorized depository, not to exceed the amount of collateral pledged by the depository.

2. Time deposits and certificates of deposit held outside the City depository with full FDIC insurance 3. Certificates of deposits purchased through the Certificate of Deposit Account Registry Service (CDARS). 4. Obligations of the United States or its agencies and instrumentalities. The investment in agencies and instrumentalities is limited to 70o/o plus any unused portion of the taxable municipal securities limit below.

C¡TY OF AMARILLO

5. Noioad money market mutual funds that are continuously rated A¡AA s¡ 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 $1 per share.

6. Taxable municipal securities rated not less than AA, or its equivalent, by a nationally recognized rating agency or rated AAA insured. The total investment in taxable municipal securities would be limited to 10% of the portfolio. The City will not employ any investment strategy that is inherently risky and will not invest in any securities that are inherently risky. Prohibited securities include mortgage-backed securities that pay only interest, mortgage-backed securities that pay only principal, obligations where the interest rate is determined by an index that adjusts opposite to changes in a market index, obligations related to foreign currency or foreign market interest rates or indices and oblþations with mãturities 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 department requesting the work is responsible for buying the material. lnterfund charges are only made if the charge is significant.

Pension Plans and Other Long-term Liabilities: To insure there will be adequate funds available and future generations will not be overburdened, the City of Amarillo 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 40-year amortization period permitted under state law to amortize the AAUL in an effort to reduce significant rate fluctuations. The provision for pension cost is recorded on an accrual basis.

The provision for accumulated unpaid vacation and sick pay will also be recognized and funded on an annual basis. The funds accumulated for the Governmental Funds' portion of unpaid vacation and sick pay 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 transfened 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 had not started funding its Other Post Employment Benefits (OPEB) other than pensions until 2013. 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 first 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. Govemment 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 CiÇ 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 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

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 2015116 budget was filed July 31 , 2015, which is more than 30 days prior to the scheduled adoption of the propefi 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 govemmental 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 first year of the capital plan becomes the approved capital budget.

ln preparing the budget, certain polícies 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 cunent level of service to the citizens (our base budget request). No increase or decrease in service should be planned, with the exception of items related to capital programs. Any recommendations for increases in service should be included in a Supplemental Request.

2. All services that are based on a user-fee concept should make every effort to be self-supported by those fees. Some

services benefit the user and the general public such as construction inspections. 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 othenryise.

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

a. For new capital, the item should make for a safer work environment or increase productivity b. For replacement capital, the ítem should make for a safer work environment, increase productiviÇ, replace obsolete equipment, or significantly reduce operating costs in terms of repair and maintenance of the existing equipment. c.

For increases in the level of service or new programs, the increased service or new program should be in response to increased demand, benefit a large number of our citizens, or enhance the quality of life for our citizens. Consistent with our philosophy on user fees, consideration should be given as to whether the item can be wholly or partially funded with new or increased user fees. REVENUE/EXPENDITURE PROJECTIONS

All department heads are required to carefully monitor departmental expenditures and revenues throughout the year. The applicable department heads are very familiar with the revenues and expenditures related to their operations and are in the best position to make the revenue/expenditure estimate. All revenue sources are examined annually and individual department heads are responsible for revenue projections on revenue sources under their control. The goal in revenue estimates is that the estimate must be reasonably attainable based on historic data and trends. Department heads receive a 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 basis. All revenue estimates are reviewed by the Finance Department for reasonableness and are subject to revision. Department heads are also responsible for expenditure estimates of their departments. Salary information qnd three years' historical 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 proprieÇ.

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 excluded from available funds. Accordingly, we make a separate calculation of the available funds for every fund. The calculation includes cash, investments, and other assets which expect to be converted to cash during the next fiscal year. All liabilities that the above calculated assets will be used to satisfy are deducted along with any outstanding encumbrances at year-end to arrive at the funds available for appropriation. For capital projects funds, we also reduce available funds for the estimated remaining expenditure balances of all construction in progress. 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 information. The proposed budget is 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 ordinance, 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 PRIORIT¡ES AND SHORT.TERM INITIATIVES

Service Levels/Demands and Staffing Changes:

As in 2014115, Public Safety was a budget prioriÇ in 2015116. ln 2013114, we added 13 police officers. ln the 2013/14 budget, we added two firefighters, three fire drivers, two fire lieutenants, and one fire captain to finish staffing Station 13. ln

the 2014115 budget, we reclassified one fire inspector from part time to full time. ln 2014115 we added 7 police officers, reclassified 7 police officers to police corporals and reclassified 3 police corporals to police sergeants. ln the 2015/2016 budget, the City added 6 police officers and reclassified 5 officers to corporals, 4 corporals to sergeants, and 1 sergeant to

CITY OF AMARILLO

lieutenant. Police overtime has been used for directed patrol of high crime areas and we have seen a decrease in serious crimes. 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 we know we will need to add more officers in the future, we will continue to monitor our success in reducing crime as we add more offìcers.

ln addition to the Police and Fire Departments, the Animal Management & Welfare Department was reorganized in the 2013114 budget to address public safety issues. This reorganization included five new positions and several position reclassifications. The number of animal management off¡cers increased from ten in 2013114 to sixteen in 2014115. ln order to enhance animal shelter operations an Aftemoon Shelter Manager position was added during the 201512016 budget Drainage has been a long-time issue and some of the big news in the 2012113 budget was the City Council approved a new Drainage Utility effective October 1,2012. Nine employees were transferred from the Street Department and seven more were added to the Utility in the 2012113 budget. We pledged the revenue from the Drainage Utility for debt for some high-priority projects. We also purchased monitoring equipment and spent most of the first year assessing the condition of the drainage and prioritizing projects. Forthe typical home in Amarillo, the fee is $2.51 per month. ln the 2013/14 budget, five additional positions were added to the Drainage Utility department, along with additional equipment, and in the 2014115 budget, four additional positions were added. For the 201512016 fiscal year budget a new storm sewer pipe/manhole repa¡r crew was added which included three additional positions.

lntotal,weaddedanetofSpositionstothe20l5/16budget.

PublicSafetycontinuestobeapriorityforthe20l5/2016with

two positions added to Civilian Personnel and six added to the Police Department. ln an effort to enhance operations, an Afternoon Shelter Manager was added to Animal Management & Welfare and a Zookeeper ll at the City's zoo facility. Traffic Field Operations added a Signal Technician to fully fund the crew to begin performing the signal work that has been previously contracted out. This position has been funded with reductions to contractual expenses. A new Utility Worker was added to the Golf Department, with the reduction of six hourly positions to offset any increase in cost. Transit added on Van Operator to address increased usage. The Water and Sewer Fund has included two new Administrative Assistant ll positions to increase customer service operations in the Utility Billing Department and a new main replacement crew with two Utility Technicians and one Foreperson l. The Drainage Fund has added a storm sewer pipe and manhole repair crew with three new positions. Public Health has added a new Epidemiologist position and the Womens lnfants and Children (WlC) grant has added a new Greenhouse Technician to staff the greenhouse facility currently under construction.

ln an effort to offset the cost associated with the new positions, there were several staffing reductions: the Park Maintenance Department eliminated a Plumber position, Libraries eliminated a Library Assistant, Streets eliminated two Utility Worker positions, AECC eliminated a Call Taker position. Golf eliminated six hourly positions to fund one full time Utility Worker position and Community Development eliminated one clerical position to fund costs associated with a reclassification. ln total, staffìng has increased by 1 10 positions from 2,360 in 2011112 to 2,470 in 2015116. Below is a graph of total staffìng:

Total Staffing 2,480 2,460 2,440 2,420 2,400 2,380 389

2,360

2,340 2,320 2,300 2011

2012

2013

2014

2015

C¡TYOF AMARILLO

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

and retain dependable employees to accomplish our mission. We have included a 2.00o/o overall employee raise in the 2015116 budget for all employees. Police ofücers and firefighters will receive their raise in-October 2015. Council also approved the increase of the lowest levelfull time employees from $8.50 to $9.00an hour. Civilian employees will receive their raise at their annual evaluation and will vary with their job performance. ln 201412015 the City budget included a 2.75o/o annual raise. ln 2013114 we were able to include a 3.5o/o overall raise for civilian employees and a 3.75% raise for police officers and firefighters, and in 20121'13 a 2.75o/o raise was included. The additional increases in 2013/14 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 2010111 increases. We had to forgo employee raises in the 2009/10 budget. The only way we could afford raises in the 2010111 budget was to revise our TMRS benefit. We dropped the retiree COLA in the 2010/11 budget, which saved the City about$2.1 million in hhe2010111 budgetand helped funda2o/o pay raise. Through all the lackluster years, we were able to maintain all current incentive pays such as CDL driver pay, welder certification pay, and bilingual pay, giving employees opportunities to earn additional money. We also kept the Discretionary Retention Pay (DRP) for civilian employees, which is similar to longevity pay for police officers and firefighters. We have shift differential pay for evenings, nights and.weekend shifts. Employees that work on holidays can receive double-time pay. Turnover remains an issue thatwe continue to address. As of September20lS, the City's unemployment rate was 3.1% which is slightly lower than the 4.0% figure last year. Fortunately, the City has not experienced any difficulty recruiting well-qualified applicants for police officer and firefighter positions. However, recruitment at the entry level positions remains a challenge for City Departments. The City will complete a pay plan study for employees to provide a plan going for to begin addressing compensation at all levels. 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 qualiff for their Commercial Drivers License (CDL) and an on-site welding certification program. After successful completion of the training, the employee receives incentive pay in addition to their base pay. For employees needing their high school diploma, we added 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 eam up to five weeks. Civilian employees earn two weeks of vacation time after one year of service and can eam up to five weeks. Employees will eam additional vacation days for each year of service. Moreover, employees are allowed to use up to three days per year of their accumulated sick leave for personal time off. We also recognize 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 can accumulate up to 40 sick days. Police officers and fireflghters 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 Municipal Retirement System (TMRS). The City had been notified that the annual required contribution to TMRS would be over 23Yo- 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 17 .83Yo in 2010 to 18.83% in 201 1 . We estimated that it would cost the City approximately an additional $2.1 million. The CiÇ dropped the repeating COLA and the repeating Updated Service Credit in 2011 and the City's TMRS rate dropped to 14.09%. The repeating COLA was a great benefit for retirees, however, we do not believe dropping the repeating COLA will significantly hurt efforts".to attract and retain employees. Amarillo is isolated in terms of competing TMRS cities and attracts most employees from the private sector. Our benefit package is still appealing compared to the private sector. ln2O11, the Texas Legislature combined the three TMRS funds into one fund with a resulting decrease in contributions. The City's 2012 rate would have decreased to less than 10%, however, we kept the rate at 14% in the budget to be able to provide for future enhancements. Our TMRS rate was scheduled to drop again in 2013 to 8.75%. With the decrease in TMRS rate, in 2013 we added five-yearvesting and restored the repeating updated service credits, helping active employees. We believe these changes will help attract and retain active employees. These revisions increased the TMRS rate to 12.04To of pay, which left 1.96% of pay to start funding our post-retirement health care benefit in 2013. Our 2014 TMRS rate dropped slightly to 11.57o/o leaving 2.43o/o for our post-retirement healthcare benefit. Once again, our 2015 TMRS rate dropped to 10.96% and ou r post-reti reme nt healthca re benefit remai ned at 2.43o/o. The City has historically provided subsidized health insurance to retirees. The City has tunded this benefit on a pay-as-you{o basis. The GASB 45 calculation forced cities to cost this benefit, but not fund it. However, there are obvious benefits to prefunding of the benefit. Any benefit that is prefunded is less costly since earnings can be used to offset the cost of the

CIryOF AMARILLO benefit. With the funded option, a city can use a higher discount rate in calculating the benefit, which reflects the decreased cost of funding the benefit. Also, future generations of taxpayers are not burdened with the cost of prior service. The 1.96% contribution to the trust in 2013 and the 2.43o/o contribution to the trust in2O14 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-time employees also have

the option of contributing to our defered compensation plan in addition to their retirement. All full-time employees, except police and fire, are covered by social security.

Full-time employees are covered by our health plan. Our health insurance plan is one of the better plans offered in our community. Our $1,000 deductible is one of the lower deductibles in our area. Moreover, the CiÇ has always strived to keep the plan affordable to the employees. This is the sixth year of our employee-only clinic: CityCare. Any person on our health plan can go to the CityCare without a copay. While the $1,000 deductible is low for a hospital stay, it was a barier to primary care for many of our lower paid employees. The clinic has been good for both the employees and the City. CityCare gave all employees, and their dependants on our health plan, access to primary care. The cost of CityCare has been less than the reasonable and customary cost of the services provided. Most importantly, it has helped improve the quality of life for many of our employees and has boosted morale. CityCare has also been an important employee recruiting and retention tool, especially of our lower paid employees. We started our safety footwear program the same year as our clinic. The City has large self-insurance retention ($1 million) on

Worke/s Compensation claims and our slip-and-fall injuries were significant in number. The safeÇ footwear program ensures our field employees have the proper footwear for their job. Slip-and-fall injuries have decreased and we feel that the decrease is directly attributable to our safety footwear program. The cost of the safety footwear program is funded by the City's Selflnsurance Fund and is estimated to cost approximately $100,000 in2015,,16.

lnsurance and Self lnsurance The City is self-insured for many lines of coverage and usually has large self-insurance retentions and high deductibles when insurance is purchased. Health insurance, including dental, is in one fund (the Employee 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 City continues to see increasing claims and cost in the Employee lnsurance Fund with the claims increasing by 10o/o for the last four years. The Employee lnsurance Fund should end the 2014115 budget year with about $161,541 in reserve. This amount is well below the targeted reserve balance of $4 to $5 million. ln addition to the premiums assessed to City departments, employees, and retirees; the City will transfer additional funds into the Health lnsurance Fund during thg 2O14l2O15year. During 201 5 the City reviewed the financial stability of the Fund. Since 201 3 the City has made significant changes to conrol costs, deductible increases, out of pocket increases, dependent eligibility audits and premium increases. Historically, the City has very favorable contracts in place for Amarillo hospital services, physician'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. The measures taken so far have not produced the anticipated results in lowered claims experience. During July 2015 the City issued a request for proposals (RFP) for the third party administration of the medical, dental and flex plans. The City anticipates that a national carrier, will have more favorable discounts with network providers. Effective January 1,2016 Aetna Life lnsurance Company will provide the plan administration for the medical and dental programs.

We believe that our employee-only clinic, CityCare, has helped to stable our healthcare costs. Before CityCare, some of our employees' access to primary care was the hospital emergency room. A side benefit of our Clinic is that the Clinic is the largest writer of prescription drugs in our plan and predominately prescribes the lower-cost generic and formulary drugs, whióh 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 are increasing the employer contribution by 15o/o in October 2014 and the employee/retiree portion by 15% in January 2015. Deductibles and out-of-pocket amounts will remain the same for fiscal year 2015116. On January 1,2015, all Medicare 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. 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 plan for catastrophic claims. We do not have aggregate stop loss coverage, which would attach after total claims reached a certain point. For the vast majority of claims, the City of Amarillo's Health lnsurance program is essentially self-insured.

Our Dental Plan is entirely employee funded. Like the Health plan these rates will increase by 15o/o forthe 2015/2016 fiscal year. As with other health related costs, we believe that the long-term trend is related to higher costs.

CITYOF AMARILLO

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 $4.8 million. For the 2015fi6 budget, we are estimating revenues of $5.3 million and $5.6 million in expenditures. Therefore, we should end 2015116 with approximately $3.8 million in reseryes. The largest line of coverage in the Risk Management Fund is workers compensation. We budgeted $2 million for workers comp claims in 2015fi6 plus another $400,000 for insurance, protective clothing, safety and other costs. The comp rates multiplied by the comp payroll should produce revenues of about $2.4 million in 2015/16. We have a self insurance retention of $1 million perworke/s comp occunence with full statutory limits. Therefore, we should not receive a comp claim back once they have been transfened to the insurance canier. Our insurance coverage, along with our healthy reserves, should be sufficient for comp claims. General Liability, Auto Liability and Auto Physical Damage combined are budgeted at $1.6 million in 2015116. We have purchased police officer liability insurance and cyber liability insurance, which had not been purchased in the past. While we have tort limits in State Court, we do not have any protection in Federal Court. The most likely and most significant exposure in Federal Court is police officer liability. Cyber liability was about $49 thousand and políce liability was about $180,000. 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 coverage protects both the City and the officer. Most of the insurance purchased is for property insurance. We purchase property insurance wíth a $250,000 per occurrence deductible. Street Maintenance: Street maintenance came to the forefront as a major budgetary issue in 2011112. ln fact, most of the tax increase in the 2011112 budget was for streets. The Council became increasingly concemed that defened maintenance of our streets would result in spending significantly more for street repairs in the future. This increased funding was maintained in the Street Department budget for 2014115 and2015116. Gapital lmprovement Program: The Capital lmprovement Program is one of the most important parts of our budget and our budgetary process. The City has historically funded capital projects on a'pay-as-you-go basis, with budgetary surpluses being earmarked to fund our Capital lmprovement Program. With the pay-as-you{o philosophy of capital improvements, it is very important to identiff and anticipate future capital needs so that they can be provided for in an orderly fashion. ln conjunction with our budget, we update our five-year capital program. The first year of the five-year program becomes our capital budget. As more fully discussed in our Capital lmprovement section, our Gapital 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 replaced. However, with the continued deterioration of our aging system, there will not be any staff or budget reductions from the replacement of the aging infrastructure. Any savings ín staff time or materials will be utilized on other aging infrastructure. General Gapital-The largest capital project in the 2015/16 capital budget is $14 million in funding forthe Next General Radio System for public safety. The City anticipates bond funding of $12.3 million for this project. Another significant project is the $3.6 million to reconstruct arterial streets that have major pavement failures and steep transverse slopes and right of way and utility adjustments associated with the TxDOT Loop 335 project. The City has included $1.1 million for equipment replacement in the Transit Department, with $900 thousand in grant funding. General Fund Capital includes funding for police and fire equipment, upgrades and repairs to Cit facilities, and improvements to the park system. Water and Sewer Capital - The Utilities Fund includes $35.2 million in capital projects, including $21.6 million in bond funding. Amarillo now has nearly 1,136 miles of water mains in the City and an additional 968 miles of wastewater mains. 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 City anticipates funding thru the Texas Water Development Board to fund the Osage/Road Transfer Main which will connect the Osage Water Treatment Plant to the Arden Road Pump Station and includes additional pumping and ground water storage capabilities.

Airport Capital - The $5.5 million FAA grants will be used for shoulder rehabilitation and lighting improvements of the taxiway. The Airport match of the FAA grant is 10%. The Airport also has included $425,000 for parking lot and exit lane enhancements and $455,000 for leased hangar improvements,

Drainage Utility Capital - The $1.7 million drainage improvement projects wíll fund maintenance and extensions to the storm sewer drainage system as well as funding for new vehicles and equipment for the new crew.

Other Gapital - Projects include $1.2 million for street overlay, $150 thousand forADA improvements, $300,000 for liner installation at the landfill, $125 thousand for the third 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.

CITYOF AMARILLO GOMMENTARY ON MAJOR REVENUE CATEGORIES

Property Taxes: The maximum tax çate provided by City Charter is $1.80, of which $1.30 may be levied for general purposes; the remaining $.50 may be used only for watenruorks purposes. The Potter-Randall Appraisal District assesses taxes. The City of Amarillo has contracted with both Potter and Randall Counties to collect taxes. Taxes are due October 1, and become delinquent February 1 . Delinquent taxes are subject lrom 12o/o to 1 8% per annum interest plus a penalÇ of 5% to 10% and attorney fees in accordance with statutes.

The property tax implementation process begins with the calculation of and publication of tax rates. A taxing entity in Texas must calculate their effective rate, debt service rate, and rollback rates. The effective rate is that rate which generates the same tax levy on the same property as the year before. Generally, if property values rise, the effective rate will decrease; however, there are other factors affecting the effective rate calculation. Changes in the tax status of property, tax refunds, and changes in exemption will also affect the effective rate. The rollback rate is the maximum rate a governing body can levy without giving the citizens an opportunity to petition the governing body for a roll back election. The rollback rate is usually an increase of over 8% the effective rate, but other factors can also affect the rollback rate such as the debt service rate and the sales tax adjustment. 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 tax rate in a public meeting. The tax rate being considered is discussed at the meeting and the vote of each member of the governing body is recorded and published cbnspicuously in a quarter page ad in the local newspaper. The proposed tax rate discussed at the meeting will then be the maximum rate the governing body can consider. The governing body could lower the rate, but not raise the rate after the meeting to discuss the tax rate. Next, the governing body is required to conduct two public hearings on the proposed tax rate to hear from concerned citizens. After the two public hearings, the governing body is required to publish a second quarter page ad in the local newspaper as to the date and time of the vote on the proposed tax rate. Our City Charter requires the proposed tax rate be approved by ordinance, which requires two readings before the goveming body. ln addition to the meeting to discuss the tax rate and the two public hearings on the tax rate, the public is also welcomed to comment on the tax rate at the two readings of the tax ordinance. Lastly, after passage of the tax increase ordinance on the second reading, the governing body must ratiff 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. lf the taxing entity fails to get the proposed tax rate approved before October 1'1, 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 collection rate on the current role. Over the last ten years, collection rates have varied from g7o/o to 99% of the

curent role. Combining the delinquent collections with the current collections, total collections approach 100%. Property taxes are also received early in the fiscal year; most of property tax is collected by the end of December.

Property taxes increased in the 2008/09 year due to the issuance of Certificates of Obligation. Before the 2007 Certificates of Obligations, the City only had $5.2 million in outstanding Generat Obtigation debt from a20O1 issue. tn 2013t14, the debt service portion of the tax rate is $0.02594. For three years, the City held the tax rate to $0.31009. ln 2011112, the rate was increased to $0.32009. ln 2012113, the City kept the same at tax rate of $0.32009. For 2013/14, 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 effective tax of $0.33207, the $0.34509 tax rate is a 3.92o/o increase over the effective rate. ln 2015116, the rate was increased to $0.35072. Compared to the effective tax of $0.33562, the $0.35072 tax rate is a 4.5o/o increase over the effective rate. This increase will help fund additional police officers. 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 2O15116, the taxable property value subject to tax levy is $9,651 ,751 ,656. The amount subject to levy excludes the property value of homes that have frozen taxes since they are not subject to levy. Our total taxable value is $l 1,542,059,264; which is up over last yea/s value of $1 1,100,054,718. Our tax rate of $0.35072 per $100 valuation will produce a total levy of $38,946,551 in 201512016 along with the frozen taxes of $5,095,648. We should actually collect $37,972,888 with a collection rate of 97.5o/o. Also, based on a tax rate $0.35072, we will transfer taxes of $185 ,042to the Tax lncrement ReinvestmentZone (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

CITY OF AMARILLO

development.lhe 112% sales tax for economic development is not included in the City of Amarillo's budget. The other 1/2% increase in the sales tax was approved by the voters to reduce property taxes in the City of Amarillo. The 112% sales tax increase to reduce property taxes was effective October 1, 1990. The 1l2o/o 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 the State of Texas. The State of Texas'portion of the sales tax is 6.25%, and the local portion of the sales tax is 2o/o. Sales tax is the City's most signifìcant single revenue source and provides 34% of the General Fund's revenue. Unfortunately, the sales tax is not as predictable as the property tax. Sales tax is a more volatile revenue source. Because of the size of sales tax revenue, small percentage changes in collection can make significant changes in overall General Fund total revenue.

While the sales tax has been a relatively consistent increasing revenue source for the City, it slipped with the recession. Sales

tax revenue seems to have stabilized and even be increasing.The 2012113 and 2013114 years were record years in terms of sales tax receipts and 2014115 is on track to surpass it. We estimate that we will end 2014115 with $55.2 million in sales tax revenue compared to a budget of $54.8 million. Wilh 2014115 being another record year we only increased our estimate for 2015t16 by approximately 1.5%. For 2015116, we are estimating sales tax revenue of $56.1 million. A graph of the sales tax collections follows below

Sales Tax 62.O

57.0

2 52.0 C 4T.o 42.o = 37.0 32.0

55.2

2012t13 2013114 2014115 2015116

Gross Receipts Business Taxes: Gross receipts business taxes are franchise fees imposed on the various public utilities and the hotel occupancy tax revenue.

The revenues are based on a three-year average of receipts adjusted for current trends. The current franchise taxes on the gas, electricity and cable television are 5To of gross receipts. The franchise tax on cable television does not include installation charges. We receive a perJine fee on land line telephone service. The hotel occupancy tax is a 7o/o þotî tax on nonpermanent residents with an additional 2o/o lax for 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, 2015116 gross business taxes of $25,388,569 are estimated to increase compared to the revised 2014115 projection of $24,738,697; anincreaseof 2.60/o.Wehavedecreased our20l4l15budgetestimatefortheelectricutilityfranchisetaxfrom $8,925,000 lo $8,557 ,227 and are anticipating 2015116 revenue of $8,813,944 to reflect customer utility rate increases. We are expecting the franchise tax on the natural gas utility to be $3,414,491 next year cornpared to a revised 2014115 estimate of $3,315,040. 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 $2.65 monthly water payment in lieu of franchise fee will generate about 82,260,649 in 2015116: the $1.17 monthly sewer payment in lieu of franchise fee will generate about $978,004 in 2015/16. We have left our 2014115 budget estimate for the telephone utility franchise tax flat at $1,276,319 and are anticipating 2015116 revenue to be $1,280,000. Actual 2013/14 revenues from the telephone franchise fee were $1 ,280,464. 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. Receipts for 2014115 franchise tax on the Cable TV is revised at $2,1 15,812 from the original budget of $1 ,820,000 but down from the prior year of $2,131,480. For the 2015/16 year we have forecasted revenue $2,120,000.

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 revenues of about $462,000. This decrease is permanent and future telephone franchise tax revenue will mainly increase with additional lines. Unfortunately, the line count has dropped with the shift towards and the growth in wireless communications. The electricity franchise tax would also be handled in a 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 charge. While the full effect of the change in the electric franchise tax has not been determined, the resulting

CITY OF AMARILLO

franchise tax receipts should not change significantly. Consistent with the above fixed unit franchise tax, the City has also modified its franchise fee on the Water and Sewer Utility. Beginning in the 2001102 fiscal year, the City changed to a per account charge. The 2015/16 franchise tax will be $2.65 for each water account and $1.17 for each sewer account. The change in franchise tax for water and sewer will result in a more predictable revenue stream for the General Fund and a more predictable expense estimate for the Water and Sewer Utility. The water and sewer franchise tax is no longer weather related; however, two of the more significant franchise taxes are still weather related. Both the electric franchise tax and the gas franchise tax is weather dependent and also vary with the fuel costs.

Hotel tax revenue has been steadily increasing and more hotel properties have been added to our city. Actual 2011112 revenue was $5,002,181, actual 20'12113 revenue was up to $5,691,118 and up again for the 2013114 fiscal year at $5,937,403. We have revised our 2014115 revenue estimate to $6,270,655. We also expect 2015116 revenue to be $6,521,481 . Hotel occupancy taxes can vary a great deal from year to year and it is the City's policy that revenue estimates be

attainable. The Hotel Occupancy Tax is a significant single revenue source, but its use is limited. Hotel Occupancy Tax receipts can only be spent on items related to convention and tourist-type activities. The Hotel Tax funds are used for our contract with the Chamber of Commerce for promoting convention and tourism in the city. The Hotel tax also offsets the operating loss at our Civic Center complex and provides funds for capital at the complex.

The City is working toward renovation of its downtown and part of the plan will involve using a portion of the hotel tax to support some bonds. lt will take about $1 .5 million of the hotel tax for a new parking garage and multipurpose event venue. Our current estimates are that the City still should be able to cover the operating loss at the Civic Center Complex, but the revenue source would have to grow to provide additional capital. With a reasonable growth rate, the hotel tax would also support convention and tourism activities at or near their cunent

Gross Receipt Business Taxes Hotel 2s% Electric 35%

Cable

Gas

Sewer 4%

t3% 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 thousands of roofs in the City. We anticipate the increase in construction will drop back down to a normal range in 2014115 and 2015116 and therefore decreased building permit revenues 27o/o. We also decreased heating and air conditioning permits by the same percentage. The electrical, plumbing and gas, and heating and air permits are not significant revenue sources in total. Most of the food and beverage related permits are expected to be flat except for a couple of minor rate increases. These are not significant 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 governmental entities. For the General Fund, the most significant governmental revenue is federal and state assistance for our Transit Department. State funding is expected to be at $396,680. Federal transit assistance is

CITYOF AMARILLO

expected to increase to $3,168,446. Under our current cost sharing arrangement, we continue to receive about 80% of those funds through our operating assistance grant. ln the past, the transit system was accounted for in an enterprise fund. After further review, the transit system was merged into the General Fund. The transit system did not truly belong in an enterprise fund; the transit system was not self-supporting and it is the City's policy to only have the minimum number of funds necessary to account for the City's financial activities. The school district will be using a total of 10 officers in the School Liaison Program. With this program, the school pays the officers' salary during the school year and the City pays the salaries during the summer. The School District's share of the program is expected to be $962,000 in 2015/16. 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 not expect any reimbursement from the Hospital District. The Hospital District will instead be providing intergovemmental transfers as a match for the Public Health Delivery System Reform lncentive Payments (DSRIP) program. We anticipate these dollars will fund both the DSRIP program and the local portion of Public Health costs.

The City receives significant grant funding for airport improvements. ln the 2014115 year, the airport anticipates receiving $3,463,000 in federal funds for airport capital projects and $5,510,919 in 2015/16. Theise 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 programs and activities including Housing, Community Development, Public Health, and special police initiatives. Our most significant grants are from the Department of Housing and Urban Developiment (HUD). The Housing and Urban Development (HUD) grants include our Community Development Block Grant Program (CDBG) and various Housing programs. Overall, grant revenues recorded in the Special Revenue Funds are anticipated to decrease Írom $22,215,283 in 2014115 to $20,706,607 in2015116. We are anticipating decrease in funding levels for Supportive Housing from $318,762 to $247,225 and in Community Development Block Grants from $1,801,846 to $1,442,939. We are also projecting decreasing revenue in the Public Health Grants from201412O15 of $4,982,47Oto $3,378,351 in201512016. This decrease is directly related to the expected deliverables of the DSRIP program; the 201412015 year included additional dollars associated with the multi year program. Law enforcement grants are expected to increase from $261,792in2014115 to $318,700 in 2015/16. Our U.S. Department of Agriculture grants remained stable. Our Women, lnfant, and Children (WlC) nutrition grant received a decrease from $2,538,273 in 2012113 to $2,501,356 in 201312014 and an increase'to $2,656,606 in 2014115 and $2,772,094 in 2015t16. Urban transportation planning increased slightly from $378,469 in 2014115 to $410,074 in 2O15116.

While not a significant portion of the Special Revenue Fund budget, we currently have eight Public lmprovement Districts with a combined 2015116 budget of $1,131,538. These districts were created to provide special landscaping amenities to the residents of these subdivisions. Public lmprovement District (PlD) revenue should remain flat with a slight increase of $20,193 next year. The assessments fund the operation and maintenance of the PlDs along with any related debt service. The City has installed traffic cameras at various new intersections this year and we expect $958,380 in 2014115 in revenue and $881,710 in 201511. 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 2003/04 to pay for the Municipal Court bailiffs; a three-dollar fee, which is added to offenses, funds these positions. The fee should produce some surplus over the cost of bailiffs, which will be used for security improvements at the Court. The Court Technology Fund collects a four-dollar fee on offenses and is used to fund technology improvements at the Court. These revenues are estimated to be Ílatfor 2015116. The Police Department's Seized Property Fund is being used for the operations portion of our local narcotics task force. The salaries and offìcers are included in the Police Department budget in the General Fund; the other operating costs are funded from seized property. Seized funds are received from the courts and are difficult to estimate. A graph of the budgeted governmental revenues included in the Special Revenue Funds follows.

CITY OF AMARILLO

Special Revenue PID

CDBG

10/ t/o

WIC

t4%

Health

t6%

Housing 44% Trans Pl

2% oth", 6%

Photo 4%

Lib o%

Court

Public Safety and Health: We are anticipating a slight increase in Public Safety and Health revenue; revenue is expected to increase from 2,879,363 in 2014115 to $2,991,038 in 2015116. 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 $102,924 in 2015/16. The reimbursement is calculated from our Cost Allocation Plan. Warrant fees are expected to remain flat at $678,200 for both 2014115 and 2015116. Warrant production has been one of the priorities of our Municipal Court and Police Department. ln 2003104, we outsourced warrant collection. A 30% collection fee is added to the cost of the warrant and paid by the defendant, which covers the cost of collection. During 2014115 the City moved the warrant collection in house, warrant collections have remained very strong and the cost to the defendants is reduced as there is no associated 30% collection fee. ln 2014115, we had our tenth "Warrant Roundup." Moreover, police liaison offìcers were used to serve warrants in the summer when school was not in session. Warrant Roundups have been successful, and we intend to continue them in the future. The Vital Statistics function (maintenance of birth and death records) is the third largest revenue source in the Public Safety and Health category. Our revised current year estimate is $275,000 and we are expecting Vital Statistics revenues in 2015116 to remain flat at $275,000. The Vital Statistics revenue is one of our best revenue sources because of the low cost associated with collecting this revenue. Warrant fees are very labor intensive to process and collect.

Sanitation The sanitation revenues represent user charges for collection and disposal of solid waste. Sanitation revenues also provide for the budgetary transfer to our Solid Waste lmprovement Fund to provide for ongoing capital costs at the city landfill. Over the next 5 years, these annual landfill improvements are expected to average $2.0 million with the largest estimated project over the next five years is prqected to be $3.3 million for the excavation and $3.3 million for the liner of Cell 10 Phase 4. ln 2006107, we budgeted $8,045,000 to begin opening a new cell at our landfill and making improvements in our transfer station. ln 2007108, another $2.5 million was budgeted for the liner at the new cell. With an expected fund balance of $5.4 million; the City's ability to support this level of capital expenditure will necessitate larger transfers in the future. Sanitation charges are billed along with the water and sewer charges to residential and commercial customers. Residential customers receive twice-a-week service in the winter and three times per week service in the summer. Service varies with commercial accounts and can be as much as six pick-ups per week. Landfìll charges are collected at the landfill or are separately billed. Sanitation revenues decreased from 2013114 to 2014115 due to landfill revenues going back to a normal level after the 2013 hail storm. Since monthly billing is fìxed, the revenue is very predictable. The graph that follows shows the trend of sanitation collections.

CITY OF AMARILLO

Sanitation Revenue E ô E =

20.4 20.2 20.0 19.8 1s.6 19.4

^,-

-^^- --

t9.2

19.0 18.8

2ot4/1s 2o1s/r6

2ot3/14

2OL2/13

Year

Culture and Recreation The culture and recreation revenue category consists of revenues from City-sponsored activities. Civic Center charges and various golf course revenues are the major sources of revenue in this category. The City owns and operates a convention center complex, which includes the Civic Center and the Globe News Center, as well as two 36-hole golf 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 for 2015116 is projected to increase to $5,156,961 compared to a revised revenue estimate of $5,095,205 for 2O1415. Most of the increase is in Civic Center box office fees ($17,000). A graph of culture and recreation revenue follows.

Culture & Recreation 5.2

- 5'2 *52\ c q1

e ;:i = ;:B 4.9

\¡-¿ \

2012/13 2013/1.4 2O1"4/Ls 20ts/L6 Year

The combined golf fees make up the largest portion of culture and recreation revenue. Golf revenue is expected to increase by $26,382 over our revised projection for 2014115. 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 2.1 at

2.O

t .9 t .8

= t .9

2O!2/L3 2Ot3/L4 20L4/ts 20ts/L6 Year

Civic Center revenue is the next largest revenue source in culture and recreation revenue. The Civic Center complex revenue is comprised of revenues from the Globe News Center for the Performing Arts, Auditorium, Coliseum and exhibit area rentals at the Civic Center, commissions on novelties and concessions, box office charges and advertising revenue. Next year, Civic Center revenue is expected to increase slightly from $1,911,088 for 2014115 to $1 ,940,595 for 2015116. Rental rates were

CITY OF AMARILLO

increased by 20% in both 2011112 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 1â

2050.0

2000.0

o 3

19s0.0

t! v, ¿

1900.0

T9TL,L

18s0.0

20L21!3 2ot3lL4 2014/!s 207s/t6 Year

Fines and Forfeitures Fines and forfeitures are estimated to decrease by $76,228 next year. Most of the fines and forfeitures are related to traffic violations with the major revenue source being traffic fìnes. 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 2003104, we added $3 to each ticket for the Court Security Fund; this fee should generate about $101,500 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 soft¡vare in 2009/10. The Court Technology Fund paid for the upgrade and the ongoing maintenance. The Court Technology Fund generates about $135,300 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 4.5 4.4

4.4 v,

o E

4.3 4.3 4.2 4.2 2

4.t 4.7

2012/13

2014/t5

2oL3/L4

2]ts/t6

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. For 2015116, we are anticipating $1,655,700 in forfeited discounts, compared to $1,655,198 in 2O14115. 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 'tt ! f:

o ta ã o .c

1655.2

1700.0 1650.0 1600.0 L550.0

1s00.0 1450.0

2ot2/t3 2013/74 zoL4/ts 2015/L6

lnterest Earnings: ln the past, interest earnings were a significant revenue source to all funds. Last year, $812,339 was generated in investment income. The City portfolio has a short-weighted average maturity and is dependent on short-term interest rates and short-term rates have been very low. Thus, interest earnings have been sharply reduced. 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 rates have been at historic lows and are anticipated to remain low next year. We are anticipating a increase in interest income to $1,093,683 in 2015/16, compared to our revised estimate of $978,863 in 2014115. The above-mentioned anticipated increase in investment income can be seen in the graph below.

r.2 1.0

1.0

1.L

1.0 0.8 att

å .4 0.2 0.0 20

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 costs. The most significant 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 Cost 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 $161,084 in 2015116 compared to $128,085 in2014115. Water and Sewer administrative fees increased from 91,212,407 in2014115 to $1,239,827 in2015116. lndirect costs charged to City activities and grants will increase from $1,755,265in2014115 to $1,839,559 in 2015/16. 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 lhe 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 significant revenue source in this category. The payment in lieu of property tax is increasing due to the increase in the plant and equipment in our Water and Sewer Fund; the payment in lieu of property tax will increase to $3,495,444 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 2015116, which is the same as 2014115.

CITY OF AMARILLO

Operating Transfers: An equity transfer involves the closing of a fund and the transfer of the closed fund's entire fund balance to another fund. Operating transfers involve the transfer of assets from one fund to another in the normal course of the fund's operations. Historically, the interest income from Capital Project Funds that relied on the General Fund for support was recorded as General Fund lncome. The City adopted GASB Statement 31, which requires investment income to be reported in the fund that held the investment.

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 77o/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 inigation. 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 significantly.

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 2O1Ol11; 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 2001102 and 2003/04, Water and Sewer Utility revenue had a 5% increase in water and sewer rates. Our 2006107 rate increase was expected to generate about an 8% increase in water and sewer revenue. The 2006/07 rate increase had two components. First, all water and sewer rates would increase by 6% effective October 1, 2006. Also effective October 1, 2006, we added a third tier to our residential rate structure and commercial irrigation meters were put under the residential rate structure to encourage conservation. However, both components of the rate increase were very volume dependent. The 2007/08 rate structure was designed to generate a 10o/o 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 custome/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 10% rate increase. The rate increase was applied across the board in 2009/10 and all customers saw the '10% increase.

The Cig was successful in obtaining the balance of the Potter County Well Field project ($41.1 million) from Texas Water Development Board (TWDB) at a very attractive interest rate (1.97%) for twenty-year debt. Moreover, the City obtained another $18 million in funding from the Texas Water Development Board for improvements at the Osage Treatment Plant at 0%, again for twenty-year debt. While the interest rates are very attractive, the bonowing still has to be repaid. Therefore, we had another 10o/orale increase in2010111.

We had a great opportunity in 2010h1. 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

CITY OF AMARILLO

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 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 11Yo rate increase to service the debt. ln orderto avoid another double-digit rate increase, the debt was structured so that we could have a 6% increase in2011112 and another 5% increase in 2012113.

We included a 2o/o increase in water rates for the 2013114 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. During the 2015/16 fiscal yearthe City implemented at 3% rate increase to fund additional debt associated with the Arden Road transmission line project. Our 201 1112,2012t13 and 2013114 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, and2013li4 the iity 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 lor 2012113 as well as the projected sales for 2013114,2014115 and 2015t16. Revisêd estimate projections for the 201412015 fìscal year reflect a significant decrease from the 201312014 fiscal year. The 2015 year rece¡v'ed ã significant amount a rainfall, ¡n fact, this yea/õ rainfall is ranked 4th of measurable rainfall years. The 2015116 year reflects a normal water usage.

70.0

)

69.0

ag.z

68.0 67.0

-kt/.4

\^/

0 86. (¡

64.0 63.0 62.0

2072/13

2073/t4 Years 20L41!5

20Ls/t6

Airfield Revenues: Airfield revenues include fees charged for use of the airfield. Landing fee revenue is the now the second largest revenue source in this category. Landing fees are based on the number of flights and the weight of the aircraft. Overall, we are estimating a increaðe in landing fees from $366,820 in2014115 to $598,000 in2015116. 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 2012113, $1.4 million in 2013114 and should generate $1.4 million in 2014115 and 2015116, 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 significant revenue source and contains terminal rentals and commissions for the vendors that utilize the airport terminal. The auto parking concession is included in terminal building revenue. The airline rental revenue also includes the cost of Airport Security Service. The Airport may also increase future fees to reflect increases in cost. Historically, the parking concession has been our most significant single source of operating income. Depending on the year, either airiine rental income or airport parking revenue is the number one revenue source. Next year, we expect airline rentãls to be $2.4 million. However, the most signifìcant change in this revenue category is the addition of a Customer Facility

CITY OF AMARILLO

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 commón facility to service all the rental cars, and car rental customers would be charged $3 on all car rentals to pay for thelacility. We estimate Customer Facility Charge revenue will remain flat at approximately $770,000 for 2015116. Parking

revenueisexpectedtoincreasefrom$2,082,993in2014115to$2,400,000in2015i16. Thenewrestaurantandbarlocated

inside the secure portion of the terminal should generate about $235,000 in revenue. Car rental revenue is expected to be

$1 ,300,000 in 2015/16 compared to $1 ,124,069 in 2014115. A graph of terminal building revenue follows.

rminal

ld¡ ng 26%

2t%

Auto Parking

Car Rent

34%

t9%

Other Building and Grounds Revenue: Other building and grounds revenue is a significant airport revenue source. Most leases have provisions to increase with the Consumer Price 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 ,527,226 in 2014115 to $1 ,794,708 in 2015/16.

Municipal Garage and lnformation Services lnterdepartmental: 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 2O1Ol11 , garage rental rates were lowered 10%, even though the City continued to experience increased cost in repair parts and erratic fuel prices. The decrease in rates was to give some much needed budgetary relief in other areas. While individual department budgets can vary, we increased rates by 5% overall in 2011112 and 2012113 and by 7% in 2013114 and zAW15 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 order to 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 94 million in available funãs. tne 77o increase increased revenue by approximately $1 million. We expect Municipal Garage interdepartmentalcharges to increase from $15,432,738 in 2014115 to $16,299,026 in 2015/16.

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, 4o/o in 2014t15 and 3% in 2015t16. Beginning in 2013114, our communications department and related user fees have been moved into our lnformation Technology Fund. User fee revenue is expected to increase to $5,967,708 for 2015116. 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 $54,180,530 in available funds. We anticipate ending lhe 2014115 fiscal year with $46,332,285. We hadlntended to reduce our General Fund available funds in201415. We had targeted the 2014l15 fund balance at $38,734,433 and budgeted over $1 1.5 million in transfers to capital projects funds. The increase in the 2014115 fìscal year available funds is due to a combination of more revenue than expected and departments under spending their year-end surpluses have been earmarked mainly for capital projects. ln2014115, we budgeted a operatìng budget. Historically,-Géneral Construction Fund, $200,000 transfer to the Solid Waste lmprovement Fund, $1.2 million to our t.Z mlt¡on tiansfer $ì

CITYOF AMARILLO

transfer to our Street and Drainage lmprovement Fund, and $1 .6 million transfer to the Civic Center lmprovement Fund. For the 2015/16 budget, we increased ourtransferto the General Construction Fund to $7.8 million. The 2015/16 transferto the Street lmprovement Fund is $1 .2 million, and $1.8 million is budgeted as a transferto the Civic Center lmprovement Fund. Afterthe 2015116 transfers, the City should have $38,734,433 in available tunds. The 2015116 available funds is consistent with our targeted reserve of 3 months operating expenditures excluding the transfer to General Construction. Moreover, due to our conservative budgeting practices, we generally end the year with a reserve that is more than three months operating expenditures. The transfer to the Compensated Absences Fund was eliminated in 2O1Ol11 and not budgeted Íor 2011112 or thereafter. The Compensated Absence Fund should have available funds of $5.7 million, which should be sufficient for the near term, but will need to be restored in the future. Many cities target a two-month operating reserve. We target a three-month operating reserve because of the volatility in our revenue sources. Sales tax is our main revenue source and even small percentage changes amount to significant differences in revenue. Franchise fees are also important revenue sources to the General Fund, and many of these fees are weather dependent.

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, the City of Amarillo still has very little tax supported debt. Our tax supported debt consists of one bond issue for library improvements; the 2007 Certificates of Obligation and the 2010 Certificates of Obligation were issued for the Grand Street Bridge project. Our tax supported debt will require a property tax of $0.02506 per $100 valuation in 2015116. We anticipate that we should end 2014115 with $790 thousand in our General lnterest and Redemption Fund, and end 2015/16 with $884 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 Certificates of Obligation structure when issuing self-supporting debt to obtain more attractive interest rates. ln 2010111, the City had issued two Certificates of Obligation for self-supporting debt. The City issued $3.7 million for golf course improvements and $2.2 million in a TIRZ streetscape project. The golf course debt will 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 improvements at the Colonies Public lmproyement District. The Certificates of Obligation issued for Greenways and Colonies improvements are funded by special assessments on the property owners of those subdivisions and do not require the levy of a property tax. Most of the funds accumulated in our debt service funds are to satisfo the City's obligation to pay accumulated vacation, sick pay, and comp time. State law allows police officers and firefighters to accumulate unused sick leave without limit and requires that they be paid for up to 90 days of unused sick leave at termination. ln addition to accumulating unused sick leave, all fulltime employees can also accumulate up to 65 days of unused vacation pay. Traditionally, the City of Amarillo personnel rules

had extended the 90-day payment of unused sick leave provision to full-time civilian employees with at least 10 years of service. However, beginning in2007, the City of Amarillo changed its sick leave and vacation leave policy for new civilian employees. Civilian new hires after 2007 will be allowed to accumulate up 60 days of unused sick leave and 30 days of unused vacation pay. The new sick leave and vacation policy should slow the accumulation of accrued sick leave and vacation pay. While the new policy is clearly not as good as the old policy, it is still an attractive benefit. The new policy does not apply to police officers or firefighters, which still represent a great deal of liability.

It is the City's policy to indentifo and prefund liabilities as opposed to a pay-as-you-go funding. ln the past, the City has prefunded the liability for sick leave and vacation so that funds are available at termination to pay the benefit. The City only partially funded the sick leave and vacation benefit in 2009/10 and has not funded the benefit since then. At the current withdrawal rate, the sick leave and vacation accumulation will be exhausted in about 3 years. One of the best reasons to prefund a benefit is that the earnings on the accumulated funds can be used to reduce the cost. Unfortunately, there are not much earnings in this low interest rate environment and less of an incentive to prefund the sick leave and vacation benefit. 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. While we have accrued the cost, we have not funded the liability for closure and post-closure costs at our landfill. Moreover, we have historically not prefunded the cost of our other post-retirement benefits, other than pensions. City employees can keep their City health coverage after retirement at very attractive rates that do not reflect the total cost of the benefit. The landfill costs are insignificant compared to the cost of post-retirement health coverage. Beginning January 1,2013, we funded a trust dedicated to the costs associated with our other post-retirement healthcare benefits. We allocated 1.96o/o of all full-time salaries to the new trust for calendar year 2A13. The rate increased to 2.43o/o beginning January 1,2014 and will remain the same through FY 2O14115. We began the year with $9,372,020 in available funds set aside for the City's general obligations. We anticipate ending the 2014115 fiscal year with $8,073,780; a decrease of $1,298,24O- ln 2015116, available funds are expected to be $6,542,183 with $5.7 million set aside for compensated absences and $884 thousand for tax supported debt.

CITYOF AMARILLO

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 self-sustaining and do not require any assistance from another fund. An enterprise fund provides for both operating and capital funding of their respective activities. Thus, the reserve of an enterprise fund consists of an operating reserve and a capital reserve. By policy, we target three months operating expenditures as an operating reserve plus about one yea/s normal capital expenditures as a capital reserve.

ln total, Enterprise Funds began the year with $60,574,985 in available funds. Ending the 2014115 fiscal year, available funds are estimated to be $48,540,900; an decrease of 12 million directly related to increased capital expenditures in the Water and Sewer Fund. ln 20'15116, available funds are expected to decrease by $4,351,204 to $44,189,696, Most of the above change in available funds would be attributable to the Water and Sewer Fund. Of the above $60,574,985 in

beginning available Enterprise Funds, the Water and Sewer Fund represents $50,861,354. At the end of 2014115, we expect the Water and Sewer Fund to decrease to $39,898,836. We began our 2014115 year with $12 million more in beginning available funds than our original budget. The majority of this difference was capital projects not set up until the 201412015 fiscal year ($5.6 million) and a review of existing capital projects that was completed during the summer of 2014 which resulted in several capital projects being deemed not necessary and the corresponding budget dollars increased the available funds. Water and sewer available funds should decrease by $10,962,518 to $39,898,836 by the end of 2014115. After considering our reserve for sick and annual leave of $1,388,126 and our legal reserves of $16,314,098, our net operating reserve would be $17,971,234.|dea||y, we would like to have a 3-month operating reserye of $11,679,202 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 2015/1 6:

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 $109.9 million, but after subtracting liabilities and capital project budgets of $59 million, we consider available funds to be $50.9 million. We should end 2014115 with $39.9 million and $35.7 million in 2014115. Please refer to the Enterprise Fund Summary of Resources and Expenditures for more detail on the available fu nds calculation. The Airport Fund began the year with approximately $6.5 million in available funds. We expect the available funds to decrease to $6.3 million by the end of 20"14115. ln 2015/16, we expect airport available funds to decrease slightly to $6.1 million. The above $6.1 million of estimated available funds in 2015116 is equal to our target of three months operating expenditures plus one yea/s normal capital expenditures. The target balance is about $6 million: $2 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 $3.2 million in available funds and we expect available funds to decrease to $2.3 million by the end of 2014115. The new assessments began October 1, 2A12. After three full years of collections and operating and capital expenditures, we anticipate ending 2015116 with $2.4 million. Ourtarget reserve is $3.7 million: $700 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 lntemal 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 lntemal 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 lntemal Service Fund consists of an operating reserve and a capital reserye. By policy, we target three months operating expenditures as an operating reserve plus one yea/s normal capital expenditures as a capital reserve. 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 lntemal Service Funds began the year with approximately $14.7 million in available funds. We are estimating that by the end of 2014115 fiscal year available funds will decrease by $3 million to $11.7 million. ln 2015116, available funds are expected to decrease by $gOO thousand to $10.9 million. ln sum, our targeted reserve for the lnternal Service Funds should be about $18 million: Municipal Garage $7 million, lnformation Technology $2 million, Risk Management Fund $5 million and $5 million for the Employee lnsurance Fund. The 2015116 balance of $10.9 million is short of our targeted $18 million with most of the issue in the Garage Fund and the Employee lnsurance Fund..

The Garage Fund started with $4.9 million in available funds. We increased garage rental rates by 7o/o and restructured Enterprise Fund rates, including Solid Waste, in 2013114 and 2O1412015 and are expecting the fund to increase slightly to $5.2 million by the end of 2014115, an increase of $300 thousand. ln 2015116 we increased garage rental rates by another 7%.

CITY OF AII/IARILLO

However, we still expect 2015116 garage available funds to decrease to $4 million. However, the City was able to address needed capital replacements with an increase in capital expenditures of $2 million (total of $7 million for the year). The 2015fi6 available funds of $4 million are less than the targeted balancé of $7 million. We intend to increase rental rates again in 2016ñ7 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 2.3 million. We expect lnformation Technology's available funds to decrease slightly to $2.1 million for the 2014115 fiscalyear. ln 2015/16, available funds are expected to remain flat at $2.2 million. Our estimated2015116 availaþle funds of $2 million would be enough to cover a three-month operating reserve of $1.2 million and leave a balance for capital of $650 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 including general liability, worke/s compensation, employer's liability, police officer liability, public official liability, auto liability and auto physical damage. The Risk Management Fund purchases property insurance including boiler and machinery, police office liabiliÇ, malpractice insurance for our clinic and carries excess worke/s compensation insurance. We generally have very high deductibles or self-insurance reserves with our purchased coverage. State law protects the City with an overall liability limit of $250 thousand per occurrence; therefore, the City has not purchased excess coverage for auto or general liability. The City's main liability exposure would be in Federal Court. Our greatest exposure in Federal Court would be involving a police officer, thus we have purchased police officer liability coverage that protects both the officer and the City. Overall, our claims experience has been improving. The Risk Management Fund began the year with $4.1 million in available funds. For 2014115, we expect to end the year with $4.2 million in available funds, an increase of $100 thousand. For 2015116, we anticipate a increase in available funds of $100 thousand. We expect to end 2015116 with available funds of $3.9 million. All known claims are fully funded at their estimated value based on an actuarial study. Additional available funds are necessary for incurred but not reported (IBNR) claims and for catastrophic claims. Obviously, IBNR claims and catastrophic claims are very difficult to predict and we would like to have about $5 million in available funds for these claims. Therefore, we will end 20'15116less than our targeted reserves. The Employee lnsurance Fund provides life and employee medical coverage, including dental, to City employees and retirees along with their dependants. The Employee lnsurance Fund purchases life coverage, but is self-insured for medical and dental. However, we have individual stop-loss coverage if a claim is more than $750 thousand that resets annually. Dental is entirely employee/retiree funded. Employee healthcare is largely employer-funded, but employees and retirees are also required to make contributions. The Health Plan continues to see a significant increase in claims. ln order to reduce the possibility of a large rate increase, and in keeping with our general philosophy of an incremental approach to rate increases, deductibles and out of pocket amounts were increased as of January 2014. Plan deductibles are currently $1,000 per person, and the maximum out-ofpocket expense is $4,500. The maximum out-of-pocket is all an employee/retiree would be required to pay in a calendar year before the plan pays at 10O%. We would rather make smaller incremental changes to the Plan in an effort to refrain from having to make more drastic changes in plan design. However, the federal healthcare reform bill has and will continue to add future costs to the Plan. The City is completed a dependent eligibility audit to ensure that all members are eligible for coverage on the Plan. Effective January 2015 the Medicare eligible members will be transitioned off of the Plan and be provided a stipend to supplement insurance costs. We increased the employer contribution by 5% in October 2014 and the employee/retiree portion by 3% in January 2015. We have four drug tiers with progressively larger co-pays where generic drugs make up the first tier. The tiers and the co-pay increase corresponding to the cost of the drug. Participants are required to pay the entire plan cost for drugs that have an over-the-counter equivalent; such as proton pump inhibitors and non-sedating antihistamines. The plan cost is still a 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-pay at the same level for several years to encourage more generic utilization. We cunently have over 80% generic utilization. During 201 5 the City reviewed the financial stability of the Fund. Since 2013 the City has made significant changes to conrol costs, deductible increases, out of pocket increases, dependent eligibility audits and premium increases. Historically, the City has very favorable contracts in place for Amarillo hospital services, physician's services, lab and pharmacy. Beginning in July 2014, the City entered into a wrap network that has lower negotiated rates for healthcare services outside of the City's local network. The measures taken so far have not produced the anticipated results in lowered claims experience. During July 2015 the City issued a request for proposals (RFP) for the third party administration of the medical, dental and flex plans. The City anticipates that a national carrier, will have more favorable discounts with network providers. Effective January 1,2016 Aetna Life lnsurance Company will provide the plan administration for the medical and dental programs. ln spite of a transfer of $1.25 million, the Employee lnsurance Fund's available funds are expected to decrease $3.4 million in 2014115. The Employee lnsurance Fund began the year with $3.5 million and is expected to end2014115 with $161 thousand and $800 thousand in 2015116. With the changes in the networks and health plan administration the City hope to take

CITY OF AMARILLO

advantage of greater med¡cal discounts and to decrease claims costs going forward. These changes should allow the City to rebuild the available fund balance going forward.

We estimate the liabili$ for IBNR claims in the Employee lnsurance Fund based on a claims lag report. The Employee lnsurance Fund's IBNR claims are calculated at 16.250/o of the paid claims. We also recognize the liability for large claims including their corresponding treatment plan. We target a $5 million reserve for catastrophic claims. Therefore, we will end 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. Most of the Special Revenue Funds are grant funds that are bound by the grant agreement and operate on a pay-as-you-go basis. lf funds are accumulated in a grant fund, they will usually be spent the following year(s). Funds accumulated in the Housing Assistance Program and the Home Program are rolled over to future years in the budget process. Monies in the Court Technology Fund will be used to upgrade the software at the court. The Court Security Fund is used to pay the salary and benefits of the courts bailiffs and security improvements at the court. The accumulated funds in the APD (Amarillo Police Department) Seized Property Fund are used for the operating expenses of our Narcotics division, excluding salaries. The Narcotics officers! salaries and benefits are included in the Police Departments budget. APD Seized Property is derived from court ordered forfeitures. At the current rate of expenditures, the seized funds would be sufficient 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 2015/16 and are unsure if we will receive more funding in future years. The funds accumulated in the Hazardous Transportation Planning grant should be spent in the subsequent years. The target reserve for the Public lmprovement District is three months operating expenditures, unless funds are being accumulated for some type of improvement. Some of the Public lmprovement Districts do not meet the above target reserve at the end of 2015116 and will need to build up reserves in future years. Assessment fees have been increased in two of the PlDs, as mentioned above, to address the low amount of reserves.

Gapital lmprovement Funds: Capital lmprovement Funds are set up to provide for the addition, improvement, and renovation of the City's fixed assets and infrastructure. Like most Cities, we have an aging infrastructure and most of our capital spending is for replacement capital. While there may be some incremental improvement in operating costs for the particular improvement, it most likely will not be noticed with our aging infrastructure. Generally, our target reserve for a capital improvement fund is one'yea/s capital spending. Our main capital improvement fund is the General Construction Fund, which can be used for any general government purpose such as buildings, street improvements, libraries, and parks. The estimated ending available funds of $5 million are consistent with our targeted balance. One year of capital expenditures in this fund is between $5 millíon and $6 million.

The Street Assessment Fund was originally set up for street improvements involving speiiat assessments where the property owners participate in the cost of the renovation. The Street Assessments Fund does not have a targeted fund balance and needs to have available funds to pay contractors and recoup the owne/s participation over time. As the name implies, the Street lmprovement Fund is dedicated specifically for street improvements. Historically, we have targeted about $3 million in reserve funds for the Street lmprovement Fund. Available reserves in the Street lmprovement Fund, along with additional funds from the General Fund, have been used to meet ADA (Americans with Disabilities Act) required street improvements. Moreover, one yea/s capital would between $1 million and $2 million. Therefore, the estimated 2015116 balance of $100 thousand is less than one yea/s capital spending. Traditionally, the Golf lmprovement Fund was funded by $1 of the green fee being set aside for course improvement. Beginning in 2011, the fee was raised to $2 to help pay the Certificates of Obligation issued for course improvements. We also implemented a premium green fee to pay for the renovated courses. The increase in the premium green fee goes to the Golf lmprovement Fund for debt service. The Golf lmprovement Fund is expected to end 2015/16 with $100 thousand in available funds. We would like to accumulate at least a half year of debt service in the amount of $300 thousand before any golf improvement funds are used for the courses. The Civic Center lmprovement Fund is funded by the hotel tax. The hotel tax is first used to offset the operating deficit of the Civic Center complex including the Civic Center and the Globe News Center. The remaining funds are transfened to the Civic Center lmprovement Fund to be used for future improvements. The Civic Center lmprovement Fund should end 2014l15 with $4.3 million and 2015116 with about $4.6 million in available funds. One yea/s capital spending would be approximately $1 million to $2 million, and the $4.6 million estimated 2015116 balance is above this target. However, the City anticipates use a large portion of the fund balance to help fund the downtown projects, downtown parking garage and multipurpose event venue (ballpark). The Bivins lmprovement Fund is specifically set aside for improvements of the historic Bivins home that houses our Chamber of Commerce and several not-for-profit organizations. The Bivins lmprovement Fund should have about $200 thousand in available funds at the end of 2015116, which should be sufficient for any major expenditure.

CITYOF AMARILLO

We have been accumulating funds in our Solid Waste lmprovement Fund for some major improvements at our landfill and improvements to our transfer station, which began in 2006/07. Funds are transfened annually from the General Fund, representing part of the sanitation charge for improvements at the landfill. Over the next five years, these annual landfill improvements should average $2 million annually; with the largest estimated project over the next five years is projected to be $3.3 million forthe excavation and $3.3 million forthe linerof Cell 10 Phase 4. Atthe end of 2015116, we anticipate having remaining available funds of 5.4 million. The above capital needs will require larger General Fund transfers in the future.

BUDGET CHANGES AND HIGHLIGHTS

An important change to the 2015/16 budget is a $0.00563 increase to the property tax rate to $0.35072 per $100 valuation. The tax increase allows for the City to address additional police officer positions. Even with the increase, the Ci$ remains one of the lowest ad-valorem tax rate among cities of a similar size in the state. The City has included a 3% increase in the Water and Sewer rates. The water rate structure includes four tiers and is designed so that customers who only use water for domestic use still have very reasonable rates. Sales tax collections from 2013114 were at record levels and 2014115 is anticipated to exceed 2013114 collections at $55.2 million. We included a 1.5o/o sales tax increase in our 2015/16 budget for a total of $56.1 million. The additional General Fund revenues are being used to help fund health insurance ¡ncreases and additional staffing needs in the 2015/16 budget. As mentioned above, Public Safety continues to be a top priority for the City. W¡th the addition of six police officer positions the City continues to work towards a recommended staffing level of the Police Department of two officers per 1,000 population. The City has made great strides toward improving the Animal Shelter operations including the addition of one additional position in 201512O16, which follows seven positions added during the 201312014 fìscal year and five additional positions for the 201412O15 fiscal year. We should be adding police officers next budget, but mbst departments are in pretty good shape in terms of approved positions. Unfortunately, we had to drop the TMRS Cost of Living Adjustment (COLA) for retirees in 201O111. We would like to restore a COLA benefit, but under current law, a city has to make up for all the COLAs that were skipped. This provision makes it very expensive and difficult to restore the cunent COLA benefit. We have tried in the 2009, 201'1,2013 and 2015 legislative sessions to get a true ad hoc COLA benefit, but have failed. However, we intend to pursue this again in the future. We continue to address rising health care costs with a 15% increase in the employer and employee rates following two years of 5% increases in employer contributions and a 3% increases in employee contributions to the health plan. While we have some excess coverage we are largely self insured on employee health. 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 the covered members. The City is completing a dependent eligibility audit to ensure that all members are eligible for coverage on the Plan. Effective January 2015 the Medicare eligible members will be transitioned off of the Plan and provided a stipend to supplement insurance costs. During 2015 the City completed a financial review of the stability of the Health Plan and made the decision to complete an RFP process for medical, pharmacy, dental, stop loss and flexible spending administration. Effective January 1, 2016 Aetna Life lnsurance company will be responsible for the administration of medical and dental claims. The City anticipates taking advantage of better discounts by contracting with a national carrier. 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. The City has a significant investment in streets, parks, buildings, rolling stock, our solid waste collection system and landfill, our Water and Sewer Utility and other infrastructure. Historically, a great deal of our capital budget is for replacement of our infrastructure. The 2015/16 capital budget is $79,905,669. The largest project in the 2015/16 capital budget is in the Water and Sewer Fund. The $17.2 million Osage to Arden Road pipeline will be financed by bonds issued thru the Texas Water Development Board. The City has also included a $14.2 million project to replace the public safeÇ radio system, with associated bond proceeds of $12 million. We have another $1.2 million 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 a new elevator installation at the Civic Centeç and several heavy equipment purchases for our Airport. Over $2.5 million has been budgeted to address arterial reconstruction and right of way associated with the Loop 335 project. About $6.5 million in 2015116 capital project tunding will be provided by grants. Most of the grant funding ($5.5 million) will be for airport projects. Airport projects total $7.2 million. Water and sewer projects total $35.2 million. Civic Center lmprovements total $1.5 million. There are also funds for park improvements and amenities, expansion of our siren alerting system and ADA improvements. Revenues generated from the red light cameras will be used for traffic signal improvements. About $191 million in new property was added to the tax roll this year compared to $186 million last year and $215 million the year before. Our taxable values increased to $11.5 billion. However, due to the frozen taxes, $9.6 billion was subject to levy at the 2015/1 6 tax rate of $0.35072. The previous yea/s tax rate was $0.34509. The $0.35072 rate is a 4.5o/o increase over the effective rate of $0.33562. FUTURE OUTLOOK

CITY OF AMARILLO

Amarillo is the l4thlargest city, by population, in the state of Texas and the largest in the Texas Panhandle. Amarillo was originally known for agriculture and oil and gas production, and these activities are still very important to our economy. However, Amarillo now has a more diversified local economy. Amarillo is a regional trade center and medical center for a vast area including the Panhandle of Texas, parts of New Mexico, Colorado, Oklahoma and even southern Kansas. Amarillo also has diverse major industries in the defense industry, aviation/aerospace, food production, traffic and transportation, medical & health care and business and financial services.

Amarillo started as a railroad town and the railroad is still importan/. The Burlington Northern Santa Fe (BNSF) Railway complex in Amarillo 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. Traffic and transportation have historically been an important industry in Amarillo. Amarillo is centrally located in the United States and well connected by highway, air, and rail systems. lnterstate 40 runs through Amarillo, making for easy access from California all the way to North Carolina. lnterstate 27 bisects the city from north to south. Amarillo is the only major city between Albuquerque and Oklahoma City going east-west. Also, Amarillo is the only major city to the ski resorts of New Mexico and Colorado from the Dallas/Fort Worth Métroplex. The large traffic volume from lnterstate 40, lnterstate 27, and State Highway 287 helps support our hotel industry along with restaurants and tourism. A large portion of our hotel tax is allocated to support and encourage travel and tourism in our community. Half of our hotel tax is appropriated to conventions and tourism through a contract with our local Chamber of Commerce. For the 2014115 budget, a total of $2,469,002 has been appropriated to our convention and tourism efforts with an additional $451,079 to subsidize events at our Civic Centei 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, 2014l15 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 airline hubs including Dallas, Ft. Worth, Denver, and Houston. ln 2011, our remodeled air terminal was in service. The remodeled 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 2011112 lo 415,228. ln 2012113 airline boardings were 401,200 and 375,268 in tlrc 201312014 year. During this period, Delta withdrew in March 201 1 . 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.We expect them to improve next year. Amarillo serves as a regional medical center for our area and the medical community is very important to Amarillo's economy. Amarillo is home to a Veteran's Hospital, which includes a 120-bed veteran's nursing home. Amarillo's two major hospitals are Baptist Saint Anthony's Hospital (BSA) and Northwest Texas Hospital (NWTH). Baptist Saint Anthony's Hospital rated in the top 100 hospitals in the United States for several years. Northwest Texas Hospital is home to the area's only level lll designated trauma center. As the population continues to age, we expect the medical community to become more important in the future. Texas Tech University has a consolidated 20-acre medical center comprising the schools of pharmacy, medicine and allied health located in west Amarillo. The allied health school trains students in physical therapy. The medical school produces family physicians, pediatricians, obstetrics and gynecology doctors and doctors specializing in intemal medicine. Historically, oil and gas production were major industries in the Panhandle. According to the August 2014 Amarillo Economic Analvsis. we have 65 active drilling rigs in the Panhandle compared to 72 last year. Oil prices have been eratic, but compared to this time last year, oil is down at $38.74 per barrel compared to $99.25 for the same month last year. Natural gas is at $2.7 per mcf compared to $3.25 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 Extension Office, the area consists of 14 million acres of agricultural land with I 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, calendar year 2011 was the lowest year on record for precipitation. Principal crops are corn, wheat, cotton, and sorghum. However, more than 25 crops are grown commercially in our trade area according to Agilife Extension Office. Most local commodity prices are doing well; however, wheat and corn prices are down from last year. According to the September 2015 Amarillo Economic Analysis. area wheat was at $4.43 per bushel down from $5.95 the year before; corn is at $3.88 per bushel compared to $3.99 last year. Cotton decreased slightly to $66.1 per pound, compared to $66.9 last year. ln recent years, the Panhandle has also become a major hog and dairy production area. The Texas Panhandle is often referred to as the Cattle Feeding Capital of the World. The Texas Cattle Feeders Association is located in Amarillo and represents cattle feederc in Texas, Oklahoma and New Mexico, an area known as Cattle Feeding

CITY OF AMARILLO

Country. According to the Texas Cattle Feeders Association, the above cattle feeding area is the largest in the nation. Also according to the Texas Cattle Feeders Association, this cattle feeding area produces about 6 million fed cattle annually, which is about 28% 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 September2OlS Amarillo Economic Analysis reported fed cattle at $141 per hundred weight which decreased from $158 per hundred weight for the prior year. One of our largest employers is Tyson Foods, which operates a beef processing plant in Amarillo. We have seen steady growth in our tax base since 1993. However, over the last few years, additions to the tax.roll were at a decreasing rate. We still expect additions to the tax roll in the near-term. As previously mentioned, sales tax is our largest single revenue source. Our 2014115 year will be a record year for sales tax receipts surpassing our 2013114 previous record. We expect sales tax receipts to increase next year, but at a more modest rate. Historically, sales tax receipts have done well. Our unemployment rate is still one of the lowest in the State. Our unemployment rate dropped to 3.1o/o in September according to the Bureau of Labor Statistics. The national unemployment rate for September was 5.1% and the State of Texas unemployment rate was 4.1%.

Amarillo has experienced continued growth in population. We expect the population to continue to grow by 1.5o/o to 2o/o annually. Amarillo's census population for the year 2000 was 173,627 compared to 157,615 in 1990. The 2015 population is estimated to be 199,744. 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 ,767 in new residential permits and $54,552,931 in new commercial permits. ln 2010, we had $128,042,161in new residential permits and $109,596,401 in commercial permits. Building permits have remained very strong for the 201312014 year with $125,256,568 in new residential permits and $'t 12,400,600 in new commercial permits. .lnterest rates are still low and should benefit both residential and commercial building. With the May 2013 hail storm event the City has seen a signiflcant spike in roofing permits; 9,367 for 201312014, 13,594 for the 201212013 as compared to 868 during 201112012. Revenues for building permits and landfill collection have seen a significant increase for the 201212013 and 201312014 year. The revised budget reflects a decrease for the 201412015 fiscal year and for revenues to remain flast for 2015t2016. The City has taken a multi-pronged approach to redevelop downtown. One of the most important steps was the creation of a downtown Tax lncrement Reinvestment Zone (TIRZ). Taxes from the increase in property value in the TIRZ will be earmarked for, and reinvested in, the TIRZ. Since three other taxing entities participate in the TIRZ, more funds will be invested in the TIRZ. Ever since the creation of the TIRZ we have seen steady increase in the TIRZ property values. ln 2006, the base year, TIRZ property values were $139 million. ln 2015, TIRZ values are $193.7 million.

We have engaged a developer for a convention hotel, parking garage and multi-purpose event center. The Amarillo Local Government Corporation was created in 2011 to oversee the project. The TIRZ helped the historic Fisk building be redeveloped as a Courtyard Marriott; the TIRZ agreed to rebate a portion of the taxes paid back to the Courtyard. Downtown hotels were some of the anchors indentified in our Downtown Strategic Action Plan, as well as residential housing, convention hotel(s), more retail, commercial and ofüce development and family venue(s).

The City has contracted with Center City of Amarillo lnc. for,several years. Center City lnc. is dedicated to the revitalization of Downtown Amarillo by focusing on community, social, recreational and economic interests. Center City is a nationally recognized member of both the Texas and National Main Street programs. The City contracted with Center City lnc. for $160,000 to provide administration and facade improvements downtown. During the summer months, Center City's "High Noon on the Square" provides live music and their annual Block Party which is always well attended. More recently, the City contracted with Downtown Amarillo lnc. (DAl) to further advance successful implementation of the Downtown Amarillo Strategic Action Plan, which is major part of our downtown TIRZ initiative. The City appropriated $243,270 in 2015116, $276,298 in 201412015, 2013t2014 and in 2012t13; $286,432 in 2011112 and $212,262 in 2010111 for the DAI contract. The Amarillo Economic Development Corporation (Amarillo EDC) is the primary economic development engine of the Amarillo

communiÇ, focused on industry growth and job creation through business attraction and retention initiatives. ln 1989, the citizenry of Amarillo approved a measure 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 tax for economic development in the first year the program was made available through the Texas Legislature. Throughout its 25-year history, the Amarillo EDC has made investments in more than 100 projects across a variety of industries, building a "Portfolio of Success" for the Amarillo community. According to a recent 25-year look-back study performed by The Perryman Group, the annual economic activity stemming from the companies which have received investment from the Amarillo 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 increases in tax receipts to local entities of $198.3 million per year. Moreover, these economic impacts represent about 44.4Yo of the entire Amarillo economy and 62.80/o of the incremental growth since the inception of the economic development sales tax.

CITY OF AMARILLO

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 and Amarillo, Texas brands worldwide. The Amarillo EDC focuses on the following target industries across all

programs: Aviation/Aerospace, Business/Financial Services, Diversified Manufacturing and Assembly, Distribution/Transportation/Logistics and Food Technologiés. These strategies have served Amarillo well. POLICOM

Corporation ranked Amarillo #127 out of 381 Metropolitan Statistical Areas in its 2015 Economic Strength Rankings. This position is up ten spots from last year and 183 places from 2004, making Amarillo #1 1 in Texas for economic growth and resilience.

ln 2015, the Amarillo EDC approved several new projects which will result in hundreds of new jobs to the Amarillo area. The Amarillo EDC worked closely with Bell Helicopter to secure the development of a new run stand at the Amarillo Assembly Center. The $3.0 million run stand will ensure flight test operations remain an integral part of Bell Helicopter in Amarillo. The Amarillo EDC recruited two new companies to Amarillo in 2015. Food Safety Net Services purchased and remodeled an existing facility for laboratory testing operations. The Amarillo EDC also will provide funding in an amount of $3.3 million to Gestamp Wind Steel to assist in the construction of its wind tower manufacturing plant at Amarillo CenterPort Business Park. The two projects together will result in more than 300 new jobs to the Amarillo community. The Amarillo EDC also approved of a grant to assist Xcel Energy in the construction of its new headquarters operation. Xcel Energy's new $42.0 million building is the first major office facility to be constructed in downtown Amarillo since the 1970s.

The Amarillo EDC continued its partnership with West Texas A&M University through the EnterPrize Challenge, a local business plan competition funded by the Amarillo EDC and facilitated by the WT Enterprise Center. The 20th Annual EnterPrize Challenge awarded seven grants totaling $500,000 to new and emerging companies expected to create more than 128 new jobs and make substantial investments in the regional economy. To date,76 businesses have received cash grants totaling more than $5.1 million, resulting in644 new jobs and $113 million in new revenue to the Amarillo economy. By contractual agreement, Texas Panhandle Regional Development Corporation (TPRDC) acts as the small business financing arm of the Amarillo EDC. TPRDC provides small business financing for owner-occupied commercial real estate. This Certified Development Company approved seven Small Business Administration 504 loans totaling more than $7.0 million, which leveraged $10.8 million in bank financing and $4.0 million in owner equity. For the year, this program was responsible for the creation of 46 new jobs. TPRDC also funded six loans in 2015 totaling $2.2 million.

ln addition to employment and business opportunities, Amarillo offers a high quality of life for our citizens. The arts are well represented in Amarillo. The Globe-News Center for the Performing Arts is home to the Amarillo Symphony, Amarillo Opera and the Lone Star Ballet, while also hosting a variety of concerts, touring shows and special performances. Located in downtown Amarillo, the 1O-story, 70,000 square-foot facility has a 1,300-seat auditorium with state-of-the-art acoustics. The theater has a full proscenium stage and stage equipment. The Center also serves as an education center, has a large rehearsal hall and support facilities such as offices, dressing rooms, and wardrobe rooms. The Globe News Center serves as an education center for a fìve-state region of Texas, Oklahoma, New Mexico, Colorado, and Kansas. The Cente/s 'Window on a Wider World' works with arts, science, cultural organizations, and educational institutions to promote excellence in interdisciplinary arts, science and cultural programs. lts primary goal is to integrate arts, science and cultural programming into the core cur¡culum of math, science, language arts and social studies

ïhe Globe News Center above is a part of our Civic Center Complex. Our Civic Center has a coliseum, auditorium, and meeting room space. The coliseum has 4,870 permanent seats and an additional 1,800 seats can be added to the floor. The auditorium seats 2,500. The Civic Center has conventions, concerts, musicals, and plays; and is home to our hockey team and arena football team. There is cunently an architectural study of the Civic Center undenray, which should have some recommendations for updating the facility.

Amarillo's baseball team is currently located at Memorial Stadium at the fairgrounds. The fairground is also home to the Amarillo NationalCenter (ANC). The ANC is a 113,400 square foot livestock area with approximately 4,900 fixed seats. The ANC has attracted and hosted several large livestock events, the American Quarter Horse Association's Adequan Select Championship, the West Texas Futurity Cutting and the Tri-State Fair Rodeo. The ANC has made us very competitive in attracting new events to Amarillo. The American Quarter Horse Association's home is in Amarillo. The American Quarter Horse Association is the world's largest equine bread registry and membership organization. The American Quarter Horse Association hosts the Quarter Horse Museum, which is adjacent to their headquarters on lnterstate 40.

The Amarillo Museum of Art is located on the Amarillo College campus and features painting, prints and sculptures. The Panhandle Plains Historical Museum, which is located in nearby Canyon, Texas is the largest museum in the State of Texas.

The Panhandle Plains Museum has archeology, paleontology and geology exhibits, an art collection and hosts traveling exhibits. For the children, we have the Don Harington Discovery Center and Space Theater, which has several hands-on exhibits and a planetarium.

5i.

CITYOF AI'AR¡LLO

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 Quanies National Monument are all in the Amarillo area. The outdoor musical drama, Texas, is held each summer at Palo Duro Canyon State Park. We have a zoo, an amusement park, a water park, two skate parks, and the Amarillo Botanical Gardens. .

Amarillo has a state-of-the-art shooting complex facility located on 34.8 acres of land. The site includes a S,ôOO square-foot building, 36 high-power rifle-shooting positions and 20 pistol-shooting positions. The complex is intended for joint public use and police training. Other area law enforcement agencies also utilize the facility. Amarillo is well represented by higher education. Texas Tech University has a medical and pharmacy school here in Amarillo, along with a graduate engineering program. The Texas Tech School of Medicine trains 3rd and 4th-year medical students and offers residency training in family and community medicine, obstetrics and gynecology, intemal medicine and pediatrics. The Texas Tech School of Allied Health Sciences cunently offers a master's degree in physical therapy. The School of Pharmacy has a four year Doctor of Pharmacy degree. Amarillo's community college is Amarillo College. West Texas A & M University (WTAMU) is located in nearby Canyon. With help from the AEDC, WTAMU now has a campus in downtown Amarillo. Both Amarillo College and West Texas A & M University are known for producing high quality graduates.

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 the State. Amarillo has a diverse economy, business and employment opportunities, and education and recreation

opportunities.

CITYOFAMARILLO CALENDAR FOR BUDGET PREPARI\TION

April 13,2015

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

Aprill3,2015

Budget training begins.

May I, 2015

Division Directors submit operating and capital budget requests to Accounting.

May29,2015

Audit of Departmental operating and capital budgets are complete. Finance submits operating and capital budgets

June 5,2015

with cash flows to City Manager for review. July 31, 2015

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 3, 2015 - August 7,2015

City Manager reviews operating and capital budgets with City Council.

Second and Third Weeks of September

Various hearings on the operating and capital budgets and the adoption by the Gity Council.

October 1,2015

Budget goes into effect.

CITY OF AMARILLO COMMUNITY STATISTIGS DEMOGRAPHICS

POPULAT¡ON

RACETETHNICITY

AGE

1890

482 Under 18

28% White

77.0o/o

1900

1,442 18 thru 64

60% Black

6.60/o

1950

74,246 65 and older

Asian

3.2%

990

157,615

Other

13.20/o

2000

173,627

2010

190,695

Hispanic*

28.8%

20'14 (projected)

198,402

LAND USE PROPORTIONS

12o/o

2OI2 HOUSING UNITS

LABOR FORCE August 2014

Right of Way

160/o

132,652 Single Family

Residential

23% Employment

Commercial

lndustrial

3% Amarillo MSA

Public

13o/"

Texas

53% TOTAL

Vacant

37Yo

United States

6.1%

127,287 (9s.9%) Duplex Unemployment: 4.Oo/o

Multi-Family

15,758

Mobile Homes

3,549

Annual calls for Police serv¡ces

126,888

Miles of streets

Annual calls for all Fire services

19,820

Miles of street overlay (2013-14)

Number of fire hydrants

Number of outdoor warning sirens

2,378

80,918

PHYSICAL lNFRASTRUCTURE

PUBLIC SAFETY

Number of fire stations

59,233

1,013.53 9.5

Number of street lights

10,578

3,940 Signalized intersect¡ons

267

88 Miles of storm sewers

AM ARILLO INTERNATIONAL AIRPORT

125.39

SOLID WASTE MANAGEMENT Number of solid waste customers (residential and commercial)

Number of passenger airlines

Scheduled flights (weekday commercial flights)

37 Landfill acreage

66,445 662

Annual number of passehgers

375,268 Tons of waste collected

158,402

Annual Aircraft Operations

60,099 Tons of waste landfilled

262,678

CITY OF AMARILLO COMMUNITY STATISTICS CULTURE AND RECREATION 5 Rounds of golf played annually (2 courses)

Number of libraries

463,978 Municipal swimming pools

Total library holdings Library volumes loaned annually

1,376,801

Civic Center (auditorium, coliseum, Grand Plaza and Globe News Center)

Annual swimming pool attendance

410,000 sF Tennis Courts

603,276 Soccer fields

Civic Center annual attendance

31,086

39.14

2,936 Baseball and softball fìelds

Park acreage

41,321

64 Jogging trail mileage

Number of Parks and Playgrounds

1,626 Tennis Center attendance

Civic Center event days

90,122

TRANSIT SYSTEM

MUNICIPAL SEWER UTILITY Number of wastewater treatment plants

2 Number of buses Miles of fixed route service (annual)

Daily average of sewage treated (gallons)

16,340,652

Daily average of reclaimed water sold to industries (qallons)

9,065,214 Fixed route passengers (annual)

371,656

963 Spec-Trans passengers (annual)

39,606

Wastewater collection mains (miles)

688,498

MUNICIPAL WATER UTILITY 70,441 Water distribution mains (miles)

Active water accounts Daily average water production (gallons)

Maximum daily production capacity (gallons)

43,745,840 Number of water wells

r 20,000,000

1,130

126

Surface water allocation (gallons)

222,300,000

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

8,603,656

CLIMATE Annual Average Temperature

57" Annual Average Snowfall

1S"

Annual Average Rainfall

20" Average Wind Speed (miles per hour)

't3.6

PROFESS¡ONAL SPORTS Amarillo Bulls - North American Hockey League Amarillo Venom - Champion lndoor Football League Amarillo Thunderheads Baseball Club - American Association of lndependent Professional Baseball

CITY OF AMARILLO COMMUNITY STATISTICS PUBL¡C 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 faciliÇ)

HIGHER EDUCATION FACILITIES West Texas A & M University - more than 8,900 enrollment per semester

Amarillo College - more than 10,200 enrollment per semester Texas Tech University Health,Sciences Center - School of Medicine - 70 medícal students and 75 residents Texas Tech University Health Sciences Center - School of Allied Health - 60 students Texas Tech University Health Sciences Center - School of Pharmacy - 120 students Texas A & M Research and Extension Center

Wayland Baptist University Amarillo Campus

TEN LARGEST TAXPAYERS (2014 TÆ( ROLL) Taxpayer

Type of Business

Taxable Value

Percent of Total

BSA Hospital, LLC

Hospital

$102,538,638

0.953%

Southwestern Public Service

Electric Utility

$91,746,933

0.853%

Northwest Texas Healthcare

Hospital

$88,8s8,955

0.8260/0

Walmart Real Estate

Retail Stores

$84,186,743

0.782%

BNSF Railway Company

Rail Transport

$68,685,493

0.638%

Amarillo Mall, LLC

Westgate Mall

$63,896,344

0.594o/o

Atmos Energy

Natural Gas Utility

$47,677,589

0.443o/o

Ben E Keith

Grocery Wholesale

$39,708,907

0.369%

Amarillo National Bank

Financial lnstitution

$39,527,874

0.367%

Toot N Totum, lnc.

Convenience Stores

$38,419,267

o.357%

CITY OF AMARILLO COMMUNITY STATISTICS MA'OR NON-GOVERNMENTAL EMPLOYERS IN ATTIARILLO Taxpayer

Type of Business

Estimated Number of Emplovees

Tyson Foods

Beef Slaughter and Production

3,678

BaptisUSt. Anthony's Health Systems

Hospital

2,900

Northwest Texas Healthcare

Hospital

1,490

Southwestem Public Services

Energy Provider

1,431

Walmart Supercenters

Retail Stores

1,300

Westem National Life lnsurance

lnsurance Provider

I ,135

Bell Helicopter, lnc.

V22 Osprey Production

1,000

Affiliated Foods

Food Distributor

960

Burlington Northern Santa Fe

Rail Transport

900

Toot'n Totum

Convenience Stores

815

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,wilh 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 municipaf 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 of 23'F (January) to an average high of 91'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 evaporative cooling systems to be very effective, and provides many pleasant evenings and nights.

The average annual precipitation for Amarillo is 20.31 inches. Measurable precipitation falls on an average of 72 days per year. Snowfall averages 19.0 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 beginníngs in 1BB7 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.

CITY OF AMARILLO

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 partof Route 66 in 1921. The interstate highwaysystem allowed Americans to become more mobile, and since the early days of automobile travel, Amarillo has been an important stopping point for travelers. During the 1930s, the City was significantly influenced by a growing reliance on automobiles. Oil and gas

production kept Amarillo from feeling the full effects of the Depression. With increased traffic, the downtown area became congested and more parking was needed. The opening of Wolflin Village Shopping Center drew retail trade out of downtown and into the southwestern portion of the City. 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 openíng of the Amarillo Army Air Base in 1942 (later

known as the Amarillo Air Force Base). With the Air Base closing in 1968, Amarillo's population

decreased by approximately 11,000 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 Highway 40 opened in 1976, continuing Amarillo's tradition as a respite for travelers and further connected the region. Other changes in the 1960s included a bond election passed to build a new Civic Center, the start of the Amarillo Medical Center, and construction of the new international airport terminal. The 1960s provided the building blocks for Amarillo's future as a regional center with cultural, medical, and transportation services.

The 1970s were a period of recovery for Amarillo, as the population and development grew during this decade. 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-type 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 l5 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, 2010, the plan was adopted by Amarillo's City Council. lnitial implementation projects include establishing a drainage utility fee, 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, 1,984 new single-family homes and 1,958 apartment units have been constructed. Nearly.363 new residential lots could be platted by yearend. The Amarillo Metropolitan Statistical Area was ranked 76"'of 242 places in the nation by the 2014 3'd Quarter Demographia Housing Affordability Survey. The Amarillo area was also ranked 1Oth of 150 largest cities in the nation by WalletHub 2014's best cities for families.

CIW OF AMARILLO

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 17o/o of the Amarillo area's employment. Average retail sales for the area total approximately $g.A 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 1% to 2o/o each year, Amarillo is an important developing metropolitan center in the southwest. The conversion of Amarillo from a local to regional urban service center over the past several decades reflects a nationwide trend toward dominant urban centers and the City's commitment to meeting the needs of surrounding communities. 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:

.3. 35 of 200 in the cost of doing business (2015 Forbes Best Small Places for Business and Careers)

* 99 of 200 in job growth (2015 Forbes Best Small Places for Business and Careers) .:. 97 of 2O0 in education (2015 Forbes Best Small Places for Business and Careers) * 84 of 179 small cities (2014 Milken lnstitute Best Performing Cities lndex) * 127 of 381 economic strength ranking (2015 POLICOM Corporation) * 12 of 150 best cities to start a business (2015 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 1o/o 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-time high of $45.61 million, $48.01 million, and $51.68 million, consecutively. City Sales tax collections for the 2014-15 fiscal year were well over $54 million. 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 diversified agricultural areas in the world. The temperate weather conditions and the availability of irrigation water have made the area well suited for a number of agricultural enterprises. Cash receipts for crops, value-added livestock, and livestock products totaled in excess of $3.7 billion in the 26 counties known as the High Plains Trade Area. The total of value.added agricultural commodities, government payments to producers, and payroll of agribusiness firms averaged more than $5 billion per year in the trade area for 2005 through 2008.

C]TY OF AMARILLO

The 26 county region of Texas referred to as the High Plains Area is one of the most important agricultural areas in the world. The counties in the area were selected on the assumption that Amarillo served as their primary regional trade center. Approximately one{enth the size of Texas, the impact on the regionaland statewide economies from the High Plain's livestock operations was estimated to be $5.4 billion and $6.6 billion, respectively. 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 idealfor cattle feeders. One of the most highly productive agricultural regions in the world, the Texas High Plains is often referred to as the Cattle Feeding Capital of the World. During the 2009-2012 time period, fed cattle marketed in the area averaged just under 5 million head, whiÇh corresponded to 78.5 percent of the states' total.

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. The October 2011 issue of The Texas Associâtion 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, ensilage, 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% oT 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 Helicopter's facility in Amarillo is the final assembly and delivery site for theV-22 Osprey, the UH-1Y Yankee, AH-12 Zulu, and the OH-58D Kiowa Warrior, all destined for the Armed Forces of the United States. Amarillo's facility is also planning for future commercial work on Bell's newest helicopter, the Bell 525 Relentless, the first ever super-medium helicopter. The Amarillo Bell Helicopter Military Aircraft Assembly and Delivery Center's employees just over 1,000 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-the-art facilities as well as the partnership with the City of Amarillo and the Amarillo Economic Development Corporation.

CITY OF AMARILLO

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 proöuction "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 econom¡¡, 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.

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/QUALIW OF LIFE

The cost-of-living index measures relative price levels for consumer goods and services in many cities throughout the nation. The cost-of-living index does not measure inflation but it does compare relative prices at a single point in time using a national average of 100 as a base. The table on the following page shows the differences between Amarillo's overall cost-ofliving and that of other Texas cities. Cost-of-Living Gom parison* Gitv AMARILLO Austin Corpus Christi Dallas El Paso Lubbock Odessa San Antonio

Gomposite lndex 85.7 95.6

96.2' 94.4 90.5

Percent Difference* Base +9.9o/o +1O.2o/o +8.7o/o +4.8o/o

BB.3

+2.6%

96.2 86.5

+1O.5o/o

+0.8%

"Between Amarillo and other cities Source: American Chamber of Commerce (ACCRA Cost-of-Living lndex), 2nd Quarter, 2015

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.

CIW OF AMARILLO

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 particular 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 Annual Averaqe CPllBase 1988=1001 Year Amarillo CPI

2005 2006 Dec2007 Dec 2008 Dec 2009 Dec 2010 Dec 2011 Dec2012 Dec 2013 Dec2014 June 2015 Dec Dec

206.70 181.30 210.79 188.10 202.32

22035 199.09 216.95 208.91

208.26 196.10

QUALIW 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.

SchoolDistricts Within the corporate city limits of the City of Amarillo, there are fíve 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; three 6'n grade campuses; 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 offers classes in the following specialized areas: Automotive Technology, Computer Systems ïechnology, Engineering Technology, Health Science Technology, and Animal Science Technology. North Heights Alternative School focuses on credit recovery and preparing students to become self-directed learners.

CITY OF AMARILLO

The Canyon lndependent School District (CISD) has eight elementary schools; two intermediate schools (grades 5 and 6); two junior high schools (grades 7 and 8); two high schools and one alternative education high school in the Amarillo area. River Road 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 143 degree and certificate programs, instruction on six campuses as well as one outreach center. The 2014 Fall Semester academic enrollmentwas 10,284, and an additional 25,000 area residents continued their education in one of AC's Personal Enrichment classes.

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 B-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. 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 educatiqn, Christian studies, management, and applied science. Texas Tech University Health Sciences Center (TTUHSC) began operations in Amarillo with the Schoolof 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. Sincethe medicalschool graduated itsfirstclass in 1974,it has produced over 3000 physicians. The applicant pool is very competitive and the medical class size has recently increased from 147 to 150 students. Richard Jordan, M.D., serves as the SOM regional dean.

CITY OF AMARILLO

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-the-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 is 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.

Amarillo's Professional Sports Teams ln the fall of 2O10, 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 to 20, in an effort to advance their hockey careers and to receive a College Scholarship. Since its existence, over 50 players have received scholarships with West

Point, Air Force Academy and Princeton. The players are amateurs, receiving no salary, and they stay with localfamilies making Amarillo their new home. These players give back to the community by helping local charities. An Amarillo Bull player has won the NAHL Community Service award four straight years in a row. 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 2B regular season home games which are played in the Amarillo Civic Center's Coliseum.

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 three-time All-American at Lubbock Christian University, Harris was drafted in the 29th round by the California Angels and played professionally for nine years, spending three years in the major leagues with the Angels from 1979 1981.

CIW OF AMARILLO

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 golt complexes that combined with areas of developed recreation open space total 2,168 acres which is 74% 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, 12water spray grounds, the Amarillo National Tennis 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{ype facilities for students. Middle school sites contributing'to Amarillo's open space include Austin, Bonham, Bowie, Crockett, Fannin, Houston, Mann, Travis, De Zavala, 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 recent years include the following:

. ¡ .

¡ ¡ .

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. Design and development of a splash pad at Glenwood Park. This was joint effort between the Parks and Recreation Department and the Community Development Block Grant. lnstallation of new score boards at Southwest and Martin Rd Softball Complexes.

Major Regional Recreation Facilities Numerous major recreational areas are located in the Texas Panhandle region and provide Amarillo citizens the opportunity to participate in outdoor activities such as boating, fishing, camping, hunting, etc. Even though the regionalfacilities may be up to 55 miles from Amarillo, they are considered supplemental to Amarillo's 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 atea, 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.

CITY OF AMARILLO

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 camping, hiking, picnicking, mountain biking, and horseback riding. An amphitheater is also situated within the park where the Nation's best-attended outdoor musical drama "TEXAS" is performed seasonally. .TEXAS' has been named one of North America's 100 Best Events in 20135y the American Bus Association. MUN¡CIPAL 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.

City Hall The Amarillo Sunday News-Globe, on Sunday January 8, 1967, announced the Grand Opening of the new Municipal Building and estimated the attendance to be more than 8,000 people. The article read: "First Jewel in the setting that will become the Civic Center Complex in 1968 is the new Municipal Building completed last month. lt is now the home for 21 city governmental offices and has four levels that incorporate 84,000 square feet of floor space. The Municipal Building, like the Auditorium-Coliseum combination being constructed to the north, was financed through the sale of bonds authorized by the voters in 1964. lt cost $2,126,427, including the land, architect fees, paving, Iighting, and storm sewer relocation. The outside finish consists of pre-cast concrete panels in which marble chips hàve been mingled and it will conform architecturally with the Auditorium-Coliseum." Originally, a water fountain and pool were constructed at the main entrance with the stairs wrapping around either side of the water feature.

The Municipal Building today is known as the Amarillo City Hall Building and is currently home to 27 city departments. The building has several of its original design features; however, one notable change has been the removal of the water fountain and pool adjacent to the main entrance to make room for the installation of a ramp and steps, making the building more accessible for all community members. City Hall is home to the Mayor's office, City Council, Finance Department, Utility Billing, Vital Statistics, Planning Ðepartment, Community Development, Building Safety, Public Works, Utility Engineering, Parks and Recreation Administration, Human Resou¡:ces, 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 Givic Center Comptex When the Amarillo Civic Center opened in 1968, it housed a coliseum (7,200 capàcity) 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. 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.

CITY OF AMARILLO

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 þurchased 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 completed, the Uniform Division was relocated to that floor. The renovation of the 3d floor followed to address the expanded needs of the Detective Division. Future plans include renovations to the 4th and 7th floor to addiess anticipated growth of the Police Department. ROO¡tionally, 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 wn¡cn 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{erm commitment to burying itS solid waste at this location. The landfill disposes of approxim ately 212,350 tons of waste per year. The Amarillo Sanitary Landfill has been successful in disposíng of its solid waste because of proper preliminary planning and design oJ 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.

CITY OF AMARILLO

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, o 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 replacementof 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, American Airlines, American Eagle, United, and Southwest Airlines serve the airport with up to 20 scheduled airline arrivals and departures daily.

Amàrillo 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 small fee at all five library locations.

CIW OF AMARILLO 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 annualCommunity 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. o 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: o Downloadable magazines, ebooks and audiobooks 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

806-378-3054

413 E 4th Ave 2232827tn Ave 1500 NE 24th Ave 6100 W gtn Ave 6801 W 45th Ave

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 approximalely 4 minutes and 17 seconds per alarm (2015).

CITY OF AMARILLO

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{hreatening emergencies in all areas of the City. Major Medical Facilities Amarillo is a major health care center for portions of five states and includes three acute care hospitals, several medical-education facilities, long-term health care facilities, and medical clinics. The major hospitals and their respective locations are identified below: Hospital Baptist Saint Anthony's Hospital Northwest Texas Health Care System Veterans Affairs Health Care System

Location 1600 Wallace Blvd. (Medical Center)

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

Amaril lo Medical Genter ln 1959, Amarillo began developing into a regional health care center and continues to be committed to provide an ar'ay 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 20-acre Medical Center comprising the schools of pharmacy, medicine, and allied health located in Amarillo. The pharmacy and medical research have brought in millions of research dollars to Amarillo from several health organizations and pharmaceutical companies. Amarillo is home to 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 frôm the 0.5% City sales tax increase that Amarillo voters approved in 1989. Throughout its 26-year existence, the AEDC has engaged ín 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 adíninistration 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 compãnies via variety of incentive programs that provide grants and loans.

CITY OF AMARILLO

Genter City 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 Nationaland Texas Main Street Program. Center City projects include:

. ¡ o o

High Noon on the Square, a series of free outdoor summer concerts on the grounds of the historic Potter County Courthouse, Center City Block Party, a downtown music festival and car show with food vendors and activities, Jazzlober, a downtown music event held weekly during the month of October, 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 Revieq 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, lnc., 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 HistoricalCommission, 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.BB-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. ln April of 2015, the City of Amarillo developèd a specific Master Plan for the Amarillo Rock lsland Rail Trail (Phase ll). The project originated with a desire to increase the use of the existing Trail by improving

safety and connectivity. The Rock lsland Rail Trail Master Plan seeks to build on prior efforts by advancing the long-term development of the Trail as a true multi-modal transportation system within Amarillo's overall transportation system.

CITY OF AMARILLO

Amaril lo-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.

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 12th Avenue on the south, and from the east railroad tracks to Washington/Adams Street on the west. This accounts for nearly a 116-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 guidance for modifications to building exteriors, walkways, landscaping and signage within downtown. These standards are to aid in protecting downtown property owners' investments by providing for quality redevelopment in a safe, attractive, pedestrian-friendly environment, producing a better livable downtown. A Local Government Corporation Board was formed to encourage, implement, and manage downtown projects. This board will explore the feasibility of potential projects as well as expedite and facilitate construction of City projects. Com pleted downtown developm enVredevelopm ent projects include:

o Courtyard by Marriott near Polk St. and 7th Ave. o Ellwood Park near Washington St. and Park Pl. . Happy State Bank near Pierce St. and lOth Ave. . Cal Farley's Alumni Housing near Monroe St. and 11th Ave. . Toot'n Totum Convenience Store near Buchanan St. and 9th Ave. o Potter County Courthouse near Fillmore St. & 6'n Ave. o Amarillo College parking lot near the Downtown Campus Potential downtown developmenVredevelopment projects include:

. . . . . ¡ . r . .

Barfield Lofts near Polk St. and 6th Ave. Convention Hotel near Pierce St. and 6'n Ave. Multilevel Parking Garage near Buchanan St. and 7th Ave. Multi-Purpose Entertainment Venue near Buchanan St. and lh Ave. Herring Bank near Pierce St. and 6th Ave. The Lots on l0th Ave. near Tyler St. and lOth Ave. Plemons Village near Van Buren St. and 10th Ave. West Texas A&M University Downtown Amarillo Campus near Tyler St. and 7th Ave Buchannan St. walkway improvements from 10th Ave. to 6th Ave. Xcel Energy Amarillo Head Quarters Office near Buchanan St. and 7th Ave.

CITY OF AMARILLO ORGANIZATION CHART

BOARDS AND COMMISSIONS Advisory Commission for People with Disabilities Airport Advisory Board Amarillo Economic Development Corporation Amarillo Health Facil¡ties Corporation Amarillo Hosp¡tal District Board of Managers Amarillo Housing Finance Corporation Amarillo Local Govemment Corporation Amarillo Metropolitan Policy Committee Amarillo-Potter Events Venue District Animal Management & Welfare Advisory Board Bi-City-County Health District Board Board of Review for Landmarks and H¡storical Districts Canadian River Municipal Water Authority Center C¡ty Tax lncrement Reinvestment Zone #1 Board of D¡rectors (TIRZ)

BOARDS AND COMMISSIONS Civil Service Commission Community Development Advisory Committee Comprehensive Plan Advisory Committee Construction Advisory and Appeals Board Convention and Visitor Council Downtown Urban Design Review Board Emergency Care Advisory Board Library Advisory Board Parks and Recreation Boaid Planning and Zoning Commiss¡on Public lmprovement Districl Boards

AMAR¡LLO CITIZENS

MAYOR & C|TY CòUNC¡L

MUNICIPAL JUDGE ASSOC. JUDGES

BOARDS &

coMMtsstoNs

CITY SECRETARY

ïraffic Advisory Board Zoning Board of Adjustment

CITYAfiORNEY CITY

MANAGER POLICE

ACM.FINANCIAL & LEISURE SERVICES

{------------r

FIRE

r-------Þ DEPUW CITY MANAGER MANAGEMENT &

SAFETY

ACM.DEVELOPMENT SERVICES

{--------r

ADMINISTRATION

\¡

(¡

FINANCE

INFORMATION SERVICES

DtvtsroN

PARKS & RECREATION

UTILITIES

PUBLIC WORKS

DtvtstoN

WATER PROOUCTION

MUNICIPAL GARAGE

BUILDING SAFETY

WATER

DRAINAGE

PLANNING

DFTRBUTION

UTILITY

(MP0)

PUBLIC SERVICES MUNICIPAL COURT

ctvrc CENTER

INFORMATION TECHNOLOGY

PARKS

ENVIRONMENTAL HEALTH

EMERGENCY MANAGEMENT (RADtO)

ACCOUNTING (PAYROLL)

LIBRARY

PRINT SERVICES

RECREATION

PURCHASING

PUBLIC HEALTH

AECC

(cENTRAL

WATER TRANSMISSION

SToRES) TELE. COMMUNICAÎIONS

wt.c.

AIRPORT

ANIMAL MANAGEMENT & WELFARE

GOLF WASTEWATER COLLECTION

UTILITY BILLING

(v|TAL STATtSTTCS)

SOLIDWASTE COLLECTION & DISPOSAL

STREET

TRANSIT HUMAN RESOURCES WASTEWATER TREATMENT

HEALTH PLAN ADMINETRATION

RISK MANAGEMENT

COMMUN]TY DEVELOPMENT & HOUSTNG

FACLTflES

SURFACE WATER TREATMENT

ENGINEERING

TRAFFIC ENGINEERING

CITY OF AMARILLO SUMMARIES - ALL FUNDS 201512016

RESOURCES s6,916,897

15o/o

s0,892,780

SALES & MIXÊD BEVERAGE TÆ( WATER SALES

13o/o

39,745,906

PROPERWTÆ(ES

10o/o

25,388,569

GROSS RECEIPTS BUSINESS SANITATION CHARGES

7o/o

19,742,300

5o/o

29,814,297

5,509,775

OTHER GENERAL FUND

22,253,003

DRAINAGE ASSESSMENT

SEWERCHARGES

60/o

16,666,021

AIRPORT

16,299,026

4o/o

MUNICIPAL GARAGE

11,812,191

20,706,607

ALL OTHER SPECIAL REVENUE

5V"

14,912,361

CAPITAL PROJECTS

4o/o

22,741,669

EMPLOYEE INSURANCE

60/o

33,993,620

Oo/o 10% 20% 30o/o 40% 50% 600/" 70% 8Oo/" 90%

100%

$387,395,022 TOTAL REVENUE (Before Interfund Transfers)

67.562.505 ¡NTERFUND TRANSFERS

$319,832,517 NET REVENUE

EXPENDITURES 43%

$7s,596,280 5,309,070

DEBT SERVICE

99,470,604

16,887,f94

GENERAL FUND

1olo

2s%

WATER AND SEWER

AIRPORT

5,426,578

DRAINAGE UTILITY

5,885,197

1o/o

INFORMATION SERVIGES

17,465,804

4o/o

22,1U,666 5,637,911

MUNICIPAL GARAGE

5o/o

EMPLOYEE INSURANCE

1olo

21,718,548

RISK MANAGEMENT 5%

28,276,208

SPECIAL REVENUE CAPITAL PROJECTS

7olo

0o/o 10% 20o/o 300/o 40% 50% 60% 70Yo 80% 90%

100%

TOTAL EXPENDITURES (Before Interfund Transfers) INTERFUND TRANSFERS $336,245,555 NET EXPENDITURES

$403,808,060 67.562.505

Budgeted expenditures exceed estimated revenues by $10.¿ million for the 201512016 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 depreciation. 77

CITY OF AMARILLO SUMMARY OF RESOURCES AND EXPENDITURES ALL BUDGETED FUNDS. FISCAL YEAR 2015/16 GENERAL

AVAILABLE FUNDS: Balance 10101114 (See Below)

GENERAL

INTEREST & REDEMPTION

ENTERPRISE FUNDS

INTERNAL SERVICE FUNDS

54,180,530

9,372,020

60,574,985

14,674,731

163,545,877

3,696,687

87,120,731

47,541,177

FiscalYear 2014115 Sales, Receipts & Revenue Other Sources

3,463,000

M & O Expenditures Less: Depreciation Capital Expenditures Debt Service

171,394,122

Total Expenditures AVAILABLE FUNDS: Balance 10101115

73,769,436 (18,698,831)

49,821,304 (6,048,308) 5,838,957

4,994,928

29,063,151 18,484,061

171,394,122

4,994,928

102,617,816

50,501,9s3

46,332,285

8,073,780

48,540,900

11 ,713,955

167,998,428

3,777,473

90,215,102 27,205,919

50,280,367 0

76,163,534 (18,822,018) 44,079,924 20,350,784

48;371,880 (6,046,13e)

890,000

FiscalYear 2015116 Sales, Receipts & Revenue Other Sources M & O Expenditures Less: Depreciation

175,596,280

Capital Expenditures Debt Service Total Expenditures AVAILABLE FUNDS Balance 10101116 DETAIL OF BALANCES AT 10101116 Reserves for S/L & A/L Debt Service Reserves * 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 10101114 *The Debt

5,309,070 ______-__l_z-5.,9_9.6.,?-q.0____-_-_______q,9_0_9,9I_9_

7,855,700 942,137

--_-_-__-1_?L,f!?_,2?5__________-__11.,129,91:,_a__

38,?34,433

1,110,841

6,542,183

37,623,592

1,670,525 2,495,116 40,024,055

10,152,509

38,734,433

6,542,183

44,189,696

'10,870,745

5l,693,360

131,341,562 (8,797)

35,860,424

10;988,854 (8,503,580)

9,292,780 46,385 51,971 (19,116)

(25,377,534) (56,481,106)

(38e) 2,497,439 (22,626,338) (1,056,404)

54.180.530

9.372 ,020

60,574.985

14.674.731

1,896

11,100,850

718,236

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

SPECIAL

CAPITAL

REVENUE

IMPROVEMENTS

BUDGET TOTAL BEFORE INTERFUNDS

2,886,406

13,463,579

155,152,251

22,215,283

15.384,341

339,504,097 3,463,000

(69,994,831)

269,509,266 3,463,000

20,231,171

304,360

315,520,392 (24,747,139) 46,274,646 24.368.989

(69,994,831)

245,525,561 (24,747,',t39) 46,274,646 24.368.989

11,372,538

INTERFUND

NET

TRANSFERS BUDGETED FUNDS

20,231,171

11,676,898

361,416,888

(69,ee4,831)

291,422,057

4,870,518

17,171,022

136,702,460

20,706,607

27,210,981

360,188,959 27,205,919

(67,562,50s)

292,626,454 27,205,919

21,718,548

306,163

322,156,405 (24,868,157) 79,905,669

(67,562,505)

254,593,900 (24,868,157) 79,905,669

27,970,045

26,601,991

26,601.991

21,718,548 28,276,208 40q,29s,. q9 3,858,577

16,105,795

120.301.429

(qz.g.6?,q0,Ð,-,,-__,,_3_9_6_¿9?J191__

120.301.429

2,308,006

16,105,795

106,213,957

3,939,332 10,148,140 't06,213,957

3,858,577

16,105,795

120,301,429

3,354,715

40,522,201 (8,4e3) 1,069,398 (2,956,726) t25.162.801)

3,939,332 10,148,140

1,550,571

1,374,549 (1,882,858)

2,886,406

13,463,579

CITY OF AMARILLO ALL FUNDS 201512016

RESOURCES

TRANSFERS 4%

PROPERTY TAXES

OTHER REVENUE 10%

11%

GROSS RECEIPTS BUS¡NESS TAXES

OTHER

GOVERNMENTAL REVENUE 9%

SALES & MIXED BEVERAGE TAX 16%

INTERDEPARTMEN TAL RENTAL & USE 60/"

HEALTH & FLEX OONTRIBUTIONS 6%

SALES, SANITAT¡ON

RENTAL CHARGES 4%

CHARGES & DRAINAGE ASSESSMENT 27o/"

$387,395.022 TOTAL RESOURCES

EXPENDITURES DEBT SERVICE 7%

TRANSFERS 3%

SALARIES & BENEFITS 360/0

CAPITAL

20%

OTHER CHARGES 13%

SUPPLIES 8%

CONTRACTUAL SERVICES 13"/o

$403.808.060 TOTAL EXPENDITURES

Utility sales, sanitation charges, and drainage assessment make up the largest source of revenue at $96,694,183. 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 $56,916,897. Budgeted salaries and benefits make up $146,801,252 of the City's total budgeted expenditures. Non-cash items such as depreciation are not included in the above graph, and interdepartmental reimbursements of are netted against other charges.

CITY OF AMARILLO GENERAL FUND REVENUE SUMMARY $60

$50

$40

ø g

Ê $30

.ll Ë

= $zo $ro

Ad Valorem Sales Tax Taxes

Business Receipts

Sanitation Gulture & Recreation

Fines & Forfeits

12013114

t2014115

u2015/16

$162,501,932

$163,545,877

$167,998,429

Budgeted

Actual

lnterest Other

The above graph compares actual 201312014 revenues to budgeted 201412015 and budgeted

201512016. Sales tax makes up the largest portion of General Fund revenue for lhe 201512016 fiscal year at 34%, followed by property taxes at 21o/o. Actual sales tax receipts, including mixed beverage sales tax, for the 2013t2014 fiscal year were up at $55.2 million, and are projected to increase to approximately $56 million for the 201412015 fiscal year. We have included an increase to $56.9 million for the 201512016 budget year. Business receipts and sanitation receipts account for approximalely 27o/o of total General Fund budgeted revenue for the 201512016 fiscal year. All other revenue categories make up approximately 18o/o of total revenue.

CITY OF AMARILLO WATER AND SEWER REVENUE SUMMARY $oo

$so

$40 îD

= E

$so

diüil

$20

(.:a

$r0

Water

Sales

Sewer

Sales Bond Proceeds

lnterest

r2013t14

f2014115

Ë 201 5/l 6

$84,904,180

$72,556,862

$95,245,225

Budgeted

Actual

Other

The above graph compares actual 201312014 revenues to budgeted 201412015 and budgeled201512016 revenues. Water and Sewer sales account for 76.9% of the total revenue budgeted in the Water and Sewer Fund for the 201 512016 fiscal year. The 201512016 budget includes a 3% increase in the water charges based on normalwater usage and no increase in sewer charges.

CITY OF AMARILLO AIRPORT REVENUE SUMMARY $8

I rJ

$z S6

$¿

$s $2

$t $o

F- -f

h,". Airfield

Hanger Bld

Terminal

lnterest

s2013114

.2014115

720151',|.6

s12,369,871

$12,552,065

$16,666,021

Actual

Budgeted

Grants

Other

The above graph compares actual 201312014 revenues to budgeted 201412015 and budgeted 201512016 revenues. Revenue budgeted from the terminal building area accounts for approximately 42% of total receipts budgeted for the Airport during the 201 512016 fiscal year. The hangar buildings and grounds revenue represents 11o/o of total budgeted funds, while airfield, interest and other revenue account for 13o/o of total revenue. For the 201 512016 fiscal year, grant revenues of $5.5 million (33% of total revenue) are estimated to fund capital projects.

G¡TY OF AMARILLO DRAINAGE UTILITY REVENUE SUMMARY $z $6

$s tl,

$¿

$s $2

St $o

Drainage Assessment

Bond Proceeds

.2013¡4

.Z0i4t1S

Other

lnterest

s 2015/16

$11,494,065

$5,508,636

$5,509,775

Actual

Budgeted

The above graph compares actual 201312014 revenues to budgeted 201412015 and budgeted 201512016 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 201512016 fiscalyear.

CITY OF AMARILLO SALES TAX COLLECTIONS 56.1

$oo

52.1 54.4 46.0

$so

41.8

44.1 ß.2

55'2

48.3

42.2

$40

o tr o

= $30 = $zo

$ro

?0od01 z001PB 2o0do9 Zo09t10 zo10l'\{ z0{tl{2 z0td13 ?0{3114 ?otdt6 20{5116 ESTIMATED

During the 1990/1991 fiscal year alz cenl sales tax increase was implemented. After implementing the additional Yz cent, sales tax revenue became the most significant revenue source compromising 16% of total City funds and 34% of the General Fund revenue. Sales tax revenue has remained extremely strong for the City. Even after the record years for 201212013 and 201312014 projections for the 201412015 fiscal year provide for an increase of approximately 1.5%, while projections for the 201512016 fiscal year have been increased slightly, 1.5% over the 201 412015 revised estimate.

CITY OF AMARILLO PROPERTY TAX COLLECTIONS 38.3 $40

35.4 36.4 32.7

$35 29.3

30.1 30.5

32.0

$so 25.9

$25

Ê E

$20

23.7

$r5 $10

$s $o

Z0s6l01 Zosllos Zs0sl09 Zo09lt0 Zol0l{{ Zolttlz Zotd{3 Zgt3l{A Z0tÀt15 Z0tdt6 ESTIMATED

From 1990 to 1994 the City's tax base eroded. However, during this period other revenue sources, especiallythe 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 12o/o pay increase for Police Officers and Fire Fighters and a corresponding 20% 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 the 201512016 fiscal year is $0.35072 per $100 property value with a maintenance and operating rate of $0.35266 and a debt service rate of $0.02506. This includes a 0.563 cent increase over the 201412015 tax rate to fund additional police officers.

CITY OF AMARILLO ASSESSED PROPERTY VALUES $r6 13.2

$r4 t

$r2

1.6 11.7 12.1

r3.6

12.4 12.6

10.8 9.8

ltt

$ro

c .9

$¿

2s0do1 z001Þs 2oosl09 zosglto Zotoltt 2011112 zs{il13 zstd{4 ?0îd{6 20151'\6 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 $9.6 billion in the 2006/2007 fiscal year to $13.6 billion for the 201 512016 fiscal year. For the current fiscal year, the tax rate is $0.35072 cents per $100 of property value, which includes a 0.563 cent increase approved by the City Council to fund additional police officers. A rate increase was approved by city of Amarillo voters to fund a 12o/o 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 building of a new library. During 2007, the City Council authorizèd the issuance of the 2007 Certificates of Obligation bonds. The debt service portion of the property tax rate is $0.02506 cents per $100 of property values for the 201512016 fiscal year.

c E N E RAr r,

*TtJr?l#[ffi!t&P E N D rru R s E

$s0

_t I I II

$4s $40

$3s

o E o

$30

E =

$20

I¡

$25

$rs $ro $s

-...r¡rz

I I I

rtI

I I

t II

-¡

.."riiï"$Ssrrôc.rç'SSi";*"iî_îffi1å;Sifi:Sf $r orxe,

?$þ{rc

"*"ît;ti;,îrr,rrff Actual

.'"*"" ?o{rcø Çire

ffi

ï : :; Budgeted Budgeted

,i:î,:ä,rr:2,

The above graph compares actual 201312014 expenditures to budgeted 201412015 and budgeted 201512016 expenditures. Public Safety expenditures are the most significant portion of the total budget,

representing 42o/o of total budgeted expenditures. Public Safety budgeted expenditures for the 201512016 fiscal year include $44.8 million for the Police Department and $29.8 million for the Fire Department. Public works represents 17% of the General Fund total budgeted by expenditures with the majority of the expenditures going towards the Street ($9.5 million) and Solid Waste Departments ($14 million).

CITY OF AMARILLO WATER AND SEWER EXPENDITURE SUMMARY

$16

L-

$14

$f2

o c $10 o

E =$e

$o $¿

$2 $o

-.ü

-t¡l

-5.¡t

I t"iill'1;iiþ;'i$ îîil'"n*o*'"""*

rreatroent

otþd

.201312014 1201412015 Y201512016 $56,865,716 $76,745,935 $95,534,982 Actual Budgeted Budgeted

The above graph compares actual 201312014 expenses to budgeted 201412015 and budgeted 201512016 operating expenses. Capital Project expenditures are not included in the above graph.

The Wastewater Treatment line includes the River Road Water Reclamation Plant ($3.4 million), the Hollywood Road Wastewater Treatment Plant ($4.5 million), and Laboratory Administration ($1.7 million) for the 201512016 fiscal year.

City of Amarillo Revenue Summary

DESCRIPTION 1000 - General Fund 30200 Ad Valorem Tax Collectio 30400 Gross Receipts Business 30600 Sales Tax 31400 Business License and Per 31900 Non-Business License & P 32800 Other Governmental Reven 33200 General Government 33300 Public Safety and Health 33500 Sanitation 33600 Operating Revenues 33700 Culture and Recreation 35000 Fines and Forfeitures 35500 Other Governmental Reven 371 09 lnterest Earnings 371 50 Rent 371 99 Administrative Charges 37400 Miscellaneous Revenue 39100 Operating Transfers ln TREVENUE Total Revenues

Actual

Revised Estimate

Budgeted

201312014

201412015

201512016

32,881,696

33,987,639 24,738,697 56,022,363

35,725,401 25,388,569 56,916,897 808,859 2,342,242 4,320,801 61,370 2,991,038 19,742,300 161,970 4,942,961

24,221,996 55,165,660 698,559

3,102,755 3,883,022

57,720 2,879,363

20,181,897

19,567,656

211,570

204,960 4,881,205 4,616,799

4,804,035 4,846,910 968,655

405,089 3,572,658 3,457,868 1,180,977

848,146 96,s15

167,998,428

52,109

46,004

1,761,186

1,752,172

1,442,939

715

3,670 1,801,846

0 0

4,157 510

9,000

8,575,484

7,930,014 3,376

1,442,939

8,637,340

20,000 0 7,962,390

9,000 300 7,930,014 4,500 46,550 9,176 7,999,540

844,637

569,543

499,454

844,637

569,543

499,454

351,969

397,855

339,562

150

351,969

397,855

339,712

987,700 445,300 3,865,279 3,735,900

163,545,877

53,175

2040 - Shelter Plus Gare Fund 35500 Other Governmental Reven 37 400 Miscellaneous Revenue TREVENUE Total Revenues

4,617,180

85,001

4,015

2030 - Home lnvestment Partnership 35500 Other Governmental Reven 37400 Miscellaneous Revenue TREVENUE Total Revenues

976,372 443,257 3,582,469 3,663,517 851,196

47,550 162,501,932

1,814,010

2020 - Housing 35000 Fines and Forfeitures 35300 Construction Participati 35500 Other Governmental Reven 371 09 lnterest Earnings 37 40O M iscellaneous Revenue 39100 Operating Transfers ln TREVENUE Total Revenues

3,960,135

2,818,479

52,559

2010 - CDBG Fund 35300 Construction Participati 35500 Other Governmental Reven 37 400 Miscellaneous Revenue 39100 Operating Transfers ln TREVENUE Total Revenues

741,374 2,296,155

City of Amarillo Revenue Summary

DESCRIPTION 2050 - Supportive Housing Fund 35500 Other Governmental Reven 37 400 Miscellaneous Revenue TREVENUE Total Revenues 2060 - Affordable Housing Fund 371 09 lnterest Earnings TREVENUE Total Revenues 2070 - TX Emergency Solutions Grants 35500 Other Governmental Reven 39100 Operating Transfers ln TREVENUE Total Revenues

Actual

Revised Estimate

Budgeted

201312014

201412015

201512016

189,424

318,762

246,925

300

189,424

318,762

247,225

0 0

92,024

1,125 1,125

92,024

84,260

91,088

0 0 0

2075 - HMIS 35500 Other Governmental Reven 39100 Operating Transfers ln TREVENUE Total Revenues

13,085

91,088 10,494

97,345

91,088

101,582

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

150,715 150,715

135,300 135,300

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

113,009 113,009

500

101,500 101,500

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

135,235 55,577

169,000 41,700

190,812

210,700

175,400 43,300 218,700

2300 Summer Lunch Program 35500 Other Governmental Reven 39100 Operating Transfers ln TREVENUE Total Revenues

316,444 12,450

316,440

515,354

328,990

12,450 328,890

515,354

2420 Urban Transportation Planning 35500 Other Governmental Reven TREVENUE Total Revenues

377,186 377,186

378,469 378,469

410,074 410,074

1,028,042 1,028,042

958,390 958,380

881,710

2425 Photographic Traffic Enforcement 35000 Fines and Forfeitures TREVENUE Total Revenues

1 01

0l 500

BB1 ,710

City of Amarillo Revenue Summary

DESCRIPTION

2430 Emergency Mgt Service & Equip 35500 Other Governmental Reven 39100 Operating Transfers ln TREVENUE Total Revenues 2500 - Public Health Fund 32800 Other Governmental Reven 35300 Construction Participati 35500 Other Governmental Reven 37 400 Miscellaneous Revenue TREVENUE Total Revenues

Actual

Revised Estimate

Budgeted

201312014

201412015

201512016

364,765

122,095 45,143 167,238

229,473

364,765

229,473

797,010

1,567,850 38,026

75,000 4,883,654 23,816

2,402,885

4,982,470

100,000 3,251,851 26,500 3,378,351

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

345,726 345,726

2,238,728 2,238,728

2,772,095 2,772,095

2610 - Justice Assistance Grant 35500 Other Governmental Reven TREVENUE Total Revenues

101,817 101,817

51 092

100,000 100,000

2620 - APD Seized Property Fund 371 09 lnterest Earnings 37400 Miscellaneous Revenue TREVENUE Total Revenues

202 153,213

51 092

177

98,675 98,852

0 0 0

23,689 55

25,604

2,410

100 1,500

23,744

25,657

4,010

2670 -AlÞ Pantex 35500 Other Governmental Reven TREVENUE Total Revenues

366,974 366,974

110,295 110,295

115,200 115,200

2700 - Greenways at Hilside Fund 30200 Ad Valorem Tax Collectio 371 09 lnterest Earnings 39100 Operating Transfers ln TREVENUE Total Revenues

478,065 207 707,356 1,185,628

523,422

528,094

197 0

112

523,619

528,206

14,588

4 4

0 0 0

153,415

2660 - LEOSE Training Program Fund 35500 Other Governmental Reven 37'1 09 lnterest Earnings 37 400 Miscellaneous Revenue TREVENUE Total Revenues

2720 - Brennan Boulevard Fund 30200 Ad Valorem Tax Collectio 371 09 lnterest Earnings TREVENUE Total Revenues

14,601

City of Amarillo Revenue Summary

DESCRIPTION 2730 - Colonies 30200 Ad Valorem Tax Collectio 371 09 lnterest Earnings 39100 Operating Transfers ln TREVENUE Total Revenues

Actual

Revised Estimate

Budgeted

201312014

201412015

201512016

509,268

589,416

605,039

194 1,497,644

193 0

163 0

2,007,106

589,609

605,202

16,296

16,318

2740 - Tutbury Public lmprv District 30200 Ad Valorem Tax Collectio 371 09 lnterest Earnings TREVENUE Total Revenues

16,306

5 16,301

2750 - Point West Public lmprv District 30200 Ad Valorem Tax Collectio TREVENUE Total Revenues

52 ,000 52 ,000

'13,771

6,898

6,873

13,778

6,904

6,880

6,600

3,300

6,600

3,300

3,324

2780 - Redstone Public lmprv District 30200 Ad Valorem Tax Collectio TREVENUE Total Revenues

1,300 1,300

2,458 2,458

3100 - Gompensated Absences Fund 371 09 lnterest Earnings TREVENUE Total Revenues

33,546 33,546

10,879 10,879

82,000 82,000

2,865,530

2,803,874

2,906,445

3,599,707

65 881,870 3,685,809

888,928 3,695,473

189,732

214,000

0 0

1,359,700 1,607,968 95,800

2760 - Quail Creek Public lmprv District 30200 Ad Valorem Tax Collectio 371 09 lnterest Earnings TREVENUE Total Revenues 2770 - Vineyards Public lmprv District 30200 Ad Valorem Tax Collectio 371 09 lnterest Earnings TREVENUE Total Revenues

3200 - GeneralObligation Debt 30200 Ad Valorem Tax Collectio 371 09 lnterest Earnings 39100 Operating Transfers ln TREVENUE Total Revenues

734,119

4000 - Gapital Project Funds 33700 Culture and Recreation 35300 Construction Participati 35500 Other Governmental Reven 371 09 lnterest Earnings 37 40O Miscellaneous Revenue 39100 Operating Transfers ln TREVENUE Total Revenues

100

108,117 5,355

101,792 0

12,574,953

14,383,493 15,384,341

11,634,893 14,912,361

12,878,157

685,056

City of Amarillo Revenue Summary

DESCRIPTION 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 371 09 lnterest Earnings 37150 Rent 37 400 Miscellaneous Revenue TREVENUE Total Revenues

Actual

Revised Estimate

Budgeted

201312014

201412015

201512016

-100 67,106,075 440,919

71,541,883

70,786,058

404,013 1,242,531

68,284 259,942 151,432

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

3,663,919

76,576,178

72,556,862

73,550,225

1,918,537 5,657,078 1,487,417 37,330

1,876,266 5,262,479 1,527,226

2,150,704

38,796 3,463,000 5,104

42:000 5,510,918

1,500

1,500 177,900

32,145 1,500 434,490

1,794,708

27,800

12,552,065

16,666,021

5,384,253

5,409,021 84,212

5,410,000 84,200

12,064

15,403

575 5,484,065

5,508,636

15,000 575 5,509,775

15,083,177 9,735

16,032,213

10,354

491,684

334,373

248,713

1,116,741

5,453 15,432,738

16,299,026

5,056,247 8,997

5,270,700

5,572,208

10,338

10,500

44,563 21,933 5,131,740

259,318

385,000 5,967,708

15,611,O24

6,960,491

1,407,478

13,992,244

6200 - lnformation Technology Fund 34900 lnterdepart Rental& Use 371 09 lnterest Earnings 37 400 Miscellaneous Revenue 39100 Operating Transfers ln TREVENUE Total Revenues

377,693

125,062 -1 13,660

10,975,975

85,376 1,797

6100 - Municipal Garage Fund 34900 lnterdepart Rental & Use 371 09 lnterest Earnings . 37 40O Miscellaneous Revenue 39100 Operating Transfers ln TREVENUE Total Revenues

430,900 1,173,000 68,000 325,040

324,467 144,784 3,299,505

5600 - Drainage Utility Fund 34800 Other 35000 Fines and Forfeitures 35300 Construction Participati 371 09 lnterest Earnings 37 400 Miscellaneous Revenue TREVENUE Total Revenues

1,172,928 68,284

5,540,356

18,100 0

City of Amarillo Revenue Summary

DESCRIPTION 6300 - Risk Management Fund 37109 lnterest Earnings 371 99 Administrative Charges 37 40O Miscellaneous Revenue TREVENUE Total Revenues

Actual

Revised Estimate

Budgeted

201312014

201412015

201512016

62,150 4,751,722

35,051

4,902,280

50,100 5,201,055 20,810

9,995

4,822,867

6400 - Employee lnsurance Fund 34800 Other 37109 lnterest Earnings 37 400 Miscellaneous Revenue 39100 Operating Transfers ln TREVENUE Total Revenues 6500 - Employee Flexible Spending Fund 34800 Other 371 09 lnterest Earnings TREVENUE Total Revenues

5,506 4,942,837

5,271,965

19,580,796 32,731 95 0 19,613,623

1,249,460 20,904,562

200 220,100 22,020,994

640,120

720,667

640,139

720,684

720,675

19,637,596 18,733 -1,227

21,781,687 19,007

353,401,258 Bond Proceeds

33,993,620

Total Revenue

387,394,878

City of Amarillo Summary of Expenditures by Activity Glassification

DESCRIPTION

Actual

Budgeted

201312014

201412015

201512016

78,620

103,983 1,159,659

105,626 1,143,939 3,647,371

General Government 1011 Mayor and Council 1020 City Manager 1030 Tourjsm & Economic Development 1040 Judicial 1210 Legal 1220 City Secretary

1,093,519 3,006,490 464,400

985,264 295,203

3,477,779 488,702 996,677

s06,B0B

361,073

1,023,495 371,119

904,986 405,242

962,530 405,327

458,564

540,481 1,550,451

Management & Administration 1110 Human Resources 231 Radio Communications 1 232 Emergency Management Serv 1251 Custodial Services 1 252 F aciliti es Mai ntena nce 1270 AÊCC

668,344 385,005 432,659 1,349,580 1,826,697 4,194,550

1,532,908 2,007,830 4,373,806

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

785,664 2,645,850 1,308,379 448,658

2,778,031 1,397,470 477,160

1 ,1 05,81

2,066,876 4,240,717

1,123,058 2,935,O82 1,418,690 500,009

Finance 1120 Risk Management 1305 MunicipalCourt 1310 Teen Court 1315 Finance 1320 Accounting 1321 Payroll 1325 Purchasing 1335 Vital Statistics 1340 Health Plan Administration 1345 Central Stores 1350 General Fund Transfers

365,381

399,199

397,423

1,098,526

1,207,009 52,574 923,140

1,210,454 53,516

1,349,561 0

1,316,321

47,477 847,666 1,102,267 208,409 526,893 51,019 310,242 330,649

16,172,368

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

546,122 57,040

327,510 369,562 19,014,801

307,000

454,301

1,935,214

2,106,414

330,707

361,736

332,148

342,104

260,193

318,199 3,890,248

3,773,072

g04,5Bg 0 586,841

55,642 161,923 382,616 17,554,702

464,263 2,062,240 382,645 353,803 334,376 3,856,530

Parks 1811 Ross Rogers 1812 Comanche Trail 1820 Parks & Rec Administration 1830 Tennis Center 1840 Swimming Pools

2,103,440 1,257,648 414,444 104,793

2,375,595

438,767

486,144

1,436,195 513,309 100,040

2,269,407 1,460,540 530,351

99,063 480,420

Gity of Amarillo

Summary of Expenditures by Activity Glassification Actual

Budgeted

2013t2014 424,939 6,321,989

201412015 566,007 6,884,515

1862Zoo Maintenance

422,404

428,538

201512016 567,157 6,988,169 484,500

1863 Zoo School Education Program 1 870 Athletic Administration 1871 SoftballProgram I 872 Basketball Program 1873 Track Program 1 874 Volleyball Program 1875 Flag Football Program 1876 Baseball

19,297

160,449

168,646

158,557

195,909

201,106

206,920

5,932

13,567

9,302 5,378 119,470 6,640

114,503 6,646

1,000

1,560

DESCRIPTION 1850 Parks & Recreation Program 1861 Park Maintenance

6,700 99,606

5,725

Public Works 1410 Engineering 1420 Street Department 1431 Solid Waste Collection 1432 Solid Waste Disposal 17 31 T raffic Ad m in istration 1 7 32 T ratfic Field Operation

1,392,713 7,149,236 8,524,975

1,666,501

1,630,609

9,502,295

3,756,999 558,097 3,283,617

9,409,751 9,399,149 3,998,752 685,580 3,628,717

4,049,756

Development Services 1710 Animal Management & Welfare

1,799,131

2,378,623

2,480,650

1720 Planning 1740 Building Safety

494,718 2,492,834

529,780

527,075

2,487,239

2,614,38O

4,011,371

39,008,493 4,183,409

40,474,320 4,325,242

376 25,052

12,120

23,411,920

24,653,602

3,021,995

3,240,539

25,159,681 3,150,691

770,144 610,427

785,782 612,166

845,525 616,686

29Ò,660

320,152

93,133 63,203 117,456 498,130 407,657

90,000

300,587 80,000

64,268

67,482

150,437 389,653 175,000

297,243

230,464

225,232

214,190

104,307 1,814,009

131,087 1,545,831

190,000 1,442,939

9,908,240 659,336 3,633,138

Police 1610 Police 1 640 Civilian Pe¡sonnel 1670 Tobacco Senate Bill 55 1680 TSU Tobacco Enforcement P

37,044,872

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

2010 GDBG Fund

Public Services 201 10 Program Management 20115 Code Enforcement 20116 Code lnspector 20125 Rehab Support 20130 Housing Rehab 20135 Park lmprovements 20140 Public Services 201 55 Neíghborhood Facilities 2010 CDBG Fund

125,437 168,000

City of Amarillo Summary of Expenditures by Activity Classification

DESCRIPTION

Actual

Budgeted

201312014

201412015

201512016

552,536

545,044

642,096

25,119 7,435,414

25,229 7,027,049

27,470 7,027,049

309,054

8,322,123

299,500 7,896,821

7,996,1 15

47,975 794,106

492,612

842,081

547,346

351,969 351,969

339,712 339,712

189,424 189,424

247,225 247,225

13,085 13,085

0 0

18,963 18,963

0 0

97,346 97,346

102,297 102,297

101,582

2020 Housing

Public Services 20210 Housing Assistance 20220 Mod Rehab 20230 Housing Vouchers 20250 5 YEAR MAINSTREAM VOUCHE 2020 Housing

299,500

2030 Home lnvestment Partnership

Public Services 20310 Home Administration 24320 Home Projects 2030 Home lnvestment Partnership

54,734

49,945 449,509 499,454

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 Grant 2070TX Emergency Solutions Grants 207s HM|S

Public Services 20755 HM|S 2075 HM|S

101,582

2080 Court Technology Fund

Finance 20800 Court Technology 2080 Court Technology Fund

'164,912

164,912

04,790 04,790

134,790 134,790

144,831 144,831

142,014 142,014

139,810 139,810

2080 Gourt Security Fund

Finance 20910 Court Security Fund 2090 Court Security Fund

City of Amarillo Summary of Expenditures by Activity Classification

DESCRIPTION 2210 Safe and Sober TXDOT Programs

Actual

Budgeted

20ßlzaß

20141201s

201512016

181,054 9,759 190,812

200,000 10,700 210,700

209,000 10,700

365,011 365,011

498,712 498,712

515,354 515,354

0 0

57,825 57,825

128,395 128,395

377j86

Police 22150 Safe and Sober TXDOT Program 22160 Click lt or Ticket 2210 Safe and Sober TXDOT Programs

218,700

2300 Summer Lunch Program

Public Services 23100 Summer Food Service Program 2300 Summer Programs 240O Hazardous M aterial Transportation

Management & Administration 24130 OEM Projects 2400 Hazardous Material Transportation 2420 U¡ban Transportation Planning

Development Services 24200 Urban Transportation Planning 2420 Urban Transportation Plann ing

388,975 388,975

410,074

377186

2425 Photograph ic Traffic Enforcement Public Works 24250 Photograph ic Traffic E nforcement 2425 Phofograph ic Traffic E nforcement

976,268 976,268

997,383 997,383

970,1 81

83,397

41,515 217,155

111,506

0 0

410,O74

970,181

2430 Emergency Mgt Service & Equip Management & Administration 24333 MMRS HSGP GDEM 24335 MFr(PRPC) 24380 State Homeland Sec Prog 24390 SHSP LETPA 2430 Emergency Mgt Service & E

53,970 396,038

0 0

111,506

112,950

116,523 229,473

2500 Public Health Fund

Public Services 25011AHD Public Health

799,449

25012 Refugee Health 25013 TDH lmmunizations 25014 HIV Prevention 25015 Core Public Health 25020 Bioterrorism Grant 25024 DSRIP IMMUNIZATIONS 25025 DSRIP ARAD 25026 Childhood Obesity Projec 25028 CPSiEBOLA 25029 PHEP Supplemental 15116 25030 Epidemiology

407,201

291,129 223,025 150,582 231,781 368,329 150,000

25035 LocalTuberculosis - Fed

1,342,109 549,856 312,523 219,224 164,185

1,081,326

471,088 334,617 244,481 181,373

269,753

316,748

557,900 150,000

588,175 150,000 310,000

0 0 0 0

62,724

66,136

52,888 43,828 85,175 69,560

City of Amarillo Summary of Expenditures by Activity Classification

DESCR¡PTION 25045 Local Tuberculosis - Sta 2500 Public Health Fund

Actual

Budgeted

201312014

201412015

201512016

77,550 2,761,769

122,960 3,754,545

170,767 4,100,026

2530 WIC Grant Fund

Public Services 2531 1 WIC Administration 25312 WIC Nutrition Education

167,483

338,184

441,773 68,920

865,905

580,111 10,901

1,080,944 8,500

30,788

37,455

425,639 919,820 110,672 1,039,857 8,500 125,662 100,000 38,710

25322WlCRDGrant

2530 WIC Grant Fund

1,345,726

6,787 2,656,605

3,235 2,772,094

2531 3 WIC Breastfeed ing

25314 WIC Client Services 25317 WIC Lactation Consultant 25318 WIC Peer Counselor 25320 WIC Mentor 25321W|C Obesity

10'1,408

41,571

117,423

4,278

100,000

2610 Justice Assistance Grant

Police 26110 JAG Traffic Enforcement 26130 FY14 JAG Program 26170 FYl3JAG Program 2610 Justice Assistance Grant

100,000

51,092 50,725 101,817

0 0

100,000

67,658 97,908 165,566

100,359 100,359

103,385 103,385

2661 0 Leose Training-Police

16,954

21,000

26620 Leose Training- Fire Civ 26630 Leose Training- Airport 2660 Leose Training Program Fu

537 -1,301

1,500

0 1,500

16,190

22,500

2670 AIP Pantex Project Fund Management & Admin istration 26710 AIP Pantex Project Fund 2670 AIP Pantex Project Fund

366,974 366,974

123,440 123,440

115,200 115,200

1,131,486

00,000

2620 APD Seized Property Fund

Police 26200 APD Seized Property 26210 Narcotics Unit 2620 APD Seized Property Fund

2660 LEOSE Training Program Fund

Police

2700 Greenways at Hilside Fund

Finance 27100 Greenways at Hillside Fun 2700 Greenways at Hillside Fun

1,131,486

537,624 537,624

542,547 542,547

272O Brennan Boulevard Fund Finance 27200 Brennan Boulevard Fund

12,566

100

Gity of Amarillo Summary of Expenditures by Activity Glàssification

DESCRIPTION 272O Brennan Boulevard Fund

Actual

Budgeted

201312014

201412015

12,566

201512016 0

1,914,385 1,914,385

605, 544 605, 544

533,393 533,393

12,148 12,148

15,460 15,460

14,481

34,563 34,563

28,409

28,526 28,526

8,079 8,079

7,415 7,415

9,141 9,141

3,435 3,435

2,673 2,673

3,123 3,123

276 276

380 380

327 327

1,363,311

1,700,700 3,601,129 5,301,829

1,700;700 3,608,370 5,309,070

5,303,438 8,459,700

2,192,671 1,737,469 2,609,825 8,980,449

2,169,219 1,530,620 2,607,098 8,613,097

1,720,434 249,456 6,223,903

1,811,333 16,814,880 7,605,034

1,805,604 35,221,831 .7,357,740

2730 Colonies

Finance 27300 Colonies 2730 Colonies 2740 Tutbury Public lmprv District

Finance 27400 Tutbury Public lmprv Dist 2740 Tutbury Public lmprv Dist

14,481

2750 Point West Public lmprv District

Finance 27510 Point West PID 2750 Point West PID 2760 QuailCreek Public lmprv District

Finance 27610 Quail Creek Public lmprov 2760 Quail Creek Public lmprov 277 0 Vineyards Public lmprv District

Finance 27710 Vineyards PID 2770Vineyards PID 2780 Redstone Public lmprv District

Finance 27800 Redstone PID 2780 Redstone PID 3000 Debt Service Funds

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

3,447,844 4,811,155

5200 Water and Sewer Systein Fund

Finance 2,131,338 751,486

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

Utilities 52110 Director of Utilities 52123 Water & Sewer - Transfer 52200 Water Production

101

City of Amarillo Summary of Expenditures by Activity Glassification

DESCRIPTION 5221 0 Water Transm iss ion 52220 Surface Water Treatment 52230 Water Distri bution 52240 Waste Water Collection 52260 River Road Water Reclama 52270 Hollywood Road Waste Wat 52281Laboratory Admin 5200 Water and Sewer System Fu

Actual

Budgeted

201312014

201412015 5,013,812

201512016

4,567,633 9,324,089 5,814,712 3,949,297

10,037,762 6,480,072

2,953,873

3,222,690 4,283,199

3,969,637

1,546,729

6,942,377

4,661,102 3,356,634

4,458,520 1,675,522

1,651,170 76,745,935

95,534,982

0 0

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

13,109,437 7,157,243 226,807

56,865,7'16

5400 Airport Fund Management & Admi nistration 54110 Department of Aviation 541 20 Airport Transfers 54170 Rental Car Facility 5420 Airport PFC fund 5400 Airport Fund

4,305,571

5,208,374 9,927,243

11,274,484

1,407,478

12,681,961

16,330,710

20,493,487

2,786,537

2,750,885

2,064,415

3,147,959 1,700,850

2,786,537

4,815,300

4,B4B,BO9

61 1 10 Municipal Garage Operati

9,290,222

61 1 20 Equipment Replacement

13,212,475 22,502,697

9,866,914 10,337,599

5600 Drainage Utility Fund

Public Works 56100 Draínage Utility 56200 Drainage Utility Transfe 5600 Drainage Utility Fund 6100 Municipal Garage Fund

Public Workè

6100 Municipal Garage Fund

20,204,503

9,799,657

12,315,598 22,105,245

6200 lnformation Technology Fund

lnformation Technology 621 10 lT Administratíon

591,296

621201T Operations 621301T Systems 621401T lnfrastructure & Supp 62150 lT Capital 62160 lT Public Safety 62170 rT GrS 62180lT Print Servíces 621 90 Telecom mu n ication 6200 lnformation Technology Fu

463,356 724,033 2,293,19O 0

473,733 52,113 126,029 740,883

5,464,624

809,057 489,990 759,539 1,920,157 769,750 395,044 59,000 147,874

776,002 6,125,414

869,970

555,974 663,462 1,932,651 890,000 391,083 65,000 156,839 866,915 6,391,895

6300 Risk Management Fund

Finance 63110 Self lnsurance General 631 1 5 Unemployment Claims 63120 Fire & Extended Coverage 63125 Workers Compensation 63160 General Liability

'J.02

645,342 145,494 260,792 2,397,440

2,157,905

652,069 69,506 766,049 2,367,779

3,300

600,209

792,705

609,152 69,691

673,964

Gity of Amarillo

Summary of Expenditures by Activity Classification

DESCRIPT¡ON 631 70 Police Professional 631 85 Automobile Liability 63190 Auto Physical Damage 63195 City Property 6300 Risk Management Fund

Actual

Budgeted

201312014 188,229

201412015 193,990 382,110

201512016 181,000 385,502 415,301 8,000

-177,359 348,784 175 3,812,187

404,208 22,676 5,113,794

5,637,911

6400 Employee lnsurance Fund

Finance 64100 Health Plan 64200 DentalÞlan' 64300 City Care Clinic 6400 Employee lnsurance Fund

22,176,554 1,019,643

707,235 23,902,431

18,703,980 1,041,500 746,697 20,492,167

21,413,999

629,500 629,500

720,667 720,667

19,643,582 1,013,696 756,722

6500 Enployee Flexible Spending

Finance 65100 Employee Flex Plan 6500 Employee Flexible Spnding

630,441 630,441

379,770,893

Capital lmprovement Programs

28,276,209

Total Expenditures

408,047,101

Depreciation

(24,868,157)

Water and Sewer Debt Service Airport Debt Service Drainage Utility Debt Service Municipal Garage Debt Service lnterfund Transfers Net Expenditures

17,531,965 1,510,000 675,000 900,000 (67,562,505) 336,233,404

103

City of Amarillo Summary of Expenditures by Object Glassification

DESCRIPTION

1000 - General Fund 41 000 Personal Services

51000 Supplies 60000 Contractual Services 70000 Other Charges 78500 Program Expenses 80000 CapitalOutlay SUB_TOTAL Sub Total 90000 lnter Reimbursements 92000 Operating Transfers TEXPENSES Total Expenses

Actual

Budgeted

201312014

201412015

201512016

103,332,265 12,483,488 24,428,465

111,228,209 13,880,316 27,633,880 6,338,675 0 1,186,600 160,267,679

115,014,700 13,562,348

6,116,498 -5,565 303,996 146,659,147 -1,080,350

28,832,494 6,819,261 0 979,878 1ô5,208,681

-1,026,708

-1,084,208

12,704,018 158,282,815

14,490,327 173,731,298

11,471,807 175,596,280

368,028 18,506

412,252

1,324,959

997,832

102,517 1,814,009 1,814,009

I 15,678 1,546,831 -1,000 1,545,831

359,394 12,897 953,747 116,900

335,640 15,107

332,399 30,585

366,145 30,585

7,774,923 196,452 8,322,123

7,326,902

7,329,284

206,936 7,896,821 -52,398 52,398 7,896,821

270,101 7,996,115 -52,398 52,398 7,996,115

39,424

32,019

794,106

2,833 492,612

11,428 842,081 0 842,081

10,477 545,346 2,000 547,346

2,000 449,509 15,926

2010 - GDBG Fund

41000 Personal Services 51000 Supplies 60000 Contractual Services 70000 Other Charges SUB_TOTAL Sub Total 90000 lnter Reimbursements TEXPENSES Total Expenses

21,069

1,442,938 0

1,442,938

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

0 0

8,322,123

37,274 -727

499,454 0

499,454

2040 - Shelter Plus Care Fund

41000 PersonalServices 60000 Contractual Services 70000 Other Charges SUB_TOTAL Sub Total 92000 Operating Transfers TEXPENSES Total Expenses

10,444

10,044

337,234 4,290

334,512

318,961 6,707 335,712 4,000 339,712

351,969 0

351,969

104

1,200 335,712 4,000 339,712

City of Amarillo Summary of Expenditures by Object Glassification

DESCRIPTION '2050 - Supportive Housing Fund 41000 Personal Services 60000 Contractual Services 70000 Other Charges SUB_TOTAL Sub Total

90000 lnter Reimbursements 92000 Operating Transfers TEXPENSES Total Expenses 2060 - Affordable Housing Fund 92000 Operating Transfers

TEXPENSES Total Expenses

Actual

Budgeted

201312014

201412015

201512016

5,852 182,558

5,692

244,249

235,436 3,921 245,049

2,119

800

190,529

245,049

-1,105

189,424

2,176 247,225

13,085 13,085

0 0

18,963 18,963 18,963

0 0 0

46,440 475 26,972 23,460 97,346 97,346

59,319 0 21,501 21,477 102,297 102,297

61,834

101,582 101,582

53,293 96,236

6,350 98,440

98,440

2070 - TX Emergency Shelter Grants

60000 Contractual Services SUB-TOTAL Sub Total TEXPENSES Total Expenses 2075 - HM|S 41 000 Personal Services

51000 Supplies 60000 Contractual Services 70000 Other Charges SUB_TOTAL Sub Total

TEXPENSES Total Expenses 2080 - Gourt Technology Fund 51000 Supplies 60000 Contractual Services 80000 Capital Outlay SUB_TOTAL Sub Total 92000 Operating Transfers

TEXPENSES Total Expenses

0 26,567 13,181

6,350

13,248

30,000

162,777

134,790

2,135 164,912

104,790 0 104,790

141,162 2,975 694

134,667 3,100 4,247

'134,749 1,800

144,831 144,831

142,014 142,014

139,810 139,810

190,812 190,812

210,700 210,700 210,700

2't8,700

134,790

2090 - Gourt Security Fund 41 000 Personal Services

51000 Supplies 70000 Other Charges SUB_TOTAL Sub Total

TEXPENSES Total Expenses

3,261

2210 - Safe and Sober TXDOT Program

41000 Personal Services SUB-TOTAL Sub Total TEXPENSES Total Expenses

190,812

105

218,700 218,700

City of Amarillo Summary of Expenditures by Object Classification

DESCRIPTION 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

201312014

201412015

201512016

70,722 289,634

16,852

476,058

46,800 458,554 7,000 3,000 515,354 515,354

3,972

3,302

683 365,011 365,011

2,500 498,712 498,712

0 0 0 0 0 0

2400 - Flazardous Material Transportation 41000 Personal Services

0 0

109,465 600 18,330 128,395

57,825 57,825

128,395

287,544

298,768

5,000 3,600 92,831

4,500

. 4J00

377J86

388,975 388,975

410,074 410,074

45,578

45,704

0 516,852

1,100 536,250

45,591 1,100 536,250

60000 Contractual Services 70000 Other Charges SUB_TOTAL Sub Total 92000 Operating Transfers TEXPENSES Total Expenses 2420 - Urban Tr4nsportation Planning 41 000 Personal Services

51000 Supplies ô0000 Contractual Services 70000 Other Charges SUB_TOTAL Sub Total TEXPENSES Total Expenses 2425 - Photographic Traffic Enforcement 41 000 Personal Services

51000 Supplies 60000 Contractual Services 70000 Other Charges SUB_TOTAL Sub Total 92000 Operating Transfers TEXPENSES Total Expenses 2430 - Emergency Mgt Service & Equip 41 000 Personal Services 51000 Supplies

60000 Contractual Services 70000 Other Charges 80000 Capital Outlay SUB_TOTAL Sub Total TEXPENSES Total Expenses 2500 - Public Health Fund 41 000 Personal Services 51000 Supplies 60000 Contractual Services 70000 Other Charges 80000 Capital Outlay SUB_TOTAL Sub Total 92000 Operating Transfers TEXPENSES Total Expenses

272,553 1,210 2,906 100,517

377,186

102,706

241,263

214,905

222,240

803,693

797,960

172,575 976,268

199,423

805,181 1ô5,000 970,181

997,383

0 396,038 396,038

105,627 0 600 5,280 0 111,506 111,506

1,554,758

1,887,553

323,033 304,496

744,136 650,390

233,490

297,466

98,903 267,551 564

29,020

112,950 0 0 116,523

229,473 229,473

1,938,898 841,838

740,125 404,165

335,953

2,751,731

3,579,545

3,925,026

10,038

175,000

2,761,769

3,754,545

4,100,026

106

City of Amarillo Summary of Expenditures by Object Classification Actual

Budgeted

DESCRIPTION 2530 - WG Grant Fund 41 000 Personal Services

201312014

201412015

201512016

904,302

51000 Supplies 60000 Contractual Services 70000 Other Charges SUB_TOTAL Sub Total TEXPENSES Total Expenses

235,822 25,869

2,114,157 222,372 165,056

2610 - Justice Assistance Grant Fund 51000 Supplies 70000 Other Charges 80000 Capital Outlay SUB_TOTAL Sub Toþl TEXPENSES Total Expenses 2620 - APD Seized Property Fund 51000 Supplies 60000 Contractual Services 70000 Other Charges 80000 Capital Outlay SUB_TOTAL Sub Total 92000 Operating Transfers TEXPENSES Total Expenses

179,732

1,934,039 300,586 163,563 258,417

1,345,726 1,345,726

2,656,605 2,656,605

270,510 2,772,094 2,772,094

0 101,817 0 101,817 101,817

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

36,018 5,787 55,298 54,277 151,380

27,590

27,575

10,000

10,000 65,810

62,769

165,566

0 100,359 0 100,359

429 1,899

1,500

1,500 21,000

14,186

103,385 0

103,385

2660 - LEOSE Training Program Fund 51000 Supplies 60000 Contractual Services 70000 Other Charges SUB_TOTAL Sub Total TEXPENSES Total Expenses 2670 - AIP Pantex Project Fund 41 000 Personal Services 51000 Supplies 60000 Contractual Services 70000 Other Charges

80000 CapitalOutlay SUB_TOTAL Sub Total TEXPENSES Total Expenses 2700 - Greenways at Hillside Fund 41 000 Personal Services 51000 Supplies 60000 Contractual Services 70000 Other Charges

80000.Capital Outlay SUB_TOTAL Sub Total 92000 Operating Transfers TEXPENSES Total Expenses

13,862 16,190 16,190

103,250 1,049 11,860

27,935 222,880 366,974 366,974

21,000 22,500 22,500

104,240

3,200 7,000 9,000 0 123,440 123,440

24,530

27,410

133,850

167,212 131,867 15,336

102,213 17,019 707,356 984,969 't46,517 1,131,486

r07

22,500 22,500

99,187 3,751 2,900 9,362 0

115,200 115,200

0 162,700 154,926 19,619 0

195,799

337,245 205,302

537,624

542,547

341,825

City of Amarillo Summary of Expenditures by Object Classification

DESCRIPTION 2720 - Brennan Boulevard Fund 41000 Personal Services 51000 Supplies 60000 Contractual Services 70000 Other Charges SUB_TOTAL Sub Total TEXPENSES Total Expenses 2730 - Golonies 41 000 Personal Services 51000 Supplies

60000 Contractual Services 70000 Other Charges 80000 Capital Outlay SUB_TOTAL Sub Total 92000 Operating Transfers TEXPENSES Total Expenses

Actual

Budgeted

2013120',14

201412015

201512016

670

0 0 0 0 0 0

0 0

2,095 8,865 937 12,566 12,566

23,334

31,327

125,890

172,690 120,342

132,747 116,769 18,537

98,279 1,497,644 1,759,246

14,387 0 338,746

155,139 1,914,385

605,544

14,100

2740 - Tutbury Public lmprv District 51000 Supplies 60000 Contractual Services 70000 Other Charges SUB_TOTAL Sub Total

12,148

TEXPENSES Total Expenses

12,148

2750 - Point West Public lmprv District 51000 Supplies 60000 Contractual Services 70000 Other Charges SUB_TOTAL Sub Total

TEXPENSES Total Expenses 2760 - Quail Greek Public lmprv District 51000 Supplies

60000 Contractual Services 70000 Other Charges SUB_TOTAL Sub Total TEXPENSES Total Expenses

0 0 0 0

266,798

268,054 265,339 533,393

2,407

3,450

8,828

11,182

2,407 11,222

913

828 15,460 15,460

14,481 14,481

10,535

22,099 1,928 34,563 34,563

4,322 3,384

374 8,079 8,079

15,300 11,621

1,488 28,409 28,409

3,585

3,446 384 7,415 7,415

852

14,481 11,621 2,424

28,526 28,526

5,128 3,446 567 9,',!41

9,141

2770 - Vineyards Public'lmprv District

51000 Supplies 60000 Contractual Services 70000 Other Charges SUB_TOTAL Sub Total TEXPENSES Total Expenses

1,963 1,472 0 3,435 3,435

108

1,056 1,533 84

1,349 1,533

2,673 2,673

3,123 3,123

241

Gity of Amarillo

Summary of Expenditures by Object Classification Actual

Budgeted

201312014

201412015

201512016

276

308

276

308 72 380 380

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

1,363,311 1,363,311 1,363,311

1,700,700 1,700,700 1,700,700

3200 - GeneralObligation Debt 89000 Debt Service SUB_TOTAL Sub Total TEXPENSES Total Expenses

3,447,844 3,447,844 3,447,844

3,601,129 3,601,129 3,601,129

3,608,370 3,608,370 3,608,370

488,755

0 0 15,657,567 15,657,567 304,400 0 15,961,967

0 0

DESCRIPTION 2780 - Redstone Public lmprv District 60000 Contractual Services 70000 Other Charges SUB_TOTAL Sub Total TEXPENSES Total Expenses

276

327 327

4000 - Capital Projects 51000 Supplies 60000 Contractual Services 80000 CapitalOutlay SUB_TOTAL Sub Total 92000 Operating Transfers 93000 Fixed Asset Transfers TEXPENSES Total Expenses

295,300 590,235 1,374,291 1,319,164 14,042,421 16,735,876

5200 - Water and Sewer System Fund 41 000 Personal Services 51000 Supplies

11,594,855 6,362,888

13,316,422

4,554,359 28,279,879 425,220 5,966,814 57,184,015 -568,755

5,668,966 29,156,047

60000 Contractual Services 70000 Other Charges 80000 CapitalOutlay 89000 Debt Service SUB_TOTAL Sub Total

90000 lnter Reimbursements 92000 Operating Transfers TEXPENSES Total Expenses 5400 - Airport Fund 41 000 Personal Services 51000 Supplies 60000 Contractual Services 70000 Other Charges 80000 CapitalOutlay 89000 Debt Service SUB_TOTAL Sub Total

90000 lnter Reimbursements 92000 Operating Transfers TEXPENSES Total Expenses

7,878,632

17,344,080 3,926,288 77,290,435 -544,500

250,456 56,865,716

7ô,745,935

2,488,747 817,364

2,786,873 1,121,012

668,592

575,400

6,974,654 43,973

7,316,175

258,107 11,251,437

-7,110 1,437,634 12,681,961

109

4,096,200 435,050 16,330,710 0 0

16,330,710

27,970,045 27,970,045 306,163 0

28,276,208

13,895,755 7,537,869 5,931,977

29,420,766 35,755,096

3,528,788 96,070,251 -535,269 0 95,534,982

3,073,636 1,123,637 1,198,925 7,476,621

7,257,243 363,425 20,493,487 0 0 20,493,487

Gity of Amarillo

Summary of Expenditures by Object Glassification

DESCRIPTION 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 6100 - Municipal Garage Fund 41000 Personal Services 51000 Supplies

60000 Contractual Services 70000 Other Charges 80000 CapitalOutlay 89000 Debt Service SUB_TOTAL Sub Total 90000 lnter Reimbursements TEXPENSES Total Expenses 6200 - lnformation Technology Fund 41000 Personal Services 51000 Supplies

60000 Contractual Services 70000 Other Charges 80000 CapitalOutlay SUB_TOTAL Sub Total TEXPENSES Total Expenses 6300 - Risk Management Fund 51000 Supplies 60000 Contractual Services 70000 Other Charges SUB_TOTAL Sub Total 92000 Operating Transfers TEXPENSES Total Expenses

Actual

Budgeted

201312014

20141201s

201512016

671,574

1,009,517 170,272

1,159,424 184,473

835,428 449,320 2,070,415

977,462

516,130 8,400

168,142 2,392,842

335,348

273,294

4,870,300

4,863,809 -15,000 0 4,848,809

128,370

900,226

-86,283 479,978 2,786,537

2,306,251 7,352,060 104,313 6,060,033 8,166,803

-55,000 0

4,815,300

559,806 1,709,350

2,700,395 7,292,431

2,638,395

135,673

139,763 6,650,405 6,981,700 43,637

6,438,129

7,131,346

88,18s 24,077,645

5,064,500 53,375 21,684,503

23,585,245

-1,574,948 22,502,697

-1,480,000 20,204,503

22,105,245

2,565,833 473,126 1,366,271 1,033,269

2,893,601 131,845 1,514,037 816,180 769,750

26,125 5,464,624 5,464,624

6,125,414 6,125,414

-1,480,000

2,925,481 135,400 1,691,139

749,875 890,000 6,391,895 6,391,895

466,499 197,855

705,048

3,707,952

4,449,440 5,113,794

4,684,388 5,637,911

104,235 3,812,187

5,113,794

5,637,911

116,692 277,716

540,695 124,700 380,710

23,005,737 23,901,441 990 23,902,431

539,567 114,700 425,996 20,333,736

20,492,167 0 20,492,167

549,747 -126,385 3,284,589

248,475

6400 - Employee lnsurance Fund

41000 Personal Services 51000 Supplies 60000 Contractual Services 70000 Other Charges SUB_TOTAL Sub Total 92000 Operating Transfers TEXPENSES Total Expenses

501,296

110

19,446,062

21,413,999 0

21,413,999

Gity of Amarillo

Summary of Expenditures by Object Classification

DESCRIPTION 6500 - Employee Flexible Spending Fund 70000 Other Charges SUB_TOTAL Sub Total TEXPENSES Total Expenses

Actual

Budgeted

201312014

201U2015

201512016

630,441 630,441 ô30,441

629,500 629,500 629,500

720,667 720,667 720,667

Total Expenditures

408,047,101

Reconciliation to Summary of Resources and Expenditures

408,047,101

Depreciation Water and Sewer Debt Service Airport Principal Debt Service Drainage Utility Principal Debt Service Municipal Garage Principal Debt Service lnterfund Transfers Net Expenditures

(24,868,157l, 17,531,965 1,510,000 675,000 900,000

(67,562,505) 336,233,404

1t_r_

CITY OF AMARILLO

RELATIONSH¡P BETWEEN CITY ORGAN¡ZATION, BUDGET, AND FUND STRUCTURE

FUND DIVISION

GENERAL GENERAL GOVERNMENT

FINANCE

LEISIi,RE

ENTERPRISE

SPECIAL

SERVICE

REVENUE

MANAGEMENT &

FN, EN, IS, SR

LS, SR

MA, EN, SR

PS, SR

PO, SR

FR, SR

PW, EN, IS, SR

DS, SR

ADM.INISTRATION

X DEVELOPMENT 'l; :.'.'..4,.-.l

SECTION IN BUDGET GG

SERVICES

SERVJC"ES].1 :',:'¡

INTERNAL

X ,

X X

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

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

II2

CITY OF À},ÍARILI.O RATIO OE. TAX COLIJECTIONS TO CT'RRENT YEAR'S LEVY ^AT,L EI,'NDS

FISCAI,

LEVC

CURRENÍ ROLL

PRTOR ROLÍ.

EOTÀI, TÀ'(

EROZEN

YTITH FROZEN

COI,I,ECTIONS

COLI,ECTIONS

COI,I,ECTIONS

TÀXES

t I,EI¡Y

À!þI'NT I LEVY

AIVßCI'NT t TEVY

ÀI!þI'NT

23 ,7 16 , 402

100.09

388,949 1.6å 362,495 1. 4C 326,883 1. 1g 368,736 t.2Z 360,943 1.13 355,182 1.13 449,309 1.4C 3I2,444 0 . 9g 288,660 0.89 391,000 1.0?

23,649,879

99.72

25 , 896 ,292

*99.98

YEÀR

LEI¡Y

2006/2007

23,776,402

2001 /2008

25 , 933, 603

25,933,603

100.09

23,260,930 98.1S 25,533,797 98 .58

2008 /2009

2s,3s3,09s

,036. 458

29 ,389 , 553

100.0å

28,937 ,279 98.59

2009 /20L0

26.078,1'J-6 4, 177 ,880

30 ,255 ,996

100.0?

100.0c

20L4 / 2015 (Esl-l

32 ,097 ,5I3

,900 , L94

36,997 ,7 o7

100.03

29,886,200 98.8r 30,29L,598 98.9å 3L,782,L36 99.3å 32,453,098 99.5å 35,291,L33 99.62 36,2't5,900 98.09

2015 /201.6 (E'stl

33,850,903

5,095,648

38,946,5s1

100.0s

20ro / 201.1

26,228,442

4,272,559 30,501,001

20LL/20L2

27 ,548 ,588

4, 445 , 410

002

000

100 .03

2072 /2073

28 ,006, 428

4 , 607

,880

32,6L5,308

100.09

2013 / 2014

30,673,98?

4 ,7 54

,883

35 , 428 ,865

100 .0&

,972,888 97.58

* I.EVI

29,264,762

99.6S

30,254,936

100.0å

30,652,54L

100.0?

31,137,318

100.49

32 ,902 , q07

100.9?

35,609,577

100.5å

36,564,560

98.88

38,363,888

98 .5å

AIiIALYSIS Ol. PROPERTY VÀI.UATIONS AND TAX F"ATE ÀSSESSED VÃI,UE REÀf, ESTATE

BUSINESS PERSONAI,

TOTÀI,

Àt'þIrNl

at'ottNT

GENERJAI,

I&R

TOTAI,

86.92

t,284,058,473

13. 18

0.27736

0.0063s

0.28371

,293 L,399,857,654

12.4%

9,802, L50,770 L0,773,825,956

1-00.0å

87.62

100.0?

0.27787

0.00s84

L2 .42

LL,247 , 930 ,9L6

100.0å

0.28L43

0.02866

0.2837L *0.31009

1-, 4L3 ,365 ,7 90

t, 35L,284 , L99

12.22 12.2*,

11,561,052,883 11,650, 694,893

100.0? 100.0å

0.28239 0.28279

0.02770 0.02'130

0.31009 0.31009

TEÀR

ÀI'þU¡IT

2006/2007

8,5L8,092,297

2007 /2008

, 437 ,359 , 663

2008 /2009

9,848,073,262

L , 336 , 466

2009 /201"0

I0 , L47 , 687 ,093

20L0 /2\tL

IO ;299 , 410 , 694

87.68 87.8? 87.88

zjrL /20t2

IO ,'7 37 ,236 , 627

88.6?

't-, 3't 9

, 495 , 572

1r .42

L2 , L16 ,'7 32 , r99

100.08

0.29230

0.02779

0.32009

20L2 /201.3

,947, 4L9 ,006

88.5t

L,417 ,493,921

11.58

1_2

,358 ,9r2 , 927

100.0å

0.29276

0.02733

0.32009

20L3/20I4

rr , L28 ,959 ,713

88.04

'l_, 5I0

L2 .02

12 , 639,726,

005

100.0&

0.31335

0.0267 4

0.34009

20L4 /20L5

Lr, 573 , 8r2 ,326

88.0t

r,579,346,369

1,2

.02

13,153,158,695

100.09

0.31915

0.02594

0.34509

20L5 / 2016

LL,974,375,803

88.0å

1,650,470,588

12.02

13,624,846,39r

100.0t

0.32566

0.02s06

0.35072

,7 66 ,292

CITY TA)(ES AND PROPERTY VATUATIONS From 1990 to 1-993, the Cityrs tax base had eroded; however, durJ.ng this period, other revenue sources -- especially the sa]-es tax revenue -- mitigated this decrease in property values. From 1994 to 2008, the Cityrs assessed values hawe increased annually. As the chart above reflects, we have seen increasing assessed values for the Ìast ten years from $9.2 bil.l.ion in 2005 to $13.2 bi.llion ín 20L4. The assessed values for the 2008/2009 fiscal year included vafues of approximately $L.4 bil-lion that have frozen taxes, compared to approximately $1.7 bil-lion for the 2014 fiscal year.

fncluded in the tax levy is a property tax increase to fund the 2007 Certíficates

of Obligation bonds issue

participating in the Downtown Tax Increment Reinvestmênt Zone. The City's pârticipation wiLl be ç60,299 for thê 2007/2008 tax year, ç89,272 for the 2008/2009 Èax year, ç120,92I for the 2009/2010 tax year, çt26,24I for the 2010/20]7 tax year, çL3'7,2L6 for the 207L/20L2 tax year, $168,318 for the 20L2/2013 tax year, $178,805 for the 2013/201,4 tax year, çT70,692 for thê 2014/2015 tax year and $185,042 f.or tÌr,e 201,5/20L6 tax year.

The City is

113

LL4

CITY OF AMAR¡LLO GENERAL FUND 201512016

REVENUE $ 56,916,s97

34Yo

35,725,104

SALES & MIXED BEVERAGE TAX PROPERTY TAXES

21o/o

24,68s,261 25,388,569 4,617,180

ffirs"¿ ffitsv" I ffirz"¿

CHARGES FOR SERVICES GROSS RECEIPTS BUSINESS TAXES FINES & FORFEITURES

sv"

20,665,4',18

10%

OTHER REVENUE

20Yo

30%

60%

50%

40o/o

70%

80%

90%

't00%

90%

100%

$I67,998,428 TOTALREVENUE

EXPENDITURES $ 13,387,084

7.6Yo

4,144,402

PARKS & RECREATION DEVELOPMENTSERVICES

2.4%

74,584,254

42.5%

6,218,088

COM M UNITY SAFETY & REGULATORY

3.5%

SERVICES

29,383,374

POLICE & FIRE

PUBLIC WORKS / CAPITAL PROJECTS & DEVELOPMENT ENG

'16.70/o

7,453,857

4.2%

s,069,32s

2.9Y"

LEISURESERVICES FINANCE

63%

1,002,836 6,798,358

MANAGEM ENT & ADM INISTRATION

3.9Vo

17,554,702

GENERAL GOVERNMENT 10.0o/o

0o/"

10%

GENERAL FUND TRANSFERS

20o/o

30Yo

40%

50%

60%

70o/o

80%

$175,596,280 TOTALEXPENÐITURES

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 $74,584,254 budgeted for Public Safety, Police is $44,811,681 and Fire is $29,772.573. 115

City of Amarillo Revenue l000General Fund

DESCRIPTION

ACTUAL

Revised

Budgetod

FY20r3

FY2014

FY20Í5

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

32,346,418 281 ,542 253,735

33,389,094 252,289 346,256

35,074,401 359,000 292,000

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

32,88'l,696 8,425,707 3,274,169 2,223,094 949,679 1,280,464 2,131 ,480 5,937,403

33,987,639 8,557,227 3,315,040 2,242,589

35,725,401 8,813,944 3,414,491 2,260,649 978,004 1,280,000 2,120,000 6,521,481

30400 Gross Rece¡pts Business 30610 General Sales Tax 30620 Mixed Beverage Sales Ta

24,221,996 54,413,835 751,825

24,738,697 55,248,824 773,539

25,388,569

30600 Sales Tax 31510 Liquor Licenses 31520 Beer & Wine Licenses 31610 Food Handling & Daycare 31620 Food Manager Certifìcat 31630 Public Pool & Spa Permit 31640 Pool Technician Certific 31710 Eleckician Licenses 31720 Plumbers License & Reg 31725 lrrigation License & Reg 31730 Dance Hall License 31740 Heating & Aircondng Lic 31 745 lnsulation Registration 31 750 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 31 795 Cert of Appropriateness 31797 FMV Pmts - Vacated Prope 31800 Other Business Licenses

55,'165,660

56,91 6,897

426,589 32,598

56,022,363 70,300 19,600 490,600 29,200

5,120

4,222

47,500 12,500 4,222

74,733 '18,815

961 ,056

1,276,319 2,115,812 6,270,655

2,145

1 ,610

1,200 5,685

1,000 5,000 440 4,560

560

7,715

4,345

2,480

29,455

24,000

56,141 ,897

775,000 71,003 19,796 495,506

to aot

0 1,610 1,000

5,000 440 4,560 2,480 24,000

160

200

190

3,754

3,800 73,000

3,500 73,500

250 200

1,000

1,602 9,310

1,000

73,941 250 1,200 1 ,100 9,1 15

600 9,960 808,859 1,650,000 105,000 344,349 1,120 100,000 3,150 90,193 36,450

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 31 980 Solicitation Permits 31990 After Hour lnspect¡on Fe

698,559 2,275,O38 138,058 435,966 1,560 13ô,328 3,950 74,275 25,620 575 6,705 4,680

741,374 1,650,000 105,000 300,210

780

7,255 2,800

7,200 4,000

31900 Non-Business License & P 32820 Teen Court Participation 32825 TxDOT Assistance 32830 Transit Oper/Cap Assista 32840 Hiway Signal Maint Reim 32860 County Emrg Mgmt Partici 32870 Police School Liason Par 32880 Arrest Fee Collection 32900 Fiscal Aqent Fees

3,102,755

2,286,155 620 396,680 2,320,041 47,000 189,534 875,983

2,342,242

6,941

6,1 13

131 ,306

124,164

32800 Other Governmental Reven 33210 Zoning Platting Fees 33220 Zoning Board Appl Fees 33225 Abandoned Vehicle Notifi 33227 Credit Access Business A

3,883,022 46,748

3,960 '135 51 500

900

4,715

1 200 L 080

4,320,801 55,000 1,200 4,080

840

960

1,040

90,000 3,320 89,300 36,450

393,842 2,293,740 35,250 188,'t 65 833,778

116

396,680 2,595,657 47,000 190,000 962,558 6,900 122,006

City of Amarillo Revenue

1000General Fund

DESCRIPTION 33230 Sale of City Publicatio 33200 General Government 33310 Fire lnspection Fees 33320 Traffìc Accident Report 33330 Warrant Fees 33335 Preparation Appeal Fee 33339 Microchipping Fees 33340 Animal Shelter Fees 33341 Path Exam 33342 Euthanasia Fee 33343 Vaccination on lntake 33350 Vital Statistic Fees 33360 DSC Admin Fee 33370 Water Sample Collection 33380 Vet Clinic Disposal Fee 33400 Fire Service Fee - Airpo 33300 Public Safety and Health 33510 Collection and Disposal 33520 Landfìll Charges 33530 Recyclable

ACTUAL

Revised

Budgeted

FY20{3

FY2014

FY2015

196

100

130

52,559 40,005 46,373

57,720

104

100

61,370 38,000 43,000 678,200 't00

11,592 85,192 300

87,924 300

41 ,725

43,469 678,200

681 ,082

87,421 0

'18,450

-19,321

2,905

297,883 30,133 2,907

275,000

6,150 275,000 20,300 5,757 4,500 1,813,357

20,300 5,700 4,500 1,710,379

4,943 1,646,949 2,818,479

2,879,363 17,299,479

17,088,981

2,991,038 17,484,000 2,160,000 98,300

2,997,937 94,979

2,171,326

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

20,181,897 143,863 27,011 40,696

19,567,656 139,072 29,347 36,54r

19,742,300 113,514

33600 Operating Revenues 33710 Civic Center Rentals 33711 Civic Center Facility Fe 33715 Extra Charge 33720 Civic Center Concessions 33722 Civic Center Catering 33725 Equipment Charges 33735 Civic Center Novelties 33740 Box Offìce 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 Commisslon 33806 Golf Beverage Concession 33807 Driving Range Commissio 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 33875 Scoreboard Advertising 33880 Shooting Merchandise Sal 33890 Tennis Center Fees 33900 Tennis Memberships 33920 Adult Zoo Admission 33930 Child Zoo Admission 33940 Senior Zoo Admission 33970 Group Zoo Admission 33990 Special Zoo Event 37160 Concession

211,570 1,014,547 216,536 11,333 270,116

204,960 970,183 216,500 10,230

161,970 974,558 216,500 10,899 272,674

33700 Gulture and Recreation

96,852

275,238

0 119,222

23,065 304,604 112,634 28,161 14,026 186,275

794,543 246,395 438,299 8,220 32,816

7,500

111,338 23,599 304,000 108,711 28,386 13,393 191,812 B't1,502 234,637 451,187 8,335

114,570 22,894 321,000 117,000 26,500

35,434 917 2,391 371 ,850

744

3,866 337,250 38,025

24,228 24,228

73,755

12,000

200,000 819,654 238,641 455,1 38 8,055 37,800 956 2,214 371,665 65,800

96,775 41,471

98,100

42,600

47,223 14,338 98,396

62,800 13,950 105,000

100,575 43,755 60,020

11,798 4,965

18,000

2,354 125,292 37,204 6,556 6,155 52,290 58,544

2,500 125,500 37,500 6,700 7,000 52,500 60,136

4,804,035

4,881,205

5,440

rtl

12,950

105,000 1,500 18,500 5,603 3,100

126,000 38,000 7,000 8,000

55,000 61,940 4,542,961

City of Amarillo Revenue l00OGeneral Fund

DESCRIPTION 35105 Admin Fee-Defensive Dr 35106 Admin Fee - Teen Court 35'1 10 Traffìc Fines 351 15 Other Traffìc Court Cos 35120 Misdemeanor Fees 35130 Parking Fines 35133 Auto Theft lnvest Fee 35135 Violation City Ordinanc 35145 Misdemeanor Probation R 35157 MC Assessed - Child Safe 351 75 Judicial Fund Local 35210 Bond Forfeitures 3521 5 Forfeited DisclSanitat 35220 Expunction Fees

ACTUAL

Revised

Budgeted

FY20't3

FY2ø14

FY2015

4,914

3,1 00

3,100

6,040 3,389,077 66,767 536,753 215,629 13,475 159,108

5,080 3,315,000 59,500 440,1 00 206,800

3,315,000 59,500 440,100 206,800

5,000

'13,500

13,500

129,400

150

r 9,918

18,000

22,120

22,200

18,000 22,220

18,464 394,464 30

7,500 396,559 60

397,000 60

4,846,910

4,616,799

797,662

798,832

32,500 138,494

99,191

4,617,180 798,000 83,200 106,500

968,655 192,949

976,372 214,396

987,700 215,300

234,272

228,860

230,000

371 09 lnterest Earnings 37151 Amusement Park Lease 37152 Municipal Building Rent 37153 Polk Street Rental 37154 Other Rental lncome 37155 Surface Land Rental 371 70 Payme nt in Lieu of Prope

405,089 110,757 117,615 75,868 44,535 13,800 3,210,083

M3,257

445,300 109,000 114,554 80,246 46,315

37150 Rent 37210 Water & Sewer Utility 37220 ArporL 37225 Weed Collection 37230 Weed Mowing Services 37231 Bad Debt ExpiRecovery 37235 Pl D Reimbursements 37240 State Court Cost 37245 CourI CostArrest Fees 37246 Dismissal Fee-Drivers Li 37247 Municipal Court Time Pmt 37248 Judicial Admin Efficienc 37250 lndirect Cost Reimbursem

3,572,658 1 ,189,313 106,392 I 13,540 105,065 -345,794

371 99 Administrative Charges

35000 Fines and Forfeitures 35510 AECC - AMR Rate 35515 Medical Director Service 35610 Grant ln Aid - Federal 35500 Other Governmental Reven 37110 lnterest lncome 37115 Unrealized G/L 37125 Other lnterest lncome

37130 Discounts Earned 37140 Returned Check Fees 37'141 Merchant Service Fees 371 45 lnsurance Recoveries 37408 Salary Re¡mbursement 3741 0 Miscellaneous Revenue 37412 Auclion Expense Recovery 37415 Appraisal Dist. Rf. 37417 Wrecker Service Contract 37420 Donations 37428 Procurement Card Rebate 37435 Sale of Scrap 37445 Sales to Outside Utiliti 37448 Private Develop/ETJ Engr 37455 Events Dist OperAsst 37460 Gn/Lss on Prop Disposal 37463 Parks Tree Workshop 37466 Education 37477 AZS Contribution 37400 Miscellaneous Revenue

78,350

109,800 1 '18,0s0

76,361

43,700

7,500

20,375

19,720

3,214,203

3,495,444 3,865,279 1,239,827 161,084 200,000 1 10,000 -338,870

1,69'1,961

3,582,469 1,212,407 128,085 200,000 110,000 -340,778 34,238 226,500 157,200 52,000 70,900 17,700 'l ,795,265

3,457,868

3,663,51 7

3,735,900

1,672

2,898

904 -86,175 66,038

961

1,500 630

-91 ,264

-90,708

18,527

383,07'l

237,474

25,106 221,814 14,000

53,1 51

208,981 172,O73

60,820 81 ,892

20,474

8,631

9,681 24,741

17,298 52,934 11 ,675

59,176 107,836 92,303 579 74,196 7,967 398,004 2,590 933 17,079 20,382

97,961

450 65,000 8,857 398,004 2,590 1,700 17,500

1,180,977

118

226,500 157,200 52,000 70,900 17,700 1,839,559

17,300

53,000 11,000 104,000 500 65,000 8,000 398,004 0 0 19,000

851,196

848,146

City of Amarillo Revenue 1000General Fund

39350 Tsf ln from Gen Construc 39370 Tsf ln fr St & Drainage 39390 Tsf ln fr Park lmproveme 39660 Tsf in fr APD Siezed 262 39100 Operating Transfers ln TREVENUE Total Revenues

35,550

85,001 0 0 0

0 0

12,000

87,500 9,000 15 0

47,550

85,001

96,s15

162,501,932

163,545,877

167,998,428

119

C¡TY OF

AMARILLO

720

GENERAL GOVERNMENT BOARDS:

. Amar¡llo Econom¡c Development Corporation

. Amarillo Local Government Corporation

. Convent¡on and Visitors Council . Emergency Care Advisory Board

JUDICIAL

MAYOR & CITY COUNCIL

BOARDS & COMMISSIONS

TOURISM & ECONOMTC

DEVELOPMENT

CITY SECRETARY

LEGAL CITY

MANAGER POLICE

FIRE

FUNCTIONAL ACTIVITIES

L2L

City of Amarillo Summary of Expenditures by Activity Classification

DESCRIPTION

Actual

Budgeted

201312014

201412015

201512016

78,620

103,983 1,159,658 3,477,779 488,702 996,677 361,073

General Government 101 1 Mayor and Council

1,083,519 3,006,490 464,400

1020 City Manager 1030 Tourism & Economic Development 1040 Judicial 1210 Legal 1220 Cify Secretary

985,264 295,203

r22

105,626 1 ,143,939

3,647,371 506,808 1,023,495 371,119

CITY OF AMARILLO MAYOR AND COUNC¡L (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 Amarillo. The Mayor and City Council serve as the policy-making body of the City of Amarillo. This body makes final decisions on mãtters specified in the Amarillo Municipal Code of Ordinances including zoning matters, holds public hearings on items of public interest, reviews and adopts the Annual City Budget, makes determinations of the appropriation of grant and bond funds and franchises, approves the purchases of goods and services for the municipal organization, and awards contracts for the provision of said services. The City of Amarillo, by Charter, operates under the Council-Manager form of government.

GOALS Establish municipal policies to enhance and encourage the orderly, positive growth and development of Amarillo. Encourage and support both public and private Economic Development aciivities to obtain new business and industry for Amarillo. Encourage and support both public and private convention and tour¡sm activities to attract vis¡tors to Amarillo and the surrounding area. Continue to encourage cooperation and communication with other governmental agencies in order to reduce governmental program duplication and increase program and service efficiency. Continue to enhance the awareness of City of Amarillo services and policies through the recruitment and appointment of citizens to City Boards and Commissions.

OBJECTIVES

* * t

* * * * *

Continue to develop ordinances that allow forthe positive, orderly, and planned growth of Amarillo; oversee the creation of the new Amarillo Comprehensive Plan. Continue to promote policies and ordinances to make Amarillo a safe, attractive, and healthy place in which to live and work. Encourage the continued development of Rick Husband Amarillo lnternational Airport for aviation industries, general industrial business use and commercial and general aviation growth. Promote cooperation and communication between the City, the Amarillo Economic Development Corporation, the Chamber of Commerce, and the private sector in the performance of economic development activities. Encourage the development and expansion of business and industry. Maintain cooperation and communication between the City, the Amarillo Economic Development Corporation, the Amarillo-Potter Events Venue District, the Chamber of Commerce, and the private sector in the performance of promoting convention and tourism activities. Promote cooperation and communication with the Tax 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 cost-efficient mannerto citizens of the community. Actively recruit and encourage qualified citizens to serve on City Boards and Commissions.

L23

City of Amarillo Mayor and Council

41 100 Salaries and Wages 42010 Social Security - Medica 42020 Social Security - OASDI 42300 State Unemployment 42400 Workers Compensation 42550 Communications Allowance

41000 Personal Services 51110 Office Expense

40 32 15 7

2,100

30 26

735

1,200

4,800

2,886

3,375 8,200

6,974

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

8,200

5,912 5,912

51000 Supplies 6l 1 00 Communications Billing 61200 Postage 61300 Advertising 61400 Dues 61410 Tuition 61600 Unassigned 62000 Professional

2,100

125 17,511 12,268 0 0 7,O25

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

60000 Contractual Services 71 1 00 lnsurance and Bonds 74000 Printing and Binding 751 00 Travel 75300 Meals and Local 77100 Court Costs 77900 Other Agencies 78100 Continqencies

36,929

¿13,650

315

1,118 2,500 14,000 10,750 3,000 15,890 1,500

43,650 1,449 2,500 11,713

70000 Other Charges TEXPENSES Total Expenses

32,891

10,578

3,192 1,444 16,209 1,153

48,758 103,983

78,620

10,750

3,000 15,890 1,500

46,802 105,626

City of Amarillo Department Staffing Report

Ðepartment: Mayor and Council Personal Services Total

Number of

Employees Classification Part-Time Positions 1.00 cAM100 4.00 cAM110

Description MAYOR

5.00

CITY COMMISSIONER Total Permanent Pos¡tions

5_00

TotalDepartment

6,974

r24

CITY OF AMARILLO

crTY MANAGER (1020) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The City Manager professionally adminisiers the municipal policies and directives established by the Amarillo Mayor and City Council, and performs those organizational management duties and responsibilities prescribed in the City Charter. The City Manager, ihrough delegation and administration of his staff members; direcls, coordinates, and facilitates the effective and cost-efficient provision of

municipal services to the citizens of Amarillo. The City of Amarillo, by Charter, operates under the Council-Manager form of government. Due to such, ihe City Manager is responsible for all City personnel policies and procedures and the financial and operational management of the City of Amarillo.

GOALS Ensure that the provision and delivery of City services are done in an efficient, effective, and cordial manner to the public. Develop and promote strategies and programs for a safer, more attractive and healthy environment for the citizens of Amarillo to live and work. lmplement policies and programs to provide for the positive, orderly, and planned grovvih and development of the City. Continue to manageandadministertheoperationsandservicesoftheCityinaprofessional andfiscally-responsiblemanner. Continuetodevelop and encourage service, operational, and training programs, and employee performance att¡tudes that create a positive internal and

external public perception of municipal government. Continue to cooperate and communicate with administraiors of other governmental entities, to provide City expertise and assistance, and promote the provision of services and programs with the least amount of duplication and optimum amounts of efficiency. Continue to communicate and provide assistance to the Tax lncrement Reinvestment Zone No. '1 Board, Local Government Corporation, Downtown Amarillo, lnc. and other partners on matters concerning downtown development. Continue to provide profess¡onal 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 Development and Convention and Tourism Activities.

OBJECTIVES

* * * * * * * t *

Coordinate the implementation of ordinances, policies, and prpcedures that will allow for the positive, orderly, and planned growth of the City in regard to the Amarillo Comprehensive Plan. Evaluate and review the operational policies and procedures of all City departments to maintain the provision and delivery of services in the most efficient, effective, and cordial manner. Maintain fiscally-responsible management policies and procedures to operate the City in the most cost-efficient manner. Continue to promote and utilize long-range organizational planning to prioritize annual and future capital improvemeni needs and maximize investment and return on City funds. Maintain responsiveness in a pleasant, professional, and ethical manner to citizens with complaints and comments regarding municipal services and programs. Monitor employee needs and analyze and direct new employee performance training and benefit programs to ensure high morale, desire, and performance of the staff. Maintain an open door policy with employees to be responsive to questions, concerns, and needs. Deliver timely and relevant information regarding City activities to internal and external customers. Coordinate the ass¡stance of the City organization and staff in Amarillo Economic Development and Convention and Tourism Activiiies through active promotion of Rick Husband Amarillo lnternationalAirportfor aviation indusiries and general industry and business, the use of the City Enterprise Zone and its ¡ndustry 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.

I25

City of Amarillo City Manager

41100

814,996 44,352

and Wages

41 B2OT Health lnsurance

41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 42110 TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 4251O Car Allowance 42530 Moving Expense 42550 Communicat¡ons Allowance

39,152

809,439 53,237

11,257

12,157 32,954 94,516 20,259 269 503 23,400

12,146 33,293 91,917

32,522 92, I 95

18,741

244 504 21,811 4,000 4,563

20,241

269 503 23,400

4,800

1,048,290 12,700 2,500 25,000

1,049,328 12,700 7,500

500

500 30,700 6,000 6,400

101,625

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

60000 Contractual Services 71100 lnsurance and Bonds 74000 Printing and Binding 75100 Travel 75300 Meals and Local

I 10,875

105,850

2,576

1,118

1,811

'11,775

17,075 3,583

18,s00 15,000 s,200

13,500 12,550 5,200

70000 Other Charges 90190 Payroll Reimbursements

35,009 -75,000

39,818 -75,000

-75,000

90000 lnter Reimbursements TEXPENSES Total Expenses

-7s,000 1,083,519

-75,000

I,159,6s8

I,143,939

41000 Personal Services 51110 Office Expense 51 115 Employee Recogn¡t¡on Pro 51 1 1B Amarillo 101 51700 Education

994,419 7,317

51000 Supplies 61200 Postage 61400 Dues 61410 Tuition 62000 Professional

18,216

6,999 3,899 1

,616

7,634 0

10,000

250 93,200

33,061

City of Amarillo Department Staffing Report

Department: City Manager Personal Services Total

Number of

Employees Classification

Description

Permanent Positions

1.00 ADM001 1.00 ADM010 1.00 ADM011 1.00 ADM012 1.00 ADM01s 5.00

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

5.00

Total Department

1,049,329

726

City of Amarillo

Tourism & Economic Development

DESCRIPTION

ACTUAL

Budgeted

FY2013

FY2014

FY20t5 160,000 243,270

63500 Center City lnc. 63510 Downtown Development Com 63520 Amarillo Local Governmen 63600 Chamber of Commerce 63700 Civic Center Activitiy 63750 Visitor Center

155,000

145,000

276,298 71,400 2,258,893 179,900 65,000

276,298 71,400 2,469,002 451,079 65,000

71,400 2,641,881 465,820 65,000

60000 Contractual Services TEXPENSES ïotal Expenses

3,006,490 3,006,490

3,477,779 3,477,779

3,647,371 3,647,371

1_27

ctïY OF

AMARILLO"

1"28

CITY OF AMARILLO JUDTCTAL (1040)

FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS Judges in the Municipal Court provide a fair, independent and impartial forum forthe adjudication of both criminal and civil matters filed in th-e court. The Municipal Court judges have responsibility for presiding over jury and non-jury trials and other court proceedings. Additionally, the judges are magisirates and perform magistrate functions outside the criminal and civil jurisd¡ction of the Municipal Court, inclúding ihe issuance oi search and arrest warrants and orders for the enforcement of city ordinances. The Court has one

presidingjudgãandthreeassociatejudges. Thepresidingjudge(andbyextension,theâssociatejudges)superviseonecourtreporter and three bailiffs, and direct the clerks of the court in the execution of court orders.

GOALS Judges in the Municipal Court will prov¡de for the administration of justice in a fair, independent and impartial manner, following and enfolcing appl¡cable city, state and constitutional law and ensuring the right of each person to due process of law. Judges w¡ll process the caseload of the court in a timely and efficient manner.

OBJECTIVES

* * * * t

Ensure public confidence in the fair, independent and impartial administration of justice. Maintain competence in the knowledge and adm¡nistration 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 opportun¡ty to be heard. Supervise the legal functions and conduct of court staff, including the clerks, bailiffs and court reporter, to ensure compliance with law and the court's orders.

r29

Gity of Amarillo

Judicial

41 100 Salaries and Wages

41620 Unscheduled 41 82Of Health I nsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1O TMRS 421 15 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42510 Çar Allowance 41000 Personal Serv¡ces 51'l 10 Office Expense 51950 Minor Office Equipment 55100 Publications

Supplies Billing 61400 Dues 62000 Professional 68300R&M-lmprovements 60000 Gontractual Services 71100 lnsurance ãnd Bonds 75100 Travel 51000

61 100 Communications

70000 Other Gharges TEXPENSES Total Expenses

371,033 3,364 17,151 33 5,356 10,333 37,769 4,056

1,941

5,300 24,790 50

5,281 1 6,913 41,285 6,902

388,652 11,550 21,139 33 5,665 10,375 43,1't3 4,487

244

195

1,184

1,129

1,628

2,236

466,021 2,000 800 2,096

488,656 2,000

452,150

2,064 0

2,062

4,126 0 915 2,245 0 3,160 0 4,964

4,896 360 1,OZO 5,004 3,000 9,384 1,398 ,O04 7

8,402

4,964 464,400

488,702

195 1,211

2,096 4,096 360 1,020

5,004 0

6,384 1,811 5,860 7,671 506,808

City of Amarillo Department Staffing Report

Department: Judicial Personal Services Total

Number of

Employees Classification Permanent Positions 1.00 ADM110 1.00,c1R110 2.00

Description MUNICIPAL COURT JUDGE COURT REPORTER Total Permanent Positions

Part-Time Positions

3.00 HRL115

MUNICIPAL COURT JUDGE

5.00

TotalDepartment

488,656

130

CITY OF AMARILLO

LEGAL (1210) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS

TheCityAttorney'sOfficeactsaslegal advisorfortheCityCouncil andallemployeesanddepartmentsoftheCity. TheCityAttorney represents the City in all litigation and legal proceedings or directs other counsel. The City Attorney's office is also requ¡red to prepare or approve all proposed ordinances, resolutions, contracts, and other legal instruments in which the City has an interest. The City Attorney's Office furnishes written opinions on questions of law pertaining to City government or involving the powers of an officer,

board,employee,ordepartment.

Membersoftheofficealso: attendmeetingsoftheCityCouncil and,uponrequest,themeetingsof

other City boards and committees; conduct prosecutions in Municipal Court and appeals therefrom; and perform other duties as the City Council or the City Manager may direct. The City Attorney's office provides general legal services to the Amarillo Hospital District, the Amarillo-Potter County Events Venue District, the Bi-City-County Health District, and Tax lncrement Reinvestment Zone #1, and the Amarillo Local Government Corporation.

GOALS To perform the routine functions of the office as efficiently as possible. As resources allow, to act proactivelywith otherdepartmenis to prevent or min¡mize legal problems. (Examples: perform a legal audit of policies and procedures used by each department to assure compliance with current law; teaching classes to city employees on the legal aspects of their 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 changes in the law ihat may affect the diverse operations and interests of the City government.

131

City of Amarillo Legal

41 100 Salaries and Wages 41 B20T 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 4251O Car Allowance 42550 Communications Allowance

617,279 57,440

70't,084 71,662

130

150

8,730 32,401 72,902

10,173 37,623 79,535 17,048 439

14,538

434 537 4,887 2,407

41000 Personal Services 51 110 Office Expense 51950 Minor Office Equipment 51980 lT Hardware 55100 Publications

811,685 3,703

51000 Supplies 61200 Postage 61400 Dues 61410 Tuition 62000 Professional

50,407 888

561

4,380 2,400

712,891 86,96ô 150 '10,416

38,328

79,270 17,456 439

575 5,460 2,400

925,054 3,940 875

559 46,118

34,603

34,603 38,543

14,835 2,898 10,168 350 100

954,351 3,940 0 0

99,610

39,418 1,476 4,000 5,335 4,500

60000 Contractual Services 71100 lnsurance and Bonds 75100 Travel 75200 Mileage 75300 Meals and Local 77100 Court Costs

105,813

15,31r

787

2,250

70000 Other Gharges TEXPENSES Total Expenses

17,358 985,264

16,894 996,677

r5;766

3,311 2,O04

2,418

2,516

14,068

11,678 350

0 84

'100

1,000 4,000 5,335

4,500

1,023,495

City of Amarillo Department Staffing Report

Department: Legal Personal Services Total

Number of

Employees Glassification

Description

Permanent Positions 1.00 ADM070

CIry ATTORNEY

1.00 ADM071 1.00 ADM075 1.00 ADM078 1.00 cLR420 1.00 PRF070 2.00 PRF071 1.00 PRF072 9.00

DEPUTY CITY ATTORNEY ATTORNEY III ASSISTANT CITY ATTORNEY II/SENIOR PROSECUTOR ADMINISTRATIVE ASSISTANT V LEGAL ASSISTANT ATTORNEY I ATTORNEY II Total Permanent Positions

9.00

Total Department

954,351

L32

CITY OF AMARILLO

crw SEcRETARY (1220) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS

The office of the City Secretary prepares the City Council agenda and minutes, manages the official city records and contracts, administers the record management program, and is responsible forihe conduct of the municipal elections. This office also includes the Community Relations Coordinator, who serves as the liaison to the public and the media for information by and about the City of Amarillo.

GOALS The goal of the City Secretary's office is to identify and respond to ihe issues, concerns and needs of the Mayor and City Council, City staff, and citizens of Amarillo.

OBJECTIVES

* t

* *

Maintain extensive knowledge of pertinent federal, state and local laws, ordinances, statutes and regulations as they relate to the principles and practices of records management, records retention, preservation, protection and archiving. Stay familiar with the processes and protocol involved with the administration of municipal elections. Maintain effective working relationships with city staff and officials, other government officials, community groups, and the general public. Communicate with the general public, the business community, and the news media to provide information regarding City operations, programs, services, policies and procedures.

OPERATING STATISTICS/PERFORMANCE MEASURES Resolutions Ord¡nances

133

Actual

Estimated

2013t14

2014t15

2015t16

70 68

50 40

65 60

City of Amarillo City Secretary

41 100 Salaries and Wages

174,137

41 B2OT Health lnsurance

17,280 43

41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 10 TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 4251O Car Allowance 42550 Communications Allowance

223,428 22,086

2,430

I,870 20,319 3,918 143 112 1,714

2,123

1,657

36,838

3,036 11,820 23,735 4,633

3,10'l 23,603 5,198

195

126 2,236 2,400

128 2,236 2,400

293,744 4,200 400

298,685 4,200 400

13,261

41000 Personal Services 51110 Office Expense 51700 Education 51800 Fuel & Oil 51 900 Election Supplies

232,089 2,980

42,349

40,000

46,000

51000 Supplies 61200 Postage 61400 Dues 61410 Tuition

45,349 375 999 1,524

44,600 840

50,600 840

000

1,000

5 000

5,000

60000 Contractual Services 7'l 100 lnsurance and Bonds 74000 Printing and Binding 75100 Travel 75200 Mileage 75300 Meals and Local

2,898 949 9,261 4,307 162

6,840 839

6,840

7,500 7,000

187

350 200

7,500 5,857 350 200

70000 Other Charges TEXPENSES Total Expenses

14,867 295,203

15,889 361,073

37',l,119

0 20

1,087

14,994

Gity of Amarillo

Department Staffing Report

Department: City Secretary Personal Services Total

Number of

Employees Classification

Description

Permanent Positions

1.00 ADM002 1.00 ADM020 1.00 ADM025 1.00 cLR947 4.00

COMMUNITY RELATIONS COORDINATOR CITY SECRETARY ASS ISTANT CITY SECRETARY ADMINISTRATIVE SPECIALIST I Total Permanent Positions

4.00

TotalDepartment

298,685

134

MANAGEMENT & ADM IN ISTRATION DIVISION BOARDS:

DEPUTY

CITY MANAGER

. ¡

Airport Advisory Board Civil Service Commission

COMMITTEES:

Local Emergency Planning Committee

AMARILLO FACILITIES ADMINISTRATION

HUMAN RESOURCES

EMERGENCY

MANAGEMENT

EMERGENCY COMMUNICATIONS CENTER

RADIO GOMMUNICATIONS

CUSTODIAL

DEPARTMENT OF

AVIATION

FUNCTIONAL ACTIVITIES

135

City of Amarillo

Summary of Expenditures by Activity Classification

DESCRIPTION Management & Administration 1 1 10 Human Resources 1231 Radio Communications 1232 Emergency Management Serv 1 251 Custodial Services 1 252 F acililies Mai ntenance 1270 AECC

Actual

Budgeted

201312014

201412015

201512016

668,344

904,986

962,530

385,005

405,242

405,327

432,658

458,564 1,532,908 2,007,830 4,373,806

1,349,580 1,826,697 4,194,550

2400 Hazardous Material Transportation Management & Administration 24130 OEM Projects 2400 Hazardous Material Trans portation

2430 Emergency Mgt Service & Equip Management & Admi nistration 24333 MMRS HSGP GDEM 24335 MFr (PRPC) 24380 State Homeland Sec Prog 24390 SHSP LETPA 2430 Emergency Mgt Service & E 2670 AIP Pantex Project Fund Management & Administration 26710 AIP Pantex Project Fund 2670 AIP Pantex Project Fund

57,825

83,397

41,515 217,155

111,506

53,970 396,038

112,950 116,523

111,506

229,473

123,440 123,440

115,200 115,200

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

13,109,437

366,974

11,274,484 0 0

136

2,066,876 4,240,717

0 0

366,974

5400 Airport Fund Management & Administration 54110 Department of Aviation 541 20 Ai rport Transfers 54170 Rental Car Facility 5420 Airport PFC fund 5400 Airport Fund

540,481 1,550,451

57,825

128,395 128,395

0 0

7,157,243 226,807

1,407,478

12,681,961

16,330,710

20,493,487

CITY OF AMARILLO

HUMAN RESOURCES (1110) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The City of Amarillo Human Resources Department is a strategic business partner that ¡s committed to providing high quality service to all prosþective, current and past employees. We are also committed to treating such individuals with respect, good care and individual wiih their first inquìries about position vacancies, services and programs, all the way through retirement. The attention, beginning comprehensive human resources program, including: résponsible for planning and implementing Department recruitmenVretentlon of qualified appl¡cânts; policy development and admin¡stration, job classification/compensation and labor market research, administration of the performance evaluation program ând the employee grievance process, maintenance of employee personnel records and database, payroll administration and processes and employee retirement.

GOALS The goals of the Human Resources Department are to promote organization sustainability by recruiting, retaining and developing

outstãnding employees; working to complete 90% of all subm¡tted classification and reclassif¡cation requests w¡thin a s¡ngle pay per¡od; provide and maintain open lines of communication with all City departments for the dissemination of information and early discovery ând resolution of all HR/Personnel issues and concerns; facilitate the infusion of top talent into the C¡ty by continued train¡ng forthe HR staff on streaml¡ning lhe recruitment process. The Human Resources Department will continue to strive to help make the City of Amarillo a great "Workplace of Choice" for all employees.

OBJECTIVES

* t * * * * t

Support workplace safety initiatives. Foster and maintain a work environment that is safe, welcoming and productive' Sustain full compliance with the all organizations that make up the HR horizon. lmplement a City-Wide Training Program. Strengthen the lnternship Program. lmplement new technology (computers/kiosks) to increase convenience for our customers. Continue to expand minority employment opportunities in areas of the City workforce where there has been a traditional under-representation of qualified minorities and females.

OPERATING STATISTICS/PERFORMANCE

MEASURES

New hires (fulltime) processed Hourly/seasonal employees processed

Promotions

Actual

Estimated

2013114

2014t15

Estimated 2015t16

520 180 70

480

500

160 100 5

180 110

30 14.77% 66

30 14.00% 65

Demotions

Transfers Annual turnover (fulltime posiiions only) Retiremenis

13.64% 67

ACCOMPLISHMENTS

partnership with the Amarillo lndependent School District intern program continues to be very successful. The City celebrated Employee Appreciation Day. HR, along with the City Manager's Office, Division Directors and the Wellness Team, cooked lunch for all City oiAmaiiito employees. The HR Department continued to partner with the City Manager for the Breakfast Club; small-group employee meetings on a monthly basis. HR has been heavily involved with the Safety initiative. E-verifo has been fully implemented. The Department Continued to build skills training with onsite welding classes. More than sixty supervisory employees have attended the Supervisor / Leadership courses at AC and we will coniinue to hold those classes regularly. The HR Department continues to hold training meetings with the Timekeepers and Administrative personnel. HR successfully absorbed the payroll function for the City of Amarilio. Sick Leave Rollover and New Hire Orientation have been re-designed. HR has hired a new trainer and will be working to develop a city wide training program. Results are being seen throughout the organization. HR also sponsored another successful Quarter Century Club meeting.

r31

City of Amarillo Human Resources

DESCRIPTION 41 100 Salaries and Wages

41300 lncentive 41620 Unscheduled 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 42510 Qar Allowance 42550 Communications Allowance

ACTUAL

Budgeted

FY2013

FY20t4

FY20l5

2,754

56,401 133

73,676

5,810 22,881

6,327 25,030

45,427

48,151

8,968

9,8't0

487 1,406 6,000

487 1,353

4,002 15,627

30,970 6,203 346 9'11

6,016 2,407

51000 Supplies 61200 Postage 6'1300 Advertising 61400 Dues

60000 Contractual Services 71 1 00 lnsurance and Bonds 74000 Printing and Binding 75100 Travel 75200 Mileage 75300 Meals and Local 70000 Other Gharges TEXPENSES Total Expenses

429,744 600

377,781 79,737 49,432

62000 Professional 63400 Employee Medical 69300 Leased Computer Software

600

30,187

41000 Personal Services 5't 1 10 Office Expense 51 1 15 Employee Recognition Pro 51 125 Training 51200 Operating 51300 Clothing and Linen 51700 Education 51950 Minor Office Equipment 51955 Furniture 51980 lT Hardware 55100 Publications

614'10 Tuit¡on

4't 0,010

280,428 602

2,400

133

6,000 2,400

563,278 81,957 43,250

606,4&l 84,957 43,250

'10,000

36,660 2,900 1,370

3,500 't,900 3,250

3,500 2,400

1,350 0 0 0

10,000 0

3,000 5,800

707

171,449 2,560

143,3il

154,814

3,800

13,547

15,001

3,800 15,001

1,370 9,098 2,399 55,971 18,237

2,500 8,400 42,000 63,000 37,250

2,500 9,996 42,000 66,000 37,250

I 03,181

171,951

176,547

1,869 -280

4,193

4,710

0 13,500

11,295

8,354

5,904

8,700

15,933

26,393 904,986

24,705 962,530

668,3¿14

138

City of Amarillo Department Staffing Report

Department: Human Resources Personal Services Total

Number of

Employees Classification

Description

Permanent Positions

1.00 ADM017 .00 1 .00 1 .00 1 .00 1 .00 1 .00 1 .00 8 .00 1

ADM60O ADM6O1

TRAINING COORDINATOR DIRECTOR OF HUMAN RESOURCES ASSISTANT DIRECTOR OF HUMAN RESOURCES

cLR096 cLR405 cLR941

ADM INISTRATIVE ASSISTANT I I ADM INISTRATIVE TECHN ICIAN

MGT6O1

PRF25O

DATA ADMINISTRAÏOR

RECRUITMENT COORDINATOR HUMAN RESOURCE GENERALIST Total Permanent Positions

Part-Time Positions

2.00 HRL904

ADM I N ISTRATIVE ASS ISTANT

10.00

TotalDepartment

606,464

139

c¡fY oF

AMARILTO OPE{ 5pÀCl9

' lU0lESS OpÞohlUùlrlÊ!

140

CITY OF AMARILLO RAD|O COMMUNTCATIONS (1231) FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS The Radio Communications Department is responsible for the implementation, maintenance, and reliable operation of the CiÇ's twoway radio communications system for both City public safety agencies and field operations departments. The department maintains tha radio communications infrastructure, including radio transmitter and receiver sites and rad¡o equ¡pment located in command, control, and communication centers. The department operates the City's Radio Shop, providing installation, programming, maintenance, and repair services for end-user radio and associated electronic equipment. The department also provides installation and maintenance seryices for the community's outdoor warning sirens. The cunent priority of the department is planning for the replacement of the existing radio communications system with a new P25 radio communications system to address current system shortcomings and providJa reliable radio communications platform lo meet the ever expanding needs of ihe 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 needi of City public safety agencies and field operat¡ons deparlments. At the core of the Department's efforts is continuous ma¡ntenance ând improvemeñt of the existing radio communications system w¡th a focus on development of requirements for a replacement P25 radìo communications system to meet the City's radio communicâtions needs for the foreseeable future.

OBJECTIVES

* * * * *

Maintain the City's radio communications ¡nfrastructure, including radio transmitter and receiver sites and radio equipment located in command, control, and commun¡cation centers; provide installation, programming, ma¡ntenance, and repair services for end-user radio and associated eleciron¡c equipment; Provide installation oversight and maintenance services for the commun¡ty's outdoor warning sirens; Efficiently manage radio cõmmunications service contracts, ensuring accurate and timely process¡ng of all contracts ¡n the most cost effect¡ve manner; ldentify radio communication system needs and requirements for the development and implementation of a new P25 radio communications system.

OPERATING STATISTICS/PERFORMANCE

Actual

MEASURES

2013t14

Radio System nfrastructure: 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)

Estimated 2014t15

Estimated 2015t16

End-User Radios: Public Safety Radios Non-Public Safety Radios Outdoor Warning Sirens:

1317

1210

24 48

1,143 766

1,342 766

ACCOMPLISHMENTS

The Radio Communications Department continues to implement and maintain the City's existing VHF conventional two-way radio communications system. A primary focus of the department is on-going efforts to address significant operational issues with the

existing radio communications systém including a lack of coverage, inability to expand the system, and reliab¡lity of communications infrastr-ucture. The installation, þrogramming, maíntenance, and repair services for end-user radio equipment are on-going. Radio Communications has initiated a proþct to replace the existing system with a new 800 MHz P25 Phase 2 radio communications system. The initial effort has included tne núing of a communications consulting service to implement a needs assessment, development of system alternatives, and preparation of budgetary cost estimates.

L4L

City of Amarillo Radio Communications

217,304

41 100 Salaries and Wages 41300 lncentive 41620 Unscheduled 41 B2Of Health nsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 42110 TMRS 421 15 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42540 Tool Allowance 42550 Communications Allowance

1,573

1,800 0

32,302

40,043

209,201 900 0

50,982

100

117

2,722 11,640

3,177 13,584 24,839 5,324

3,046

341

13,026 23,',t85 5,1 05 341

4,422 4,897 1,203

5,264

5,743

5,850

5,850 4,200

41000 Personal Services 51 110 Office Expense 51200 Operating 51300 Clothing and Linen 51700 Education 51800 Fuel & Oil 51850 Minor Tools 51855 Minor Communications Equ 52050 Auto Parts 52050LABOR Auto Parts Labor 53150 Electricity

277,735

321,844 2,000

23,134 4,646 344

4,200

1,634 11,890 405 1,404 362' 34 15,033 415

12,000 1,100

321,696 500 14,750 '1

,1 00

2,000

922

108 0 0 500

0 0

1,857

500 500 1,795

500 2,225

51000 Supplies 61 100 Communications Billing 61200 Postage 61400 Dues 61410 Tuition 62000 Professional 67320 Extermination 68615 Misc. Fuel Powered Equi 68670 Communications Equipmen 69210 Rental City Equipment

33,1l0

20,817

21,683

361

500

500 500 3,600

60000 Contractual Serv¡ces 71 1 00 lnsurance and Bonds 75100 Travel 78250 lnventory Over/Short

55,478 8,643

70000 Other Charges 901 60 Other Departments

18,682

331

500

7,250 0

3,600 1,250

645

1,000

0 1,000

2,500 40,000

34,669 12,089

2,510 7,529

Reimbursements Expenses

90000 lnter TEXPENSES Total

12,990

13,350

62,340 6,241 4,000 0

61,450 7,151

3,347 0

10,241 -10,000

0 385,005

'10,000

-10,000

405'242

405,327

10,498

-10,000

Department Staffing Report

Department: Radio Communications Personal Services Total

Number of

Employees Classification Permanent Positions 0.50 cLR410

Description

7.00

ADMINISTRATIVE ASSISTANT III R/T COMMUNICATION SUPERVISOR COMMUNICATIONS TECHNICIAN ASSISTANT COMMUNICATIONS TECHNICIAN COMMUNICATION TECHNICIAN ASSISTANT II Total Permanent Positions

7.00

Total Department

1.00 MGT665 2.00 TEC900 2.50 TEC901 1.00 TEC905

321,696

142

CITY OF AMARILLO

OFFICE OF EMERGENCY MANAGEMENT (1232) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS

The Office of Emergency Management (OEM) coordinates a comprehensive interjurisdictional emergency management program contributing to the safety of the citizens of the City of Amarillo, Potter County, and Randall County with other agencies and volunteer/faith-based groups in compliance with Federal and State laws, County Court Orders, and City Ordinances. Responsibilities include development, ma¡ntenance, and implementation of an integrated all-hazards emergency management program that addresses mitigation/prevention, preparedness, response, and recovery from major or complex ¡nc¡dents or events. The Office of Emergency Management serves as a liaison between City, County, Regional, State, and Federal emergency management organizations and monitors the readiness of City and County Services.

GOALS Conduct a program of comprehensive emergency management within the City of Amarillo, Potter County, and Randall County addressing mitigation/prevention, preparedness, response, and recovery to all man-made or natural disasters; develop and maintain relationships with local emergency response and support groups; conduct ongoing public awareness program on emergency preparedness and protective actions; develop site-specific response plans for radiological and hazardous material locations including the U.S. DOE Pantex Plant; and address issues associated with homeland security and weapons of mass destruction.

OBJECTIVES

Maintain emergency managemerit plans and procedures, prepare anQ maintain a multiagency coordination capability

to ensure situat¡onal awareness and a common operating picture; keep governing bodies informed of anticipated needs.

Conduct, coordinate, and attend emergency management related training, programs, seminars, and disaster

* *

exercises.

Maintain a maximum state of readiness to respond and recover from all man-made or natural disasters utilizing the resources assigned to the Office of Emergency Management and other City and County departments and services. Continue to expand the volunteer coordination program and the liaison programs with local volunteer organizations, functional needs populations, community groups and local area businesses in the jurisdiction. Continue the ongoing public awareness program to increase the emergency preparedness of the population of the local jurisdiction.

Actual

OPERATING STATISTICS/PERFORMANCE MEASURES

2012t13

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 Miscellaneous Emergencies OEM Emergency Preparedness Activities: Presentations/Public Awareness Activities (hours) Discussion-Based Exercises Operations-Based Exercises

Actual 2013114

6 16

5 3 2

I 1

0 15

Estimated 2015116

40 J

ACCOMPLISHMENTS

OEM continues to implement a comprehensive interjurisdictional emergency management program for the City of Amarillo, Potter County, and Randall County; maintaining an advanced level of preparedness based on State of Texas standards. OEM conducts various coordination efforts in response to a wide anay of actual and potent¡al incidents and events. OEM completed the five-year revision of the Emergency Operations Plan and submitted the revised Hazard Mitigation Action Plan to FEMA for approval. OEM completed the installation of two replacement outdoor warning sirens. OEM continued to ensure NIMS compliance of the jurisdictions, providing ¡ntermediate and advanced NIMS training. OEM provides administration services for the City's participation in Homeland Security Grant Programs.

L43

City of Amarillo Emergency Management Services

41 100 Salaries and Wages

41300 lncentive 41 B20T 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 42510 CarAllowance 42550 Communications Allowance I

177,678 477 18,294

191,179 0

197,962

21,123

27,396

2,470 't0,56'f

42 2,772 11,853

2,870 12,274

21,048 4,212

2't,673 4,646

21,845 4,810

0 42

171

122

2,572

835

866 6,000 2,404

2,268

2 400

41000 Personal Services 51110 Office Expense 51200 Operating 51300 Clothing and L¡nen 5'1700 Education 52050 Auto Parts 52050LABOR Auto Parts Labor 52120 Tires and Tubes Other 53100 Natural Gas 53150 Electricity 53200 Water and Sewer

240,185 4,905 5,332 332 4,568

256,645 5,500 7,500 500

193 38 174

350 350 0

3,341 12,954

4,118

51000 Supplies 61 1 00 Communications Billing 61200 Postage 61400 Dues 61410 Tuition 68300 R & M - lmprovements 68660 AudioA/ideo Equipment 69210 Rental City Equipment

33,048 4,360

60000 Gontractual Services 71 1 00 lnsurance and Bonds 74000 Printing and Binding 75100 Travel 75200 Mileage 75300 Meals and Local 77450 Administrative Other 77610 lnformation Technology -

33,845

70000 Other Charges 83100 lmprove other than Build 80000 Capital Outlay TEXPENSES Total Expenses

1,000

14,108 1,236

1,211

276,587 7,000 10,000 500 1,000 350

350 0 3,581 16,675 1,247

34,662 4,500 900 800 3,600 6,000 1,500 23,407

40,703 5,000 400

40,707 559 3,000 5,000 19,000 3,500

32,142 725

102,108

79,457

95,492

77,534

107,049 18,527

126,55r

191,050 0

18,527

432,658

458,564

565

1,215 0

4,00r 1,351

22,353 1,386 0 5,1 95

17,785 3,223

800 3,600

6,000 1,500

14,842

3,000

4,183 1,000

2,500

0 540,481

Department Staffing Report Department:

Emergency Management Services Personal Services

Number of

Employees Glassification

Description

Total

Permanent Positions

1.00 ADM050 1.00 ADM051 0.50 cLR410 2.50

EMERGENCY MANAGEMENT COORDINATOR ASSISTANT EMERGENCY MGMT COORDINATOR ADMINISTRATIVE ASSISTANT III Total Permanent Positions

2.50

Total Department

276,587

r44

CITY OF AMARILLO

cusroDrAL SERVICES (12s1) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS

The Custodial Services Department is responsible for maintaining the cleanliness and appearance of City buildings. Daily, the Department cleans, disposes of trash, sanitizes restrooms, and maintains floors in orderto provide the employees of the City and the citizens of Amarillo a clean, healthy, hazard free, and functional environment.

GOALS The Department will continue to establish and maintain efficient work routines in order to promote a high level of cleanliness in all City buildings, and present a positive, professional image demonstrating pride and the highest quality of work.

OBJECTIVES Continue employee training in areas such as chemical mixing and safe work practices through monthly safety meetings. Evaluate new products and equipment to ensure that the best possible service is performed through the most economical means.

OPERATING STATISTICS/PERFORMANCE

MEASURERS 83,508 Sq. Ft. 187,604 Sq. Ft. 64,378 Sq. Ft. 18,706 Sq. Ft. 9,752 Sq. Ft. 10,274 Sq. Ft. 16,132 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. 74,325 Sq. Ft. 8.318 Sq. Ft. 572,397 Sq. Ft.

City Hall Municipal CourVPolice 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 Simms Building (City Care, Dispatch, EOC) All Other Areas Total

145

City of Amarillo Custodial Servíces

41 100 Salaries

41300 lncentive 41620 Unscheduled 41 B2OT Health I nsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDT 421 1O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation

7,760 14,978

607,529 15,000

0 170,431

205,482

450 8,613 36,830 67,344 14,435

8,634 36,918 65,709 14,470

144,064 422 7,269 31,080 62,1 65

12,420 1,374 36,314

41000 Personal Services 51200 Operating 51250 Janitor 51300 Clothing and Linen 51850 Minor Tools 53100 Natural Gas 53150 Electricity 53200 Water and Sewer

827,850 396

71,206 2,467

581,656 13,800 0 467

1,316

1,365

39,238

41,444

961,185 0 85,000 2,500

969,9¡14

85,000 2,500 4,777 53,812 338,034 56,958

4,046

1,000

51,568 314,814 51,798

59,334 334,656 51,737

496,297

534,227

2,600

0 12,999 3,793

15,500

1,450 15,500

5,044

69210 Rental City Equipment

5,137

5,634

5,774

60000 Contractual Services

21,951 3,483

30,228 7,268

30,368 9,057

3,483 1,349,580

7,269

9,057

1,532,909

1,550,451

51000 Supplies 61415 Safety Training 62000 Professional 67310 Janitorial Service Cont 67500 Laundry

68100R&M-Building

71 100 lnsurance and Bonds

70000 Other Gharges TEXPENSES Total Expenses

1,450

541,082 2,600

City of Amarillo Department Staffing Report

Department: GustodialServices Personal Services Total

Number of

Employees Classification Permanent Positions 1.00 TRD045

Description

28.00

FACILITIES SUPERVISOR CUSTODIAN III CUSTODIAN II CUSTODIAN I Total Permanent Positions

28.00

TotalDepartment

2.00 TRD046 1.00 TRD047 24.00 TRDgIo

969,944

r46

CITY OF AMARILLO FACTLTT|ÉS MATNTENANCE (1 2521 FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS The Facilities Maintenance Department is responsible for the management, maintenance, and renovation of all City-owned buildings and properties. Specifications are written, contracts negotiated, bids evaluated, and work is supervised and inspected when performed by outside contractors. Assisiance is given to other departments and divisions in evaluating buildings and equipment. The Department evaluates the future needs of various departments and divisions to plan accordingly.

GOALS The Deparlment's goals are to perform scheduled and unscheduled maintenance on buildings and replace and/or repairequipment to achieve optimum performance. All buildings and equipment will be inspected and evaluaied on a routine basis in order to prevent unscheduled maintenance. The Department will train its personnel on new methods and procedures to keep the operations at peak performance.

OBJECTIVES

* * *

Plan and follow good ma¡ntenance practices and help other departments plan for building changes in their areas as their requirements change. Maintain all buildings in an acceptable manner and upgrade aging City-owned buildings and infrastructure as necessary. Reduce the amount of unscheduled maintenance by continuing with the preventive maintenance program.

Actual

OPERATING STATISTICS/PERFORMANCE MEASURES

Actual 2014115

Estimated

1,284 423 226

1,280 358

1,335 400

233

22s

33 533

39 565

2,499

2,475

40 550 2,550

2013t14

Maintenance Requests - ïype of Service: Building Maintenance Plumbing Problems Heating/Air Cond itioning Appliance Repair Electrical Problems Total

2015t16

ACCOMPLISHMENTS Facilities completed a very productive year with new construction and remodels performed and overseen by the Department as well as

the standard day-to-day operations that is shown in the Operating Staiistics above. The following is a list of projects ihe Facilities Department was involved in. 1) Work with Utilities Departmenl and Private Utilities Companies on plans for downtown utilities relocation and development; 2) Worked in conjunction with other departments on the addition to Solid Waste Transfer Station and land fÌll; 3) Civic Center flood repairs in the Structural, HVAC, Electrical, & Mechanical Systems while maintaining operations. 4) Refurbished Animal Welfare and Management Offices, Doors, Security Systems, Kennels and HVAC systems 5) Rebuilt the ammonia system for the lce Plant at the Civic Center; 6) Managed the re-roofing projects and repairs of equipment for the City buildings 7) Completed installation of door security for the Police/Municipal Courts Building; 8) work on expansion plans forthe Environmental Labs Building 9) Managed space planning efforts at City Hall and the AECC Building at 808 S. Buchanan; 10) Began architectural work on 808 Buchanan and demolition of interior with construction starting in June 201 5;1 1) Relocated electrical, gas, communication lines, & water and sewer for 808 Buchanan in preparation for new construction; 12) lnstall replacement of domestic and heating water boilers at the Police/Municipal Courts Building; 13) Managed the relocation of utilities between 9th street and 7h street in the alley between Peirce and Buchanan; 14) Design and complete construction of retaining wall at Fire Station 12; 15) Constructed new Utilities pads and storage areas on C¡ty properties at 8th street and 7th street; 16) Miscellaneous remodels and developmeni of work areas in City Hall Departments: Human Resources, Purchasing, and Accounting; 17) Continued structural improvements and upgrades forAnimal Management & Welfare Department in various areas with upgrades to continue through2017;18.) Design and begin construciion for new lighted walkways for the Bivins Building io eliminate safety issues; 19) Remodel and create new work areas at the Service Center for the Traffic Department, Utilities Department, and Storm Water; 20) Design work for The Transit Department for expansions and remodel of work spaces; 21) Create Parking lot plans for the Liberty Parking to meet downtown standards; 22) Run and Connect new fiber optic systems for City Hall; 23) New commercial kitchen designs for the Civic Center Regencywith work to begin inMay2O15;24) Work with Xcel on new federally mandated energy lighting standards for the Civic Centerwith replacements to start in October 2015.

r47

City of Amarillo Facilities Maintenance

DESCRIPTION 41 100 Salaries and Wages 41300 lncentive 41620 Unscheduled 41820T Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 10 TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42510 Car Allowance 42540 Tool Allowance 42550 Communications Allowance

41000 Personal Services 51110 Office Expense 5'1200 Operating 5't250 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

ACTUAL

Budgeted

FY2013

FY20t4

FY20t5

876,914 14,863

950,727 15,300

766 158,985 411

181,749 434

12,636 54,028 106,564 21,370

14,051

60,080 109,856 23,547 1,267 39,300 6,528 16,200 3,600

1,252

36,094 3,923 15,629 2,773

1,422,638 3,349 19,000 1,000 6,000 300

1,306,206 4,911 13,791

428 5,696 106 0

971,763 15,600 0 204,551

417 14,327 58,775 109,033

23,145 1,267

38,818 6,000 1 7,1

3,600 r,464,395 3,349 19,000 1,000

7,595 300

100

486 3,639 6,037

s00 2,646

1,210 1,176 6,693

100

500

100

693

1,302

4,836

51000 Supplies 6'1200 Postage 61400 Dues 61410 Tuition 61 415 Safety Training 67320 Extermination

35,788

45,959 24

68100R&M-Building

326,203 7,442 416

34,897 24 900 4,000 3,500 11,500 350,000 10,000 500

68300 R & M - lmprovements 68640 Machinery 68650 Shop Equipment 68680 Other Equipment 69210 Rental City Equipment 69220 Rental Other Equipment

111

7,745 0

'10,304

1,000

0 1,745

900

4,000 3,500 11,500

350,000 10,000 500

't,000 2,000

2,000 99,505 500

60000 Contractual Services 71 1 00 lnsurance and Bonds 74000 Printing and Binding 751 00 Travel 75300 Meals and Local

436,677 47,810 -178 -299 693

483,429 60,1 90 300 5,000 1,375

485,933 64,730

70000 Other Charges TEXPENSES Total Expenses

48,026 1,826,697

66,86s 2,007,830

70,588 2,066,876

82,692

L48

102,009 500

300

4,183 1,375

City of Amarillo Department Staffing Report Department:

Faci lities Maintenance

Personal Services Total

Number of

Employees Classification

Description

Permanent Positions 1.00 ADM060 2.00 ADM06I 1.00 cLR941

FACILITIES MANAGER ASSISTANT FACILITIES MANAGER ADMINISTRATIVE TECHNICIAN I

2.00 PRF060 1.00 PRF061 1.00 TEc107 2.00 TEC115 1.00 TEC215 1.00 TRD060 11.00 TRD906 3.00 TRD915

FACILITI ES COORDINATOR

FACILITIES COORDINATOR II SPECIAL PROJECTS MANAGER BAS CONTROLS TECHNICIAN DESIGN TECHNICIAN II

ELECTRICIAN II BUILDING MECHANIC III

ELECÏRICIAN I

26.00

Total Permanent Positions

26.00

Total Department

1,464,395

I49

c¡fy oF

AMARIttO OPEA SPÀCÉS,

Eil0le65 0PtOR¡u¡¡lrlÊS

150

CITY OF AMARILLO

AMARILLO EMERGENCY COMMUNICATIONS CENTER (1270) FUNCTIONS, GOALS, AND OBJECTIVES FUNCTIONS The Amarillo Emergency Communications Center (AECC) provides citizens with assistance via a 24-houremergency phone service by gathering information and sending appropriate resources to help them and also provides instructions via phone. The Center provides public safety responders with correct and appropriate information so that they can better assist citizens in need and remain safe during their responses.

GOALS Goals of the Amarillo Emergency Communications Center are to improve the quality of service provided to both citizens and responders through the consolidation of emergency communications for multiple public safety response departments. The AECC strives to provide a high level of customer service to all clients and will continue to develop and improve processes in orderto provide citizens and responders with the highest level of support. The Center will prov¡de training and education to personnel in order to maintain high professional standards, mon¡tor outcomes in order to make improvements, and work with stakeholders to meet expectations.

OBJECTIVES

* * * * * * *

To continue to improve and expand the employee training program so that they may better serve the public and support responders. To begin work towards status as a National Center for Missing and Exploited Children call cenler partner. To continue to improve call entry and dispatch times in order to better meet client agency and citizen needs. To work to stabilize staffing in order to reduce overtime costs and improve efficiency. To continue work with client agencies in order to develop operating procedures that meet all needs. To begin to work toward national Academy of Emergency Dispatch Medical Protocol Accreditation. To begin to work toward APCO P-33 Training Standards Accreditation.

OPERATING STATISTICS/PERFORMANCE

MEASURES

Total Calls lncoming to 911 and Emergency 7-digit Administrative Lines CAD Entered Calls Animal Control EMS Fire Police

Actual

Estimated

2013t14

2014t15

2015t16

632,841 144,603 488,238 283,215

640,000 145,582 494,418 288,500 32,500 36,000

28,494 35,547

21,816

22,000

197,358

198,000

ACCOMPLISHMENTS The AECC has successfully consolidated three separate emergency communications centers and is providing quality service to the public and response agencies. A training program for new hires has been implemented and continues to be reviewed and improved. A quality assurance program has been successfully implemented in order to provide useful statistics on performance. AECC employees have worked with the Potter-Randall 91 1 District to educate the public about 911. A program has been implemented to show employee appreciation with the result of raising morale. Employees have attended training on several different topics that allowed them to receive both state and city-mandated certifications and an improved professional knowledge lo put into practice. The Department continues io work successfully with client agencies and ihe publicto provide the most efiìcient and highest quality service possible.

151

City of Amarillo AËCC

DESCR¡PTION

ACTUAL

Budgeted

FY20l3

FY2g14

FY2015

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 42550 Communications Allowance

2,199,469

2,531,576 48,300 260,000 479,736 1,118 37,260

47,OBB

503,518 366,802 911

38,402

2,365,105 39,600 260,000 553,498 1,134 35,477 149,804 269,990 58,713

151 ,530

155,717

321,078

291 ,319

59,571

3,580 7,045 3 610

61,03'l 3,471 7,966 3,600

41000 Personal Services 51110 Office Expense 51 115 Employee Recognition Pro 51200 Operating 51250 Janitor 51300 Clothing and Linen 51700 Education 51950 Minor Office Equipment

3,702,604 12,409 6,659

3,881,094 10,000 6,540

3,746,728

2,810

1,135 0 1,500

0 0

1,600

4,250

3,527

1,450

51000 Supplies 61200 Postage 61400 Dues 61410 Tuition 61 420 Employee Reimbursement 62000 Professional 68610 Office Equipment 69300 Leased Computer Software

26,068 275 2,967 18,469

r9,'175 175

25,650

602 0

2,013

3,422

7,585 2,400 12,000

6,350

100 1,894 10,500

13,290 2,000

1,473

5,1 89

6,689

780 196,049

8,200 213,960

210,261

60000 Contractual Services 71 1 00 lnsurance and Bonds 74000 Printing and Binding 75100 Travel 75200 Mileage 75300 Meals and Local 77610 lnformation T

220,012 41,044

244,827 48,465

0 1,927 0

70000 Other Gharges TEXPENSES Total Expenses

3,1 03

0 10

6,735

236,179 52,611 0

1,673 600

201,637

178,3't B

177,276

245,866 4,194,550

229,710 4,373,806

232,160 4,240,717

r52

City of Amarillo Department Staffing Report

Department: AECC Personal Services Total

Number of

Employees Classification

Description

Permanent Positions

1.00 ADM093 1.00 ADMO95

57.00 cLR770 1.00 cLR945 1.00 MGTO43 3.00 MGTO44

3.00 MGT046 67.00

ASSISTANT EMERGENCY COMMUNICATIONS CENTER MANAGER EMERGENCY COMMUNICATIONS CENTER MANAGER EMERGENCY COMMUN ICATIONS SPECIALIST OFFICE ADMINISTRATOR TRAINING/QUALITY ASSU RANCE SUPERVISOR SENIOR COMMUNICATIONS SUPERVISOR COMMUNICATIONS SHI FT SUPERVISOR Total Permanent Positions

Part-Time Positions

2.00 HRL770

EMERGENCY COMMUNICATIONS SPECIALIST

69.00

Total Department

3,746,728

153

cttY 0F

AMARILtO" opÉtr sPÀct5

' ltr0LË!J oPtoAl!ÍlrlÈ3

r54

PUBLIC SERVICES DIVISION DEPUTY CITY

COMMITTEES:

. Family Self Sufficiency Program Coordinating

MANAGER

Committee

BOARDS:

. Adv¡sory Commìssion For Persons Vú¡th DisabilÌties

. Bi C¡ty County Board of Public Health

. Community Development Adv¡sory Committee PUBLIC SERVICES DIRECTOR

-WOMEN INFANTS & CHILDREN

TRANSIT

ENVIRONMENTAL HEALTH

-PUBLIC

-COMMUNITY

-HOUSING

HEALTH

DEVELOPMENT

ASSISTANCE

FIXED ROUTE

ADMINISTRATION

NUTRITION

DEMAND

REFUGEE

EDUCATION

RESPONSE

HEALTH

ADMINISTRATION

PROGRAM

TRANSITIONAL

MANAGEMENT

HOUSING

HOME

HOUSING VOUCHERS

CLIENT SERVICES

COMMUNITY

REHAB

HEALTH

SUPPORT

MODERATE REHAB

BREAST

COMMUNICABLE

EMERGENCY

FEEDING

DISEASE

SHELTER GRANT

SPEGIAL

HIV PREVENTION

¡NITIATIVE

SHELTER PLUS CARE

HOMELESS

MANAGEMENT INFORMATION SYSTEM

FARMER'S MARKET

IMMUNIZATION

COUNSELOR

PUBLIC HEALTH PREPAREDNESS

LACTAT¡ON CONSULTANT

STD PREVENTION

PEER

& TREATMENT

FUNCTIONAL ACTIVITIES

* DEPARTMENT DETAILS IN OTHER FUNDS

VENDOR

OPERATIONS

155

City of Amarillo Summary of Expenditures by Activity Classification Actual

Budgeted

201312014

201412015

201512016

785,664 2,645,850 1,308,379 448,658

1 ,105,819 2,778,031 1,397,470

2,935,082

201 10 Program Management

299,660

320,152

20115 Code Enforcement 20116 Code lnspector 20125 Rehab Support 20130 Housing Rehab 201 35 Park lmprovements 20140 Public Services 201 55 Neighborhood Facilities 2010 CDBG Fund

93,1 33

90,000

DESCRIPTION

Public Services 1

750 Environmental Health

1761 Transit Fixed Route 1762 Transit Demand Response 1

763 Transit Maintenance

477j60

1,123,058 1,418,690 s00,009

2010 CDBG Fund

Public Services 300,587 80,000

63,203

64,268

67,482

117,456

150,437 389,653 175,000 225,232 131,087

125,437

498,130 407,657

230,464 104,307 1,814,009

1,545,831

552,536

545,044

25,119 7,435,414

25,228 7,027,049

309,054

299,500 7,896,821

297,243 168,000

214,190 190,000 1,442',938

2020 Housing

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

8,322,123

2020 Housing

642,096 27,470 7,027,049 299,500 7,996,1 15

2030 Home lnvestment Partnership

Public Services 2031 0 Home Administration 20320 Home Projects 2030 Home lnvestment Partnership

47,975 794,106

492,612

842,081

547,346

49,945 449,509 499,454

351,969 351,969

339,712 339,712

189,424 189,424

247,225 247,225

247?25 247,225

13,085 13,085

0 0

54,734

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

156

Gity of Amarillo

Summary of Expenditures by Activity Glassification

DESCRIPTION 2070 TX Emergency Shelter Grants

Public Services 20700 TX Emergency Solutions Grant 2070TX Emergency Solutions Grants

Actual

Budgeted

201312014

201412015

201512016

18,963 18,963

0 0

97,346 97,346

102,297 102,297

101,582 101,582

365,011 365,011

498,712 498,712

515,354 515,354

799,448

1,342,109

407,201

549,856

291,129 223,025

312,523

1,081,326 471,088 334,617 244,481 181,373 316,748 588,175 150,000 310,000 52,888 43,828

2075 HMIS

Public Services 20755 HMIS 2075 HMIS 2300 Summer Lunch Program

Public Services 23100 Summer Food Service Program 2300 Summer Programs

2500 Public Health Fund

Public Services 250114HD Public Health 25012 Refugee Health 25013 TDH I mmunizations 25014 HIV Prevention 25015 Core Public Health 25020 Bioterrorism Grant 25024 DSRIP IMMUNIZATIONS 25025 DSRIP ARAD 25026 Childhood Obesity Projec 25028 CPS/EBOLA 25029 PHEP Supplemental 15116 25030 Epidemiology

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

219,224 164,185

150,582 231,781 368,329 150,000

557,900 150,000

0 0 0 0

62,724 77,550

66,136 122,860

170,767

2,761,769

3,754,545

4,100,026

167,483 441,773 68,920

338,184 865,905 101,408 1,080,944 8,500 117,423 100,000 37,455 6,787 2,656,605

425,639 919,820 110,672 1,039,857 8,500 125,662 100,000 38,710

269,753

85,'175

69,560

2530 WIC Grant Fund

Public Services 2531 1 WIC Administration

25312 WIC Nutrition Education 2531 3 WIC Breastfeeding 25314 WIC Client Services 25317 WIC Lactation Consultant 25318 WIC Peer Counselor 25320 WIC Mentor 25321W|C Obesity

580,111 10,801 41,571

4,278 30,7BB 0

25322WlCRDGrant

1,345,726

2530 WIC Grant Fund

r5l

3,235

2,772,094

ctïY OF

AMARItto' 0Þåñ S!Àc€s ' lffDlÉsS OpÞ0RlU{llr€S

158

CITY OF AMARILLO

ENVTRONMENTAL HEALTH (17s0) FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS

The Environmental Health Department is responsible for the inspection and enforcement of laws regulating food establishments, on-site sewage facilities, public swimming pools and spas, child-cares, and foster homes. Facilities that fall under the Texas Food Establishment Rules are restaurants, bars, markets, bakeries, schools, hotels, hospital kitchens, child-care centers, nursing home kitchens, and other facilities that provide food to the publ¡c including mobile food units, special events, and temporary events. This Department also processes the alcoholic beverage licenses for the City of Amarillo. Environmental Health also performs mosquito control activities to include prevention and active treatment. The Department coordinates the ¡nternal hazard communication program, and conducts educational activities for food managers and public pool technicians. lnformation is conveyed to the public on important environmental health issues through media interviews and public presentations to civic groups. Finally, the Department collects and ships samples, which include water, meat, other foods, adult mosquitoes and mosquito larvae, to State laboratories for analysis.

GOALS It is the Department's goal to promote public health and safety through an efficient and effective educational and enforcement programs to prevent the illness and to stop the spread of disease. This goal will be accomplished through the inspect¡on of facilities and products to include the education and training of permit holders, citizens, and employees. To reduce the potential for the spread of disease brought by unsanitary or hazardous environmental conditions, the department responds to citizen concerns by conducting investigations and correcting violations. By implementing a comprehensive mosquito surveillance and larviciding effort, the Department will act responsively and proactively to c¡tizen reports of standing water and adult mosquitoes. Educating businesses, consumers, and the public in matters pertaining to environmental health and proper san¡tary controls will promote community appearance, health and safety, and awareness through the implementation of a comprehensive public health nuisance abatement program. Woking in an integrated manner with other City departments will foster a unified approach to resolving and improving the quality of life for all citizens and visitors.

OBJECTIVES

* * i

* * * t

Address citizen complaints within 24 hours of receipt by completing a preliminary investigation. Ensure food safety and educate food establishmeni operators by conducting thorough inspections of permitted facilities according to their assigned risk category and providing food manager classes. Permit and inspect on-site sewage facilities in Potter and Randall Counties to reduce the risk of transmission of disease from improperly built or maintained septic system, and to eliminate ground and surface water pollution. Utilize GPS technology and industry best practices to conduct mosquito surveillance and control activities to prevent and reduce mosquito borne ¡llnesses. lmplement a public swimming pool and spa program with the Bi-City-County Health District to include a certified pool technician class for owners and operators. Continue to development relationships and partnerships with internal and external partners and stakeholders. Ensure an integrated Environmental Health department w¡thin the Bi-City-County Health District. lmplementation of a strategic planning process and building a culture of continuous quality improvement. Ensure a competent workforce through departmental commitment to staff development and training.

OPERATING STATISTICS

Actual 2013t14

Estimated

2014t15

2015t16

Total lnspections Total Conferences Environmental Complaints lnvestigated and Resolved

8,008

13,442

12,086 17,840 1.788

736

12,206 8,018 1,805

ACCOMPLISHMENTS There were no lost days recorded within the Department due to an on-the-job injury and no injuries were reported overall. 95% of customer service requests to the Department were investigated and closed within departmental guidelines. All applications for food establishments were processed and permits mailed according to deparimental guidelines. The Department issued 492 applications for temporary events last year. We continue to coordinate special events with city departments enhancing the overall safety of citizens. By emphasizing customer service, Environmental Health, cooperâtively corrected 578 issues and violations of law reported by citizens to our office. Currently, the software database that maintains our records indicates over 4,068 businesses regulated, permitted or open within the Health District. The Department obtained voluntary closure of 24 permitted food establishments for imminent health hazards identified during routine inspections. The Department processed an additional 204 establishment applications for new or ownership changes for food establishmenis. Environmental Health implemented five out of nine FDA standard guidelines and inspection staff have benefited from the training.

1s9

City of Amarillo Environmental Health

DESCRIPTION 41 100 Salaries and Wages

ACTUAL

Budgeted

FY2013

FY2014

FY2015

483,276 5,441 8,240 82,215 194 6,847 28,746 58,409 11,465 694 686 2,555 1,022

697,177

4f 000 Personal Services 51110 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

689,792 5,136

150

100 100

200 1,869 1,000 1,000 6,550 100 100

51000 Supplies 61 100 Communications Billing 61200 Postage 61400 Dues 61410 Tuition 61415 Safety Training 632'10 Armored Car Service 67320 Extermination 68720 Auto Accident Repair 69210 Rental City Equipment

12,204

13,782

22,381

3,167 2,291

3,500 6,387 6,670

5,320 3,500

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 4251Q Car Allowance 42550 Communications Allowance

4,200 7,500 96,268 217 9,892

499 260

16,30'l

16,365

682 955 8,460 1,200

687 959 6,000

961,785

952,927

4,562 200

11,562

470 800 6,550

6,035 124

6,842

I,529

77,342

1,000

7,500

115,254 217 41,756 74,318

41,591

674,542 4,200

1,200

6,387

0 1,751

'1,000

1,752

11,550 1,000 1,752

6,778

35,290

1,000

60,104

69,028

70,904

60000 Gontractual Serv¡ces 71 100 lnsurance and Bonds 74000 Printing and Binding 75100 Travel 78210 Cash Over/Short 78230 Loss on Bad Debt

80,932

126

124,627 3,075 300 2,050

-38 0

100 100

136,703 3,985 1,800 5,062 100

70000 Other Charges TEXPENSES Total Expenses

2,737 785,664

5,625 1,105,819

2,649 0

r-60

.100

'11,047

I,123,058

City of Amarillo Department Staffing Report Department:

Environmental Health Personal Services Total

Number of

Employees Glassification 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

Description DIRECTOR OF COMMUNITY SERVICES ENVI RONMENTAL HEALTH DIRECTOR

ADMINISTRATIVE ASSISTANT I I ADMINISTRATIVE ASSISTANT V FOOD SAFEry SPECIALIST II ENVIRONMENTAL HEALTH SPECIALIST I ENVIRONMENTAL HEALTH SPECIALIST II Total Permanent Positions I

Part-Time Positions

1.00 HRL550

ENVIRONMENTAL HEALTH INVESTIGATOR

l4_00

TotalDepartment

952,927

161

CIYY ot

AMARI[LO'

L62

CITY OF AMARILLO

FrxED ROUTE (1761) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS

The Transit Department operates the City of Amarillo's public transportation system, Amarillo City Transit (ACT). ACï provides transportation on eight routes, Monday thru Salurday, from approximately 6:30 a.m. until 7:00 p.m. and maintains 17 accessible buses. Amarillo receives capital and operating assistance from federal, state, and local authorities. As a condition of receiving these funds, the Department must comply with guidelines established by federal and state authorities for maintaining vehicles, garage and shop facilities for operation, cleanliness, and safety.

GOALS The Transit Department's goal is to provide Amarillo with courteous, dependable, and efficient public transportation in a cost effective

manner

OBJECTIVES

* * * *

Monitor routes for efficiency and productivity. Communicate and solicit publ¡c 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 ut¡lize the fixed route system.

FIXED ROUTE OPERATING STATISTICS

Actual 2013114

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

683,381 380,689 $.75 $7.94 $149,997

453

684,000 380,000 $.75 $8.00 $150,000 453

680,000 380,000 $.75 $8.00 $150,000 453

$2,293,684 $0 $393,842 $1,503,790

$2,294,000 $0 $393,842 $1,550,000

$2,294,500 $0 $393,842 $1,550,000

Operatinq Assistance- Fixed Route & Spec-Trans Public Transportation Federal

ARRA State Local

Estimated

2014t15

2015116

SIGNIFICANT CHANGES Two of the 7200 ser¡es buses have some warranty remaining - 7248 has 1 ,284 miles and 7250 has 2,985 miles. The rema¡ning 26 vehicles in ACT's fleet have no warranty which will result in increased vehicle repair costs. Many community service agencies have lost State funding and as a result, they are purchasing fewer bus t¡ckets to give to their clients.

ACCOMPLISHMENTS

The Transit Department will continue to collaborate with the Panhandle lndependent Living Center (PILC) next year. PILC's New Freedom Grant funded their work with the Department. The Transit Depârtment continues to work toward the new DBE Goal requirements. TheDepartmentisrequiredtomeettheDBEGoal $128,648andspend$50,000withsmall businesses. lfthegoal isnot achieved, the Department must justify why the goal was not met and take steps to ensure the goal is met in the future. The Transit Depariment has met the small business goal and has made some progress towards the DBE goal. ïhe 2014 Triennial Review was conducted and changes in the procurement process were requested along with a new chapter in the Procurement and Accounting Procedural Manuals.

163

City of Amarillo

Transit Fixed Route

ÐESCRIPTION 41 100 Salaries and Wages 41300 lncentive 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 4251Q Car Allowance 42550 Communications Allowance

ACTUAL

Budgeted

FY20r3

FY20t4

FY20l5

1,010,748 63,000 54,296 217,080 567

896,529 54,142 108,713

187,743 504 14,567

14,888

59,843

63,658

119,987

1 16,398

23,680

24,950

1,935

1,657

77,629 3,008 1,203

88,789 3,000 1,200

41000 Personal Services 51 I 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 52050 Auto Parts 52050LABOR Auto Parts Labor 52120 Tires and Tubes Other 53100 Natural Gas 53150 Electricity 53200 Water and Sewer

't,549,484

1,660,232

30,'t21

19,000 19,500

24,688 597 6,141 0

3,250

360,339 4,509 384 201,406 2,350 41,038 12,239

1,020,945 53,400 54,296 257,087 584 15,513 66,330 1 18,057 25,997 1,706 84,461 3,000 1,200 1,702,576 18,999 23,753

3,000

3,001

11,000 100

11,002

3,000 389,435 8,004

3,000 399,447 8,004

100

2s0,000

282,497

50,000 15,483

63,000 12,239

7,102

22,190 5,863

10,854

51000 Supplies 61200 Postage 61300 Advertising 61410 Tuition 62000 Professional 63210 Armored Car Service 63400 Employee Medical 67320 Extermination 68100 R & M - Building 68300 R & M - lmprovements 68620 Computer Equipment 68650 Shop Equipment

7't2,854

796,575

935

1,380 1,000

18,688

3,027 2,746

19,775 855,671 1,380 1,000

4,000

1,720 3,309

10,000

3,312

1,800

440

540

1,800 1,04'l

3,026

3,026 1,000

18,325

409 14,013 1,850

12,500 2,000

36,179 2,000

60000 Contractual Services 7't 100 lnsurance and Bonds 75'100 Travel 77450 Administrative Other 77610 lnformation Technology 78210 Cash Over/Short

31,475 172,679

40,558 79,100

3,1 03 85,827

90,442

3,000 98,r 96 100,370

80,037 85,179 3,000 92,610

-10

70000 Other Charges 90180 Sales to Other Departmen

352,041

280,666

296,798

90000 lnter Re¡mbursements TEXPENSES Total Expenses

1,000

1 16,009

-5

2,ø5,850

2,778,03'l

2,935,082

764

City of Amarillo Department Staffing Report

Department: Transit Fixed Route Personal Services Total

Number of

Employees Classification

Description

Permanent Positions

1.00 ADM530

35.00

TRANSIT MANAGER ASSISTANT TRANS IT MANAGER ADMINISTRATIVE ASSISTANT V ROUTE SUPERVISOR ASSISTANT TRANSIT OPERATIONS SUPERVISOR PLANNER BUS DRIVER SAFETY & TRAINING OPERATIONS SUPERVISOR Total Permanent Positions

35.00

Total Department

1.00 ADM531 1.00 cLR420

2.00 MGT245 1.00 MGT535 1.00 PRF9O2 TRD53O 1.00 TRD54O

27.OO

1,702,576

165

(rïy or

AMARILLO oPax spÀaÊ5' EúDlå5S oPPoSlUù¡rtei

r66

CITY OF AMARILLO

DEMAND RESPONSE (1762) FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS The Transit Department operates Spec-Trans, which is the City of Amarillo's paratransit system. Spec-Trans provides curb-to-curb transportation Monday through Saturday from approximately 6:30 a.m. until 7:00 p.m. Spec-Trans is dedicated to people with disabilities who are unable to utilize an accessible fixed route system and bus. This is accomplished by transporting individuals for trips to ând from work, doctors, hospitals, schools, shopping, and other activities. Spec-Trans receives capital and operating assistance from Federal, State, and local authorities. As a condition of rece¡ving these funds, the Department must comply with guidelines established by Federal and State authorities for maintaining the vans, garage, and shop facilities for operation, cleanliness, and safety.

GOALS

Ihe Transit Department's goal is to provide Amarillo with courteous, dependable, and efficient public transportation in a cost effective manner

OBJECTIVES

Ensure that each certified rider is unable to utilize an accessible fixed route bus and system by interviewing prospective passengers twice a month. Increase efficiency in orderto accommodate more citizens, maximize available resources, and mainta¡n compliance with the Americans with Disabilities Act (ADA).

SPEC.TRANS OPERATING STATISTICS

Actual

Estimated

2013114

2014t15

2015t16

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

300,341 39,640 $1.50 $34.78 $61,572

300,500 $1.50 $35.00 $61,600

337,500 45,000 $1.50 $35.00 $69,200

$2,293,684

$2,294,000 $0 $393,842 $1,550,000

$2,294,500 $0 $393,842 $1,550,000

Operatinq Assistance -Fixed Route & Spec-Trans Public Ïransportation Federal

ARRA

$0 $393,842 $1,503,790

State Local

40,000

SIGNIFICANT CHANGES The Transit Department will continue (o collaboraie with the Panhandle lndependent Living Center (PILC) next year. During SpecTrans interviews, PILC staff educates Spec-Trans applicants about Fixed Route accessibility with a PowerPoint preseniation, free travel training information is shared and applicants are ¡nterviewed for Spec-Trans eligibility. From October 1, 14 - March 31 , 15, PILC and the Transit Department interviewed 91 new applicants, an average of 6 interviews are conducted each week and 34 persons are

waitingforaninterviewasofApril 30,2015. ManycommunityserviceagencieshavelostStatefundingandasaresuli,theyare purchasing fewer bus tickets for their clients. These reductions have also resulted in an increase in Spec-Trans appl¡cations as transportation options for people with disabilities continues to decline. There are two changes to the interpretation of the Americans with Disabilities Act as it applies to public transportation. Spec-Trans drivers are now required to offer assistance to the door at the passenger's origin and destinat¡on. The Door to Door Assistance Policy and Procedure must be published in the Spec-Trans Riders Guide and Application. This change will require additional time to transport each customer and may require an additionalSpec-Ïrans vehicle to avoid capacity constraints which is a violation of the ADA. The second change does not allow the Department to charge a no show fee (93.00). A no show fee is charged when a passenger does not board the bus when it arrives within the agreed upon window. The Department is in the process of developing the policies and will send out letters to all Spec-Trans passengers.

ACCOMPLISHMENTS The Transit Department will continue to collaborate with the Panhandle lndependent Living Center (PILC) next year. PILC's New Freedom Grant funded their work with the Department. The Transit Department continues to work toward the new DBE Goal requirements. The Department is required to meet the DBE Goal $128,648 and spend $50,000 with small bus¡nesses. lf the goal is not achieved, the Department must justify why the goal was not met and take steps to ensure the goal ¡s met in the future. The

Departmenthasmetthesmall businessgoal andhasmadesomeprogresstowardslheDBEgoal.

the2014Triennial Reviewwas

conducted and changes in the procurement process were requested along with a new chapter ¡n the Procurement and Accounting Procedural Manuals.

L67

Gity of Amarillo Transit Demand Response

481,528 35,612

584,422

551,459 39,000 49,296 137,905 367 8,562 36,608 66,940 14,348

1,026 52,508

1,072 63,661

36,600 45,296 166,236 367 8,522 36,439 64,855 14,282 1,072 63,343

41000 Personal Services 51 110 Office Expense 51200 Operating 51250 Janitor 51300 Clothing and Linen 51800 Fuel & Oil 51850 Minor Tools 52050 Auto Parts 52050LABOR Auto Parts Labor 52120 T¡res and Tubes Other

908,659 3,188 18,379

969,219 3,000 7,000

1,025,433 3,000 6,996

1,919 1,183

1,500 1,600

177,168 2 33,140

215,685 0 50,000

179,046

1,188

23.675

7,000

9,957

51000 Supplies 6'1200 Postage 61300 Advertising 61410 Tuition 63210 Armored Car Service 68620 Computer Equipment

259,842

285,785

252,099

1,909 0 0

1,656 500

1,656

44,O75

,150 192 44,100

60000 Gontractual Services 71 100 lnsurance and Bonds 74000 Printing and Binding 75100 Travel 77450 Administrative Other

46,176 38,205

47,598 33,180

50,1 t4

536

1,000 1,000

54,961

59,688

54,162

70000 Other Charges TEXPENSES Total Expenses

93,702 1,309,379

94,868 1,397,470

91,044

41 100 Salaries and Wages

90,381 1 '18,005

328 8,381

35,837 70,860 1 4,1

192

50,000

504 1,146 192 46,616 34,882

r,418,690

City of Amarillo Department Staffing Report

Department:

Transit Demand Response Personal Services Total

Number of

Employees Classification Permanent Positions 5.00 cLR535

1.00 MGT535 17.00 TRD535

Description DISPATCHER

23.00

TRANSIT OPERATIONS SUPERVISOR VAN OPERATOR Total Permanent Pos¡tions

23.00

TotalDepartment

1,025,433

L6I

CITY OF AMARILLO TRANSIT MATNTENANCE (1 763) FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS

Vehicle maintenance tor 1761 Fixed Route and 1762 Spec-Trans vehicles along with salaries for the shop foreman, the mechanics andutilityworkersarefundedunderaFTACapital categoryfundedatS0%Federal 20%Local matchingfunds. DepartmentlT63was created to track these expenditures.

GOALS The Transit Department's goal is to provide Amarillo with courteous, dependable, and efficient public transportation in a cost effective manner

OBJECTIVES

* * 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 rouie accessibility so that persons with disabilities may utilize the fixed route system.

TRANSIT DEPARTMENT OPERATING STATISTICS Personal Services

Vehicle Repair Operatinq Assistance- Fixed Route & Spec-Trans Public Transportation Federal

ARRA State Local

ACCOMPLISHMENTS Activities in this Department are funded at an 80% Federal 20% Local match.

169

Actual

Estimated

2013t14

2014t15

Estimated 2015116

$482,209 $315,637

$454,821 $325,000

$471,000 $350,000

$2,293,684 $0 $393,842 $1,503,790

$2,294,000 $0 $393,842 $'f ,550,000

$2294s00 $0 $393,842 $'1,550,000

City of Amarillo Transit Maintenance

264,227

41,558 50,707

259,132 13,200 27,000 60,523

127

150

4,080 16,673 32,724 6,563 478

4,066

17,560 6,772

3,949 16,885 30,873 6,618 439 19,640 9,000

30,945 ô,814 439 22,605 9;000

41000 Personal Services 51800 Fuel & Oil

422,003

47,407

470,954

51000 Supplies 71 1 00 lnsurance and Bonds 77450 Administrative Other

68 1,054

2,236

25,534

27,516

3,261 25,727

26,588

29,752 477,160

28,988 500,009

Salaries and Wages 41300 lncentive 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 42540 Tool Allowance

231,049 1s,712

70000 Other Charges TEXPENSES Total Expenses

¡148,658

16,200 27,OOO

72,121

17,386

Gity of Amarillo Department Staffing Report

Department: TransitMaintenance' Personal Services Total

Number of

Employees Classification

Description

Permanent Positions 2.00 TRD920

MECHANIC APPRENTICE

2.00 TRD921 1.00 TRD922 1.00 TRD923 3.00 TRD930 9.00

MECHANIC I MECHANIC II MECHANIC FOREPERSON I UTILITYWORKER Total Permanent Positions

9.00

TotalDepartment

470,954

170

FINANCE DIVISION A.C.M. FINANCIAL & LEISURE

SAFETY

BOARDST

r Amarillo Firemen's Relief and Retirement Trust

. Amarillo Hospital District Board of

SERVICES

Managers

¡ Amarillo Housing Finance Corporation o Amarillo lndustrial Development Corporation

. Amarillo-Potter Events Venue District ¡ Health Facilities Corporation

DIRECTOR OF FINANCE

GOMMITTEES:

. lnvestment Committee

TEEN COURT

ACCOUNTING

MUNICIPAL

" UTILITIES

VITAL

GOURT

OFFICE

STATISTICS

RISK MANAGEMENT

HEALTH PLAN ADMINISTRATION

PURCHASING

CENTRAL

PAYROLL

STORES

FUNCTIONAL ACTIVITIES

* DEPARTMENT DETAILS IN OTHER FUNDS

L7L

City of Amarillo Summary of Expenditures by Activity Classification

DESCRIPTION

Actual

Budgeted

20'1312014

201412015

201512016

3ô5,381

399,1 99

1,098,526 47,477 847,666 1,102,267 208,408 526,893

1,207,009

397,423 1,210,454 53,516 904,589 1,316,321

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

1321Payroll 1325 Purchasing 1335 VitalStatistics 1340 Health Plan Administration 1345 Central Stores 1350 General Fund Transfers

52,574 923,140 1,349,561 0

546,122 57,040

0 586,841

310,242 330,649 16,172,368

19,014,801

55,642 161,923 382,616 17,554,702

164,912 164,912

104,790 104,790

134,790 134,790

144,831 144,831

142,014 142,014

139,810 139,810

1,131,486 1,131,486

537,624 537,624

542,547 542,547

12,s66 12,566

0 0

1 ,914,385

605,544 605,544

533,393 533,393

12,148 12,148

'15,460

15,460

14,481 14,481

34,563 34,563

28,409 28,409

28,526 28,526

51 ,019

327,510 369,562

2080 Court Technology Fund

Finance 20800 Court Technology 2080 Court Technology Fund

2080 Court Security Fund

Finance 20910 Court Security Fund 2090 Court Security Fund 2700 Greenways at Hilside Fund

Finance 27100 Greenways at Hillside Fun 2700 Greenways at Hillside Fun 2720 Brennan Boulevard Fund Finance 27200 Brennan Boulevard Fund 272O Brennan Boulevard Fund 2730 Colonies

Finance 27300 Colonies 2730 Colonies

1 ,914,385

2740 Tutbury Public lmprv District

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

Finance 27510 Point West PID 2750 Point West PID

r72

Gity of Amarillo

Summary of Expenditures by Activity Classification

DESCRIPTION

Actual

Budgeted

2013120',14

201412015

201512016

8,079 8,079

7,415 7,415

9,141 9,141

3,435 3,435

2,673 2,673

3,123 3,123

276 276

380 380

327 327

2760 Quail Creek Public lmprv District

Finance 27610 Quail Creek Public lmprov 2760 Quail Creek Public lmprov 277 0 Vineyards Publ ic lm prv District

Finance 27710 Vineyards PID 2770Vineyards PID 2780 Redstone Public lmprv District

Finance 27800 Redstone PID 2780 Redstone PID 3000 Debt Service Funds

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

1,363,311

1,700,700

3,447,844 4,811,155

3,601 ,129

5,301,829

1,700,700 3,608,370 5,309,070

2,131,338 751,486

2,192,671 1,737,469 2,609,825 8,980,448

2,169,219 1,530,620 2,607,098 8,613,097

645,342 145,494

609,152

260,782 2,397,440

673,964 2,157,905 600,208 193,880 382,110 404,208

652,069 69,506 766,049 2,367,779 792,705

5200 Water and Sewer System Fund

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

5,303,438 8,459,700

6300 Risk Management Fund

Finance 631 10 Self lnsurance General 631 15 Unemployment Claims

63120 Fire & Extended Coverage 631 25 Workers Compensation 63160 General Liability 631 70 Police Professional 631 85 Automobile Liability 63190 Auto Physical Damage 63195 City Property 6300 Risk Management Fund

3,300 188,229

-177,359 348,784 175

69,691

181 ,000

385,502 415,301

22,676

8,000

3,812,187

5,113,794

5,637,9'11

Finance 64100 Health Plan

22,176,554

64200 Dental Plan

1 ,018,643

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

19,643,s82 1,013,696 756,722 21,413,999

6400 Employee lnsurance Fund

707,235

64300 City Care Clinic 6400 Employee lnsurance Fund

23,902,431

L73

Gity of Amarillo

Summary of Expenditures by Activity Classification

DESCRIPTION 6500 Enployee Flexible Spending

Actual

Budgeted

201312014

201412015

Budgeted 201st2016

630,441 630,441

629,500 629,500

720,667 720,667

Finance 65100 Employee Flex Plan

6500 Employee Flexible Spnding

174

CITY OF AMARILLO RISK MANAGEMENT (1120) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS

The Risk Management Department is a support service to all City departments for the coordination and ihe administration of various claims generated from City operations. This includes workers' compensaiion, auto liability, general liability, and unemployment claims. This service also includes assistance with accident investigations, in-service safety training programs, administering safety programs and policies, and developing and revising safety programs as needed. Risk Management also assists the Finance Department in evaluating current insurance needs throughout the City. Existing policies are evaluated for coverage options and renewed as needed.

GOALS Risk Management seeks to carry out accurate and timely recordings of losses incurred from City operations, and reporting these losses to appropriate outside service agencies. The Department also seeks to assist all levels of management and employees to maintain safety programs and practices that will ensure the safe and effect¡ve completion of City services and reduce accidents and injuries. Risk Management will continue to seek the best possible coverages for insurance needs verses self-insurance. Risk Management will strive to maintain high standards of compliance with the State of Texas requirements by paying medical bills on time and accurately reporting information to the State.

OBJECTIVES

* * * * * t

Maintain accurate and informative claim files on City losses, monitor progress, and coordinate needed settlements. Utilize the City Safety Committee as a proactive tool in analyzing and addressing safety concerns of the City. Summarize and analyze accident history and losses for trends and effectively implement loss control measures. Analyze all departments' policies and functions to better utilize loss prevention techniques as an everyday departmental function. Analyze all insurance policies for effective coverages and policy terms. Work with the Safety Manger to implement and maintain momentum of new safety initiatives.

OPERATING STATISTICS/PERFORMANCE

Actual

MEASU RES

Estimated 2014115

Estimated

222

225

2,540 99Yo

2,500 99%

332 218

325 219

198 2,500 100% 300

2013t14

Workers' Compensation claims Medical bills paid Medical bill timely payment General, Auto Liability, and Auto Physical claims DOT Drug and alcohol testing

2015t16

215

ACCOMPLISHMENTS Risk Management has utilized accident statistics to identify trends of workers' compensation injuries to better tailor training needs within departments. The drug and alcohol testing program and other training programs for employees holding commercial drivers' licenses or in safety-sensitive positions continues to be effective. The back injury prevention-tra¡n¡ng program will continue, as it has proven to be a very good tool to reduce injuries. Software has streamlined Risk Management funct¡ons, provided more accessibilityto the data, and reduced the overall cost. Management continues to conduct in-service defensive driving courses foremployees required to drive City vehicles. This training also includes commercial-size City vehicles. Small deficiencies have been encountered in several insurance policies during evaluation. Risk Management has been testing candidates on their ability to complete the essential job dutiesforthejobtheyareapplying. Thepurposeofthisprogramistoreduceinjuriesbybetterfitiingthecandidates'physical abilities to the job. Risk Management has promoted the Smith System drivertraining to begin a behind{he-wheel safety-training program for bus drivers. Risk Management cont¡nues to administer and monitor the City's Driving Review Board that evaluates and renders decisions on City motor vehicle collisions and red light camera violations. Recent efforts have changed the makeup and improved efficiency of the review process. A new emphasis on Safety Management has occurred that will focus on acc¡dent and injury prevention. This new focus is being accomplished by dedicating the Safety Manager's time to evaluation of operations, job safety analysis and working closely with departments to train on specific safety hazards and then monitor results for outcomes and adjustthe program as needed. The safety footwear program continues to justify itself by keep¡ng our foot injuries and slip and fall injuries low. Risk Management continues to evaluate and improve this program to increase effectiveness. Risk Management has placed arcflash suits in positions exposed to medium and high voltage to comply with NFPA standards. Also, the City's uniforms for field employees have been evalualed to meet minimum NFPA standards for employees that are occasionally exposed to low voltage. Prescription

safetyeyewearhasbeenplacedinseveral

departmentsasapilotprogramandwill beevaluatedforeffectiveresults. Fittestingforfull

face respiraiors have been initiated for employees that must work in confined spaces. lmplementation of safe$ programs to create a sustainable program to improve safety and safety perception with the City. Ihe City's new Safety Management System has begun to have a large impact on safety activities and has resulted in a saferwork environment and reduced exposures to accidents and injuries.

175

City of Amarillo Risk Management

41 100 Salaries and Wages

41300 lncentive 41 820f Health I nsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 IO TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensati'on 42510 Car Allowance 42550 Communications Allowance 41000 Personal Services 51 110 Office Expense 51 115 Employee Recognition Pro 51200 Operating 51300 Clothing and Linen 51400 Photographic 51700 Education 51950 Minor Office Equipment 55100 Publications

245,388 600 28,587 67 3,697

602 27,295

28,907

600 32,098 67 3,732 15,956 28,399

6,1 96

6,254

195 1,198

1,210

2,701

9,000 2,400

2,400

334,321

342,0M

347,660

6,101

4,400

3,625 500 400

500

0 850 683

475 9,020 750 500

500 475 9,020

9,918

15,770

1,735

2,604 2,760

3,430 14,667 29,380 5,888

15,809

195

1,183

9,024

2,2'lO

51000 Supplies 61200 Postage 61400 Dues 61410 Tuition 62000 Professional

I,805

60000 Contractual Services 71 1 00 lnsurance and Bonds

74000 Printing and Binding 75100 Travel 75300 Meals and Lcìcal 70000 Other Charges ïEXPENSES Total Expenses

195 9,000

500

200

577

15,672 2,604 2,760

6,500

10,531

15,500

6,000 12,500

14,071 905 0 6,113 54

27,3æ

23,8U

1,118 2,100 10,553 250

1,449 1,500

7,028 250

7,072

14,021 399,199

10,227 397,423

365,381

Gity of Amarillo

Department Staffing Report

Department: Risk Management Personal Services

Number of

Employees Classification

Description

Total

Permanent Positions

1.00 ADM135 1.00 ADM610 1.00 cLR420 1.00 MGT610 1.00 PRF160

RISK MANAGEMENT DIRECTOR SAFETY MANAGER ADMINISTRATIVE ASSISTANT V CLAIMS ADMINISTRATOR SAFEW COORDINATOR

5.00

Total Permanent Positions

5.00

Total Department

347,660

t76

CITY OF AMARILLO MUNtCTPAL COURT (1305) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS

The role of the Municipal Court is to provide a fair, independent, and impartial forum for the adjudication of fine-only cases arising within the Amarillo City limits. These offenses include criminal, traffic and city ordinances. The Court provides all persons ihe right to a trial by judge or jury and follows the procedures set forth under Texas Law. ln addition to the above primary function, the Court is responsible for'the collection of fines, stale fees, and processing alternat¡ve methods of disposition, such as deferred adjudication, defensive driving, and other sanctions of the Court. This also includes processing, tracking, and collecting fees on allwarrants issued. The Court is responsible for maintaining permanent records of all cases and the dispositions of those cases according to State Law.

GOALS The goal of the Municipal Court is to efficiently process and administer all matters coming into and before the Municipal Court. The Municipal Court strives to promote a high level of public confidence and sense of fairness through efficient and courteous public service.

OBJECTIVES

* t t

Efficiently administer justice in a fair and impartial manner. Provide accurate, efficient, and courteous customer service for individuals interacting with the Court. Ensure that Court records are accurate, available, and properly retained. Utilize all possible resources to reduce cost and ensure defendants' compliance with judicial orders.

OPERATING STATISTICS/PERFORMANCE

MEASURES

New Cases Filed Dispositions Paid By Fines Compliance Dismissals Warrants lssued Online Service Transactions Cases Seen During Walk-ln Dockets Cases Set on Appearance Dockets and Trials

Actual 2013114

Estimated

2014t15

2015t16

60,096

58,430 34,958 17,866 29,457 9,526 r 7,508 28,868

59,015 35,308 18,223

37,849 17,173 28,279 8,838

21,646 29,005

32,766 10,479

17,662 28,724

ACCOMPLISHMENTS

The Amarillo Municipal Court embodies the principles of profèssionalism, accountability, efficiency, and effectiveness in its daily operations. The Court continues to collaborate with the Amarillo Police Department regarding serving warrants, electronicticketwriter management, and special warrant round up projects. The Court is actively promoting traffic safety through a variety of outreach projects and education opportunities and has increased its visibility through community presentations and community event participation. The Court has continued to implement e-services along with expanded front line services in an attempt to address and proactively offer better accessibility to the general public. The Court has instituted numerous ways for the public to both get information about the Court as well as pay their obligations without having to appear in person or having to attend any type of court hearing. ln most cases, the public is able to handle court business at the clerk window. During warrant round up, the Municipal Court mainwarrantwebsitepagehad56,504hitsandthewarrantlistreceivedlT2,436hits. lmprovementscontinuetobemadetotheentire Municipal Court portion of the website in an effort to meet the demand for online services and access¡bility. Citizens can access general court information, pay their violations, and sign up for DSC or deferred online. Online services have shown an increase of 41%fromthepreviousyear. Asaresultofofferingthoseonlineservices,appearancedocketsandtrialshavedecreased36%overthe past year. The Court continues to be accessible and available to the public and ultimately more user friendly.

I77

Gity of Amarillo Municipal Gourt

DESCRIPTION 4'l 100 Salaries and Wages

41300 lncentive 41620 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 4f 000 Personal Services 511'10 Office Expense 51200 Operating 51350 Chemical and Medical 51955 Furniture 55100 Publications 51000 Supplies 6'1200 Postage 61400 Dues 61410 Tuition 62000 Professional 63210 Armored Car Service 67320 Extermination

ACTUAL

Budgeted

FY2013

FY2014

FY2015

652,603

695,191

7 ,117

7,200 35,936

23,182

150,458 367 9,931

138,350 361

9,376

40,700 77,643 15,952 1,176 2,123

38,476 76,747 15,349

1,154 2,299

1,036,677 42,096 436 395

965,016 42,445 0 381

238

12,000 500

6,1 68

690,875 6,900

35,936 174,085 367 10,118

40,464 76,999 15,859

1,225 2,163 I,054,991 42,096 436 395 12,000 500

49,233

55,427

44,223 50 50

57,629

50,1 29 0 0

9,248

18,200

1,751

1,752

0 0

13,650 1,752 406

275

406

60000 Contractual Services 71 100 lnsurance and Bonds 71250 Paid Claims 75100 Travel 77100 Court Costs 78210 Cash Over/Short 78230 Loss on Bad Debt

55,597 9,322

77,987 9,921

122

9,662

10,040

12,000 14,400 267 208

70000 Other Charges TEXPENSES Total Expenses

28,681 1,098,526

36,918 1,207,009

9,834 -137

178

65,937 11,941

11,520 267 208 34,098 '1,210,454

City of Amarillo Department Staffing Report

Department: MunicipalCourt Personal Services Total

Number of

Employees Classification

Description

Permanent Positions

1.00 ADM111 1.00 ADM112 1.00 CLROB5 1 .00 cLRl 13 1.00 cLR130 4.00 cLR400 1.00 cLR405 1.00 cLR410 10.00 cLR415 1 .00 MGT117 22.00

Part-Time Positions 2.OO HRL111

MUNICIPAL COURT CLERK AND ADMINISTRATOR

DEPUry COURT CLERK & ASST. ADMINISTRATOR EXECUTIVE ADM IN ISTRATIVE ASS ISTANT

ARRAIGNMENT CLERK ADMINISTRATIVE SUPERVISOR ADMINISTRATIVE ASSISTANT I ADM INISTRATIVE ASSISTANT II ADMINISTRATIVE ASSISTANT I II ADMINISTRATIVE ASSISTANT IV OPERATIONS MANAGER Total Permanent Positions

3.00

DATA ENTRY OPERATOR HOURLY COLLECTIONS CLERK Total Part-Time Positions

25.00

Total Department

1.00 HRL145

1,054,991

L79

cltY OF

AMARILTO otEN 5ÞÀCÊS

' EtOlE53 opÞORTUXITIêS

l-80

CITY OF AMARILLO TEEN COURT (1310) FUNCTIONS, GOALS AND OBJECTIVES FUNCTION

Amarillo Teen Court is an alternative system of justice which offers young offenders an opportunity to make restitut¡on for their offenses through community service, thus avoiding fines and sentences handed down by the adult criminal justice system and keeping the offense off their record. By bringing them before a jury of their peers, which sentences them to community service and jury terms, this program seeks to deter teens from future unlawful practices. Teen Court provides direct experience in the judiciary system. Additionally, the community reciprocally benefits from those youths' involvement with their programs.

GOALS The goals of the Amarillo Teen Court are to hold juvenile offenders responsible for their behavior and to make them recognize that the consequences are a direct result of their actions. ln making juvenile offenders accountable and providing a positive experience in the judicial system, Teen Court hopes to fulfill the ultimate goal of reducing recidivism among teenage defendants. Through the redefining of the Coordinaior position to a Juvenile Services Coordinator, Amarillo Teen Court will take an active role in educating the public in the area of traffic laws and other Class C misdemeanor crimes and will partner with other services and agencies to serve the community.

OBJECTIVES

* * * * * *

To promote service in the community through the Teen Court program and to benefit the local community agencies. Establish positive relationships between the community and youth, which create greater understanding and communication. Allow defendants in Teen Court an opportunity to be sentenced by a jury of peers who are volunteers from local secondary schools and/or previous Teen Court defendants. Promote participation from the various government agencies in the Amarillo area. Provide education and information to the public. Community outreach through events located at the court or presentations given by the Juvenile Services Coordinator.

OPERATING STATISTICS/PERFORMANCE MEASURES Teens Referred to Teen Court Successfully Completed Teen Court Community Service Hours Completed Community Service $ Amount at Minimum Wage ($7.25) Teen Court Jury terms Completed

Estimated 2015t16

Actual 2013t14

Estimated 2014115

324

304

241

234

7062

238

6410 $46,473 586

6736 $48,836 606

$51,202 626

3'.14

% of Offenses Refened/Completed in Teen Court: Criminal

27%

23%

29o/o

Traffic

7Oo/o

67o/o

68%

ACCOMPLISHMENTS ln January 2014, Amarillo Teen Court began offering Teen Court courses. The courses were designed to educate juveniles in a variety of areas as well as assist with community service hours. Courses offered are Traffic Education, Alcohol Education, Theft Prevention, Curfew, and a monthly Education Seminar featuring topics and speakers from the community. ln 2014, nearly 200 juveniles attended the courses. Juveniles were provided information and materials on the various subjects and community members spoke to them about learning skills, job interviewing, college preparation, self esteem, bullying, finances and more. ln 2015, topics will include marijuana, addiction, human trafficking as well as learning skills, job interviewing, and college preparation. Amarillo Municipal Court and Amarillo Teen Court also devoted additional time and resources to community outreach and traffic safety. Efforts were recognized by the Texas Municipal Court Education Center with Amarillo Municipal Court being selected as a winner of the 2015 Traffic Safety Award. Amarillo participated in KidsFest, National Traffic Safety Awareness Month, National Teen Distracted Driving Awareness Month and Municipal Court Week. The Court provided information and materials to the public about traffic safety and gave away two booster seats to promote car seat sãfety. The Juvenile Services Coordinator visited two high schools and several civic organizations promoting Teen Court and traffic safety. Teen Court will host a distracted driving event in May at River Road and Randall High Schools. The Teen Court program will be expanding to ¡nclude a Teen Court Attorney program. High school students will apply to volunteer as a Teen Court Attorney. lf accepted, they will act as an attorney for the City and defendants in Teen Court. Amarillo Teen Court will host the annual Teen Court Association of Texas Conference in October 2015. Amarillo Teen Court has enjoyed partnerships with ASCO, Amarillo Area Young Lawyer's Association, Brown & Fortunato, and Pak-A-Sak to prov¡de volunteers and donat¡ons to the program.

181

City of Amarillo Teen Court

41 '100 Salaries and Wages

41620 Unscheduled 41 820T Health lnsuranbe 41900 Life 42010 Soc¡al Security - Medica 42020 Social Security - OASDI

32,277

33,6s1

33,865 0

5,233

6,826

7,849

46'l

17 491

421 15 OPEB Funding

755

42300 State Unemployment 42400 Workers Compensatíon

488 2,086 3,815 818 49

41000 Personal Services 51 110 Office Expense 51700 Education

M,677

47,830 1,530 510

49,012

51000 Supplies 61200 Postage 61400 Dues 62000 Professional

1,153 182 35 0

2,04O

564

60000 Gontractual Services 71 100 lnsurance and Bonds 75100 Travel 75200 Mileage

217 97 1,332 0

100

70000 Other Charges TEXPENSES Total Expenses

1,429

1,740

47,477

52,574

421 1O TMRS.

1,970

3,769

1,000 153

2,100 3,737

823 49

1,530

510

100

300

964

2BO

362

1,360

1,138 0 1,500 53,516

Gity of Amarillo

Department Staffing Report

Department: Teen Court Personal Services

Number of

Employees Glassification

Total

Description

Permanent Positions

1.00 cLR118

TEEN COURT/COMMUNIW SERVICE COORDINATOR

L00

TotalDepartment

49,012

r82

CITY OF AMARILLO DTRECTOR OF FTNANCE (131s) FUNCTIONS, GOALS, AND OBJECTIVES

FUNCTIONS

The Finance Division is responsible for the administration of the City's financial activities as described in Article V., Section 27 of lhe City Charter. The departments in the Finance Division are:Accounting, Central Stores, Municipal Court, Teen Court, Purchasing, Vital Statistics, Risk Managemeni, Benefits, and Utility Billing. Additional responsibilities include Cash Management, Bank Relations, Debt Management, Risk Management, Budgetary Coordination, and administrative functions for the Amarillo Firemen's Relief and Retirement Fund (AFRRF). The Finance Division also acts as fiscal agent for the Hanington Library Consortium, the Amarillo Chamber of Commerce, the Visitors Council, the Amarillo Potter Events Venue District, the Tax lncrement Reinvestment Zone#1, and the Amarillo Economic Development Corporation. The Finance Department, in conjunction with the Accounting Department, is also responsible for the accounting and financial reporting of the Amarillo Hospital District.

GOALS The Finance Division's goal is to promote and maintain excellence and efficiency in the accounting, budgeting, and reporting functions of the City. The Finance Division aims to preserve the safety and liquidity of City investments, while maximizing interest earnings, as well as to monitor the City's banking relationships to verify that the City is in compliance with all State regulations and to protect City assets. The Finance Division's goal in debt management ¡s to issue debt in such a fashion that both the citizens and bondholders are protected. The Finance Division administers the Amarillo Firemen's Relief and Retirement Fund to provide benefits for both fìrefighter retirees and current employees. As the accounting service provider to other entities, the Finance Division's goal is to maintain excellence in reporting and provide payroll needs for these entities. The Finance Division also strives to establish and maintain an effective system of organizational internal control.

OBJECTIVES

* * * * t *

Ensure protection of the City's financial assets and the assets of other entities. Successful implementation of the JD Edwards Financial System. Continue to strive for awards given by the Government Finance Officers Association (GFOA). Monitor bank collateral and verifr7 that the City is in compliance with State regulations and the City's investment policy. Ensure timely reports are available to City departments and outside users. Perform surprise cash counts, cash handling training, and payroll distributions to test departmental internal controls. Test internal controls with contractor audits, departmental audits, and departmental performânce auditing.

OPERATING STATISTICS/PERFORMANCE

MEASURES

Amarillo Firemen's Retirement Fund meeiings attended by Finance Staff Public Funds lnvestment Act Reporting Compliance Bonded debt ratings Departmental payroll and cash audits completed Contracto¡ audits completed lnternal control audlts completed Firemen's actuarial study completed

Actual

Estimated

2013t14

2014t15

2015t16

100% 100% AAA 100%

1O0olo

'1000/o

100% AAA 100%

100o/o

'18

15 18

10oo/o

100o/o

N/A

AAA 100%

ACCOMPLISHMENTS

The City of Amarillo has received the Certificate of Achievement for Excellence in Financial Reporting for the last 33 years. The Government Finance Officers Association of the United States and Canada awards this certificate to the governmental unit whose financial report is judged to conform substantially to the high standards for financial reporting established bythe Association. The City of Amarillo has received the Distinguished Budget Presentation Award for 23 years. The City has, at alltimes, been in compliance with the Public Funds lnvestment Act. Our stated objective ¡n 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 management policies and historically strong financial performance. lnJulyof20ll,StandardandPoor'sincreasedtheCityofAmarilloWateruorksandSewerSystemRevenue bond rating from AA+ to AAA. ln January 2014, Standard and Poor's issued the City of Amarillo Drainage Utility revenue bonds a MA

rating. AgaininAugust20lS,StandardandPoo/sissuedaAAAratingtotheCityofAmarilloWateruorksandSewerSystemrevenue refunding bonds.

183

City of Amarillo Finance

41 100 Salaries and Wages

41300 lncentive 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 42550 Communications Allowance

235,625

289,409

602 12

600 1,000

268,783 600 500

27,725

30,517

36,061

3,339 12,772

4,166

28,062 5,250 256

16,933

67 3,967 't6,082

32,571 6,637

30,190 6,303

244

622 3,16't

718 4,200

4,200

904

1,200

41000 Personal Services 51 110 Office Expense 5't 115 Employee Recognition Pro 51700 Education

318,392 7,095

388,262 6,300

368,881

551

750

500

51000 Supplies 61200 Postage 61300 Advertising 6'1400 Dues 61410 Tuition 62000 Professional 63100 Appraisal District Servi 69300 Leased Computer Software

7,710

10,090 76,214 412,397 12,506

7,550 1,620 5,500 2,565 3,600 63,803 430,042 12,000

7,550 620 5,500 2,565 5,500 66,283 427,896 13,000

60000 Gontractual Serv¡ces 71 I 00 lnsurance and Bonds 751 00 Travel 75200 Mileage 75300 Meals and Local

515,469

519,130

521,364

2,168

1,398

1,811

3,1 51

6,000

295 480

300

500

4,183 300 500

70000 Other Charges TEXPENSES Total Expenses

6,095 847,666

8,198 923,140

904,589

3BB

572

3,302

684

6,300

6,794

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 ADM IN ISTRATIVE ASS ISTANT I

ADMINISTRATIVE SPECIALIST I INTERNAL AUDITOR Total Permanent Positions

Part-Time Positions

1.00 HRL920

COLLEGE INTERN

5.00

TotalDepartment

368,BB1

r84

CITY OF AMARILLO ACCOUNTTNG (1320) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The function of the Accounting Department is to maintain a financial system that will accurately record all receipts and disbursements forthe City of Amarillo, provide timely reporting to individual departments, assist departments ¡n the preparation of theAnnual Budget, and in preparing the Comprehensive Annual Financial Report. The Accounting Department also carries out City policies pertaining to internal control of financial matters and auditing payments of vendors and contractors. ln add¡tion to performing the Accounting and Reporting funciions for the City of Amarillo, the Accounting Department provides accounting and reporting services for the Amarillo Economic Development Corporation, Amarillo Hospital District, Amarillo/Potter Events Venue District, Tax lncrement Reinvestment Zone 1, Amarillo Local Government Corporation, Amarillo Chamber of Commerce and the Harrington Library Consortium.

GOALS The goal of the Accounting Department is to provide accurate and timely financial information to the general public, City officials, and all City departments. The Department will continue to work with new software to take advantage of all it has to offer. The Department will also continue to work to increase the number of vendors paid through the ACH payment software. lmplementation of CCH Workpaper Manager software will aid in streamlining the annual audit and assist in preparing the annual CAFR as well as provide better interim financial reporting. The Department's goal is to use current and developing technology to enhance our budgeting and financial reporting. Th¡s new technology will integrate, within one financial package, the budget, purchasing, and accounting processes. The end result will provide a better flow of informat¡on across all levels within the organization. The Accounting Departmentwill stayup{o-dateonnewaccountingpronouncementsandtheireffectonfinancial reporting. lnthefiscal 20'15/16year, the Accounting Department will be looking into sofiware to issue paperless pay stubs and will be implementing processes to allow Hotel/Motel tax payments to be made over the internet. The Department is continually working on new processes and procedures to streamline productivity.

OBJECTIVES

* t

* *

Provide access to financial information ¡n a format that the end users desire and financial reports that are in conformitywith generally accepted accounting principles. Continue to review and reorganize the financial chart of accounts, to facilitate financial reporting to departments and outs¡de users of the City's financial information. Continue development of current and new software. Develop timelines to ensure a smooth transition from our existing processes to newer technologies.

OPERATING STATISTICS/PERFORMANCE MEASURES

Actual 2012t13

Estimated

Pool Checks issued

21,229

22,000

Vendor ACH Payments W-2's issued

4,757 2,727 742

4,900 2,800 750

108

1099's issued lndividual funds Reporting entities Procurement Card Transactions Procurement Card Rebate Quarterly lnterim Financial Statements 20 Days After Qtr End Single Audit Findings

28,122

2013114

$82,979 4

29,000 $92,000 4

Estimated 2014115 23,000 5,000 2,800

750 108

30,000 $100,000 4 0

ACCOMPLISHMENTS The Department is continuing to expand the utilization of on-line bank software including, but not limited to, vendor ACH and direct depos¡t and procurement card software. Collection efforts are continuing to increase related to outstanding weed liens. GASB Statement No. 60 "Accounting and Financial Reporting for Service Concession Arrangements," GASB Staiement No. 61 "The Financial Reporting Entity: Omnibus; an Amendment of GASB Statements No. 14 and 34," and GASB Statement No. 63 "Financial Reporting of Deferred Outflows of Resources, Deferred lnflows of Resources, and Net Position" were successfully implemented for fiscal year ending 9/30/14. These statements established guidance for accounting and financial report¡ng for service concession arrangements, modified existing requirements for the assessment of potential component un¡ts, and provided financial report¡ng guidance for deferred outflows of resources and deferred inflows of resources. Accounting also assisted in preparation of the GFOA Popular Annual Financial Report that has received an award from the GFOA for three years in a row.

r-85

City of Amarillo

Accounting

DESCRIPTION 41 100 Salaries and Wages

41300 lncentive 41620 Unscheduled 418201 Health lnsurance 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

ACTUAL

Budgeted

FY2013

FY2A14

FY2015 808,903 1,200

622,510

854,779

1,171 26

1,800 0

80,387 205

98,367

1 13,699

234

8,625 35,931

250 11,719 48,388

14,222

11,157 45,844 87,232 17,968

783 3,237

837

881

3,924

4,122 1,200

72,542

89,185 18,965

787

1,200

41000 Personal Services 51 110 Office Expense 51700 Education 51950 Minor Office Equipment 55't00 Publications

840,425

1,098,512

40,801

1,123,342 30,000

1,500

13,853

200

51000 Supplies 61200 Postage 61400 Dues 61410 Tuition 62000 Professional 63140 Audit Fee 63210 Armored Car Service 63350 Credit Card Fees 69300 Leased Computer Software

54,664 22,634 5,378 5,904 36,877

30,200

33,500 24,000 5,283 3,400

60000 Gontractual Services 71 1 00 lnsurance and Bonds 75100 Travel 75200 Mileage 75300 Meals and Local 78210 Cash Over/Short 78230 Loss on Bad Debt 70000 Other Charges TEXPENSES Total Expenses

22,500 6,533

7,400

128,725 1,751

145,850

135,850 1,752

1,752 0

-915 3,513 203,866 3,014 0

264 1

-78

3,750

187,535 3,634 4,500

174,035

3,312

8,484

1,102,267

1,349,561

186

3,500

100 150 100 0

110

32,000

6,1 59

3,765 100 150 100 0

10,274 1,316,321

City of Amarillo Department Staffing Report

Department: Accounting Personal Services Total

Number of

Employees Classification Permanent Positions 1.00 ADM120 1.00 ADM121 1.00 cLR120 1.00 cLRl21 1.00 cLR405 1.00 cLR410 1.00 cLR420 1.00 cLR500 1.00 PRF120 1.00 PRF125 1.00 PRF126

3.00 PRF128 1.00 PRFI 30 5.00

Description CITY AUDITOR ASSISTANT CITY AUDITOR ACCOUNTING ASSISTANT ACCOUNTS PAYABLE CLERK II ADMINISTRATIVE ASSISTANT I ADMINISTRATIVE ASSISTANT III ADMINISTRATIVE ASS ISTANT V COLLECTIONS CLERK I FINANCIAL ACCOUNTANT/GRANTS MANAGER ACCOUNTANT I ACCOUNTANT II ACCOUNTANT III BUDGET ANALYST I Total Permanent Positions I

Part-Time Positions

1.00 HRL145 3.00

COLLECTIONS CLERK COLLEGE INTERN ADMINISTRATIVE TECHNICIAN Total Part-Time Positions

18.00

Total Department

1.00 HRL92O 1.00 HRL941

1,098,512

L87

CIIY OF

AMARItto

188

CITY OF AMARILLO PURCHASTNG (1325) FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS

The Purchasing Department purchases goods, services, and equipment for all City departments and sells any City property that has been declared surplus. The Purchasing Department is also responsible for the bidding and contracting of both major and minor construction projects. These responsibilities are carried out in the manner set forth by Texas State Law, the City Charter and City Policy. The Purchasing Department insures fair and equilable treatment to all vendors w¡thout regârd to political pressure or discrimination on the basis of race, color, religion, national origin, handicap or sex. GOALS The first goal of the Purchasing Department is to ensure fair and equal access to all governmental procurements by any responsible vendor or contractor, and to conduct business activities in such a manner as to assure public confidence in the Purchasing Department. Purchasing strives to obta¡n the most value for each dollar spent, to purchase all materials and services of the correct quality and quantities from the proper sources, and to reach all responsible vendors who can furnish materials and services that meet specifications. Furnish to all City departments: supplies, equipment, and service at the best possible price. Work to enhance professionalism within the Department by seeing that every employee receives customer serv¡ce training and professional training

relatedtotheirjobduties. lmproveperceivedresponsivenessofthePurchasingDepartmenttoourcustomersandvendorsthroughthe Raisesafetyawarenessbydiscussingrelatedissuesatstaffmeetings. appl¡cat¡onofbettertwo-waycommunicationsandfollow-up. Provide basic JD Edwards training to each new end-user and each person that change to a position that requires a change of security

priortothemreceivingapassword. ProvidePurchasingPolicyandProceduretrainingtoeveryCityDivisionDirectorandDepartment HeadandSupervisorinvolvedinthepurchasingprocessonanannual basis. Provideprocurementcardtrain¡ngtoeverycardholderat the time of card renewal. Coniinue to work to gain efficiency in the Purchasing Department and decrease throughput time on routine purchases while maintaining a high level of due diligence. Protect the interests of taxpayers in expenditures.

OBJECTIVES

t * * t * * *

Ptan and follow good maintenance practices and help other departments plan for changes in their areas as their requirements change. Every employee of the Department should attend at least one customer service class and one professional development class in the coming year. Monthly staff meetings will be held to discuss ¡mprovements in the Department's performance from the point a requisition is submitted to the po¡nt the first action is taken on the requisition. The goal is to reduce the first action response time of 24 hours while enhancing the amount of due diligence on each item. Discussion of 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 compleied, with iwo goals in mind: maintain the current high level of income of approximately $650,000.00 per year and reduce City personnel involvement to a minimum. Assist Central Stores and the Public Safeiy Buyer's area in becoming true f¡eld offices of purchasing; able to perform all Purchasing functions on an as-needed basis. lnitiate State, Federal Contracts, lnter-local Agreements and Cooperative Purchasing Groups for additional items that could be obtained at a lower cost.

Actual

Estimated

2013t14

2014t15

Estimated 2015t16

Written bids processed Request for Proposals processed Annual contracts processed

296 20

300 20

177

180

Purchase Orders processed Percent spent locally Auction revenues Number of City issued credit cards Amount spent on credit cards Average amount per credit card iransaction Average number of days to have invoice pâ¡d after receipt

2315

2,400

OPERATING STATISTICS/PERFORMANCE

MEASURES

70o/o

2,400 70%

$6,453,665.62 s229.22

$650,000.00 610 $6,500,000.00 $235.00

$650,000.00 610 $7,000,000.00 $250.00

68.9% $685,576.99

603'

ACCOMPLISHMENTS The Purchasing Department has successfully reorganized to facilitate an increase in overall efficiency by delegating the responsibility for taking the bids on the micro purchases (up to $10,000) to lhe using departments. The Purchasing Department has also brought the level for council award to $50,000. These actions allowed the Depariment to allocate more resources to the higher value items. This has had the side effect of speeding up the throughput of Purchasing. The purchasing card program continues to be a tremendous time and paper saver.

189

City of Amarillo Purchasing

41100 and 41300 lncentive 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 42550 Communications Allowance

343,231 1,203 55,724 132

351,424 1,200 59,425 133

133

4,778

7,843

5,113 21,107 39,976 8,273

481

439

904 2,407

2,400

5,378 22,217 40,925 8,708 439 927 2,400

41000 Personal Services 51 1 10 Office Expense

475,889 20,782

490,372 20,055

524,115 20,055

51000 Supplies 61200 Postage 61300 Advertising 61400 Dues 61410 Tuition

20,782 10,170 12,365

20,055 10,812

20,055 12,812

12,850

15,850

2,139

4,267

306

4,267 2,000

60000 Contractual Services 71 1 00 Insurance and Bonds 75100 Travel 75300 Meals and Local

25,980 1,326 2,857

27,929 2,516 4,700

550

70000 Other Charges TEXPENSES Total Expenses

4,242

7,766

7,743

526,893

546,122

586,841

19,728 39,459

B82

369,667 1,200 72,12',1

34,929 3,261

3,932

City of Amarillo Department Staffing Report

Department: Purchasing Personal Services Total

Number of

Employees Classification

Description

Permanent Positions

1.00 ADM140 1.00 ADM141 1.00 cLR400 1.00 cLR415 1.00 cLR941 1.00 clRgs1 1.00 cLR952 1.00 cLR953 8.00

PURCHASING AGENT ASSISTANT PURCHASING AGENT AÐM INISTRATIVE ASS ISTANT I ADMINISTRATIVE ASSISTANT IV ADM IN ISTRATIVE TECHN ICIAN

BUYER II BUYER III BUYER IV Total Permanent Positions

Part-Time Positions

1.00 HRL111

DATA ENTRY OPERATOR HOURLY

9.00

TotalDepartment

524,115

190

CITY OF AMARILLO

VITAL STATISTICS DEPARTMENT (1 335) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS To ensure ihat every birth, death, and fetal death occurring in Amarillo is properly registered and to issue certified copies of birth and death records io qualified applicants. Gather, maintain, and make available to qualìfied agencies, statistical data relating to birth and

deathoccurrences. Practiceuniformobservanceofvital Bureau of Vital Statist¡cs.

statisticsrules,regulations,andstatutesasestablishedbytheStateofTexas

GOALS Goals of the Depariment of Vital Stat¡stics 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 ¡ts employees by providing excellent customer service. To attend AOP Seminar to get recertified to issue birth certificates.

OBJECTIVES Meet the State Bureau of Vital Statistics criteria (Timeliness of filing; Promotion of electronic filing;Training) to earn the Five StarVital Registration award.

OPERATING STATISTICS/PERFORMANCE MEASURES Registered Births Registered Deaths Birth and Death Records lssued

Actual 2013114

Estimated

4,762 2,546

3,950 2,800 15,000

13,220

2014t15

Estimated 2015t16 4,600

2,650 14,000

ACCOMPLISHMENTS

TheTexasElectronicRegistrariscurrentlyinuseforbothbirthanddeathregistration.

Currently,therearesixemployeesthatareAOP

Certified and can issue birth certificates. Rotating shelves have been purchased to maximize the amount of storage for Vital records.

191

City of Amarillo Vital Statistics

41 100 Salaries and Wages

41820T Health lnsurance 41900 Life 42010 Social Security - Med¡ca 42020 Social Security - OASDI 421 1O TMRS 421 15 OPEB Funding 42300 State Unemployment 42400 Workers Compensation

4l 000 Personal Services

20,824

22,167

22,166

8,051 17

8,431 17

't0,181

269

321

1,148

1,374 2,513

1,374 2,446

539 49 120

539 49 120 37,213 7,500 3,000

2,431 485 49 116

33,390 8,952

35,531 7,500 3,000

51000 Supplies 61200

8,952

10,500

10,500 2,530

60000 Contractual Services 71 100 lnst¡rance and Bonds 75100 Travel 77620 Data Processing - Other 78230 Loss on Bad Debt

1,964

2,530 280 1,000

2,530

136 0

6,213

7,200

4,200

366

8,480 57,040

5,399

51 110 Office Expense

51950 Minor Office Equipment

70000 Other Charges TEXPENSES Total Expenses

6,715 51,019

362 837

55,U2

Gity of Amarillo

Department Staffing Report

Department: VitalStatistics Personal Services

Number of

Employees Glassification

Total

Description

Permanent Positions

1.00 cLR075

DEPUTY REGISTRAR

1.00

Total Department

37,213

192

CIry OF AMARILLO HEALTH PLAN ADMTNTSTRATTON (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, vision and life insurance benefits.

OBJECTIVES

* * * *

Process medical and dental clean claims within 14 days of receipt with a 90% accuracy rate. lncrease direct deposit part¡cipation by 1O%. Continue to encourage employees to adopt healthy lifestyles by participation in the Live Healthy Wellness Program. Continue to educate employees about after-hour alternatives in order to reduce emergency room visits.

OPERATI NG STATISTICS/PERFORMANCE MEASURES

Actual 2013t14

Estimated

2014t15

Estimated 2015116

Claims processed and paid (including medical, dental & flex)

127,213

123,075

125,000

2'l

Average age in days for claims paid

SIGNIFICANT CHANGES For 201 5, the Health Plan Administration Department performed a deep analysis of the financial stability of the health plan. The City utilized the assistance of Holmes Murphy and Associates to perform this analysis. The main purpose for performing this analysis is due to the 10% annual increases in overall medical claims experience ihe City Health Plan has experienced over the last four years. Since 2013, the City has performed changes to control costs, such as deductible increase, out-of-pocketincrease, dependent eligibility audit, and prem¡ums increases. The measures taken so far have not produced the anticipated results in lowered claims experience. As a result of the analysis, it was decided to search for a third party administrator for the medical and dental plans. By moving in this direction, the City would receive a more robust network ouiside of Amarillo with deeper discounts. Furthermore, by using a national carrier, the potential to receive deeper discounts at any network provider favorable to the City. ln July 201 5, an RFP was issued for the third party administration of the medical, dental, and flex plans. Through the RFP process, Aetna Life lnsurance Company was awarded the contract. Plan ãdministration from Aetna will beg¡n on 11112016. The Health Plan Administration Department will continue to seek avenues to control the costs of medical services

for the employees and the City. Unfortunately, the increase in medical expenses is not isolated to Amarillo and many other municipalities are experiencing similar medical costs.

ACCOMPLISHMENTS Medical, dental and flexible spending claims are processed weekly and reimbursement checks are mailed weekly. Clean claims are processed within 20 days of receipt. The Plan is in compliance with all HIPAA privacy regulations and accepts claims electronically via an electronic clearinghouse. Direct deposit continues to be available for medical, dental and flex reimbursements. Claims that were adjudicated automatically are remain at approximately 38%. Generic drug utilization remains at B0%. The Live Healthy Wellness program was lmplemented in 2012 with premium reduction incentives for the next plan year. There were 292 employees who participated in the Wellness Program in 2014 and 123 of those saw a premium reduction in 2015. Currently, there are 237 employees participating, an 18%o decrease 2014. The Wellness Programs, wh¡ch began ¡n February 2015, continues to be successful and has seen attendance averaging 160 plus each month.

193

Gity of Amarillo Health Plan Administration

41 100 Salaries and

41620 Unscheduled 4182OT Health lnsurance 41900 Life 42010 Sgcial Security - Medica 42020 Social Security - OASDI 42110 TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42510 Car Allowance 41000 Personal Services 51 110 Office Expense 51000 Supplies 71 '100 lnsurance and Bonds 75300 Meals and Local 70000 Other Gharges TEXPENSES Total Ëxpenses

225,918 720 27,695

243,350 0 29,002

3,132

3,572 13,4ô8 27,928 5,279 268

12,512

26,628 5,033

275

72,520 0 341079 75

3,633 13,727

27,645 5,380

268

1,506 3,008

3,000

1,597 3,000

306,503

327,510

161,923

2,984 2,984 740

0 0

755 310,242

327,510

161,923

1,568

Gity of Amarillo

Department Staffing Report Department:

Health Plan Administration Personal Services Total

Number of

Employees Classification

Description

Permanent Positions 1.00 ADM620 1.00 cLR065 '1.00 cLR420 1.00 cLR602

HEALTH PLAN ADMINISTRATOR BENEFITS COORDINATOR I ADMINISTRATIVE ASSISTANT V BENEFITS COORDINATOR II

0.50 PRF600

U. R. NURSE

4.50

Total Permanent Positions

Part-Time Positions

1.00 HRL904

ADMINISTRATIVE ASS]STANT

5.50

Total Department

161,923

L94

CIry OF AMARILLO cENTRAL STORES (1345) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS

themostcommonlyusedoperationandrepairsuppliesforall City departments, as well as be¡ng an automotive parts room inventory of repair parts for city fleet vehicles. Responsibilities include the purchasing, receiving, issuing, and auditing of all stock ¡tems. Also included, is the purchase of emergency repair parts for city fleet vehicles. All purchasing and inventory transactions are conducted within the guidelines of State Law, City Charter, and current standard purchasing procedures. Central Stores is also responsible for all mail delivery for City departments.

TheCentral StoresDepartmentmaintainsawarehouseinventoryof

GOALS

The goal of the Central Stores Department ¡s to maintain stock inventory at a level that will adequately serve the needs of City departments without accumulating overstocks. Evaluate all new stock requests based on the cost of holding the item in inventory. Execute all transactions promptly and accurately so inventory records are current and accurate. Conduct all ¡nteraction with City Utilizetheon-lineinventorysystemto¡mprovetheaccuracyofall personnel andoutsidesupplierswithprofessionalismandcourtesy. Minim¡zecostswhilestressingthe¡mportanceofasafeworkenvironment inventorytransactionsandrecordsandmaximizeefficiency. and safe work practices.

OBJECTIVES

* * * * i

Maintain total inventory at an average level of $1,100,000.00. Continue to monitor emergency stock items so the total does not exceedTo/o of total inventory value.

Continue mon¡toring all costs and charges to eliminate duplicate procedures, and direct costs to the proper using

department.

Provide basic hazmat, forklift operations, and workplace safety training to all Central Stores personnel and provide

advanced training for all supervisory personnel. Conduct monthly safety meetings.

OPERATING STATISTICS/PERFORMANCE

Estimated 2014115

Estimated 2015116

$1,041,646.26 3,329 82,965,273.78

$1 ,100,000.00

$1 ,1 00,000.00

3,330 $3,000,000.00

3,330 $3,100,000.00

2.85%

Actual

MEASU RES

2013t14

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

2.87% 7.00%

2.89%

7.O0lo 9,923 8,437 $164.82 96%

10,000 8,600 $166.00

00 8,700 $169.00

97%

97o/"

7.00o/o 1 0,1

ACCOMPLISHMENTS

The Central Stores emergency stock items have remained at approximately 7.0o/o Íor fiscal year 2014115. 100% of Central Stores Warehouse employees have Defensive Driver's Training. Central Stores has maintained an average backorder time of 2 days. Citywide access to the warehouse MSDS's through the Hummingbird software program. Central Stores has maintained a better than 97o/o aveaÇe first-fill rate on tickets issued. Central Stores conducts a monthly safety meeting

l-95

Gity of Amarillo Central Stores

and Wages 41300 lncentive 41620 Unscheduled 4'l 820'l Health nsurance 41900 L¡fe 42010 Soc¡âl Securíty - Medica 42020 Sociai Security - OASDI 42110 TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation

217,986

41100

231,273 600 3,015 55,300

602 1,628 52,456

233,740 600 3,015 65,049

116

117

3,029 12,294 25,493 396 1,220

3,362 13,582 26,287 5,323 390 1,252

3,398 13,713 25,859 5,375 390 1,265

41000 Personal Services 51 1 10 Office Expense 51200 Operating 51250 Janitor 51300 Clothing and Linen 51350 Chemical and Medical 51850 Minor Tools

32O,111

340,501

3,521

4,600

511

500

352,521, 4,600 500

196

204 600 40

600 40

51000 Supplies 69210 Rental City Equipment

5,022

4,892

558 35 201

100

6,040

6,040 18,058

15,978

17,597

60000 Contractual Services 71100 lnsurance and Bonds 75100 Travel 75300 Meals and Local 78250 lnventory Over/Short

15,978 807 920

17,597 1,957

70000 Other Gharges 78255 lnventory Credit Card

-4,897 -5,565

78500 Program Expenses TEXPENSES Total Expenses

-5,565 330,649

2,268

147 -6.771

200

18,058 2,898 1,898

200

1,000

5,425

5,996 0

0 0

369,562

382,616

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 1.00 MGT170 7.00

INVENTORY CLERK STORE CLERK MESSENGER CENTRAL STORES MANAGER Total Permanent Pos¡tions

Part-Time Positions

1.00 HRL970

MESSENGER

8.00

TotalDepartment

352,521

196

City of Amarillo General Fund Transfers

41 500 PFP

983,256

2,307,000

41000 Personal Services 77610 lnformation

983,256 3,541,218

2,307,000 3,775,895

3,541,218

3,775,895 10,494 58,000

70000 Other Charges 92010 Other Grant Funds 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 92160 Trf To Emp lns 921 65 Centennial Celebration 92000 Operating Transfers TEXPENSES Total Expenses

3,468,350 3,468,350 13,575 55,577

33,697

715

1,2s0,000 1,200,000 2,182,627 34,846 219,131 7,737,551

200,000 1,200,000 1 ,611,201 242,000

1,200,000 1,787,146 385,000 0

0 11 ,203,429

0 0

9,996 12,704,018 16,172,368

0 0

14,490,327 19,014,801

L97

,811,067 220,100 0

11,471,807 17,554,702

tïY OF

AMARITLO 0re{ StÀC¡5

' EdoLE5l OPpoRfUÈrrlÊ5

198

LEISURE SERVICES BOARD:

¡ Library Advisory Board A.G.M. FINANC¡AL & LEISURE SERVICES

GIVIC

LIBRARY

CENTER

PROMOTIONS

OPERATIONS

ICE HOCKEY

FUNCTIONAL ACTIVITIES

199

City of Amarillo

Summary of Expenditures by Activity Glassification

DESCRIPTION

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

Actual

Budgeted

201312014

201412015

201512016

307,000 1,935,214 330,707

454,301

2,106,414

464,263 2,062,240

361,73ô 342,104 318,199 3,890,248

353,803 334,376 3,856,530

332,148 260,193 3,773,O72

200

382,645

CITY OF AMARILLO

AMARILLO CIVIC CENTER COMPLEX CIVIC CENTER - PANHANDLE TICKETS GLOBE-NEWS CENTER FOR THE PERFORMING ARTS (1 24'1, 1 243, 1245, 1 248, 1249) FUNCTIONS, GOALS, AND OBJECTIVES

FUNCTIONS Our mission ¡s to enrich our communiiy by hosting a variety of experiences while providing extraordinary customerservice in versatile, inviting facilities. Provide administration, operation, and marketing for the 410,000 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 prospective clients/users pertaining to their individual needs. Provide timely and accurate billing for services. Supervise and audit accounting procedures including, but not limited to, Box Office and Concessions. Maintain the facilities in top quality conditíon. Supervise and assist promoters in planning and execution of events to achieve maximum satisfaction for clients and patrons. Provided extraordinary customer service for all users. 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

* * * 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 attractive and inviting as possible in order to retain ex¡st¡ng 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 promot¡ng a wide var¡ety of events. Maintain a professional image through local, regional and national advertising.

OPERATING STATISTICS/PERFORMANCE

Actual

MEASURES

2013t14 1,626

Event days Event activity

1,281 603,276

Attendance

Estimated 2014115

Estimated

1,675 1,320 630,000

1,700 1,350 650,000

2015116

ACCOMPLISHMENTS The Amarillo Civic Center Complex continues to operate at capaclty during peak seasons and is busy during other periods. Patrons and promoters continue to share their approval of the facilities' performance and reputation. The Globe-News Centerwill celebrate its 1oth Anniversary this year and the variety of events in the facility continues to attract new audience 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 arena football's Amarillo Venom. The Civic Center is also home of the WRCA's World Championship Ranch Rodeo, celebrating its 2Oth Anniversary in November. Panhandletickets continues to grow, with outlets in seven area communities and an active website providing ticket sales to several area venues and atlractions. Major projects underway or recently completed include Heriiage Room carpet replacement, Auditorium seating replacement, installing newwater service to the Civic Center, replacing the roof on the North Concourse and renovat¡on of the Regency Kitchen.

20t

City of Amarillo

Civic Center Promotions

41 100 Salaries and Wages

142,665

69,1 67

170,573

41300 lncentive 41 8201 Health lnsurance 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

2,150 22,525

2,400 30,517

3,000 40,724 83

2,407

2,400

41000 Personal Services 51200 Operating 51300 Clothing and Linen 51400 Photographic 51850 Minor Tools 51950 Minor Office Equipment 51980 IT Hardware

201,620 10,435

242,530 15,000

254,677 12,000

2,210

2,000

620 0 1,742 0

1,000 0

74,938

51000 Supplies 61200 Postage 61300 Advertising 61400 Dues 61410 Tuition 63900 Event Development

15,007 530

92,938 3,500

7,348

14,568

1,467

68100R&M-Building

11,709 9,678

2,500 5,000 0 30,000

2,031 8,684 17,173 3,438

2,488 10,637 19,450

2,517 10,762 1

9,1 54

4,218

195

4,169 244

286

975

1,003

619 0

244

1,000

2,000 50,325 2,935 70,260 3,500 14,568

2,500 5,000 3'1,564

20,000

16,000

60000 Gontractual Services 71'100 lnsurance and Bonds 72000 Communication 74000 Printing and Binding 75100 Travel 75300 Meals and Local 77610 lnformation Technology -

31,351

71,568

882 0 496 8,485 1,104 16,023

1,118 0

93,132 1,449

70000 Other Charges 84200 Machinery General 84910 Other Equipment

26,990 7,225

47 ,26s 0 0

80000 Capital Outlay TEXPENSES Total Expenses

32,033 307,000

454,301

464,263

68300 R & M - lmprovements

3,120 20,000 2,000 21,026

24,808

1,500

3,120 16,732

2,000 21,392 46,194 0

Department Staffing Report Department:

Civic Center Promotions Personal Services Total

Number of

Emplolees . Classification

Description

Permanent Positions

1.00 ADM041 1.00 ADM042 1.00 cLR140

ASSISTANT CIVIC CENTER MANAGER CIVIC CENTER BUSINESS MANAGER

r.00 cLR400 1.00 TRD043

ADMINISTRATIVE ASSISTANT I BUILDING TECHNICIAN II

5.00

Total Permanent Positions

5.00

TotalDepartment

MARKETING ADMIN ISTRATOR

254,677

202

City of Amarillo Civic Center Operations

DESCRIPTION 41 100 Salaries and Wages

41300 lncentive 41620 Unscheduled 41820T Health lnsurance 4't900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 42I 1O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42550 Communications Allowance 41000 Personal Services 51 110 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

ACTUAL

Budgeted

FY2013

FY2014

FY20t5

671,904 16,744 212

665,244

669,790

16,800 0

156,'t 53

't66,809 384

16,800 0 200,742

403 9,553 40,849 80,750 16,'t96 1,347 37,346 3,610

16,574

384 9,956 42,569 75,765 16,684

1,121 37,067 3,600

37,079 3,600

I,890 42,287 77,322

1,035,067

1,037,097

9,240

9,500

7,165

7,564 25,040 4,000

27,114 3,236 3,88'l

48,022

1,781

1,121

1,074,489 9,500 7,564 25,040 4,000 0 48,273 100

100

463

400 84,899 480,ô90 94,259

385,953 72,301

754,474

650,221

90,1 50

423,295 72 301

51000 Supplies 614't0 Tuition 62000 Professional 63210 Armored Car Service

638,625 460 68,357

68100R&M-Building

10,890

400 97,091

66 10,800 14,000

'104,166

0 0

2,700

1,000

19,773

21,573

22,203

60000 Contractual Services 71 1 00 lnsurance and Bonds 77610 lnformation Technology 78210 Cash Over/Short

102,981

154,239 74,190 86,414

155,569 88,022 93,940

70000 Other Charges TEXPENSES Total Expenses

158,541

68300 R & M - lmprovements 68710 Auto Repair & Maint 69210 Rental City Equipment

1 04,1

3,501

BB,82B

69,992 -279 1,935,214

203

11,500 't4,000

160,604 2,106,414

l8l,962 2,062,240

City of Amarillo Department Staffing Report Department:

Civic Center Operations Personal Services Total

Number of

Employees Classification Permanent Positions 1.00 ADM040

Description

23.00

CIVIC CENTER MANAGER ADMINISTRATIVE ASSISTANT I I PRODUCTION MANAGER EVENTS SUPERVISOR EVENTS MANAGER BUILDING ATTENDANT I BUILDING ATTENDANT II BUILDING ATTENDANT III BUILDING TECHNICIAN II Total Permanent Positions

23.00

TotalDepartment

1.00 cLR405 1.00 MGT040 . 2.00 MGT900 1.00 MGT902 12.00 TRD040 2.00 TRD041 2.00 TRD042 1.00 TRD043

1,074,489

204

City of Amarillo Civic Center Sports

41 100 Salaries and Wages

41300 lncentive 41620 Unscheduled 41 82OT Health lnsurance 41900 Life 42010 Soc¡al Security - Medica 42020 Social Security - OASD¡ 421 10 TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation

53,575

55,780

53,819

1,291 39

't,200

1,200 0

15,583

16,355 33 826 3,533 6,460

7,849

97 4,889

33 798 3,411 6,071 ' 1,337 97 4,721

90,557 24,400

79,337 24,400

8,501 32 0

8,501 32 650

25,668 154,226

188,073

2,268

2,328

215,095 200 43,110 10,000

249,274

60000 Contractual Services 71 I 00 lnsurance and Bonds 77610 lnformation Technology -

72,989 626 2,215

53,310 559

53,310

2,215

725 0

70000 Other Gharges TEXPENSES Total Expenses

2,841 330,707

2,774 361,736

725 382,645

730 3,119

6,402 1,285 97 4,656

41000 Personal Services 51200 Operating 51250 Janitor 5'1800 Fuel & Oil 51850 Minor Tools 53100 Natural Gas 53150 Electricity 53200 Water and Sewer

5,087 21,883 134,952 2,035

51000 Supplies 61200 Postage 62000 Professional

168,068 0 72,291

1,385

86,809 137

3,974 0

68100R&M-Building

69"8

25,291

200

43,110 10,000

City 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

ASSISTANT PRODUCTION MANAGER)

2.00

EVENTS SUPERVISOR Total Permanent Pos¡tions

2.00

TotalDepartment

79,337

205

City of Amariflo Box Office Operations

41100 Salaries and Wages 41300 lncentive 41820-l 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

197,575

41000 Personal Services 51 1 10 Office Expense 51950 Minor Office Equipment

252,389 483

185,118 1,800

191,794

1,805

23,669

24,786

28,989

2,784

2,710

2,807

8,031

11,589 12,661

'12,003

2,714 548 935 1,200

2,751 563 968 1,200

244,111

255,415

0 8,000

4,900

13,073 2,586 600 1,008

1,203

51000 Supplies 61200 Postage 61300 Advertising 61400 Dues 62000 Professional

1,800

483 3,357 1,720

8,000

275 28,134

5,000 8,735

34,985

60000 Contractual Services 71100 lnsurance and Bonds 74000 Printing and Binding 77610 lnformation Technology -

40,061

933 12,373 25,909

70000 Other Charges TEXPENSES Total Expenses

39,215 332,148

12,491

4,900 5,000 8,735 275 28,134

42,144 3,634

42,14

16,550

27,665

29,360

47,849 342,104

51,344 353,803

5,434

City of Amarillo Department Staffing Report Department:

Box Office Operations Personal Services Total

Number of

Employees Glassification Permanent Positions 1.00 McT041 2.00 McT270 3.00

Description BOX OFFICE MANAGER ASSISTANT BOX OFFICE MANAGER Total Permanent Posit¡ons

Part-Time Positions

9.00 HRL040

CIVIC CENTER BOX OFFICE CLERK I

12.00

TotalDepartment

255,415

206

Gity of Amarillo Globe News Center

41 '100 Salaries and Wages

46,954

63,875

41300 lncentive 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

1,057 11,722 35

1,800

22,086

23,548 50

664 2,837 5,610

952 4,072 7,445

1,11',!

1,596

139

3,705

146 5,149

41000 Personal Services 51200 Operating 51250 Janitor 5'1300 Clothing and L¡nen 5'1850 Minor Tools 51950 Minor Office Equipment 53100 Naiural Gas 53150 Electricity 53200 Water and Sewer

73,834

1 o7,171

1,835

5,400 6,500

51000 Supplies 62000 Professional

3,959 -12 450

62,236

929 3,970 7,066 1,556 146 5,020 106,322 5,400 6,500 0

2,213 21,945

0 0 0

25,283

19,915

87,624

91,531

108,447

8,842

8,922

I 209

126,854

137,636 25,724 8,000

149,471 25,724 8,000

'19,71 5

0 0

68100R&M-Building

2,591

60000 Contractual Services 71 100 lnsurance and Bonds 77610 lnformation Technology -

22,306 29,510 7.689

33,724 32,288 7,380

33,724 37,353 7,505

70000 Other Charges TEXPENSES Total Expenses

37,199 260,193

39,668 318,199

44,858 334,376

City of Amarillo Department Staffi n g RePort

Department: Globe News Center Personal Services Total

Number of

Employees Classification

Description

Permanent Positions

3.00

ASSISTANT PRODUCTION MANAGER BUILDING ATTENDANT I Total Permanent Positions

3.00

TotalDepartment

1.00 MGT045 2.00 TRD040

106,322

207

crtY oF

AMARILLO

208

CITY OF AMARILLO LTBRARY (1260) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The mission of the Amarillo Public Library is to enhance knowledge, empower individuals, and enrich our community. The Library offers

varied programs which link people and resources, provides opportunities for individual selÊdevelopment, supplements formal educational programs, inspires civic engagemenl, and facilitates cultural activities. lt is the Library's responsibility to serve the entire community rather than a specific clientele. ïhe acquisition of materials to support lifelong learning; leisure reading, listening and viewing; cultural pursuits; and historical research is a basic requirement for library services.

GOALS

ïhe Amarillo Public Library's goals are to provide information services for area citizens and to develop, make available, and promote the use of relevant collections and programs by providing current and class¡c high quality resources. The Library strives to identiñ7 and address the information needs of Amarillo citizens through cooperative efforts with oiher community agencies, institutions, and programs. ïhe Library continues to protect intellectual freedom for the community and to communicate the Library's responsibility to make information available representing different views, ideologies, and perspectives. The Library strives to preseni a positive, progressive image to the community

OBJECTIVES

* * * t t * * * * * * t

Collaborate with other local agencies and ¡nst¡tutions in providing information and services relevant to the community. Continue participation and cooperation with area libraries in resource shar¡ng. lncrease commun¡ty outreach efforts to promote library services, particularly Spanish language materials and resources related to workforce development. Expand upon the successful hands-on technology training program offered to the public by providing guided instruction on job hunting and resume-writing available through the JobNow online resource. Make available to other City departments the computer classroom and videoconferencing equipment located in the HLC Technology Center at the Downtown Library for the purpose of participating in remote meetings or training. Select material for content based on best available format, including electronic formats. With funding support from the Library's Friends organization, perpetuate APL's public awareness campaign with the aim of increasing the community's awareness of library programs and services. Continue coordination of programming and promotional endeavors among all library outlets. Continue providing counseling services through The Benefit Bank at Downtown Library and at three of the four branches in the library system. Continue to promote the wireless lniernet access available at all five library locations. Expand upon successful programs such as ESL and Citizenship classes and Adult Literacy Tutoring to assist disenfranchised residents in integrating themselves more fully into the community. lncrease the community's access to its public library through mobile applications and social media.

OPERATING STATISTICS/PERFORMANCE

MEASURES

Actual

2013t14 Total Library Visits Total lnternet Computer and WlFl Log-lns Total Library Website Hits

1,438,173 102,389 625,398

Estimated 2014115

Estimated

1,428,354 100,313 359,099

1,440,573

2015t16

105,641

659,129

ACCOMPLISÉMENTS The Amarillo Public Library circulated over 1 .5 million items, provided over 100,000 lnternet access sessions, and welcomed over 1 .4 million visitors. Through Amarillo Public Library's membership in ihe Harrington Library Consortium (HLC), the library was able to continue offering to its patrons access to well-received services such as World Book Online, OverDrive, Tumblebooks, Cypress Resume, and ChiltonLibrary.com without requesting any additional funds; additionally, APL supplemented these resources with other online tools such as Mango Languages, ConsumerReports.org, Ancestry.com, World Vital Records, JobNow, and the Automotive Repair Reference Center. The Library continued to expand its collection of e-books and downloadable audio books through 3M and Overdrive. ln keeping with the ongoing objective to collaborate with other local organizations in providing information and services relevant to the community, the library continued its partnerships w¡th Amar¡llo College, lhe Amarillo Globe News, and the Fr¡ends of the Amarillo Public Library to present "AMARILLO READS," an award-winning city-wide reading initiative with events scheduled throughout the year, highlighting a number of different books. Additional partners for AMARILLO READS in 2014-15 included Amarillo Opera, Amarillo Symphony, WTAMU, the High Plains Food Bank, Coffee Memorial Blood Center, Panhandle-Plains Historical Museum, Catholic Diocese of Amarillo, Texas Historical Commission, ïexas A&M AgriLife Extension Office, Panhandle PBS, the Potter County Sheriffls Office, and the following COA departments: Parks and Recreation and AFD. Ihe Library experienced continued success with its pop culture convention (AMA-CON), held in July 2014, with over 3,500 in altendance. APL's English as a Second Language (ESL) and Ciiizenship programs expanded in 2014-15 to include a second-level ESL class for more advanced students and a basic ESL class at the East Branch, with a further expansion to North Branch planned for the following year.

209

Gity of Amarillo

Library

DESCRIPTION

ACTUAL

Budgeted

FY2013

ÊY2Af4

FY2015

1,987,867 29,400

1,898,095 27,000

41 100 Salaries and Wages 41300 lncentive 4'1620 Unscheduled 41B2OT Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421,I0 TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation

1,837,286 30,026 79,348 362,993 939 26,712 100,999 227,093 41,820 3,727 1,696

1,906

215,537 42,800 3,815 1,837

41000 Personal Services 51110 Office Expense 51200 Operating 5'1350 Chemical and Medical 51950 Minor Office Equipment 51980 lT Hardware 53100 Natural Gas 53'150 Electricity 53200 Water and Sewer 55210 Library Books 55230 Library Periodicals 55240 Library Book Rental 55250 Library Non-Print 55260 Bookfilm Repair

2,712,639 54,210

2,934,324 57,150

2,816,712 57,150

253

0 100 0

5,000 35,788 148,690 11,373 305,400 104,500

28,730 139,757 11,308 305,400 104,500

0 I 14,900

0 1'14,900

9,000

51000 Supplies 61200 Postage 61300 Advertising 61400 Dues 61410 Tuition 62000 Professional 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

807,138

791,901

12,292 0

10,360 9,200 1,700 3,000

770,845 10,360 5,000 1,700 3,000 8,032 3,504 20,000

1,150

60000 Contractual Services 71 100 lnsurance and Bonds 75100 Travel 75200 Mileage 75300 Meals and Local 77620Data Processing - Other 78100 Contingencies 78210 Cash OveriShort 78230 Loss on Bad Debt

120,699 55,384 3,744 3,359 378 59,889

14/',379 49,982 3,000 3,900

394,615

489,140 966 28,322

966

29,250 113,384 228,694 44,439 3,803

'100

11,683 0

30,340 132,790 11,',t01

317,710 115,302 9,397 1't5,163 9,088

936

323

0 3,501

3,504 20,000

13,926 1,320 575 81,600 95

4,980

109,201

1,500

2,500 83,232 2,500 5,733

2,500 91,800 2,500 5,879 1,250 157,025 60,276

2,510 3,900

1,850

61,000

65,000

-313 0

-313 225

70000 Other Charges 84910 Other Equipment

122,&1

119,644

133,448

I 0,1 55

80000 Capital Outlay 901 90 Payroll Reimbursements

10,155

0 0

90000 lnter Reimbursements TEXPENSES Total Expenses

3,773,072

3,890,248

210

-21,500 -21, 500 3,856, 530

City of Amarillo Department Staffing Report

Department: Library Personal

Services Total

Number of

Employees Classification

Description

Permanent Positions

0.90 ADM030 1.00 ADM031 19.00 cLR400 2.00 cLR410 1.00 cLR950 3.00 PRF030 4.00 PRF031 7.00 PRF032 1.00 PRF033 18.00 PRF034 56.90

DIRECTOR OF LIBRARY SERVICES

ASSISTANT DIRECTOR OF LIBRARY SERVICES ADMINISTRATIVE ASSISTANT I ADMIN ISTRATIVE ASS ISTANT II I BUYER I LIBRARIAN I LIBRARIAN II LIBRARIAN III COORDINATOR OF PUBLIC RELATIONS & PROGRAMMING LIBRARY ASSISTANT Total Permanent Positions

Part-Time Positions

2.00 HRL032 18.00 HRL904

ADM IN ISTRATIVE ASSISTANT

20.00

Total Part-Time Positions

76.90

Total Department

LIBRARY MESSENGER

2,916,712

2LT

crïY oF

AMARItLO"

2L2

PARKS AND RECREATION DIVISION A.C.M. FINANCIAL & LEISURE

BOARDS:

¡ Parks and Recreation Commission

SERV|CES

DIRECTOR OF PARKS & RECREATION

ASSISTANT DIRECTOR OF PARKS & RECREATION

RECREATION

PARKS

zoo

PLANNING AND DESIGN

ROSS,

ATHLETICS

ROGERS GOLF

COMPLEX

COMANCHE

SwlMMING

SOFTBALL

POOLS

TRAIL GOLF GOMPLEX

TENNIS CENTER

VOLLEYBALL

SUMMER BASKETBALL

REGREATION

PROGRAM

FUNCTIONAL ACTIVITIES

213

Gity of Amarillo

Summary of Expenditures by Activity Classification

DESCRIPTION

Budgeted Actual 201312014 201412015

201512016

2,103,440 1,257,648

2,269,407 1,460,540

Budgeted

Parks 1&11 Ross Rogers

l812 Comanche Trail 1820 Parks & Rec Administration 1830 Tennis Center 1840 Swimming Pools 1850 Parks & Recreation Program 1861 Park Maintenance 1862Zoo Maintenance 1863 Zoo School Education Program 1 870 Athletic Administration 1871 Softball Program 1 872 Basketball Program 1873 Track Program 1 874 Volleyball Program 1875 Flag Football Program 1876 Baseball

414,444

104,793 438,767

424,939 6,321,989

422,404 19,297 160;449

.1,436,195

513,309 100,040 486,144 566,007 6,884,515 428,538

530,351

99,063 480,420 567,157 6,988,'168

484,500

5,932 6,700 99,606 0

168,646 201,106 9,302 5¡378 119,470 6,640

158,557 206,920 13,567

1,000

1,560

195,g0B

2t4

2,375,595

5,725 114,503 6,646

CITYOFAMARILLO ROSS ROGERS GOLF COURSE (1811) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS Ross Rogers Golf Course provides the finest service and playing conditions at affordable prices to the golfing public of Amarillo. The Golf Course contínues to upgrade and maintain course conditions at e high standard. Ross Rogers also maintains a full service golf shop and promotes the game of golf. The Course enforces the rules of golf, the rules of play and etiquette as set forth by City Ordinance 5583.

GOALS To continue to improve playing conditions at Ross Rogers Golf Complex so that the public will continue to enjoy playing golf on the

City'sgolfcourses. Offerthemostcompleteandprofessional

servicepossiblewhilemaintainingaproperatmosþhereforthegameto

be enjoyed by all. Become more knowledgeable in all areas of golf course maintenance, management, course design, and construction by attending Professional Golf Association (PGA), United States Golf Association (USGA) and Golf Course Superintendents Association (GCSA) seminars and workshops. Ensure that Ross Rogers Golf Complex remains among the best organized, managed, and conditioned municipal golf courses in Texas and the USA. Maintain green fees that are affordable to the public, but reflect the financial commitment of the city to its golf program while considering the local market. ln order tÓ promote the game of golf in Amarillo, continue Junior Clinics and Lad¡es Clinics, give lessons, host civic and charitable tournaments, project the proper professional image, work with the news media, and be accessible to the public.

OBJECTIVES

* * * * * * * * *

To promote the game of golf in Amarillo. To maintain a proper atmosphere for the game to be enjoyed by all. Continue to create a friendly, fun, and courteous environment for golfers. Continue marketing campaign for the facility with creative ideas to increase participation. Continue to improve playing conditions. Continue to provide a safe and accident-free work environment for all employees. Have staff attend seminars and workshops ãnd shive to educate all employees in the management of the golf facility. Work to educate golfers' knowledge on golf course etiquette and care. Continue bi-annual aeralion, verticutting, and seed¡ng of all greens, tees, fairways, surrounds and irrigated rough on

WildHorse. lmplementandexecuteamorefrequentTopDressingProgramongreensthroughoutthesummerandcontinue aggressive weed control program. Stop tree root encroachment problems on various WildHorse greens. Plant Pampas grasses in new locations, and continue other landscape ánd Xeriscape projects throughout the property to aesthetically enhance our facility. Top dress all sunken ditch lines and pot holes with sand and seed to level out all playing surfaces. Get Mustang restroom installed and operating. Grind stumps from trees that have been removed. lmplement a tree replanting program. Trim 150 trees per year and remove the dead trees from the property and replace chain link fence with wood privacy fence. Paint maintenancê barn and Mustang restroom. Redrain/Repair WildHorse bunkers and add proper amount of sand. Have Junior Clinics and Ladies Clinics, give lessons, host civic and charitable tournaments, project the proper professional image, work with the news media, and be accessible to thepublic. Marshall more effectively to promote a more enjoyable golfing experience. lmprove traffic control system to minimize wear patterns.

OPERATING STATISTICS/PERFORMANCE

MEASURES

Attendance: Green Fee Rounds Permit Rounds Total Avg. DailyAttendance

Actual

Estimated

2013t14

2014t15

2015t16

34,136 16.597 50,733 139

34,036 50,493

36,500 16.7q0 53,250

139

147

'16.457

ACCOMPLISHMENTS Ross Rogers hosts numerous charity and fundraising events each year, which allows local civic and charity groups the opportunity to raise money for their local civ¡c projects. ln the past five years in which we have been tracking the funds raised annually by these groups, over $2,319,661.28 has been raised at Ross Rogers alone and approx¡mately $464,050.00 this year. Tournaments are a large

roundsannually. RossRogerswonbest port¡onofthecitiesrevenueannually; however,touÍnamentsaccountforlessthan'l2%"ofall golf course in Amarillo and became a member of the Elest of Amarillo Hall of Fame. Mustang was also voted #3 economy course in the state by Dallas Morning News. Ross Rogers. continued efforts to conserve water and util¡ze resources to the best of our ability. Executed the aerification of fainivays, tees, roughs, and greens and reached our goal of 25% displacement on the greens and tees. Ran 2 new potable water lines and lnstalled 2 new water fountâins on the Mustang Course. Adjusted mow patterns of the nat¡ve to .make it more player-friendly. Executed Agronomy Plan to the best of our ability based on weather conditions and environmental factors. Made repairs and upgrades to the deli area in the clubhouse. Updated the security system and fire alarm panels. Reconcreted the main walkway at the entrance

2L5

Gity of Amarillo Ross Rogers

534,728 1,920 25,655

4'l 100 Salaries and Wages 41300 lncentive 41620 Unscheduled 41 B20T Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 10 TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42510 Car Allowance 42550 Communications Allowance

489,631 1,986

1,200

'1,200

41000 Personal Services 51 110 Office Expense 5l 115 Employee Recognition Pro 51200 Operating 51250 Janitor 51300 Clothing and Linen 51350 Chemicaland Medical 51450 Botany & Agrigulture

719,263 4,030

809,759

820,923

4,750

0 18,700

750 18,700 6,750

514548&A-Trees 51800 Fuel & Oil 51850 MinorTools 52050 Auto Parts 52050LABOR Auto Parts Labor 52120 Tires and Tubes Other 53100 Natural Gas 53150 Electricity 53200 Water and Sewer 51000 Supplies 61300 Advertising 61355 Golf Tee Time Booking Fe 61400 Dues 61410 Tuition 62000 Professional 63220 Security Service Contra 67320 Extermination

68100R&M-Building 68300 R & M - lmprovements

68400R&M-lrrigation ô8610 Office Equipment 68640 Machinery 68680 Other Equipment 68900 Repair & Maint Other 69100 Rental Land & Buildings 69210 Rental City Equipment 69220 Rental Other Equipment 60000 Gontractual Services 71100 lnsurance and Bonds 74000 Printing and Binding 75100 Travel 70000 Other Charges TEXPENSES Total Expenses

19,584 99,170 245 7,161 24,556 48,775

119,451

267

7,873 27,924 58,752

9,794

10,945

1,31ô

1,281 13,417

12;105 3,738 1,203

6,345

20,312

6,750 2,200 200

162,759

159,316

10,500

39,973

40,821

6,295 557

'7,843

7,900

287 650

1,000 0

300 11,612 124,780

9,019 117,038 411,328

516 734

905,563

780,090 1,623 0

15,000 0

1,739

2,400

1,500

189,873 737 600 4,397 7,190 30,442

200,000

500 25,000

7,308

276

2,250 2,400 1,500 200,000

13,409 2,375,595

16,976 2,269,407

2,103,40

778,019 12,000

2,250

1 I ,159

121 347

0 300 8,629 115,542 411,328

653,488 15,093 0 1,883

646,865

596,780 6,840

159,316 10,500 30,154 7,900 1,000

282

0 329,797 6,636

7106

2,200 200

600 10,500 19,000 18,156 50s 25,000 1,500 16,000 0 337,159 6,636

1,500 16,000

1,410 315,621

55,818 10,592 1,306 14,889 3,736

282

18,'150

8,461

7,728 27,025

600 10,500 1S,000

26,565 978

,682 1,560 25,655 143,465 267

Gity of Amarillo

Department Staffing Report

Department: Ross Rogers Personal Services Total

Number of

Employees Classification Permanent Positions 1.00 ADM900

3.00 TRD430 6.00 TRD431 2.00 TRD436 2.00 TRD440 1.00 TRD910 1.00 TRD975 16.00

Description 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 I CREW LEADER UTILITY WORKER Total Part-Time Positions

29.00

TotalDepartment

820,923

217

ARI

op¡il s¡atEç

"tr0rËsr

218

tto

ópÞ0¡lùürilÈ5

.CITY

OF AMARILLO

CoMANCHE TRA|L GOLF COURSE (18r2) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS

PromotethegameofgolfintheCityof Providethefinestcustomerserv¡ceandplayingconditionswhilemaintain¡ngaffordableprices. Amarillo, for the citizens and visitors of Amarillo, while managing a full service golf shop. Enforce the rules of play and etiquette set forth by City Ordinance 5583.

GOALS Promote the game of golf by continuing to host golf cl¡nics, lessons, charity, and civic and corporate tournaments to promote the

facility. Maintain all prices at an affordable level for the citizens but also be competitive with other area facilities. Work diligently to maintain and improve the playing conditions of the golf courses so the public may enjoy playing golf at the City's municipal facilities. Continue looking into a total renovation of the Tomahawk Course in the years to come, to bring an upgrade to the course that the public expects. Promote a professional image for the City of Amarillo while managing a full service facility. Service the citizens of Amarillo with a professional, well-organized staff, placing heavy emphasis on customer relations. Work with the local media to cont¡nue to promote the facility in the community. Continue to educate the professional and maintenance staff by attending seminars held by the Professional Golfers Association (PGA), the United States Golf Association (USGA), and the Golf Course Superintendents Association of America (GCSAA).

OBJECTIVES

* * * * * * * * * t t t

* * * * * t * *

Continue marketing campaign efforts for the facility with creative ideas to promote golf in Amarillo and increase participation. Continue to improve the areas 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 ¡mprove water conservation efforts. Replace bathroom on #13 on the Tomahawk Course. Replace 6 seasonal staff with 1 full time position. Replace aging sewer pipes in cart barn at clubhouse. Work to replace bridge decking on the Arrowhead Course as they are beginning to decay. 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 in the management of the golf facility. Professionally manage the operation of the 36-hole facility with maximum productivity of the staff. Start plans for rebuild of the Tomahawk Course. lnstall hitting stations on the driving range for gff-season 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 diseases that affect the turf. Continue with aggressive agronomical practices to maintain greens of the highest quality. Continue using the golf cart traffic control system implemented a few years ago.

OPERATING STATISTICS/PERFORMANCE

MEASURES

Attendance: Green Fee Rounds Membership Rounds Total Avg. Daily attendance Avg. Monthly Revenues

Actual

Estimated

2013t14

2014t15

Estimated 2015116

26,827

30,000 12.000 42,000 115 $55,000

32,000 13.000 45,000 124 $58,000

12.562 39,389 108 $51 087

ACCOMPLISHMENTS Comanche Trail Golf Complex has continued to improve many areas of the playing turf for the golfing public. Since the switch from 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 Complex Arrowhead Course has been voted in the top ten môst economic courses in the State of Texas by the Dallas Morning News the last eight years with a #1 ranking in 2008 & 2009. lmproved the practice range teeing area with an aggressive over seeding program coupled with daily moving of the hitting stations. lmproving the playability of the greens with more frequent light topdressings of sand and more verticutting. Replaced the old irrigation controllers on the Anowhead Course. Replaced the old drinking fountains on the Arrowhead Course. Replaced two lake aerators on the Arrowhead Course. lnstalled folding doors in the deli area to create more storage area. Continues to promote safety throughout the facility with all staff members. Comanche Trail Golf Complex has hosted numerous outside charity events to help raise hundreds of thousands of dollars for our locally supported charities, including a successful year of major golf event including a senior partnership, an open championship, junior golf championship, and the very popular men's partnership in August. The City's major events concluded with the Tournament of Champions, which has become a very popular event for the elite players of Amarillo along with all the golfers and spectators in the city.

2L9

City of Amarillo Comanche Trail

4'l 100 Salaries and Wages 41 300 lncentive

41620 Unscheduled 41820T Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Soc¡al SecuriÇ - OASDI 42,I10 TMRS 42115 OPÉB Funding 42300 State Unemployment 42400 Workers Compensation 42510 Car Allowance 42550 Communications Allowance 41000 Personal Services 511 10 Office Expense 51115 Employee Recognition Pro 51200 Operating 51250 Janitor 51300 Clothing and Linen 51350 Chemical and Medical 51450 Botany & Agrigulture 51800 Fuel & Oil 51850 M¡nor Tools 52050 Auto Parts 52050LABOR Auto Parts Labor 52120 Tires and Tubes Other 53100 Natural Gas 53150 Electricity 53200 Water and Sewer 51000 Supplies 61300 Advertising 61355 Golf Tee Time Booking Fe 61400 Dues 614'10 Tuition 62000 Professional 63220 Security Service Contra 67320 Extermination

68100R&M-Building 68300 R & M - lmprovements

68400R&M-lrrigation 68640 Machinery 68650 Shop Equipment 68680 Other Equipment 68710 Auto Repair & Maint 68720 Auto Accident Repair 69100 Rental Land & Buildings 69210 Rental City Equipment 69220 Rental Other Equipment 60000 Contractual Services 71 100 lnsurance and Bonds

75100 Travel 70000 Other Gharges TEXPENSES Total Expenses

AçTUAL

Budgéted

Budgeted

FY20t3

,FY2014

FV20{ã

'4, :

477,715

423,593 3,728 25,655 91,606 230 6,367 25,077

3,720

3,480

26,500

107,903

116,808

10,086 1,069 1ô,551 5,000

9,954 870 14,837

5,014 2,407 658,988 1,115

-..

484,468

26,500 234 7,053 25,734 50,345

49,651

234 7,312

25,837 45,986 10,126 1,156

22,439 5,000

2,400

734,309 4,400

751,746 4,000

750

2,906 5,016 830 54 72,429 22,331 10,462

5,000 4,200 2,000 200 120,000 22,717

4,500

10,000 1,500 500

155

538 2,396 8,864 62,406 36,600

500 '10,269

72,556 39,821

5,000 1,500 200 120,000

7,823 10,000 500 750 1,500

8,468 90,750 37,742

293,663

293,482

15,000 0

12,000

0 1,891

2,600

1,599 106,1 38

1,500

1,500 106,000 300 600 7,000

226,101 1,623

106,000 400 600 7,000 't4,000

300 600 4,548 7,195 42,401 29,885 0

1,024

2,250

't4,000

40,000 33,360

40,000 34,000

150 1,000

1,000

'100

200

300 400 1,200

1,200

4.606

174,111 0

180,905 0

366,862 5,205 492

397,621 8,603 2,000

404,015 9,623 1,673

5,697 1,257,648

r0,603

11,296

1,436,195

1,460,540

0 0

930 164,122

22Q

360

City of Amarillo Department Staffing Report

Department: Gomanche Trail Personal Services

Number of

Employees Classification

Description

Permanent Positions 1.00 ADM900

GOLF COURSE SUPERINTENDENT

Total

2.00 TRD430 7.00 TRD431 2.00 TRD436 1.00 TRD440 1.00 TRD910 1.00 TRD975

CUSTODIAN I ASSISTANT GOLF COURSE SUPERINTENDENT I

15.00

Total Permanent Positions

GREENSKEEPER I GREENSKEEPER II GOLF IRRIGATION TECH II GOLF EQUIPMENT MECHANIC I

Part-Time Positions

2.00 HRL413 2.00 HRL915 3.00 HRL930

YOUTH WORKER . MAINTENANCE

7.00

CREW LEADER UTILITY WORKER Total Part-Time Positions

22.00

TotalDepartment

751,746

22r

or€fl s!ÀdEs i t¡Þ[Eir oProRlút¡rrÊ5

222

CITY OF AMARILLO PARKS AND RECREATION ADMINISTRAÏION (1820) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The Parks and Recreation Administration Office directs the overall operations of the following Departments: Parks Maintenance, Ross Rogers and Comanche Trail Golf Courses, Recreation, Aquatics, Tennis Center, Athletics, and the Amarillo Zoo. The Amarillo Parks and Recreation Mission Statement is to "Enhance the quality of life forAmarillo citizens through quali$ parks, programs, and people."

GOALS The goal of the Department is to provide the public with superior park facilities, progrâms and services and to serve those citizens and visitors to Amarillo in a professional, cordial, prompt and efficient manner.

OBJECTIVES

* t

* * * *

Provide each department within the division fast and efficient service through effective decision-making, design, planning, and the financial assistance required for effective operation of each individual department. Provide the public with quality customer service; always striving to assist each individual promptlywhile be¡ng courteous and accurate in conducting his or her interactions and transact¡ons. Enhance the quality of the Parks and Recreation website and embrace technology to reach the customer in an efficient and effective manner. Seek continued refinement of the online registration and Parks reservation system. Continue to enhancement the Play Golf website to Ross Rogers and Comanche Ïrail Golf Complexes to include on-line tee times. Seek citizen ¡nput concerning parks, recreation, and athletic programs ¡n order to maximize the value of our staff and financial resources. Develop new public/private partnerships that seek to enhance to the quality of park facilities and special events while reducing the level of tax support. Through proper planning and efficient execut¡on, provide the h¡ghest quality park projects and improvements forcontinued improvement in quality of life in Amarillo.

ACCOMPL]SHMENTS

Parks Administration dírected the complet¡on of the following capital improvement projects in FY 2O'14115: 1) Purchase and replacement of electronic scoreboards at the Southwest Softball Complex and the Martin Road Softball Complex, 2) Partnered with the Southwest Ambucs organ¡zation and secured a donation of $394,900 to construct an all inclusive banier free playground and recognition plaza al Medical Center Park to be completed in 2016, 3) lnitiated phase two plans with Ambucs for an additional $400,000 donation for a splash pad adjacent to the new playground at Medical Center Park to also be completed in 2016, 4) Completed the

construction of a Splash Pad in Glenwood Park ($182,000) funded by an approved Community Development Block Grant, 5) Submitted and secured funding from Community Development Block Grant to replace the playground at Mesa Verde School Park ($168,000) to be completed in 2016, 6) Obtained a $30,000 Distant Learning Grant for the Amarillo Zoo which will provide the opportunity through technology advancement to reach off premise classrooms and groups interested in educational programs offered by Zoo staff; the Program to kick-off in 2016, 7) Expanded use of social media for increased c¡tizen communication to include Facebook and Twitter as well as the QR coding on printed material to gather contact information for newsletter distribution and mass texting capabilities for commun¡cation enhancement for individual citizen service area interests. The Division's website experienced over 120,000 hits this past year.

223

City of AmarÌllo Parks & Rec Administration

411 Salaries and Wages 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 42510 Car Allowance 42550 Communications Allowance

332,833

336,929

347

1,000

31,82',1

42,563

55,645

8s 3,895 15,695 32,276 6,337

100 4,981

20,519 38,944 8,348 292 275 10,696 1,200

292 214 8,599 1,556

100

5,017 20,111 38,184 8,408

292 277 10,696

2,440

41000 Personal Services 51 110 Office Expense 51 'l 15 Employee Recognition Pro 51200 Operating 51950 Minor Office Equipment 51980 lT Hardware

367,578 13,726 2,957 7,222

461,751

4,525

3,000 5,025

2,423

0 0

51000 Supplies 61200 Postage 61400 Þues 69210 Rental Citv Equipment

30,f69 5,063

22,921 8,408

23,421 7,908

2,459

2,700

5,137

5,634

5,774

60000 Contractual Services 71 100 lnsurance and Bonds 75100 Travel 75300 Meals and Local 78210 Cash Over/Short

12,659 1,347 1,124 1,571 -5

16,742 1,398

16,382

7,250

6,06ô

3,248 0

3,248

70000 Other Charges TEXPENSES Total Expenses

4,037 414,444

11,896 513,309

11,488

15,896

2,500

3,841

479,061 15,396

2,174

0 530,351

City of Amarillo Department Staffi ng Report Department:

Parks & Rec Administration Personal Services

Number of

Employees Ctassification

Description

Total

Permanent Positions

1.00 ADM400 1.00 ADM401 1.00 ADM425 1.00 cLR400 1.00 cLR420 1.00 cLR941

DIRECTOR OF PARKS AND RECREATION ASSISTANT DIRECTOR OF PARKS AND RECREATION

6.00

PARK DEVELOPMENT MANAGER ADMINISTRATIVE ASSISTANT I ADMINISTRATIVE ASSISTANT V ADM INISTRATIVE TECHNICIAN Total Permanent Posit¡ons

6.00

TotalDepartment

479,061

224

CITY OF AMARILLO 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 main goal of the Department is to promote tennis throughout Amarillo. This will include continuing orìr efforts to reach more youth in all areas throughout the city. Continue to grow quality youth tennis players who are state and nationally ranked in tennis. Promote our facility by offering tennis lessons, open play, leagues, tournaments, school play, camps, soc¡als, cardio tennis and new tennis programs. Continue to partner with the Amarillo Area Tennis Foundation in growing tennis in Amarillo. Promote the game of tennis through a strong marketing plan and enhancing our tennis pages on the parks website. Offer a first class facility to be used by the citizens of Amarillo for leagues, tournaments, junior programs, and lessons.

OBJECTIVES

* * * * * * * * * * * * * * * 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 registrations. Follow our strong marketing plan to promote facility and programs. Work with local media to market tennis programs and tournaments. Approach sponsors for tournaments, camps, programs, and printing colored tennis brochures. Continue to work with the Amarillo Area Tennis Association to build more tennis courts, increase players, market, search for grant funds, and recognize the Amarillo Tennis Center locally, state, and nationally. Continue to work w¡th the Alex O'Brien Youth Foundation.each summer offering free tennis lessons to kids in our Summer Recreation Program and reaching kids who would not have had an opportunity to learn tennis without these camps. Continue to develop our Junior Program to create new interest in youth. Approach private and home school youth. Continue Quick Start Program with the younger ages to teach basic tennis skills. lncrease our adult beginner classes by offering more instruction year round for individuals and groups, including camps. lncrease our local tournaments at the Amarillo Tennis Center. This includes hosting recreational and competit¡ve tennis tournaments and working with other organizations to host these tournaments. Promote a family atmosphere at our facility by offering various programs. Continue with the existing first class programs being offered to promote tennis for all ages throughout Amarillo. Continue to maintain our database of tennis players and utilize for increasing participation in perm¡ts, tournaments, tennis brochures, tennis camps, junior program, etc. Develop customer service to increase on-line services. Offer weekly all day tennis camps during the summer. Research and pursue the ideas to offer a mult¡ sports camp for youth during the summer to include tennis as one module and include swimming skills as añother and utilize Southwest Pool. lncrease senior citizen play by approaching various senior homes, assisted living centers, and other senior organizations about leagues, lessons, and tournaments along with senior citizen discount rates or permits for certain hours. Continue to partner with local sponsors to build new indoor tennis courts to accommodate growth seen in court usage. Pursue funding for additional construction of new courts at ourfacility included in master plan and improve covered courts. lncrease awareness of tennis programs by attend¡ng various community events and setting up a tenn¡s booth with information on Tennis Center programs, leagues, camps, and lessons. Update the current master plan for the Amarillo ïennis Center. Budget marketing items to help promote Tennis Center and programs offered and hand out at our community booths. Continue to pursue grant funding for facilities and programs. Pursue on-line registration fortennis leagues, camps, and programs. Research automated attendance tracking through scanning system which would generate daily cash reports for enhanced record keeping.

OPERATING STATISTICS

Attendance

Actual

Estimated

2013t14

2014t15

Estimated 2015t16

31.086

32,019

32,980

AGCOMPLISHMENTS

The Tennis Center continues to maintain our adult tennis leagues, espec¡ally in the beginner leagues. The Amarillo Area Tennis

AssociationhashelpedprovideexcellentresourcesstateandnâtionallyfortheTennisCenter. ContinuedtopartnerwiththeAAÏAto increase youth tennis and host special events at the Tennis Center. Attended area community events and provided a tennis booth promoting activities at the Tennis Center. The Center maintained a current mailing list of all tennis players and increased correspondence with these players on activities and programs offered at our facility. Started developing website to include on-line

registrationfortheTennisCenterinthefuture.Startedbuildingtextalerttenniscontacts.

Continuedtolookfornewwaystoincrease

play by approaching day.cares, private schools, and other organizations and continued Cardio Tennis and Tuesdáy Play Days. The Tennis Pro continues to operate a first-class Tennis facility for the Amarillo area.

225

City of Amarillo Tennís Center

41 100 Salaries and Wages

42010 Social Security - Med¡ca 421 1O TMRS 42300 State Unemþloyment 42400 Workers Compensation 42510 Car Allowance 4f 000 Personal Services 51 110 Office Expense 51200 Operating 51250 Janitor 51850 Minor Tools 53100 Natural Gas 53150 Electricity 51000 Supplies 61410 Tuition 62000 Professional

68100R&M-Building 68300 R & M - lmprovements 60000 Contractual Services 71 100 lnsurance and Bonds 74000 Printing and Binding 70000 Other Charges TEXPENSES Total Expenses

14,306 212 756

13,85'l 201 1,570

75 371

1,537 49

460

463

303

16,023

f6,183

1,296 3,597

16,143 700 500 1,475 0

1,990

2,824

26,519

25,140

2,171 24,664

34,334 0 36,000 244 15,646

30,639 90 36,000 750 13,110

29,510 90 36,000 750

51,891

49,950

2,288 258 2,546

I,808

49,950 1,920

BO2

130

104,793

13,932

202

700 500

1,475 0

13,1 10

1,500

3,308 100,040

3,420 99,063

Gity of Amarillo Department Staffing Report

Department: Tennis Genter Personal Services

Number of

Employees Classification

Total

Description

Part-Time Positions

1.00 HRL420

PROGRAM COORDINATOR

1.00

TotalDepartment

16,183

226

CITY OF AMARILLO swrMMrNG POOLS (1840) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The function of our Aquatic Department is to provide quality programming and a safe swimming environment for all citizens of Amarillo.

GOALS and for everyone to enjoy. Provide Co nti nue to provide the safest aquat¡c environme nt for everyone to enJoy Provide events which he lp ncrease attendan first class facilities and quality servtces for a users. M ntain a strong risk manageme nt system including professional lifeg uafd tra ining and follow up systems to keep our rescue ski lls curre nt and proact¡ve Promoie water safety awareness tn the comm unity throug h safety prese ntat¡ons swtm lessons, education classes, and j un ior lifeguard pool programs. Contin ue to promote fam ly atmosph re at all sites by conti nu tng our themed family n ights. Continue to work on

adding amenities to the current poo sites and V¡g rously work on developing an Aq uatic Master Pla n wh ich in cludes an indoor yea round faci lity enabl tng more creative youth, adult and senlor prog rams Contin ue operating food concessions with reasonable pr¡crng. Continue io bu td partnerships with other age ncies such as Coalition of Hea Ith Services and media outlets. Contin ue to keep our facilities current on all safety requ irements.

OBJECTIVES

t t * * *

Continue with the summer SPARK school supply drive community project. Continue to create sponsors and parinerships and work with the Swim Teams for pool usage. Cont¡nue to improve the current webs¡te and provide a friendly on-line registration program for our users of swim lessons, Jr. Guard, and pool party reservations. promote swimming and water safety awareness with Sammy the Seal using public service announcements, recreation programs, school water safety presentations, daycares, a strong advertising/marketing plan and other community involvement. Continue us¡ng the Swim Safely with Sammy program to reduce saves of non-swimming children in the pools. Offer quality brochures and resóurces by outlourcìng the printing of publicly viewed mater¡al. Build the quality of in-house printing by bringing in more

* t r * *

color to the materials. Encourage more use of the opt-in text market¡ng program and monthly newsletter to keep customers informed on deadlines and upcom¡ng events. Continue our Jr. Lifeguard Program and Jr. L¡feguard school presentations, Maintain a strong RiJX Management system by conducting daily in-service trainings, internal/external auditing of pools, and certiñ/ing instructors. Continue to find ways to increase all attendance programming at Thompson Swimming Pool- continuing the Helping Hands scholarships in 2015. Evaluate the current public operat¡on dates and times to best serve the budget and the community.

OPERATING STATISTICS

Actual

Estimated

2013t14

2014115

18,910 12,898 9,579

19,875 13,575 10,050

Estimated 2015t16

Daily Attendan ce'. (includes: season pass, frequent users, & non-swimmers)

Southeast Southwest

4,400

4,620

Total Pool Attendance

45,787

48,120

20,875 14,250 10,500 4,850 50,475

Lap Swimmers Swimming Lessons (summer only) Pool Parties

85 1,267 129

140 1,350

1,500

lnflatable

Party Equipment (Water & Sand Volleyball & Water Basketball) Junior Lifeguard Program Birthday Party Packages Presentations (Jr Guard & Water Safety) Family Nights (fofal)

Thompson Office Sales Program Attendance

30 68 3,273

2171

135 15

55 35 75 2,500 2,275

149 140 20 60 34 80

2,500

2,400

Event Nights: 2014- SuperHero(27), Sammy's Birthday (259), P¡rate (10), Under the Sea (0) 2015 Goals SuperHero(200),Sammy's Birthday (650), Pirate (225), Under the Sea (75)

ACCOMPLISHMENTS provided the Amarillo communiÇ a safe place to swim and had "0" major incidents. lmplemented the Swim Safely with Sammy program which identifies the swimming ability of children by using colored wristbands. All non-swimmers were given a lifejacket to use and the pârents had to be in the water. The number of savesãroppód from an avêragJof 68 per year to only 30 last year through the use of this program. We continued requiring 12yt old and under to be

accompanieàbypropersupervisi-on. Requireástafftoatienddailyandmonthlyin-servicestoallowforopencommunicationandpracticelifeguardingskills. Family night attãnOahce at all three pools was down, as was special evenl attendance due to poor weather. Group swim lessons at Thompson pool grew

signiftanily. provided the use of oui facilities to Amarillo Police Department and Amarillo Fire Department. We participated in the SPARK school supply drive

*ñi.n g"ué needed school supplies, as well as socks and t-shirts to 301 children. Continued to work with and broadened our media resources to bring

awareñess to the community about our aquatic programs, and by educating the youth and adults on Water Safetythrough presentations at schools, daycares, and adult organizations. Oui Junior Lifeguard Progiam was successful again this yearwith several children shadowing more than their required hours, and the lifeguards thly shadowed really embraðed the Jr. Guards. Continued the relationship with the local swim club and school distr¡ct forthe seasonal use of SoJthwest, adding-Continuedusage of Southeast Pool and fall usage of Southwest Pool. Our Helping Hands Program gave out 34 scholarships for lessons at to make the online services for our customers more convenient and user friendly in order to register for pool programs. Ihompson pool.

srrr"r

227

City of Amarillo Swimming Pools

41 100 Salaries and Wages 41300 lncentive 41620 Unscheduled 41 B2OT Health nsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421,I0 TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42510 Car Allowance

220,718

23s,918

235,529

1,504 1,630

1,500

1,500 1,000

41000 Personal Services 51 110 Office Expense 51200 Operating 512'10 Operating Concessions CO 51250 Janitor 51300 Clothing and Linen 51350 Chemical and Medical 51610 Recreation Supplies 51700 Education 51850 Minor Tools 5'1950 Minor Office Equipment 53100 Natural Gas 53150 Electr¡city 55100 Publications

255,817 2,029

51000 Supplies 61300 Advertising 61400 Dues 61410 Tuition 62000 Professional 63210 Armored Car Service

119,276

68100R&M-Building

6,518

1,000 6,826

3,309 2,641

3,497

17 3,511

2,762

2,791

7,221

8,676 1,083 1,030 5,378

8,151 1,094 1,050

1 ,018

1,004

4,915 5,322

7,849

5,400

5,232

5,124 273,015 3,550 418 21,000

1,556

272,917 3,552 469 21,000 1,872

4,210

4,439

38,420

29,100 10,300

660

23,480

1,557

516

481

4,439 39,015 10,300 479

4,614

540 300 30,687 28,4't4 375

250 24,105 19,612 376

7,6',12

249 18,243 17,626 59

131,529 6,500 480

54',1

125,ú2

23,048

6,502 480 1,778 23,052

2,351.

2,823

101

1,500 25,197

489 25,200

50 0

400 360

6,446 480 1,276 15,344

1,900

ô8300 R & M - lmprovements 68610 Office Equipment 68680 Other Equipment 69100 Rental Land & Buildings 69300 Leased Computer Software

22,980

0 0

800 330

60000 Contractual Services

49,319 2,361

62,628 5,395

6r,084

74000 Printing and Binding 751 00 Travel 75300 Meals and Local 78210 Cash Over/Short

9,271

9,462

2,706

3,780 400

9,460 3,163 400

-124

70000 Other Charges TEXPENSES Total Expenses

14,356

19,070

20,678

438,761

486,14

480,42O

71 1 00 lnsurance and Bonds

340

142

228

0 0

7,622

Gity of Amarillo

Department Staffing Report

Department: Swimming Pools Personal Services Total

Number of

Employees Classification

Description

Permanent Positions

1.00 PRF420

AQUATICS SPECIALIST

Part-Time Positions

38.00 HRL400

LIFE GUARD

B.OO HRL4O2 8.00 HRL403 3.00 HRL405 3.00 HRL406 3.00 HRL409 3.00 HRL417

SWIMMING LESSON INSTRUCTOR POOL CASHIER HEAD LIFEGUARD

68.00

ASSISTANT - POOL MANAGER SWIMMING POOL MGR. LESSON COORDINATOR ASS ISTANT AQUATIC/ELLIS NSTRUCTOR ACCOUNT CLERK I Total Part-Time Positions

69.00

TotalDepartment

1.00 HRL421 1.00 HRL901

273,015

229

ATYI

ôproelo{rirÊ3

230

CITY OF AMARILLO

PARK RECREATION PROGRAM (1850} FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS

The function of our Recreation Department is to provide comprehensive recreational programs and activities for the citizens of Amarillo.

GOALS lncrease public awareness of our programs, and events by enhancing our website, brochures and marketing strateg¡es. Continue to make available many different types of recreation programs in a safe atmosphere for the general public. Continue our partnerships with the Alex O'Brien Youth 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 sites and eventually add golf, wrestling, and agility camp when staffing permits. Build rapport with companies for sponsor ship for Recreation Program, Kid of the Week, and S.P.A.R.K. School Supply Drive. Provide a Teen Program in high risk areas within 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, & Kick Compet¡tion for our area. Throughout all of our programs and events, continue to represent a professional, organized, fun, and friendly public service.

OBJECTIVES

* * * t * t

opportunities. Create youth programs during Student holidays: Thanksgiving, Christmas; 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 interact¡ve thru on-line registration and continue to keep updated on a regular basis.

Continue to use mass e-mails to communicate with our customers and incorporate Social Media advertising and

* * * i * * * * * * * * * 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 the Jammin Jym and Park program and provide the youth of the community with educational and recreational

communication. Continue to pursue funding for splash pads at recreation s¡tes 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 opportun¡t¡es. Emphasize a fitness and moral well-being program (no drugs, no alcohol, stay fit). Teach special sport skills and arts & craft activities through our Recreation Specialists. Work with various types of local media to promote our events and programs. Approach different sponsors to help promote and financially support our programs and events. 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. Evaluate annually all recreation sites and programs to assure needs are met in the community. Continue to provide a wide variety of special events for the entire family to enjoy. Continue to evaluate staff training and hiring methods to better serve needs of our programs and reduce turnover. Continue to pursue additional staff to serve our growing programs 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. Extend the Summer Recreation Program one week.

Actual 2013t14

Estimated 2014t15

Estimated

Memorial Evening Program Fannin School Gym Forest Hill School Gym

3,631

3,650 900

3,675

1,450

1,500

Total Gym Attendance

5,929 51,055

6,000 51,200 8,000

51 ,350

OPERATING STATISTICS

2015116

Attendance at Amarillo lndependent School District (AISD) Sites: 875 1,423

Recreation Program (17 Park sites) Starlight ïheater Kids Fishing Derby (includes adults) Punt, Pass, and K¡ck Skyhoundz Frisbee Competition Recreational Classes ïennis Camp Basketball Camp Baseball Camp Volleyball Camp Football

7,840 1,256 220 456

Soccer Roxie's Birthday

23L

925 6,100

1,300

8,075 1,325

250

280

475 40

500 45

213

230

255

44 40 33

60 50 43

80 65 55

18 168

180

200

ACGOMPLISHMENTS Provided a Kids Fishing Derby for youth and worked with local sponsors to enhance the event. PÍovided a free concert series at Sam

HoustonPark. Providedawell-roundedSummerRecreationProgramforyouth,whichincluded"KidoftheWeek,""ParkoftheWeek," arts and crafts, sports skills, and various special events. Partnered with Zach Engineering and StewartTitle. Provided snacks forgyms and park sites through partnersh¡p with Snack Pak for Kids. These activities kept youth active dur¡ng the summer and increased responsibility and self esteem while providing a safe atmosphere for our youth to participate in. lmplemented new camps, partnered with camp leaders to provide community youth with optional free sports camps such as wrestling and agility camps. Attended several events in the community and set up a booth promoting our programs and events. Worked with local TV and Radio stat¡ons to promote our Starlight Theater Concert series and other spec¡al events. Continued to enhance our webs¡te w¡th new seasonal templates and additional registrations offered on-line. Promoted our programs and events through website, posters, Park Guide, Summer ln The City, and other various fliers/brochures. Utilized the City's Facebook, Twitter, and ect. to advert¡se deadlines & events.

232

Gity of Amarillo Parks & Recreation Program

Wages 411 41300 lncentive 41620 Unscheduled 41 820'l Health nsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 42110 TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42510 Ca¡ Allowance 42550 Communications Allowance I

41000 Personal Services 51 110 Office Expense 51200 Operating 51250 Janitor 51300 Clothing and Linen 51350 Chemical and Medical 51500 Animal Purchases 51610 Recreation Supplies 51700 Education 55100 Publications

328,778

703 994 27,474 66 3,421

1,200 1,100

1,800 1,100

33,217

39,1ô8

67 5,072

8,615 17,486

4,929 9,506 20,260

3,476

3,726

660 5,013 19,716

1 ,159 8,8ô1

1.203 312,182 5,098 448 1,439 1,394 494 10,860 20,447 389 455

9,291 19,470 3,64'l 1,230 7,580

24,775 1,200

19,572

438,778

437,615 4,400 600

4,400 800 675 1,741 1s0

10,513 22,500

1,200

675 1,741

150 10,513

22,500

700

400

41,023 6,055 600 -52 13,056 457 3,330 4,980

41,879 8,744 375

41,679

5,733

5,879

60000 Contractual Services 71100 lnsurance and Bonds , 74000 Printing and Binding 75100 Travel 75300 Meals and Local 77900 Other Agencies

28,426 1,203

u,498

5,590 435 36,000

6,840 2,300 400 36,000

35;814 6,884 6,840 1,925 400 36,000

70000 Other Gharges TEXPENSES Total Expenses

43,308 424,939

50,852 566,007

52,049 567,157

51000 Supplies 61300 Advertising 61400 Dues 61410 Tuition 62000 Professional 68300 R & M.- lmprovements 69100 Rental Land & Buildings 69210 Rental City Equipment

233

8,744 375

300

13,946 700

14,146 700

4,700

5,670

5,312

Gity of Amarillo Department Staffing Report

Department

Parks & Recreation Program Personal Services Total

Number of

Employees Classification Permanent Positions 1.00 cLR090 1.00 cLR155 1.00 cLR420

1.00 MGT400 1.00 PRF142 5.00

Description MARKETING COORDINATOR EVENT COORD NATOR/SPECIALIST ADM INISTRATIVE ASS ISTANT V RECREATION SUPERVISOR RECREATION COO RD NATOFYSPECIALIST Total Permanent Positions I

Part-Time Positions

1.00 H RLO65 2.O0 H RL414 47.00 H RL41 5 55.00

ASSISTANT RECREATION COORDINATOR RECREATION SPECIALIST RECREATION LEADER DISTRICT SUPERVISOR ACCOUNT CLERK I Total Part-Time Positions

60.00

Total Department

4.00 H RL41B 1.00 HRL901

437,615

234

CITY OF AMARILLO PARK MAINTENANCE (1 861 ) FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS

The Park Mâintenance Department provides maintenance and care to park grounds and facilities throughout the total Park and Recreation System. lncluded are municipal building grounds, street corridor and traffic islands. This is accomplished by executing tasks and maintenance activities designed to produce a qualiiy product for the safety and enjoyment of the public. The Park Maintenance section supports the general goals and objectives as set forth by the Parks and Recreation Division.

GOALS To create, through quality maintenance and practices and public safety, parks and facilities relative lo the quality of life expected in the City of Amarillo. Prioritize, evaluate, and initiate needed repairs or improvements to existing park grounds, park facilities, athletic fields, and municipal building grounds.

OBJECTIVES

* * * t

* * i * i t

* t

Maintain all existing park facilities accessible to the public, with clean, safe, and enjoyable areas throughout the City. Continue pre-initiated improvement projects towards their completion. These projects include, but are not limited to, the following Replace old, worn-out play equipment, consolidate equipment into more appropriate settings, and add surface barriers and surface material at JSM Area 4, Puckett School Park, & El Alamo Park. Flowerbed modifications and improvements in selected areas. Conversion of plant material to water-wise perennial plants. 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 inigation systems at Thompson and Olsen School Park. Replace old deteriorated concrete picnic tables and grills with addition of new tables and grills in selected area pârks as necessary. Repair broken, raised-up walking trails at Memorial, Oliver-Eakle & Ridgecrest Parks. Over-seed all Athletic Fields with Rye Grass. Over-seed grass areas at Thompson, John Stiff Memorial and Olsen School Parks. Erosion control spillway repairs at Thompson and Medical Center Parks.

SIGNIFICANT CHANGES New playgrounds at Mesa Verde School Park and Medical Center along with new splash pads at Glenwood and Medical Center will continue to ¡mpact the operational function of the Department.

OPERATING STATISTICS/PERFORMANCE MEASURES lrrigation and Sprinkler Repairs Facility Maintenance Electrical Repairs Restroom and Drinking Fountain Repairs Graffiii Removed Acres maintained per worker

Actual

Estimated

2013114

2014t15

2015t16

1,843

3,000

1,256

1,300

386

325

500 300

1,122 27.60

27.60

3,500 1,400 500 300 1,500 27.60

1,300

ACCOMPLISHMENTS Routine maintenance, new playground equipment at Sleepy Hollow School Park,20 new Horseshoe Courts at Southeast Park, resurfacing of 4 tennis courts, and tree removals and replacements at City Parks were the dominant aciivities for this Department.

235

City of Amarillo Park Maintenance

DESCRIPTION 41 100 Salaries and Wages

41300 lncentive 41620 Unscheduled 41B2OT Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 42110 TMRS 42115 OPÊB Funding 42300 State Unemployment 42400 Workers Compensation 42550 Communications Allowance 41000 Personal Services 51 110 Office Expense 51120 Safety Program 51200 Operating 51250 Janitor 51300 Clothing and Linen 51350 Chemical and Medical 51400 Photographic

514548&A-Trees 51456 B & A - Bedding Plants

514588&A-Fertilizer 514608&A-Grass 514628&A-Chemicals 51700 Educat¡on 51800 Fuel & Oil 51850 Minor Tools 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 61410 Tultion

68100R&M-Building 68300 R & M - lmprovements 68316 Sand, Gravel, Concrete 68318 Lighting 68322 Playground Equipment

ACTUAL

Budgeted

FY2013

FY20t4

FY20f5

2,327,393 72,840 24,500 515,008 1,268 34,280

2,319,208 62,520 24,500

129,819

261,905

127,965 259,784

47,376

50,881

50,1 54

5,451

5,107

5,364

98,208 1,203

100,563

102,723

3,355,927

3,524,764

3,606,878

5,176 2,473

6,000

3,000 82,500 24,932

12,500 600

12,500 600 400

2,255,104 75,345 26,420 455,042 1,233 32,519 118,440 239,586

25,016 10,053 165

176 25,615 10,089 96,557 15,692

28,823 969 28,589

10,000 100,500

20,000 28,000

20,000 28,000 900 32,3',19

19,375

19,500

7,500 19,500

2,926

2,000

2,501 9,297 205,414 1,087,103

1,900 13,870 1,

27,663

29,500

1,900

229,040

8,374 261,389

150

1,180,000

't,692,852 504

1,904,977 200

1,405

4,206

1,856,813 200 4,206 9,860

9,860

8,703 13,812 29,700 27,985

15,000

130,000 39,520 20,000

19,901

68610 Office Equipment 68650 Shop Equipment 68660 Audio/Video Equipment 69100 Rental Land & Buildings 69210 Rental City Equipment 69220 Rental Other Equipment

2,390 2,050 3,565 991,506 2,803

80000 Capital Outlay TEXPENSES Total Expenses

25,000

14,000 102,500

900

20,440 86,539

70000 Other Charges 83200 lmprovement

400 25,000

27,635 28,050 7,500

68400R&M-lrrigation

60000 Contractual Services 7'l 100 lnsurance and Bonds 74000 Printing and Binding 75100 Travel

1,284 35,027

1,200

89,1 80

617,147

15,000

80,000 200 2,800

15,000 150,000

34,520 20,000 2't,000 80,000 0

2,800

1,880

4,500

4,700

1,063,996

1,105,1'18

2,944

1,211,304 58,337

1,390,106 51,268

1,452,228

B9B

1,000

2,671

2,400

69,241 1,000 2,008

61,906

54,668

72,249

10,000

10,000 6,884,515

6,988,168

6,321,989

236

City of Amarillo Department Staffing Report

Department: Park Maintenance Personal Services Total

Number of

Employees Classification

Description

Permanent Positions

1.00 ADM410 1.00 ADM411 1.00 cLR400 1.00 cLR420 1.00 MGï410 2.00 MGT411 1.00 MGT412 1.00 MGT432 13.00 MGT950 9.00 TEC950 B.OO TEC951 2.00 TRD410 2.00 TRD411 4.00 TRD415 4.00 TRD416 1.00 TRD915 20.00 TRD930 4.00 TRD970 76.00

PARK SUPERINTENDENT ASS ISTANT PARK SUPERINTENDENT

ADMINISTRATIVE ASSISTANT I ADMINISTRATIVE ASS ISTANT V PARK OPERATIONS SUPERVISOR PARK HORTICULTURAL SUPERVISOR PARK MAINTENANCE SUPERVISOR VISITOR SERVICE COORDINATOR PARK FOREPERSON I PARK TECHNICIAN I PARK TECHNICIAN II PARK MAINTENANCE MECHANIC II TREE TRIMMER PARK PLUMBER I PARK PLUMBER II ELECTRICIAN I UTILITY WORKER PARK MAINTENANCE MECHANIC I Total Permanent Positions

Part-Time Positions

11.00 HRL413 4.00 HRL915 20.00 H RL93O 1.00 H R1965

YOUTH WORKER - MAINTENANCE CREW LEADER UTILITY WORKER

36.00

Total Part-Time Positions

112.O0

Total Department

INSPECTOR

3,606,878

237

crfY 0r

AlvlARlttO'

238

CITY OF AMARILLO

zoo MATNTENANCE (1862) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS To provide a facility for animal display, both exotic as well as native, to the Texas Panhandle; incorporating education and enjoyment in a passive environment for the public. The Zoo Maintenance Department operates the Zoo, cares for the animals, and maintains the grounds and facilities, while supporting the overall goals set forth by the Division.

GOALS

To provide quality careto the animals, grounds, and struciures; and to recommend the allocation of funding forexpansion of the facilities as needed. To continually improve and update the ex¡st¡ng operation, facilities, and grounds, while providing the most enjoyable experience possible for the visiting public.

OBJECTIVES

* * t t

To maintain and provide all existing facilities with safe, clean, enjoyable, and accessible environments. To follow and exceed the guidelines set by the United States Department of Agriculture in the area of animal care. Provide well cared for animals and exhibits throughout the Zoo. Assist with Division goals in ongoing development of a Zoo Master Plan to enhance the expansion of the present facility and improve the quality of our facility overall.

OPERATING STATISTICS/PERFORMANCE

MEASURES

Attendance % Change in Zoo attendance

Actual

Estimated

2013t14

2014t15

2015116

97,950

100,000

.O2o/o

+0o/o

ACCOMPLISHMENTS Primary maintenance tasks and responsibility of Zoo operations are the dominant focus of this Department. Other accomplishments include: Renovations to the Badger Exhibit. Cont¡nued development and implementation of the education program, this will be accomplished with grants equaling $30,000.00 that the Zoo has received. This funding will allow the Zoo to pay for the video equipment necessary to provide educational programs to be broadcasted from the Zoo to classrooms at Schools throughout the area.

239

City of Amarillo Zoo Maintenance

DESCRIPTION 41 100 Salaries and Wages 41 300 lncentive

4'1620 Unscheduled

41820T Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1 0 TMRS 421't5 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 41000 Personal Services 51 1 10 Office Expense 51200 Operating 51210 Operating Concessions CO 51250 Janitor 51300 Clothing and Linen 51450 Botany & Agrigulture 51456 B & A - Bedding Plants

514588&A-Fertilizer 51500 Animal Purchases 51550 Animal Feed and Medical 51555 Animal Medicine 5'1700 Education 5'1710 Special Events 51850 Minor Tools 52050 Auto Parts 55100 Publications

ACTUAL

Budgeted

FY2013

FY2014

FY20l5

220,724 3,868 2,019 35,433

206,249

236,933

3,900

3,300 2,500 49,427 100 3,018

2,500 40,953

100

3,217 8,453

3,047 9,516 20,738 3,730

16,528

3,321 693 5,443

9,444 20,059 3,701

537

534

5,149

5,099

299,793

296,419

334,117

1,397

1,000 3,500

't,000 9,500

3,640 10

2,881

2,000

2,400

1,043 4

,100

1,100 0 0 0

994 373 6,465 48,435 10,629

400 6,000 44,s00

6,000 49,500 15,000

3,465

10,000 5,000 5,800 5,700 150 4,500

51000 Supplies 61 100 Communications Billing 61300 Advertising 61400 Dues 61410 Tuition 63210 Armored Car Service 63400 Employee Medical

94,999

89,650

105,500 700

2,733

3,050

1,136

1,340 3,000

3,050 1,340 3,000

1,500 1,900

68100R&M-Building

2,009 4,041 10,694

2,000

68300 R & M - lmprovements 69210 Rental City Equipment

2,000 12,950

't1,201

11,503

60000 Gontractual Services 71 1 00 lnsurance and Bonds 78210 Cash Over/Short

25,094 2,562 -4J

37,491

37,943

4,978 0

ô,940

70000 Other Charges TEXPENSES Total Expenses

2,519 422,404

4,978 428,538

6,940 484,500

4,561 6,561 4,471 70

1,102 1,356

2,023

13,500

240

5,000 5,800 5,700 0

4,500

City of Amarillo Department Staffi ng Report

Department: Zoo Maintenance Personal Services

Number of

Employees Classification

Total

Description

Permanent Positions

1.00 MGT430 6.00 TEC956 7.00

ZOO CURATOR ZOO KEEPER II Total Permanent Positions

Part-Time Posifions

2.00 HRL252 1.00 HRL413 4.00 HRL930 7.00

GATE ATTENDANT YOUTH WORKER - MAINTENANCE UTILITY WORKER Total Part-Time Positions

14.00

TotalDepartment

334,117

City of Amarillo ZooSchool Education Programs

Office Expense 51200 Operating 51000 Supplies 61400 Dues 61410 Tuition 68300 R & M - lmprovements 60000 Contractual Services TEXPENSES Total Expenses

15,834

ts,852

513 707

0 0 0 0

3,46

19,297

0 0

2,225

24I

0 0 0

crïY OF

AMARItLO" otÊil sþÀcts r ÉÙÞ1E59 0PP0Qlutlrlås

242

CITY OF AMARILLO ATHLETTC ADMINTSTRATION (1 870) FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS The Athletic Administration provides comprehensive adult athletic leagues and events at affordable costs for the citizens of Amarillo and neighboring communities. Functions include scheduling leagues and tournaments a¡ong with special events; recruiting, training and assìgning officials and scorekeepers, tracking league standings, interpreting rules, scheduling fields and allocating publicly owned athletic facilities to support association partners. Revenues for each athletic league or event offset direct cost to implement activity.

GOALS Continue to provide a wide variety of adult athletic programs including softball, volleyball, basketball, flag football and the Mayods Half Marathon to the general public at the most affordable cost. Continue to co-sponsor, allocate available fields and provide assistance for various youth and adult sports organizations. New offerings for athletics programm¡ng will entail the implementation of an adult flag football ieague. lncrease online registration by 10% for all offered sports this upcoming year (2015-2016) and reach 70% online

leagueregiðtrationby2016-2017.

Hosttwovolleyballtournamentandfìvesoftball

tournamenisin20l6,includinghostingaU.S.S.S.A.

state tourñament and a U.S.S.S.A. World Tournament. Prepare a bid and presentation to host a T.A.A.F. State Tournament at the 2015 T.A.A.F. State Conference, and if the bid is successful, host a T.A.A.F. State Tournament in 2016.

OBJECTIVES

* * * * i

* * *

lncrease marketing efforts directed towards increasing overall basketball and softball league participation. lncrease sponsorship contributions to increase tournament quality in volleyball and softball. Enhance communication and customer service with sport association partners to better meet their needs and expectations. lncrease use of advertising and media exposure to increase ¡nterest and participation in all offered leagues. Continue to work to improve existing scheduling technology and other social media outlets to increase communicaiion w¡th 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 league rules and regulations 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 officials for all sports.

OPERATING STATISTIGS/PERFORMANCE

Actual 20'13t14

MEASU RES

Numbe¡ 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) Flag Football (15 players) Track (Mayor's Half Marathon)

14 teams

742leams 582 teams Not applicable

Total:

2014t15

Estimated 2015t16

3'l teams 767 teams 559 teams Not applicable

31 teams 844 teams 600 teams 20 teams

Actual

112'

248

5,194 8,730 Not applicable

5,369 8,385 Not applicable

199

102

16,680

14,235

5,908 9,000 300 175 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 âssociat¡on partners through annual pre-season meetings. New scoreboards were purchased for the Southwest and Martin Road softball complexes for ihe enhancement of our softball complexes. Enhanced exposure was achieved for all of our sports, tournaments and special events through social media and the texiing service. The Athletic Department revenues exceeded direct cost to implement programs provided. Athletic Supervisor, Andy Tarkington, attended the Texas Amateur Athletic Federation's Sports Management School and completed the first year of a two-year Certified Professional Sports Manager re-certification. Registered volleyball and basketball teams with the Texas Amateur Athletic Federation, saving the City of Amarillo money in sanctioning fees and providing more of an opportunity forAmarillo Parks and Recreation Department sports teams to advance from league playto play in-state tournaments in those two sports. The Athletic Department hosted the 2014 U.S.S.S.A. West Texas Men's 'E" State Softball Tournament and three other U.S.S.S.A. sanctioned tournaments. The Athletic Department was awarded the West Texas U.S.S.S.A. Tournament of the Year with the Pre-Halloween Howl. The Athletic Department held an ouidoor volleyball tournament in September.

243

City of Amarillo

Athletic Administration

41 100 Salaries and Wages 41620 Unscheduled 41820I Health I nsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Gompensation 4251Q Car Allowance 42550 Communications Allowance

108,646 359 17,670 49

110,044 2,500 20,477 50

2,500 15,699 50

1,673 6,517 12,489 2,508 250

1,701

1,630

6,768 12,375 2,653

11,499

191

139

149

145

7,226 1,174

7,296

1,200

41000 Personal Services 51 1 10 Office Expense 51115 Employee Recognition Pro 51200 Operating 51700 Education

58,700 126

165,403

938 220

0 750 200

154,295 1,175 75

51000 Supplies 63120 TAAF Affiliates

1,284

2,125

0 416

0 't,118

60000 Contractual Services 71 100 lnsurance and Bonds 74000 Printing and Binding 70000 Other Charges TEXPENSES Total Expenses

't,175

6,461

2;532

750 250 2,250 200 200

1,811 0

465 160,449

1,118 168,646

1,811 158,557

City of Amarillo Department Staffing Report

Athletic Administration

Department:

Personal Services Total

Number of

Employees Classification

Description

Permanent Positions 1.00 ,cLR405

ADM INISTRATIVE ASSISTANT I I

. 1.00 MGT420 1.00 PRF430

3.00

ATHLETIC SUPERVISOR ATHLETIC SPECIALIST Total Permanent Posít¡ons

Part-Time Positions

3.00 HRL905

ATHLETIC SPECIALIST

6.00

TotalDepartment

154,295

244

City of Amarillo Softball Program

41710 41720 41740 Olf Duty 41760

98,640

97,458 36,684

Scorekeepers Police Scheduling 4i000 person"l s"-¡"""511f0 Offìce Expense 51200 Operating 51610 Recreation Supplies 51620 Recreation Trophies 51850 Minor Tools

33,401 270 2,500 130,023 705 5,205 1,000 9,354 0

51950 Minor Office Eouioment

1,000

51000 Supplies 63120 TAAF Affiliates 63130 USSSA Affiliates 63135 Tournament Costs 68300 R & M - lmprovemenis

16,265 200

17,O92

15,952 0

37,449 1,350 2,500 139,939 0 5,000 1,000 9,992 100 200 9,600 30,425

10,000

35,078 378

1,750

2,500 f 38,392

0 5,000 't

,000

9,952 0

9,300 39,999

40,225

49,299

0 600

2,691

3,250

2,677

3,965 195,908

3,850 201,106

206,920

60000 Contractual Services 71100 lnsurance and Bonds 74000 Printing and Binding 75100 Travel

45,656 613

70000 Other Charges TEXPENSES Total Expenses

661

3,277

City of Amarillo Basketball Program

4171

Urhpire Fees

41 720 Scorekeepers

41000 Personal Services 51110 Office Expense 51 6'10 Recreation Supplies 51620 Recreation Trophies 51000 Supplies ô3120 TAAF Affiliates 63130 USSSA Aff¡l¡ates 69100 Rental Land & Buildings 60000 Gontractual Services 71100 lnsurance and Bonds 74000 Printing and Binding 70000 Other Charges TEXPENSES Total Expenses

6,560

2,695 612

1,055

1,558

3,307

5,495

8,118

108 76

0 100

295

522

479 230

622

32 1,850

360 0

2,775

145 734 879 424 0 4,100

3, 1 35 0 50

4,520

5,932

9,302

50 13,567

2, 1 12

34 0

245

0 50

City of Amarillo Track Program

41740 Off Duty Police 41000 Personal Services 51200 Operating 51 620 Recreation Trophies

1,100

1 ,100

1,100 3,950

1,100 3,628 600

51000 Supplies 71 1 00 lnsurance and Bonds 74000 Printing and Binding

6,688

4,228

4,550

12 0

0 50

0 75

70000 Other Charges TEXPENSES Total Expenses

12 6,700

50 5,378

5,725

6,688

600

City of Amarillo Volleyball Program

64,580 2,500

61,352 63,852

2,296 2,106

67,080 00 1,000 2,500 5,040

6,567

8,540

3,775 307 32,775

3,350

8,501 3,200 0

41710 Umpire Fees 41760 Scheduling

53,388 2,500

41000 Personal Services 51110 Office Expense 51200 Operating 51 61 0 Recreation Supplies 5'1 620 Recreation Trophies

55,888

51000 Supplies 63120 TAAF Affiliates 631 30 USSSA Affiliates 631 35 Tournament Costs 69100 Rental Land & Buildings

166 1,999

2,400 38,000

2,500

1,000 2,500 5,001

4,800 34,050

295

43,750 0

100

0 100

295 99,606

100 119,470

100 114,503

60000 Gontractual Services 71 1 00 lnsurance and Bonds 74000 Printing and Binding

36,857

70000 Other Charges TEXPENSES Total Expenses

42,050

City of Amarillo Flag Football Program

417

5,280

mpire

41000 Personal Services 51 6'10 Recreation Supplies 5't620 Recreation

0 0 0

5,280 250 810

5,280

51000 Supplies 63120 TAAF Affiliates 63130 USSSA Affiliates

0 0

1,060 0 300

1,066 300 0

60000 Gontractual Services TEXPENSES Total Expenses

0 0

300 6,640

6,646

246

235 831

300

City of Amarillo Baseball

41740

Duty Police

41000 Personal Services 511 10 Office Expense 51 620 Recreation Trophies

0 13 0

0 0

560

500

51000 Supplies 69220 Rental Other Equipment

13 0

500 500

60000 Contractual Services 71 '100 lnsurance and Bonds

500 0

500

2 2

1,000

r,560

70000 Other Charges TEXPENSES Total Expenses

247

CITY OF

AMARIttO otaN 5ÞÀ(t5 r ÉtrÞlEls opÞ0RTuxrrrE5

248

PUBLIC WORKS DIVISION A.C.M. DEVELOPMENT

BOARDS:

r Traffìc Commission

SERVICES

DIRECTOR OF

PUBLIC WORKS

ASSISTANT DIREGTOR OF

PUBLIC WORKS

ENGINEERING

PHOTOGRAPHIC TRAFFIC ENFORCEMENT

SOLID WASTE COLLECTION

STREET

TRAFFIC

SOLID WASTE

ENGINEERING

DISPOSAL

TRAFFIC SHOP

FUNCTIONAL ACTIVITIES

249

MUNICIPAL GARAGE

DRAINAGE UTILITY

Gity of Amarillo

Summary of Expenditures by Activity Classification

DESCRIPTION

Actual

Budgeted

201312014

201412015

201512016

1,392,713 7,149,236 8,524,975

1,666,501 9,409,751

9,502,295

Public Works 1410 Engineering 1420 Street Department 1431 Solid Waste Collection 1432 Solid Waste Disposal 1 731 Traffic Administration 1 7 32 T r affic Field Operation

2425 Photog raph ic Traffic Enforcement Public Works 24250 Photographic Traffic Enforcement 2425 Photographic Traffic E nforcement

1,630,609

9,399,149 3,998,752 685,580 3,628,717

9,908,240

3,756,889 558,097 3,283,617

976,268 976,268

997,383 997,383

970,181 970,181

2,786,537

2,750,885

2,064,415

2,786,537

4,815,300

3,147,959 1,700,850 4,848,809

9,290,222 13,212,475 22,502,697

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

9,789,657 12,315,588 22,105,245

4,049,756 659,336 3,633,138

5600 Drainage Utility Fund

Public Works 56100 Drainage Utility 56200 Drainage Utility Transfe 5600 Drainage Utility Fund 6100 Municipal Garage Fund

Public Works 61110 Municipal Garage Operati 61 1 20 Equipment Replacement 61 00,Municipal Garage F,und

250

CITY OF AMARILLO ENGTNEERTNG (1410)

FUNCTIONS, GOALS AND OBJECTIVES FUNCTION

The Engineering Department is responsible for developing engineering plans, project construction management for streets, alleys, sidewalks and storm drainage ¡mprovements associated with the Capital lmprovement Projects, Drainage Utility Projects, Parks, Community Service, CDBG, State and Federally funded projects. The Department provides construction surveying, des¡gn, contract administration, and inspection of projects throughout the City including Private Development. The Engineering Department also provides project ¡nspection and plan review in the Extraterritorial Jurisdiction area adjacent to the City. Public interests are protected through the review, comment, and application of city ordinances and the Storm Water Management Criteria Manual. Floodplain management and application of flood insurance regulations are provided. The Department maintains the Flood lnsurance Rate Maps (FIRM) including all amendments and revisions. The Department also operates sixstorm water pumps to regulate storm water levels in five lakes within the City. The Department provides network system administration and file management services for a Computer Assisted Drafting Design (CADD) system conôisting of fifteen workstations in five departments. CADD responsibilities include training, maintenance, and updating as necess4ry to provide a productive work environment for all users, The Department maintains public records to include City and State project plans, paving and base maps, and aer¡al photographs. lnformation and assistance for the public are provided from these sources. The Department also administers the ordinances regulating public right of way to ensure a safe and efficient transportat¡on and utility location system.

GOALS Provide quality design and inspections on infrast¡,ucture projects to ensure sustainable development of the community through enforcement of construction standards. . Develop and administer up to date unified construction standard and practices for infrastructure projects. ldentify and monitor future infrastructure needs. Administer the public right of way ordinance to balance public need for efficient and safe transportation routes. Admin¡ster a CADD network effectively. Continue developing our digital mapping system to serve all City Departments. Use digital mapping system to record and update locations of utility facilities ¡n the publ¡c r¡ght of way. Assist in the development of the Geographic lnformation System (GlS).

OBJECTIVES

* * * i * * * t

Develop an Engineering Design Reference manual and roadmap to project compliance. Revise the Standard Specifications for construction Continue updating GIS map data to provide digitally accessible ¡nfrastructure records. Maintain a drainage complaint system to assist tracking of drainage problems within the City. Develop a Pavement Design Manual. Revise the Developer Policy Manual. Coordinate with other departments for unified planning, project identification, project inspection, and project delivery Create a Playa Lake Development Policy,

OPERAT]NG STAT¡STICS/PERFORMANCE

MEASU RES

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

Actual 2013t14

Estimated

2014t15

Estimated 2015t16

0 0 13 0 3 3 0 0 3 0 3 0

0 0 10 0

3 1

3 0

3 2

4 4

2 1

2 0

ACCOMPLISHMENTS The Department has continued on a heavy design load, completing several cig projects. This year, Engineering has designed and completed the McCarty Lake Drainage lmprovements, 34h Street Rehabilitation, S.W. th Avenue Rehabilitation, multiple ADA and Bus Stop improvements, the 2015 overlay of various streets, SW 58th Avenue from Georgia Street to Washington Streets, Drainage lmprovements for Martin Road Lake, Drainage Study for T-Anchor Lake, Cell 10 Phase 2 Landfill improvements, and various other projects. Engineering assisted in numerous developer projects including Center Port, Colonies, Greenways, Woodlands, La Paloma, Tradewinds, City View, Hillside Terrace Estates, Vineyards, Quail Creek, Teresa D'Ann, Wildflower Village and various other developments. The Department was instrumental in implementing a new Development Services program and updating ordinances.

25r

City of Amarillo Engineering

41100 and Wages 41300 lncentive 41620 Unscheduled 41820T Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 l0 TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42510 Car Allowance 42550 Communications Allowance

1,029,345 1,465

41000 Personal Services 51 1 10 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

,628

1,166,757 1,200 6,000

1,122

,800 2,000 153,759 384 17,630 72,436 137,839 29,546 1,121

2,746

3,161

3,066

't1,491 5,163

11,460 4,800

11,460

1,393,370 17,629 758 1,308 45 133

1,638,564 't8,000 600 1,200

1,611,497

100

2,670 18,103 319 14,613 59,315 1?2,4e5

24,523

170,899

384 17,102 69,900 130,149 28,660 1,121

4,800 19,150 700

1,200

100 100 50

3,330

8,000 250

100

50 50

100 50 50

'100

0 180

29,750 3,000 7,760 3,600 4,000 20,000 0 2,000

51000 Supplies

23,382

61200 Postage 614Q0 Dues 61410 Tuition 62000 Professional 68300 R & M - lmprovements 68610 Office Equipment 68680 Other Equipment 68710 Auto Repair & Maint 69210 Rental City Eguipment

2,065 5,409 0 1,625 38,038 0

I,400

5,502 0 41,635

2,000 12,975 50,393

60000 Gontractual Services 71 100 lnsurance and Bonds 74000 Printing and Binding 75100 Travel 75300 Meals and Local 77200 License and Permits

94,273

101,138

3,832 0 12,599

4,752

95,396 5,797

916

500 17,000 400 5,600

14,223 400 8,s00

70000 Other Charges 84100 Auto-Rolling Stock & Equ

17,576 0

28,252 8,500

29,420 3,000

80000 Capital Outlay 90030 Municipal Garage 90180 Sales to Other Departmen

-53,826

-82,062

8,500 -63,453 -75,000

3,000 -63,453 -75,000

90000 lnter Re¡mbursements TEXPENSES Total Expenses

-135,888 1,392,713

-138,453 1,666,501

-138,453 1,630,609

28,500 3,000 7,37O

0 4,000 20,000

228

252

55,036

500

City of Amarillo Department Staffing Report

Department: Engineering Personal Services Total

Number of

Employees Classification

Description

Permanent Positions

r.00 ADM200

DIRECTOR OF PUBLIC WORKS

1.00 ADM201 1.00 ADM210 1.00 ADM211 1.00 cLR400 1.00 cLR415 1.00 cLR941 1.00 MGT055 1.00 MGT210 1.00 PRF300 2.00 TEC212 2.00 TEC213 2.00 TEC91B 2.00 TEC919 3.00 TEC921 1.00 TEC923 1.00 TEC925

ASSISTANT DIRECTOR OF PUBLIC WORKS CITY ENGINEER ASSISTANT CITY ENGINEER ADMINISTRATIVE ASSISTANT I ADMINISTRATIVE ASSISTANT IV ADM IN ISTRATIVE TECHN ICIAN

PROJECT CONSTRUCTION SUPERVISOR PUBLIC WORKS PROJECT COORDINATOR

23.00

CIVIL ENGINEER II ENGINEERING AIDE II INSTRUMENT OPERATOR PROJECT REPRESENTATIVE PROJECT REPRESENTATIVE II ENGINEERING ASSISTANT II ENGINEERING ASSISTANT IV SENIOR DESIGN TECHNICIAN Total Permanent Positions

23.00

TotalDepartment

1,611,497

253

254

CITY OF AMARILLO STREET DEPARTMENT (1 420) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The Street Depârtment is responsible for the overall maintenance and repair of streets and alleys. This function includes both major and minor asphalt repa¡r, pothole patching, crack sealing, sealcoat¡ng, alley sealing, blading unpaved streets and alleys, snow and ice control, weed control, and administering the paving cut ordinance.

GOALS The primary goal of the Department is to provide the public with a safe network of clean, well-maintained streets and alleys at a cost-

effective price. Continued improvement in both paved and unpaved alley repair and the addition of other new programs, equipment, and facilities over the next foúr to five years, with special emphasis on the preventive maintenance programs, will enhance the abil¡ty to meet this goal. ln addition to basic maintenance operations, all administrative functions are expected to become more efficient through expanded use of computer technology and organizational layout.

OBJECTIVES

* * * *

Maintain an appropriate level (1 .3 million sq yd) of annual sealcoating maintenance to all residential streets once every ten years. To coincide with the ten-year sealcoating program, it will be,necessary to pour an annual minimum of 60,000 gallons of emulsion asphalt for crack sealing maintenance. Pour 1,200 cu. yd. of redi-mix concrete for various utility cut repairs. Placing approximately 18,000 tons of hot-mix asphalt in deteriorated portions of various streets and alleys.

OPERAT¡NG STATISTICS/PERFORMANCE

MEASURES

Overlavinq: Annual Overlay Total Project Cost Miles Overlaid

Sealcoatinq:

Actual

Estimated

2013t14

2014t15

2015t16

$1,957,000 9,78

$2,000,000 8.56

$2,000,000 9.00

823,872 44.95 91.44

1,300,000 70.00 $1.40

1,300,000 70.00 $1.35

Square Yards Complete Equivalent Street Miles Seal Coating Operations Per SY

SIGNIFIGANT CHANGES Significant changes include an increase of $1 ,000 in account 61410 - Tuition to reflect increased costs in providing effective training courses for employees. Also, a supplemental request of $570,000 in account 68300 - R & M lmprovements, due to increases in the purchase prices of two construct¡on materials, pre-coated 84 aggregate and hot-mix, used by the Street Department to maintain and repair paved streets and alleys.

ACCOMPLISHMENTS All objectives within the last yearwere either accomplished or reasonably close to expected levels. ln 2013, the Street Department performed a high $74,196 in utility cut paving repairs for outside ut¡l¡ties, and $577,449 forthe Water & Sewer Departments. ln 2O1412015, in addition to the annual overlay and sealcoat programs, the Citywill be microsurfacing approximately 80,678 square yards

of residential streets.

255

City of Amarillo Street Department

n9,,tfl!i,' ,,1 .

I'FoosÎtÎo ,, ,r iFY-e0jff."1i.. 1 , -:';iFY2lÍ," 41 100 Salaries and Wages

41300 lncentive 41620 Unscheduled 41 82Of Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 42110 TMRS 42'l 15 OPEB Funding 42300 State Unemployment 42400 Workers Compensat¡on 42550 Communications Allowance 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 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 61410 ïuition 62000 Professional 68300 R & M - lmprovements

68500R&M-Streets 68610 Office Equipment 68615 Misc. Fuel Powered Equi 68650 Shop Equipment 68680 Other Equ¡pment 69100 Rental Land & Buildings 69210 Rental City Equipment 69220 Rental Other Equipment 60000 Contractual Services 71 100 lnsurance and Bonds 75100 ïravel 77200 License and Permits 78230 Loss on Bad Debt 70000 Other Charges 83300 Street Overlay 84100 Auto-Rolling Stock & Equ 84200 Machinery General

2,528,115 48,600 40,000

2,061,464 47,548 67,480 477,059

626j02

2,405,980 47,400 40,000 795,587

1,257

1,468

1,585

29,799 121,982 248,585 48,794 4,790 111,469 1,203

36,1 1 0

35,760 148,929 271,266

143,880 281,421

56,392 5,020 134,182 1,200 3,go2,49o 3,400 1,200 2,750 l1'1,000

3,221,471 4,261 973 0 101 ,003

1,300 16,400

862

15,443 '10,373

3,967

4,878 5,1 39

58,371

4,888 134,864 1,200 3,945,829 4,000 1,200 2,750 113,400 1,300 16,400

40,000 10,000 2,800 6,350

35,000 5,411 2,800

1,760 35,000 4,600 450 47,913

1,900

295 37,977 3,325 1,453 49,293

35,000 4,600 450 59,256

't2,924

14,341

3,538

3,907

255,704

312,754 400

291,483

1,500

2,500 2,200

371 1,291 1,360

2,200 3,200,000

2,582,933 525

125 900

233

14,061 3,538 400

3,203,001 0

125 900 300

300

4,904

6,000 5,500

6,000

1 ,756,1 39

1,824,440 60,000

5,500 1,567,729 70,343

60,000

5,033,0il

4,235,187 25,730 3,097

24,798 3,500 400

647 300

28,698

29,77 3 0 0

637 ,000 0 0

28,805

80000 Gapital Outlay 90030 Municipal Garage 90080 Water Distribution 901 10 Sewer System 90180 Sales to Other Departmen

28,805 -15,860 -16,233 -12,162 -577,449

637,ooo -15,860 -16,233 -12,162 -460,000

90000 lnter Reimbursements TEXPENSES Total Expenses

-621,704 7,149,236

9,409,751

-504,255

256

5,500

5,105,366 32,044 2,928 400 0

35,372 637,000 21,500 0

658,500 -15,860

-16,233 -12,162 -490.000 -534,255 9,502,295

City of Amarillo Department Staffing Report

Department: Street Department Personal Services Total

Number of

Employees Glassification Permanent Positions 1.00 ADM220

1.00 ADM221 1.00 cLR220 1.00 cLR400 1.00 cLR405 1.00 cLR420 s.00 MGT220 2.00 MGT221 1.O0 TEC225 2.00 TRD22O 14.00 TRD221 1.00

3.00 39.00 13.00 5.00 4.00 95.00

-rRD222 TRD9OO

TRD930 TRD95O

TRD951 TRD96O

Description STREET SUPERINTENDENT. ASSISTANT STREET SUPERINTENDENT STREET PROGRAM COORDINATOR ADM INISTRATIVE ASSISTANT I ADMINISTRATIVE ASSISTANT II ADMINISTRATIVE ASSISTANT V STREET SUPERVISOR I STREET FOREPERSON I TRAFFIC CONTROL SPECIALIST EQUIPMENT OPERATOR IV EQUIPMENT OPERATOR I CONCRETE FINISHER WATCHGUARD UTILITY WORKER EQUIPMENT OPERATOR II EQUIPMENT OPERATOR III UTILIry OPERATOR Total Permanent Positions

Part-Time Positions

4.00 HRL930 1.00 HRL950 s.00 100.00

UTILITY WORKER EQUIPMENT OPERATOR II Total Part-Time Positions 3,945,829

Total Department

257

sÞ4alS r l¡Dtåi5 OPPO¡rù¡lrlÊ5

258

CITY OF AMARILLO

soLrD wAsTE GoLLECTTON (1431) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS

The Solid Waste Collection Department's function is to collect solid waste from residences and businesses in order to ensure the healthandwelfareofthecitizensofAmarillo. 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 to maintain a good working relationship with all other departments in the City.

OBJECTIVES

* * *

Provide for the efficient collection of residential and commercial solid waste, as well as to respond to all citizen inquiries in a timely fashion. lmprove overall safety by training employees in the areas of bodily injury prevention as well as motor vehicle safety. lncrease public awareñess of the importance of recycling by continuing to maintain the City's drop-off recycling program.

SIGNIFICANT CHANGES

After several commercial collection businesses expanded and the A.|.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

MEASURES

Residential Solid Waste Collected Truck Loads Tons Collected Commercial Solid Waste Collected Truck Loads Tons Collected Brush & Junk Collected Truck Loads ïons Collected Grand Total Truck Totals Tons Collected

Actual

Estimated

2013114

2014t15

2015t16

23,187

23,300 98,300

23 ,600 98 ,800

9,300 48,300

9,200 48.000

11,829

6,200 11,900

6,250 12,000

38,736 158,402

38,000 158,500

39,050 158,800

97.818 9,389

48,755

6,160

ACCOMPLISHMENTS Through continued employee safety awareness, extens¡ve pre-employment physicals, and bi-weekly training, the accident and injury costs have been reduced in relation to previous years. The balancing of the residential routes has greatly improved the overall efficiency and allowed for more prompt handling of customer requests and complaints. The knuckleboom, brush collection and tub grinder crews did an outstanding job of cleaning the alleys, street and brush sites of limbs after numerous windstorms. The additional rear-loader truck and route helped provide better service to the curb-side collection customers.

259

City of Amarillo Solid Waste Gollection

41 100 Salaries an{ Wages

41300 lncentive 41620 Unscheduled 41 820f 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

2,897 77,131 14,699 712,617 1,743

77,400 30,000 805,630

40,701 173,1 95

347,608 69,504 5,578 188,088

1,801

45,336 192,916 354,458

45,507 193,648

5,345 200,377 600

346,326 75,897 5,345 200,194 3,600

75,611

723

78,000 30,000 933,534

41000 Personal Services 51 110 Office Expense 51 1 15 Employee Recognition Pro 51 120 Safety Program 51200 Operating 51300 Clothing and Linen 51350 Chemical and Medical 51750 Recyclable 51800 Fuel & Oil 51850 Minor Tools 5'i950 Minor Office Equipment 52050 Auto Parts 52050LABOR Auto Parts Labor 52120 Tires and Tubes Other 52200 Trash Bags 53150 Electricity

4,532,123 3,769 1,971

4,841,699 3,000

4,974,283 3,000

1,500

20,451 18,860

7,500 15,000 16,760

1,500 7,500 15,000

361

1,000

57,742

36,000

30 116,002 189

0 120,000

0 120,000 0

334

374

371

51000 Supplies 61200 Postage 61400 Dues 61410 Tuition 6'1415 Safety Training 68300 R & M - lmprovements 68630 Dumpster Boxes 68640 Machinery 68650 Shop Equipment 69100 Rental Land & Buildings 69210 Rental City Equ¡pment

314,346 3,956 224 1,267

292,0U

2,000 2,500 103,000 2,000

291,731 3,400 450 3,000 2,000 2,500

3,490,639

3,807,071

4,175,001

60000 Contractual Services 7't 100 lnsurance and Bonds 75100 Travel

3,645,390 31,192 1,925

3,922,967 42,249

4,292,851 47,535

2,200

1,840

70000 Other Charges 84100 Auto-Rolling Stock & Equ

33,117

4,49

298,000

49,375 300,000

80000 Gapital Outlay TEXPENSES Total Expenses

298,000 9,399,149

300,000 9,908,240

300 200 0 400 90,000

6,671 2,050 1,614 84,301

3,096 450 1,350

2,290 143,143 1,907 1,943 20

1,500

8,524,975

260

16,760

200 0

400 90,000

103,000

2,000 1,500 0

Gity of Amarillo

Department Staffing Report Department:

Solid Waste Collection Personal Services Total

Number of

Employees Classification Permanent Positions 1.00 ADM240 1.00 ADM241 1.00 cLR400 1.00 cLR420

2.00 MGT240 5.00 MGT241 1.00 MGT260 1.00 TEC560 1.00 TEC915 2.00 TRD240 1.00 TRD241 19.00 TRD930 55.00 TRD952 17.00 TRD953 108.00

Description SOLID WASTE SUPERINTENDENT ASSISTANT SOLID WASTE SUPERINTENDENT ADMINISTRATIVE ASSISTANT I ADMINISTRATIVE ASSISTANT V SOLID WASTE SERVICE COORDINATOR ROUTE SUPERVISOR MAINTENANCE SI1OP COORDINATOR SOLID WASTE SERVICE TECHNICIAN ASSISTANT SOLID WASTE SERVICE COORDINATOR WELDER I WELDER II UTILITY WORKER RESIDENTIAL EQUIPMENT OPERATOR COMMERCIAL EQUIPMENT OPERATOR Total Permanent Positions

Part-Time Positions

2.00 HRL930 110.00

UTILITY WORKER

Total Department

4,974,283

26r

262

CITY OF AMARILLO

soLrD wAsTE DTSPOSAL (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 Department also operates a Transfer Station for unloading and/or temporary storage and transfer of solid waste to the landfill. All facilities are operated in compliance with applicable Federal, State, and City regulations.

GOALS To ensure the health, safety, and quality of life for the citizens of Amarillo by administration of facilities for disposal of solid waste in accordance with all applicable Federal, State, and City rêgulations so that both facilities have a minimal negat¡ve effect on adjoining properties. Providing a safe, accessible site for unloading and disposal of pu.blic and municipal non-hazardous solid waste at the minimum cost while reducing personal and vehicular accidents through the use of Comprehensive Safety and Training Programs.

OBJECTIVES

To operate the facilities so that the Federal, State and City regulations are ab¡ded by to ensure the health and safety of the

citizens in Amarillo and the surrounding areas. To continue providing a safe place for employees by administering safety programs during bi-weekly meetings.

SIGNIFIGANT CHANGES ln order to ensure compl¡ance with Texas Commission on Environmental Quality (TCEQ) and Storm Water Pollution Prevention Plan regulations, the landfill personnel, with the assistance of the collection department brush crews, has continued to help control windblown trash, storm water control, dust suppression, ground water analysis, recycling, and general maintenance. Waste is primarily being filled on top of the above-ground fill area of Cell 4 and requires the additional Landfill Foreperson that can operate equipment and provide a supervisor during the evening shift. 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

Tonnage Landfill Number of Loads Tons of Solid Waste Received

Actual 2013114

Estimated

2014t15

2015t16

8,685

157J26

8,700 157,400

8,750 158,000

45,044 262,678

32,000 231,000

233,500

32,400

ACCOMPLISHMENTS The enlarged Transfer Station has been more productive and efficient, and a safer work environment. The new portable wind screens have helped better control the windblown paper with the higher, above-grade elevations on the aerial landfill pit. Upon the receipt of the new slurry mix applicator, controlling windblown paper will be more efficient. The reclass of the hourly Utility Workers at the landfill

tofull timepositionshasgreatlyreducedtheamountofpersonnel turnoverandjobvacancies. Duetothecompletionofthemajorityof the hail damaged roof repairs, the volume of the incoming debris is reducing to near normal levels.

263

Gity of Amarillo Solid Waste Disposal

Salaries and Wages 41300 lncentive 41620 Unscheduled 41 82OT Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 IO TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation

914,553 36,383 33,354 210,456 522

41000 Personal Services 51 'l 10 Office Expense 51 115 Employeê Recognition Pro 51200 Operating

1,472,695 2,667 929 21,858 452

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 51000 Supplies 61200 Postage 61400 Dues 61410 Tuition 61415 Safety Training 62000 Professional 63210 Armored Car Service 67320 Extermination

68100R&M-Building 68300 R & M - lmprovements 68640 Machinery 68650 Shop Equipment 68710 Auto Repair & Maint 692'10 Rental City Equipment 69220 Rental Other Equipment 60000 Gontractual Services 71100 lnsurance and Bonds 75100 Travel 77200 License and Permits 77430 Administrative - Labora 77470 Service Charges - Other 78210 Cash Over/Short 78230 Loss on Bad Debt 70000 Other Charges 84910 Other Equipment 80000 CapitalOutlay TEXPENSES Total Expenses

37,200 20,000 219,596 517

982,175 37,800 20,000 272,009 550 14,790 62,029 112,554 24,312 1,714

111,O07 22,221

14,759 59,730 115,393 23,410

1,715 73,320

81,324

I't,454

1,571,205 3,000 600 53,6s0 800 7,620 500 7,558 3,000 500 200

1,609,387 3,000 600 30,000 800 7,620

13,491

55,662

1,806

7,984 0

8,159 2,317 554 250 6,826 51,646

8,492

8,544

60,165 8,799

112,186

'154,884

500

5,115 3,000 500

200 7,028 53,880 8,995 121,238 432 250 3,500

432 250

6,323

3,500

r,000

,t,000

6,385

12,000 7,620 650 5,000 35,000 2,000 2,000 200 1,883,715 2,500

12,000

5,000 35,000 2,000 2,000 200 1,927,30'l 2,500

f ,851,678

f ,955,867

l,gf¡9,453

8,783

8,946 3,000

12,318 2,510 232,004 66,000 4,800

7,614 780 959 36,298 162 552 0

1,792,604

269,571 16,785

232,OOO

66,000 4,800

0 0

7,620 650

1,952

2,000

297,090 23,250

316,796 0

319,678

23,250 3,756,889

3,998,752

4,0¿19,756

264

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 1.00 1.00 1.00

MGT251

MGT252 MGT253 TEC150

2.00 TRD25O 8.00' 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 ENVIRONMENÏAL 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 ÏRUCK DRIVER UTILITY WORKER Total Part-Time Positions

35.00

TotalDepartment

1,609,387

265

or!l;þ^c!s

266

CIry OF AMARILLO TRAFFIC ADMINISTRATTON (1 731 ) FUNCTIONS, GOALS AND OBJECTIVES FUNCT]ONS The Traffic Engineering Department is responsible for the planning, design, maintenance, and operation of all traffic control devices. This includes traffic signs (stop, yield, speed limit, parking restriction, street name, etc.), traffic signals, and pavement markings (stop bars, crosswalks, island tips, arrows, etc.) These activities are accomplished using nat¡onally recognized standards and methods found in the Texas Manual on Uniform Traffic Control Devices. The Department is responsible for the following: authorizing street light installations, operating the computerized signal system, superv¡s¡ng the adult school crossing guard program for elementaryschools, investigating sight restriction complaints, issuing driveway and parade permits, and conducting a traffic counting program.

GOALS To provide for the safe and efficient movement of people and goods. This involves a continuous effort to improve the overall effìc¡ency of the street network while reducing the number and severity of collisions.

OBJECTIVES

* * * i * *

lmplement cost-effective improvements including additional traffic signs, improved pavement markingg, traffic signal retiming and/or re-phasing, and revised signal displays for better visibility and collision reduction. Maintain a traffic counting program that counts each of 370 links every two years. lncrease street lighting, both residential and arterial, in a timely manner, as development justifies it. lmplement design standards for signing and signal displays, and promote safety through uniform design and application. Upgrade school zone flashers, signs and markings. Observe peak hour ¡ntersect¡on and àrterial operation. Continue IMSA cert¡fications for appropriate personnel.

OPERATING STATISTICS

Actual

Estimated

2013t14

2014t't5

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 52 196

364 5

0,573 76

220 320 10 16

Estimated 2015t16 10,649 94 241 360 12

70 20

't8 80 26

228

250

7'l 86

78 94

85 104

ACCOMPLISHMENTS The Traffic engineering Department has completed work on phase three of a three phase project to provide communications with the school flashers. A CIP has been requested to continue to establ¡sh communications with the remaining traffic signal controllers. The traffic signal communications project is expected to take another two years. Traffic Engíneering is working with TXDOT to improve the trafüc flow on Soncy Road between Amar:illo Blvd. West and Hillside Road. The project will include upgrades to the existing signals along the corridor as well as median islands between the northbound and southbound travel lanes. The Deparlment is updating and revising the driveway and park¡ng manual.

261

City of Amarillo Traffic Administration

41 100 Salaries and Wages

407,680 3,008

41300 lncentive 41 82OT Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Secur¡ty - OASDI 42110 TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42510 Car Allowance 42520 U niform/Clothing Allowan

3,000 37,343

27,293

1,800

33,729

5,939 14,846 31,334 5,807 1,070

6,855 18,109 35,512 7,097

6,523 't6,380 31,546

1,180

17,081

1,205 17,788

2,950

17,795 2,800 2,880

41000 Personal Services 51 110 Office Expense 51200 Operating 52050 Auto Parts 5205OLABOR Auto Parts Labor

519,726 9,045 3,165

596,732 5,400 4,000

0 0

100

500

Supplies Postage Advertising Dues Tuition Professional Lights Equipment 60000 Gontractual Servicæs 71 00 lnsurance and Bonds 75100 Travel

12,209 1,169 288 959 460 0 0 11,532 14,407 7,807 3,948

10,000 1,600 800 1,200 0 20,000 21,600 14,007 59,207 I 5,641 4,000

70000 Other Gharges TEXPENSES Total Expenses

11,755 558,097

19,efl

2,645

51000 61200 61300 61400 61410 62000 68220 Street 69210 Rental City 1

685,580

6,420

2,796 2,664 563,521

5,400 4,000

10,000 1,600

800 1,200 0

20J50 21,600 14,389 60,339

22,129 3,347 25,476 6s9,336

Department Staffing Report Traffic Adm i nistration

Department

Personal Services Total

Number of

Employees Classification Description Permanent Positions 1.00 ADM540

1.00 cLR415 2.00 TEC222 1.00 TEC542 0.50 TEC550 5.50

TRAFFIC ENGINEER ADM IN ISTRATIVE ASSISTANT IV

TRAFFIC DESIGN TECFINICIAN TRAFFIC TECHNICIAN II TRAFFIC OPERATIONS TECHNICIAN Total Permanent Positions

Part-Time Positions

36.00 HRL540 3.00 HRL541 1.00 HRL545 1.00 HRL920 41.00

SCHOOL CROSSING GUARD SCHOOL CROSS¡NG GUARD SUBSTITUTE SCHOOL CROSS¡NG GUARD SUPERVISOR COLLEGE INTERN Total Part-Time Positions

46,50

TotalDepartment

563,521

268

CITY OF AMARILLO TRAFFTC FrELD OPERATIONS (1732) FUNCTIONS, GOALS, AND OBJECTIVES

FUNCTIONS

TrafficFieldOperationsisresponsiblefortheinstallation,operat¡on,andmaintenanceofalltrafficcontroldevices. Thisincludestraffic signs (stop, yield, speed limit, parking restriction, street name, etc.), traffic signals, schoolflashers, and pavement markings (stop bars, crosswalks, island tips, arrows, etc.), maintain¡ng a contract to oversee the maintenance of street lights on l-40, Canyon Drive, and US 287. These activities are accomplished using nationally recognized standards and methods found in the Texas Manual On Uniform Traffic Control Devices (MUTCD).

GOALS To provide for the safe and efficient movement of peoplq and goods. This involves a continuous effort to improve the overall effìciency of the street network while reducing the number and severity of collisions.

OBJECTIVES

* * * *

Perform routine preventative maintenance on all traffic signal equipment and street l¡ghts once a year to reduce emergency signal repairs. Promote safety by upgrading school zone signs and markings, and adding flashing beacons to advance crosswalk signs. Continue IMSA certifications for appropriate personnel. Expand the signs and markings maintenance program by striping all major arterials twice a year, painting crosswalks, stop bars, arrows, median tips, and railroad warnings once a year, and using preformed markings for overlay and sealcoat projects. lnspect all signs once a year, both day and night.

2013t14

Estimated 2014115

Eslimated 2015t16

264

265

266 6

Actual

OPERATING STATISTICS/PERFORMANCE MEASURERS

Signalized lntersections Maintained Signalized lntersections Rebuilt New Signalized ntersections 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 Mainta¡ned Signs Fabricated Signs lnstalled Lane Miles of Street Striping Gallons of Paint Applied Traffic Control Signs Maintained Work Orders Completed I

264

265

266

62 2 0 2 1,800

62 2

224 2,692 3,041

6,980 7,642 7,534 214 Twice

Stripe MajorArterials

0 3

2 0 5

1,920

284

375

2,841 3,468

3215 3,482 7,738

3,000 4,500 7,500 8,500 8,1 00

170 Once

Twice

220

SIGNIF¡CANT CHANGES

Technologyhasprovidedgreaterproductivitywiththeincreaseduseof laptopsandequ¡pmentinthefield. Trafficsignal andsignand school flasher equipment and controllers are becoming more reliable. We will continue to remove 5 section signal d¡splays and

changing them to a four section with a flashing arrow to meet the new TXMUTCD standard for permissive left turns. The third year of a three year project to improve/replace commun¡cat¡ons for our Traffic Signal System and School Flasher System has been completed. This is also the fourth year that decorative pedestrian lighting in the CBD has been maintained on a preventative maintenance schedule, 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 communicaie with all School Flashers and a portion of the traffic Signals from a computer in the Traffic Field Office. The intersections of Coulter & 45th and Coulter & Lowe's were both rebuilt w¡th new equipment; which includes cabinet, controller, signal displays and radar detection. We will also introduce the second 4 section signal head to allow protected permissive left turns at the intersection of NE 24th & Grand. We will add new cabinets, preemption and detection to the following intersections, Bell & Arden, Coulter & 45th and Coulter & Sleepy Hollow. A new signalized ¡ntersection will be up and running by mid may 2015 at the intersection of Coulter & Arden for the new Walmart Neighborhood Market. All goals and objectives will be met or exceeded during the 201412015 fiscal year.

269

City of Amarillo

Traffic Field Operation

569,780 25,200 15,000 139,518 317 8,627

41 100 Salaries and Wages 41300 lncentive 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 42550 Communications Allowance

,761 24,961 17,922 114,254 300 32,940 65,798 13,168 't,065 29,351 2,308

35,561

41000 Personal Services 51 110 Office Expense 5'l 115 Employee Recognition Pro 5'l 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

835,633 1,701 610 0

954,782 2,000 500 2,000

7,263

909,400 2,000 500 3,500 13,000 3,300 200 0 787 3,500

200

88 0 1.826,072

200 1,978,786

200 200 200 1,970,093

2,006,173 1,252

1,993,195 1,252

7,804

6s,024 13,938 1,042 32,993 2,400

20,454 5,627 160 158 111

200

25,200 15,000 147,351 317

8,627 35,598 63,359 13,952 1,039

32,963

2,400

14,500

3,300 200 0 2 0

51000 Supplies 61200 Postage 61400 Dues 61410 Tuition 61415 Safety Training 68210 Traffic Pavement Marker 68220 Street Lights 68300 R & M - lmprovements 68312 Other lmprovement 68640 Machinery 68650 Shop Equipment 68710 Auto Repair & Maint 69210 Rental City Equipment

1,862,266 788 1,779

173,581

196,814

60000 Contractual Services 71 100 lnsurance and Bonds 75100 Travel

600,210

729,733

3,811

5,312

4,810

6 900

712,866 6,521 5,773

70000 Other Charges 83100 lmprove other than Build 84910 Other Equipment

8,621

12,212

12,294

17,370 5,795

11,200

0 0

80000 GapitalOutlay 90155 Damage to lnfrastructure 901ô0 Other Departments

23,165 -42,353 -3,923

11,200 -40,000

-40,000

90000 Inter Re¡mbursements TEXPENSES Total Expenses

-46,276 3,283,617

-40,000 3,628,717

-40,000 3,633,138

1,500 1,500 1,300 '150,000 '120,000

'1,628 0 '108,243

101,641 101,012 125,377 540 887 316 158,000

1,000

't50,000 80,000

1,000

155,000 120,000 1,000

600 4,000

155,000 120,000

270

't,200 2,000

City of Amarillo Department Staffing Report Department:

Traffic Field Operation Personal Services Total

Number of

Employees Classification

Description

Permanent Positions

1.00 ADM541 1.00 cLR405 1.00 MGT540 1.00 MGT541 4.OO TEC2a}

2.00 TEC541 5.00 TEC543 5.00 TRD930 20.00

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

23.00

TotalDepartment

954,782

27r

QtEt sÞÄiÉs iatÞ!Ê5!

272

DEVELOPMENT SERVICES BOARDS:

COMMITTEES:

. Animal Management & Welfare Board . Board ofAppraisal Review . Board of Reviewfor Landmarks and Historical

¡ Comprehensive Plan lmplementation Advisory Committee

. MPO PolicyAdvisory Committee

Districts

A.C.M. DEVELOPMENT sERV¡CES

. Center City Tax lncrement Reinvestment Zone #"1 Board (TIRZ)

. Construct¡on 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

PLANN¡NG AN¡MAL MANAGEMENT & WELFARE METROPOLITAN PLANNING ORGANIZATION

FUNCTIONAL ACTIVITIES

273

City of Amarillo Summary of Expenditures by Activity Glassification Actual

Budgeted

DESCRIPTION

201312014

201412015

201512016

Development Services 1710 Animal Management & Welfare

1,799,131

2,378,623

2,480,650

, 494,718

529,780

527,075

2,492,834

2,487,239

2,614,380

377,186

388,975 388,975

410,074 410,074

1720 Planning 1740 Building Safety 2420 Urban Trans portation Plan n i n g Development Services 24200 Urban ïransportation Planning 2420 Urban Transportation Planning

377J86

274

CITY OF AMARILLO

ANIMAL MANAGEMENT & WELFARE (I710) FUNCTIONS, GOALS AND OBJECTIVES FUNCTION

The Animal Management & Welfare Department promotes the health and safety of the community through enforcement and shelter servieÆs for stray, lost animals, or unwanted an¡mals in Amarillo. The Department provides a facility for such an¡mals and leases space to the Amarillo Panhandle Humane Society. Animal Management & Welfare enforces City ordinances and State laws pertaining to animals. The Department investigates cases of rabies and other zoonotic diseases. The Department provides public education and programs to encourage adoptions, responsible pet ownership, proper care of animals, and spay/neutering for population control.

GOALS

The Department of Animal Management & Welfare strives to reduce health hazards from stray an¡mals and unsanitary animal conditions in the community. To reduce cases of animal cruelty, animal bites and possible rabies infections and increase owner reclaims of lost pets, promote adoptions and to reduce euthanasia. To maintain professional standards and improve training of Animal Management Officers and shelter staff. To Continue improving the environment and conditions of the shelter facilities and the animàls housed. To hold regular vaccination and microchipping clinics accessible for those in need.

OBJECTIVES

* * * *

Enhanced enforcement ofexisting laws and codes. Enhancement of exist¡ng laws and codes to improve their effect¡veness. Encourage citizens to spay/neuter and vaccinate their animals

commun¡ty partners. lncrease the live release rate at the shelter.

lncrease community outreach programs in collaboration with the Amarillo Panhandle Humane Society and other

OPER,ATING STATISTICS / PERFORMANCE MEASURES

Number of Calls Of the Animals Picked Up, the Following Were: Dead on Arrival lssued Citations lssued Warnings Returned to Owner in Field

Actual

Estimated

2013t14

2014t15

2015t16

34,993

36,000

37,000

3,428

5,000 4,000 1,700 2,000 2,500 3,000 9,500

4,000 4,000 1,500 2,000

3,526 1,199 1,558 1,386

Reclaimed by Owner

2,313

Adopted through partners

8,762

Euthanized

2,500 3,500 7,000

ACCOMPLISHMENTS ln FY2014-15, the Department continues to move forward through physical, operational, and philosophical changes. The intake process continues to improve to now include canine vaccinations (Bordetella, distemper, and parvo) and de-worming upon entering the facility to maintain biosecurity. Reviews and changes to the Municipal Code continue to be made which will enhance compliance activity. The Department now has a formal SOP (Standard Operating Procedure) manual and new training manuals for staff members. The Department continues to review all levels and aspects of operation and is making appropriate adjustments as needed. Shelter sanitation has been on the forefront and new cleaning systems have been implemented which has drastically reduced illness within the facility. Major Facility improvements continue and include: Two positive air pressure fans are being installed in each animal building,with each fan supplying up to 3,500 cubic feet of fresh air. Exterior canine kennels and walkways are receiving an elastomer¡c membrane to the walls which will facilitate a sanitary and easily cleanable surface. Feline improvements have been focused to reduce stress to keep the health of the felines high to increase adoptability. Feline kennels are receiving insulation to help reduce sounds from transfening from one kennel to the next, visual baniers to allow{he cats a place to hide behind, specialized cat.boxes for the highly fractious cats, and classical music to help facilitate a sgothing environment. The Animal Management & Welfare Department cont¡nues to pursue high professional standards for officers and staff through Amarillo College, the Texas Animal Cohtrol Association, and the National Animal Control Association. Public Awareness through outreach which include Department staff participating w¡th nonprofit organizations to continue to promote advocacy for animals, including. quarterly vaccination and microchipping clinics. Fostering stronger community partnersh¡ps to improve animal care, expanding adoptions, fostering programs, as well as diversion programs to prevent animals from entering the facility. Department performance is improving w¡th more animals being returned to owners in the field preventing them from enter¡ng the facility, more owriers are coming to reclaim their animals from the facility, and adoptions through local humane groups have increased.

275

City of Amarillo Animal Management & Welfare

41 100 Salaries and Wages

41300 lncentive 41620 Unscheduled 41 82OI Health nsurance 4't900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 42't10 ïMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42510 Car Allowance 42520 U niform/Clothing Allowan 42550 Communications Allowance I

1,295,345 27,000 25,000 220,536 534 15,593 66,503 121,604 26,065

895,078 36,659 54,603 175,771

455 13,850

58,054 116,617

22,986 1,733 21,890 4,186

1,s52 23,552 6,000 11,340

r0,699 2,878

1,255,254 26,400 25,000 280,789 634 18,244 78,008 138,842 30,574 1,852 30,303 6,000 11,340

2,400

41000 Personal Serv¡ces 51 110 Office Expense 51 1 15 Employee Recognition Pro 51 125 Training 51200 Operating 51250 Janitor 51300 Glothing and Linen 51350 Chemical and Medical 51400 Photographic 51410 Vaccines 51450 Botany & Agrigulture 5'1510 Animal Traps 51 520 Microchipping Supplies 51550 Animal Feed and Medical 51555 Animal Medicine 51700 Education 51800 Fuel & Oil 51850 Minor Tools 5't950 Minor Office Equipment 51970 Software 52000 Ammunition 52050 Auto Parts 52050LABOR Auto Parts Labor 53100 Natural Gas 53150 Electricity 53200 Water and Sewer

1,415,458 9,980 49 0 14,349 12,099 't1,288 23,119

1,844,224 5,000 0 0 9,000 10,000 8,000 19,000

-1 10

1,000 0 1,000

0 49

. '3,839

2,500 0 27,500 0 3,000 0

0 26,001

2,425 62 z',t,737

12,000

0 0 750

228 0 0

1,905,639 12,000 0

6,000 12,000 10,000

8,000 19,000 1,000

53,730 1,000

2,500 10,000

27,500 60,000 3,000 18

11,300 0

5,000 750 0 500 18,283

1,204 475 22,494 10,690

500 28,589 1't,137

11,061

11 745

11,061

51000 Supplies 61 100 Communications Billing 61200 Postage 61300 Advertising 61400 Dues 61410 Tuition 62000 Professional 63210 Armored Car Service 63400 Employee Medical 67320 Extermination 68300 R & M - lmprovements 68710 Auto Repair & Maint 69210 Rental City Equipment 69300 Leased Computer Software

171,036 8,052 102 182 450

150,721

292,762 7,800 1,500 1,000

3,437

7,800 300 't,000 2,000 5,000 3't,000 3,504 5,000

1,1 15

1,000

8,054

204

15,000 2,500 162,336 0

60000 Gontractual Services

208,997

236,40

71 '100 lnsurance and Bonds

6,124 352

8,538 0

4,618 1,381

4,000 3,000

s,000 2,510

1,094

500

72000 Communication 74000 Printing and Binding 75100 Travel 75300 Meals and Local

4,502 15,744 3,501

517 163,138

276

20j20

2,000 8,000 31,000 3,504 5,000 1,000 15,000

2,500 201,761 0

280,065 12,074 0

City of Amarillo Animal Management & Welfare

Debt Gharges lmprovement

53 13,572 8,067

78230 Loss on Bad 70000 Other 83200 00

Stock &

100 16,138 0

Outlay 90140

100

2O,1U 0

143,100

0 -'tB 000

-1

90000 lnter Re¡mbursements TEXPENSES Tota! Expenses

-18,000 1,799,131

-12,000 2,378¡623

-18;000

2,480,650

City of Amarillo

Department Staffing Repgrt

Animal Management and Welfare Personal Services

Number of

Employees Glassification

Total'

Description

Permanent Positions

1.00 ADM047 1.00 ADM590 1.00 ADM591 1.00 cLR630 1.00 cLR941 1.00 MGT120 3.00 MGTsgO

39.00

ADMINISTRATIVE TECHNIC¡AN AFTERNOON SHELTER MANAGER ANIMAL MANAGEMENT FIELD SUPERVISOR COMPLIANCE MANAGER FIELD SERVICES MANAGER SHELTER MANAGER CSR INÌAKE SPECIALIST AN IMAL MANAGEMENT OFFICER TRA,INEE ANIMAL CARE WORKER ANIMAL MANIAGEMENT OTNCER I ANIMAL MANAGEMENT OFFICER I¡ ANIMAL MANAGEMENT OFFICER III Total Ferrnanent Pos¡tions

39.00

TotalDepartment

L00 MGT775 1.OO MGTTBO 1.00 MGT790 2.00 TRD160

ANIMAL WELFARE SPECIALIST. ANIMAL CONTROL DIRECTOR ASSISTANT DIRECTOR OF ANIMAL CONTROL OFFICE MANAGER

B.OO TRD56O

9.00 TRD565 3.00 TRD592 4.00 TRD593 1.00 TRD594

277

1,905,639

278

CIry OF AMARILLO PLANNTNG (1720) FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS The Planning Department facilitates the growth of Amarillo according to the goals and visions of Amarillo citizens as identifìed in the Amarillo Comprehensive Plan. Planning Department Staff achieves this through short and long-range urban planning initiatives and activities that promote a community of strong neighborhoods, econom¡c v¡tality, and adequate public infrastructure. These activities include: subd¡vision review, zoning, transportation planning, land use studies, special districts administration, demographic studies, flood hazard compliance, h¡storic preservation, street, alley, and easement vacations, right-of-way and easement dedications, licenses to encumber City right-of-way, airport zoning, and other initiatives as recommended by the Comprehensive Plan. The Department coordinates its activities through the Amarillo Planning and Zoning Comm¡ssion, Comprehensive Plan Advisory Committee, Downtown Design Review Board, Board of Review for Landmarks and H¡storic Dishicts and Public lmprovement District advisory boards, Tax lncrement Reinvestment Zone Board, as well as working with other City departments and local utility companies.

GOALS To promote the orderly and efficient growth and development of the City of Amarillo by implementing the goals and recommendations

identifiedwithintheAmarilloComprehensivePlan. Prov¡deandapplysound,comprehensiveplanningprinciples,bothforcurrentand

long range community planning, to help guide short and long-range development, which promote the health, safety, and welfare of Amarillo and its citizens. Provide the 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

* * * * *

Continue implementation of high priority action steps as recommended by the 2010 Comprehensive Plan. Prepare the Amarillo area population estimates for January 2016. Review, evaluate, and amend Amarillo's Zoning Regulations in order to provide appropriate and effective development related decisions. lmprove and expand implementation of geographic information system for subdivision, land use, and zoning purposes. Continue to evaluate department processes and procedures to become more service oriented, and improve accountability.

DEVELOPMENT RELATED DATA

Actual

Estimated

2013t14

2014t15

2015t16

29 4 68 437 688 125

Rezoning Requests Annexations Plats Approved Residential acres platted Residential lots created Commercial acres platted

93 848

80 483 768

264

200

529

ACCOMPLISHMENTS

OnOctoberl2,2Ol0,theCityofAmarilloadoptedthe20l0ComprehensivePlan.

Staffcontinuesto¡mplementactionsrecommended

by the Plan which has resulted in the implementation of a Drainage Utility fee (effective FY2O12|13) and the incorporation of a new "pro-active" annexation policy. Also in the final planning and construction stages are changes related to transportat¡on planning that include ramp reversals on l-40 West between Coulter Street and Soncy Street and Soncy Street and Helium Road. Staff continues to administer the Downtown Amarillo Urban Design Standards by approving applications for building permits. Amendments related to streetscape element tr¡ggers, drive{hroughs, and building edge are in the final review pêr¡od and anticipated to be approved by City Council before the end of October. The Downtown Design Standards have been an effective tool used in furthering redevelopment

goalsassetforthbytheComprehensivePlanandtheDowntownAmarilloStrategicActionPlan. TheCityofAmarillocontinuestouse public improvement districts as a development tool and the Planning Department continues to expand its role as the administrative body for all public improvement districts and other special districts. The Planning Department continues to support the goals and actions of the downtown TIRZ#1 Board by implementing streetscape improvements along Buchanan St. and 6'n Ave that were part of an approved grant (TEP) by the State which the TIRZ Board approved funding the required match of $400,000. Planning staff is anticipating implementing amending the current Subd¡vision Regulations by the end of the 2014 year, which will include new platting submittal, review, and approval processes.

279

Gity of Amarillo

Planning

Salaries and Wages 41300 lncentive 41820f Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 42110 TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensat¡on

341,466

4'1000 Personal Services

353,027 600 48,474

602

46,290

35'1,347

600 5¿,aos

117

4,694 20,073 39,899

5,128

5,103 21,821 38,837 8,552

341

21,925 40,090 8,593 341

775

774

7,991

341

462,247

479,O73

482,36r

51110 Office Expense 51115 Employee Recognition Pro

7,846

10,000

9,000 250

51000 Supplies 61200 Postage 61300 Advertising 61400 Dues 61410 Tuition 62000 Professional 68610 Office Equipment

7,846

9,250

10,250 1,500 't 1,000

60000 Gontractual Services 71100 lnsurance and Bonds 74OOO Printing and Binding 75100 Travel 75200 Mileage 75300 Meals and Local

14,795

77110

4,578

Fees

70000 Other Charges 84910 Other Equipment 80000 Capital Outlay TEXPENSES Total Expenses

2,128

1,500

9,803

12,000 2,500 1,500 4,000 500

2,504 0

360 0

22,000 1,957

1,308 1,277 1,969 0

697 9,830 0 0

494,718

250

2,500 1,500

4,000 500

2r,000 2,536

1,500

3,500

2,928

1,000

1,000 1,000

1,000 4,500

4,500

13,457 6,000

13,464 0

6,000 529,780

0 527,075

Gity of Amarillo Department Staffing Report

Department: Planning Personal Services Total

Number of

Employees Classification Permanent Positions 1.00 ADM520 .

1.00 cLR941 2.00 PRF900 2.00 PRF902 1.00 TEC520

Description PLANNING DIRECTOR ADMIN ISTRATIVE TECHNICIAN

SENIOR PLANNER

7.00

PLANNER I PLANNING TECHNICIAN Total Permanent Positions

7.00

TotalDepartment

482,361

280

CITY OF AMARILLO BUTLDTNG SAFETY (1740) FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS

The Department of Building Safety promotes safety in the built environment by achieving compliance with the City Ordinances and State Laws that regulate the construction, location, development, land use, renovation, repair, and maintenance of buildings, plus the¡r assoc¡ated equipment. The Department seeks to safeguard the publiCs safety and welfare while extending the longevity and serviceability of buildings. The Department of Building Safety regulates City and State licensing regulations for certain construct¡on trades and occupational or business licenses that provide m¡nimum standards for competency, safety and responsibility of trades people and contractors. The Department works to promote a livable city by mitigating nuisances within the City, such as unsafe buildings, junk vehicles, accumulations of junk and debris, and uncultivated vegetative growth. The Department of Building Safety generates and maintains extensive records regarding construction activity, nuisance abatement activity, and address assignments for use by the public and by other departments.

GOALS To promote Amarillo's livability and ensure the public health, safety, and welfare in the built environment. Provide accurate plan review, permit, inspection, license, and information services, to promote compliance with all construct¡on, development, and licensing regulations. To resolve all complaints concerning nuisances and zoning v¡olat¡ons. 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 compl¡ance or legal action. Enhance services to customers through the use of electronic and online informational services.

OPERATING STATIST¡CS/ PERFORMANCE MEASURES Total inspections Total value of building perm¡ts Weed/junk and debris complaints Unoccupied unsafe building complaints Tenant occupied unsafe building complaints

Junk vêh¡cle complaints initiated Percentage of certified plan reviewers & inspectors Avg. inspections per inspector per work day Avg, miles driven per inspec{ion Avg. days to permit calendar - New Residential Avg. days to permit calendar - All commercial

Actual 2013t14

Estimated

, Estimated

2014t15

2015116

1 12,990 $496,486,624 15,350 57 180

98,000 $410,505,000 25,000 80 95

100,000 $305,000,000 20,000 70

209

265 85%

89o/o

1.8

1.6 15

10 42

140

240 90% 20 1.4 3 't1

SIGNIFICANT CHANGES

The Department of Building Safety continues its vis¡on to focus significant emphasis on safety and a commitment to positive citizen impact, community education, and enhanced services. The Building Safety counter is now the home to the "Development Services Cente/' the one-stop-shop for development service related activities. This portal is designed as a single point of contact and information to improve serv¡ce del¡very. Building Safety now regulates and registers Credit Access Businesses within the City. After intensive research, numerous Construct¡on Advisory and Appeals Board meetings, community input meetings and stakeholder input the City of Amarillo has adopted the 201 5 edition of the l-Codes and the 20'14 National Electric Code (NEC).

ACCOMPL¡SHMENTS Building Safety continues to enhance inspector training by utilizing technology to increase efficiency, to increase inspector certifications and ongoing education. As a result of the 2013 hailstorm, Building Safety has issued over 25,000 roofing permits and performed over 25,000 inspections. This increase in workload was accomplished through highly trained and skilled staff operating effectively to serve Amarillo's residents. As a key department in the City of Amarillo's Development Services Group, Building Safety implemented procedures to deliver quality public services and advance the social and economic well being of our present and future citizens.

28r

Gity of Amarillo

Building Safety

1,372,957 40,500 30,465 272,789 534 20,539 84,926

and Wages 41300 lncentive 41ô20 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 4251O Car Allowance 42550 Communications Allowance

1,330,991

41000 Personal Services 51 110 Office Expense 51 115 Employee Recognition Pro 51200 Operating 51300 Clothing and Linen 51400 Photographic 51800 Fuel & Oil 51850 Minor Tools 51950 Minor Office Equipment 52050 Auto Parts 52050LABOR Auto Parts Labor 52120 Tires and Tubes Other

200

51000 Supplies 61 100 Communications Billing 61200 Postage 61300 Advertising 61400 Dues 61410 Tuition 62000 Professional 67110 Demolition Condemned Pro 67400 Weed Contractor Expense 69210 Rental City Equ¡pment 69230 Pedestrian Lighting

81,130

46,780 10,260 56,'t24 8,000 4,500 11,000 29,000 60,000 200,000 94,324 0

51,830 12,900 56,124 8,000 4,500 19,000 29,000 60,000 200,000 96,690 0

473,208 9,466

486,214

3't,500 30,465 215,298

43,199 161,305 198,626 512 21,505 85,121

517

19,900 81,908 155,584 32,153

169,971

33,335

1,65ô 1,510

1,991

1,543 3,008 2,407

'153,868

33,687 1,652 1,558

3,000 2,400

2,053,514 32,971 1,294 930 0

1,913,794 35,200 680 3,800

2,019,974 35,200 680 3,800

150

500 2,000 1,750

500 6,050

3,930 590 38,100

0 1,000 1,500

1,31ô

2,000

2,253 47,942 4,827 3,207 26,809 18,439 8,545 115,697 85,394 8,567

60000 Gontractual Services 71 1 00 lnsurance and Bonds 72000 Communication 75100 Travel 75200 Mileage 75300 Meals and Local 77100 Court Costs 78210 Cash Over/Short 78230 Loss on Bad Debt

321,680 6,882 445 9,947 125 417

70000 Other Charges TEXPENSES Total Expenses

15,359 0

11,000 400

9,203 400

17,84i

1,000 31,091

-58 900

0 500

36,509 2,492,834

2,487,239

53,457

282

1,750 1,000 1,000 1,500

1,000

31,000 0 500 57,462 2,614,380

City of Amarillo Department Staffing Report

Department: Building Safety Personal Services Total

Number of

Employees Classification Permanent Positions 1.00 ADM035 1.00 ADM073 1.00 ADM510 1.00 cLR941

1.00 MGT520 5.00 TEC400 6.00 TRD500 1.00 TRD505 2.00 TRD5r0 2.00 TRD511 1.00 TRD513 1.00 TRD514 1.00 TRD515 1.00 TRD516 4.00 TRD520 2.00 TRD525 1.00 TRD545 32.00

Description ASSISTANT BUILDING OFFICIAL DEPUW BUILDING OFFICIAL BUILDING OFFICIAL ADMINISTRATIVE TECHNICIAN BUILDING SAFETY MANAGER PERMIT TECHNICIAN

COMMUNITY SAFETY INSPECTOR COMMUNITY IMPROVEMENT CHIEF PLUMBING INSPECTOR I BUILDING INSPECTOR I CHIEF PLANS EXAMINER ELECTRICAL INSPECTOR I CHIEF ELECTRICAL INSPECTOR CHIEF PLUMBING INSPECTOR COMMUNITY IMPROVEMENT INSPECTOR PLANS EXAMINER CHIEF BUILDING INSPECTOR Total Permanent Positions

Part-Time Positions

1.00 HRL904 1.00 HRL920

ADM I N ISTRATIVE ASSISTANT

2.00

COLLEGE INTERN Total Part-Time Positions

34.00

Total Department

2,018,874

283

284

POLICE DIVISION CITY

MANAGER

POLICE

ASSISTANT CHIEF LINE

ASSISTANT INTERNAL AFFAIRS

OPERATIONS

CH¡EF

SPECIAL

STAFF OPERATIONS

CRIMES UNIT

NARCOTICS INVESTIGATION

DETECTIVE

DtvtstoN

UNIFORM

DtvtstoN

NARCOTICS UN¡TS

FIREARMS RANGE

SERVICE

DrvlstoN

TRAINING

CRIME PREVENTION

& PERSONNEL

. FUNCTIONALACTIVITIES

285

SWAT

Gity of Amarillo

Summary of Expenditures by Activity Classification

DESCRIPT¡ON

Actual

Budgeted

201312014

201412015

201512016

37,044,872

39,008,493 4,183,409

40,474,320 4,325,242

Police 1610 Police 1640 Civilian Personnel 1670 Tobacco Senate B¡ll 55 1680 TSU Tobacco Enforcement P

4,011,371 376

25,052

12,120

181 ,054

200,000

208,000

9,758

10,700

190,812

210,700

218,700

100,000 0 0 100,000

2210 Safe and Sober TXDOT Programs

Police 22150 Safe and Sober TXDOT Program 22160 Click lt or Ticket 2210 Safe and Sober TXDOT Programs 2610 Justice Assistance Grant

Police 26110 JAG Traffic Enforcement 26130 FY14 JAG Program 26170 FYl3JAG Program 2610 Justice Assistance Grant

00,000

51,092 50,725 101,817

0 0

100,000

67,658 97,908 165,566

100,359 100,359

103,385 103,385

16,954

21,000

2620 APD Seized Property Fund

Police 26200 APD Seized Property 26210 Narcotics Unit 2620 APD Seized Property Fund

2660 LEOSE Training Program Fund

Police 2661 0 Leose Training-Police

286

CITY OF AMARILLO POLTCE (1610)

FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS

The Police Department maintains soc¡al order within carefully prescribed ethical, constitutional, and legal restrictions. This is accomplished with prevention of crime, apprehension of offenders, recovery of stolen property, regulation of non-criminal conduct, and performance of miscellaneous community services. The success of the Department depends upon the ability to manage organizational resources to maintain financial stability, provide long-range program development, and ensure the taxpayers receive the greatest possible benefit for the money expended. Cooperation with other law enforcement agencies, other City departments, and interaction with citizens and community groups is essential to the Department's success.

GOALS It is the Police Department's goal to ensure the preservation of community and personal safety, and perform community service functions essential to the general public welfare. (Related to strategic goal - high quality of public safety)

OBJECTIVES

* * * *

Continue to increase staffing of sworn personnel (all divisions) to address city growth and crime. Continue Directed Patrol activities by increasing on-duty directed patrol assignments that will be worked year round. Continue increasing efforts on identifying, capturing and prosecuting habitual criminals by increasing investigative time spent in patrol and detective divisions. Continue the 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 Calls for Service* Traffic Citations* Adult Anests* Traffic Crashes* Training Hours*

Actual 2013t14

Estimated

2014t15

2015t16

129,116

125,695 43,390 10,425 5,536 67,75'l

128,209 44,691 r 0,738 5703 70,000

46,648 12,69'l 5,911

71,863

" Calendar year data from the Police Department Annual Report

ACCOMPLISHMENTS

The Department continues to utilize Directed Patrol for special crime prevention and apprehension programs in order to control residential and business burglaries, auto burglaries, and drug activity. On-duty personnel are primarily utilized for these assignments. The Police Department continues to offer an alternative reporting progrâm to now include online reporting of select minor crimes. The Department utilizes the services of Nixle to better communicate with the public about news worthy events and crime related and preventive information. The APD has partnered with the NAACP and LULAC to offer a kid's camp that was named in memory of APD Cpl. Lisa Cherry. This program continues to be successful and allows the Department to reach out to our community. The 91 1 call center and dispatch operations moved to the Amarillo Emergency Communications Center and the civilian dispatch staff transferred to that new City,Division. The City Jail is closed and all City prisoners are booked in the Randall County Jail. The Department developed a multi-year plan to increase staff¡ng and is adding police officers to our authorized strength each year. ln the 2014-2015 budget year, sworn personnel was increased by 7 positions. The authorized sworn staffing is now 365 positions.

287

City of Amarillo Police

41 100 Salaries and Wages

41200 Longevity 41300 lncentive 41620 Unscheduled 41820T Health lnsurance 41900 Life 42010 Social Security - Medica 421 1O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42510 Ca¡ Allowance 42520 Uniform/Clothing Allowan 42550 Communications Allowance

22,164,496

24,017,753

322,893

353, I 60

657,595 1,954,163

651,060 1,300,000 2,777,854 5,971 320,287 2,806,032 601,454 17,496 816,790

2,581,351

5,877 3'15,557

2,962,247 591,957 17,783 763,775 16,348 254,494 16,847

24,540,418 362,314 680,1 00 1,298,472 3,331,901

6,088 335,409 2,800,309 616,678 17,788 837,464

19;92O

19,200

257,760 16,800

262,800

33,962,338 151,350 6,750 110,429 3,400 264,470

35,125,741 134,529 11,700

16,800

41000 Personal Services 51 1 10 Office Expense 51 115 Employee Recognition Pro 51200 Operating 51250 Janitor 51300 Clothing and Linen 51310 New Officer Equipment 51350 Chemical and Med¡cal 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 Electricity 53200 Watei and Sewer 54000 Food

32,625,384 155,243 7,638

872

1,750

2,200

51000 Supplies 6'l 100 Communications Billing 61200 Postage 61300 Advertising 61400 Dues 6141 0 Tuition 61 420 Employee Reimbursement 62000 Professional 63210 Armored Car Service 63400 Employee Med¡cal 67320 Extermination

1,277,486 93,956 25,640 5,838

1,505,529 105,064 23,000 6,000 14,705 59,950 2,000 74,234 5,868

1,450,022

68100R&M-Building 68300 R & M - lmprovements 68610 Office Equipment 68620 Computer Equipment 68660 Audio/Video Equipment 68680 Other Equipment 68710 Auto Repair & Maint 692'10 Rental City Equipment 69220 Rental Other Equipment 69300 Leased Computer Software

80,601

944 116,219

129,307

3,500 '177,369

119,211

22,772 9,103 9,897 45,687 97,813 'r39,087

38,780 15,420

31,649 12,780

10,200

45,013 113,084 156,093

45,640 79,162

2',1,149

18,469

2,839

9,314

'189,264

19,763 9,406

13,861

17,600

71,822

167,414 25,000 30,000

219,105 32,236 30,000

23,332 45,403 4,688 1,000

71,338 190,043 26,926

13,522

48,356

208 65,091

5,867 10,964

1,500

750

5,000 83,183 205,382 25,928

5,000 65,343 211,501 29,617

17,080

2,490

2,700 6,900

5,366 17,482 95 51,371

23,000 6,500 14,860

57,645 2,000 80,651

5,868 1 8,1

3,000 7,000

3,460

5,460 98,653 19,602 66,365 429,032

153,695 19,565

5,618 22,191 95,530 2,054,810

67,010 223,530 2,112,662

1,390

1,100

154,554

191 ,536

288

108,620

2,330,061

9,100 155,440

City of Amarillo Police

Services 71 100 lnsurance and Bonds

TI2SOPaidClaims , 74000 Frinting and Binding 75100 Travel 75200 Mllêage 75300 Meals and Local 77900 Other Agencies 78210 Cash OVer/Short 78230 Loss on Bad Debt

284,968 8,103

279,230 4,000 5,700 52,250

57,889

, 1,500

3,642

19,500

2,750 32,042

-21

164

30,337

439,223 0 0

70000

39s,5r3

377,767

84320 AudioA/ideo Equipment 84610 hfo Tech Equip! - PCs

41,919 15,825

0 10,000

-15,563

Reimbursements Total Expenses

4,000 1;200 ô2,956

2,750 32,337 0

90000

3',t6,775

-19,594

37,OM,872

39,008,493

4O;474,320

City of Amarillo Department Staffing Report

Department: Police Number of

Employees Classification

Description

Permanent Positions

2.00 ADM005

ASSISTANT POLICE CHIEF

1,00. ADM700

s7t.oo

POLICE CHIEF CAPTAIN LIEUTENAÑT SERGEANT COPORAL POLICE OFFICER Total Permanent Positions

371.00

TotalDepartment

4.00 POL720 15.00 POL730 79.00 POL740 7g0o: Pot-750 191.00: Pot-760

289

35,125t,741

290

CITY OF AMARILLO

CIVILIAN PERSONNEL - POLICE DEPARTMENT (1640) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS

The Civilian Personnel mission is the same as the police mission, which is maintenance of social order within carefully prescribed ethical, constitutional, and legal restrictions. This is accomplished by prevention of crime, apprehension of offenders, recovery of stolen property, regulation of noncriminal conduct, and performance of miscellaneous community services. The success of the Department depends on managing organizational resources to maintain financial stability, providing long-range program development, and ensuring that taxpayers receive the greatest possible benefit for the money expended. Cooperation with other law enforcement agencies, other City departments, an-d interaction with citizen and community groups is essential. Civilians are used to staff our Service D¡vision and provide administrative office support in each division.

GOALS

The Department's goals are to ensure the preservation of community and personal safety, and perforn community service functions essential to the general public welfare. (Related to strategic goal - high quality of public safety)

OBJECTIVES

* * *

Continue to explore and implement alternative responses for requests for police service. Develop alternative methods of response to certain offensès. Provide the public with alternative avenues of record acquisition.

OPERATING STATISTICS/PERFORMANCE MEASURES Reports Typed Éolice Reports by Civilians, lnternet and Mail

Actual 2013t14

Estimated

2014t15

2015t16

37,037

42,718 4,943

44,000 5,092

2,249

ACCOMPLISHMENTS

The Police Department Civilian Personnel takes 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 Poiice Department. Other reports are mailed to the Department by businesses or ind¡viduals. The Department implemented an on-line pol¡ce reporting system for some minor offenses, further increasing the time field officers have for proactive patrol. The 91 1 and dispatch operations were relocated to a new City Division and facility outside the Police Department. The new Amarillo Emergency Communications Center combined police, fire, añd ambulance d¡spatchers forthe first time, and also introduced a common 911 and dispatch soft¡vare platform to provide seamless exchange of emergency data. The City Jail has been closed and City prisoners are now booked into the Randall County Ja¡l pursuant to a contract to house all City prisoners.

29L

City of Amarillo

Civilian Personnel

and Wages

,489,238

76,024 38,458 316,053 926 22,193 86,249 173,226 34,16ô 3,091 4,526 180 2,24,225

1,544,752

9,600 2S,OO0 943,148 BB4 22,107 89,ô82 't72,845 3S,1S0 2,791 3,966 180 2,ZSO,O}4

91,996 25,OOO

406,924 sO1

2g,025 93,490 169,869

96,642 2,927 3,652 180

2,411,719 5,700

5'1955 Furniture

5,703

51000 Supplies 61410 Tuition 62000 Professional 63215 Contract Jailor Expense

5,703 5,000 30,000 1,875,000

1,850,000

1,755,690 9,906

I,910,000

1,885,000

17,612

I,560

22,825 0

.11,466

17,612 4,183,409

22,825 4,325,242

3,309 17,347 1,735,024

60000 Contractual Services 71 1 00 lnsurance and Bonds 75100 Travel 70000 Other Charges TEXPENSES Total Expenses

4,011,371

5,700 5,000 30,000

eity oi Amarillo Department Staffing Report

Department: Givilian Personnel Personal Services Total

Number of

Employees Classification Description Permanent Positions 28i00 cLR400 6.00 cLR405 6.00 cLR410 4.00 cLR415 1.00 cLR605 5.00 cLR775 1.00 cLR779 1.00 cLR941

1.00 TEC770 3.00 TEC771 1.00 TRD050 57.00

ADMINISTRATIVE ASSISTANT I ADMIN ISTRATIVE ASSISTANT I I

ADMINISTRATIVE ASSISTANT II I ADMINISTRATIVE ASSISTANT IV ÏRAFFIC GUIDE/PARKING ENFORCEMENT CIVILIAN INVESTIGATOR POL]CE DATA ADMINISTRATOR ADMINISTRATIVE TECHNICIAN PHOTO TECHNICIAN EVIDENCE TECHNICIAN RANGE OFFICER Total Permanent Posit¡ons

Part-Time Positions

2.00 HRL725 1.00 HRL775 3.00

RANGE OFFICER CIVILIAN IDENTIFICATION TECHNICIAN Total Part-Time Positions

60.00

TotalDepartment

2,411,718

292

CITY OF AMARILLO TOBACCO GRANT. POLICE DEPARTMENT (1670) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS

The Amarillo Police Department receives grant money from the State of Texas. This funding is to provide for the inspection of businesses that sell tobacco. This program is a combination of education and enforcement of the laws prohibiting the saleof tobacco products to minors.

GOALS The goal of this program is to reduce the number of violations within the City of Amarillo. (Related to strateg¡c goal - high quality of public safety)

SIGNIFICANT CHANGES The Amarillo Police Department continues to participate in this program.

293

City of Amarillo Tobacco Senat Bill 55

421 1O TMRS

330

0 0 0

42115 OPEB Funding 42400 Workers Compensation

-1

41000 Personal Services TEXPENSES Total Expenses

376 376

0 0

Gity of Amarillo TSU Tobacco Enforcement Progr

42010 Social Security - Medica 421 1O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers. Compensation 41000 Personal Services 51200 Operatinq

9,356

19,824 120 2,306 469

0 0

22,732 0

9,356

12 1

100

51000 Supplies 67600 Temporary Labor

100

2,320

2,664

60000 Contractual Services TEXPENSES Total Expenses

2,320 25,052

2,6æ

2,6U

12,120

294

FIRE DIVISION CITY MANAGER

F¡RE CHIEF

FIRE MARSHAL

OPERATIONS

SUPPORT

PRE-

INVESTIGATION

EMERGENCY

SUPPRESSION

EMERGENCY PREPAREDNESS

RESCUE

COMMUN¡CATIONS

TRAINING & PIO

SUPPORT

HAZ.MAT

FLEET

EMS

INSPECTIONS

SAFETY

295

City of Amarillo Summary of Expenditures by Activity Classification

DESCRIPTION

Actual

Budgeted

201312014

20141201s

201512016

23,411,920

24,653,602

3,021,995

3,240,539

25,159,681 3,150,681

770,144 610,427

785,782 612,166

845,525 616,686

537

Fire 1910 Fire Operations 1920 Fire Support 1930 Fire Marshal 1940 Fire Civilian Personnel 2660 LEOSE Training Program Fund

Fire 26620 Leose Training- Fire Civ

296

CITY OF AMARILLO FIRE DEPARTMENT (1910) FUNGTIONS, 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 properg 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 organ¡zational management.

OBJECTIVES

* * * *

Protect the lives and property of the citizens of Amarillo from all non-criminal hazards Provide public protection consistent with national organization, deployment, and response standards. Continually improve customerservice through the involvement, participation, and development of department members to support a tradition of excellent performance. Enhance the department's relationship with the public, as well as promote a personal safety attitude with our citizens to improve their safety.

PERFORMANCE 2Q14:

Total tncidents : 19,072(52 per day) lncrease in incidents over 2013: 465 responses lncrease in incidents over S-year period: 15.0% Average Response lime (AFD notified until arrival on scene): 4 min, 12 secs.

Total Responses by AFD apparatus: 25,775 (71 per day) Total vehicle accidents while responding to emergencies: 0 Hours on emergency responses: 24,037 Total reportable injuries: 3 Total Fires: 732 (3.8% of total responses) Fires contained to Room of Origin: 60.0% Total Wildland/Grass Fires: 77 (46.7% decrease from the 164 fires in 20'l'l) Emergency Medical Responses: 13,367 (70.9o/o of total responses)

ACCOMPLISHMENTS

2014 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 average for departments protecting cities the size of Amarillo. The City only had only three fires that exceeded a properly loss of $250,000. The AFD continued to be a strong supporter of the area's fire service. We gave mutual aid assistance to regional departments at a rate of 2 to 3 t¡mes a month. 2014 Traininq: Ensured 100% compliance with ïCFP and DSHS training and operation requirements Provided two 6-weeks orientation for 27 new firefighters Conducted EMT-I training for 10 firefighters, which brought the total number of AFD members with Advanced Life Support certifications to 100 Conducted 1-week Officer Orientation, lnstructor 1, and ICS 300/400 classes for all new tire officers Conducted annual FAA inspection.

1. 2. 3. 4. 5.

297

City of Amarillo Fire Operations

41 100 Salaries and Wages

41200 Longevity 41300 lncentive 41610 Scheduled 41620 Unscheduled 41 820T Health nsurance 41900 Life 42010 Social Security - Medica 42115 OPÊB Funding 42120T FRRF Total 42300 State Unemployment 42400 Workers Compensation 42510 Car Allowance 42520 U niform/Clothing Allowan 42550 Communications Allowance I

41000 Personal Services 51 110 Office Expense 51200 Operating 51700 Education 51800 Fuel & Oil 51850 Minor Tools 51970 Software

14,985,709 184,966

15,907,

201,780 426,768

420,501 498,437

464,7',13

201,786 427,200 464,713

958,1 15

2,111,969 4,237 230,429 406,544 3,250,295 12,375 257,645 10,800 182,880

2,488,365 4,237 235,934

2,400

23,250,942 3,939 9,229 8,982

24,428,915 0 30,450 20,834

24,918,318

150

0 1,000 1,900

155 000 900

969,068 1,946,942 4,117 225,799 401,951

3,161,268 12,478 248,51s 11,542, 176,784 2,865

710 0

408,671

3,266,779 12,379 258,993 10,800 182,880

30,450 17,734

Supplies Postage Tuition Professional 68100R&M-Building

23,010 182 40,269 3,722 38

54,184 0 50,608 17,543 2,700

51,239

60000 Gontractual Services 71 1 00 lnsurance and Bonds 75100 Travel 75200 Mileage 75300 Meals and Local 78250 lnventory Over/Short

4,210

70,851

61,009

67,653 27,000

73,410 89,125 22,589

1,000

675 3,270

2,000 2,000

70000 Other Gharges 84100 Auto-Rolling Stock & Equ 84700 lnfo Tech Equipt - Softw

85,296 9,965

99,653

116,714

0 0

-11,521

0 0

-11,521 23,411,920

24,653,602

25,r59,68r

51000 61200 61410 62000

80000 Capital Outlay 901 60 Other Departments 90000 lnter Re¡mbursements TEXPENSES Total Expenses

19,891 451

10,01,8

19,982

298

52,667 18,043 2,700

City of Amarillo Department Staffing Report

Department: Fire Operations Personal Services Total

Number of

Employees Glassification

Description

Permanent Positions

1.00 F|RB10

254.O0

ASST. FIRE CHIEF FIRE DTSTR|CT CHTEF (40 HR) F|RE CAPTATN (40 HR) FIREFIGHTER FIRE DRIVER FIRE LIEUTENANT FIRE CAPTAIN FIRE DISTRICT CHIEF Total Permanent Positions

254.O0

Total Department

2.00 FIRB2O 1.00 FrR830 121.0O FrR865 63.00 FIRBTO 39.00 FIRB75 21.00 FIRBBO 6.00 FIRBBs

24,918,318

299

oiÊx 3ÞÀtas

300

City of Amarillo Fire Support

41 100 Salaries and Wages

4'1200 Longevity

41300 lncentive 41620 Unscheduled 41B2OI Health lnsurance 41900 Life 42010 Social Security - Medica 42115 OPEB Funding 4212OT FRRF Total 42300 State Unemployment 42400 Workers Compensation 42510 Car Allowance 42520 U niform/Clothing Allowan 42550 Communications Allowance 41000 Personal Services 51 110 Office Expense 51200 Operating 5'1250 Janitor 51300 Clothing and Linen 51350 Chemical and Med¡cal 51410 Vaccines 51450 Botany & Agrígulture 51700 Education 51800 Fuel & Oil 51850 MinorTools 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 51000 Supplies 6'1 100 Communications Billing 61200 Postage 61400 Dues 61410 Tuition 62000 Professional 63400 Employee Medical 67500 Laundry 68100 R & M - Build¡ng 68300 R & M - lmprovements 68620 Computer Equipment 68680 Other Equipment 69210 Rental City Equipment 69300 Leased Computer Software

454,139 5,759 7,099 15,559

4'1,595

528,042 3,048 6,660 4't,595 52,459

36,097

42,750

70 6,995 11,640

8,117

8,075 13,532

89,738 't95 7,495

13,603 '105,408

244

104,862

8,621

244 8,576

14,131

16,260

2,882 2,407

2,BBO

2,880 2,400

654,204 20,778

782,,607

57,1 10

31,870

271,328 43,532 554

2.400 28,350 57,044 33,000 341,192 55,918 400

788,718 28,350 59,544 33,000 343,793 46,459 559 500 1,600

500

2,234

106,680

't,900 238,028 76,529 3,850 200,000 240,000 35,287 't53,295 122,323

46,255

49,782

46,255

1,409,961

1,637,398

21,730

20,000.

4,777 2,331 3,442 16,802

5,000 2,890 8,550

1,500,393 23,000 5,000 2,890

199,770

91,783 5,171

242,035 145,501

24,250

121¡09

52,278 32,BOB

3,'l 15 649 800 61,758 755,669

21,611

60000 Contractual Serv¡ces 71 1 00 lnsurance and Bonds 72000 Commun¡cation 74000 Printing and Binding 75100 Travel 75200 Mileage 78250 lnventory Over/Short

977,769 50,186

70000 Other Charges 81 100 Land Acquisition costs 83200 lmprovement 84910 Other Equipment 80000 Capital Outlay 9018O.LABOR Sales to Other Dep

527,687 ô,660 6,300

147,300 76,529 3,850

200,000 240,000 35,287 118,574 1 18,793

-0

6,550 0

57,505 28,847

57,505 25,847

10,000

10,000 5,020 0

5,020 1,500

46,532

47,032 798,257 20,175

840,231

1,004,776 39,758

1,050,128 38,790

27,553

411

2,358

2,000

22,133

2,000 20,500

27 3,043

0 500

17,151 0 500

78,157 1,373 39,444

62,758

58,&1

13,451

0 0

0 0 0

54,268 -1 52,363

0 -247,OO0

-247,000

301

City of Amarillo Fire Support

90000 lnter Re¡mbursements TEXPENSES Total Expenses

-152,363 3,021,995

-247

-247,OOO

3,240,539

3,150,681

City of Amarillo Department Staffing Report

Department: Fire Support Personal Services Total

Number of '

Employees Glassification Permanent Positions 1.00 ADM800

1.00 FtR810 2.00 FIRB2O 1.00 FtR830

Description FIRE CHIEF

5.00

ASST. FIRE CHIEF F|RE DTSTRTCT CH|EF{40 HR) F|RE CAPTATN (40 HRJ Total Permanent Positions

5.00

Total Department

7BB,71B

302

CITY OF AMARILLO

F|RE MARSHAL (1930) FUNCTIONS, GOALS AND OBJECTIVES FUNCT¡ONS To protect lives and property in our community by providing the highest quality of professional services. This is accomplished with the prevention of fires and various crimes involving, but not lim¡ted to, fire, apprehension of offenders, education/enforcement of f¡re 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 fire code administration, f¡re safety inspections and fire/arson investigation services. This community service is delivered through efficient and responsible management of department resources.

OBJECTIVES

* * * t

Provide public protection consistent with nationally recognized standards and best practices. Continually improve customer service through the involvement, participation, and development of department officerswhile providing excellent performance of duties. Enhance 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, arson investigators and peace off¡cers to address city growth and crime.

PERFORMANCE Permits lssued: 106, Permit Revenue: $8,480 lnspection Activities: 5,725, lnspection Revenue: $3,400.10 F¡re lnspections: 1 ,920, Licensing 1 ,1 58, Complaints 35, Fire Prot. Systems 174, Construction Finals 1 34, Beer / Alcohol Premises 836, Bar Checks: 576, Re-inspections: 1,892 Construction / Fire Protect¡on Plan Reviews: 369 Fire lnvestigations: 226, Accidental 84, lntentional 43, Undetermined 99 Other Criminal lnvestigations: 43 Adult Arrests: Felony I 5, Misdemeanor 18 (including citations for anything other than Fireworks and Fire Code Violations) Juvenile Arrests: Felony 3, Misdemeanor 5

ACCOMPLISHMENTS The Fire Marshal's Office, using the permitting and inspections records management system , have been able to more effectively perform fire code enforcement actions. lnspections of a wide variety are now better tracked allow¡ng inspectors to ensure worUoperations are be¡ng performed to code. A significant increase ¡n re-inspections were conducted this year to ensure compliance and .safety for the citizens of Amarillo. lnvestigators maintained a clearance rate of 40%. Our investigators cons¡stently maintain a clearance rate that is well above the national statist¡cs for arson cases cleared. lnvestigators arrested or issued citations to 41 persons for fire cases with felony and/or m¡sdemeanor charges

303

City of Amarillo Fire Marshal

41 100 Salaries and Wages 41300 lncentive 41620 Unscheduled 41 82Of Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 10 TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 425'10 Car Allowance 42520 Uniform/Clothing Allowan 42550 Communications Allowance

457,634

341

34'l

7,209 2,707 577 3,890

6,771

7,791

2,700 4,320

2,700

41000 Personal Services 51 110 Office Expense 51200 Operating 51300 Clothing and Linen 51400 Photographic 51700 Educat¡on 51800 Fuel & Oil 51850 Minor Tools 52000 Ammunition 52050 Auto Parts 52050LABOR Auto Parts Labor

698,664 2,989 1,384 5,179 31ô

696,566 5,168

51000 Supplies 61200 Postage 61400 Dues 61410 Tuition 63210 Armored Car Service 69210 Rental City Equipment 69300 Leased Computer Software

43,993

60000 Contractual Services 71 1 00 lnsurance and Bonds 74000 Printing and Binding 75100 Travel 75300 Meals and Local 77100 Court Costs 78210 Cash Over/Short

21,602

70000 Other Charges TEXPENSES,Tota| Expenses

5,885

14,004

'13,888

770,1,44

785,782

845,525

465,485 6,180 68,000 49,576

6,779 61,628 46,831 98

7,472 29,694 62,190 1 I ,613

489,248 8,928 68,000 74,376

100

't17

6,375

7,336 31,367 55,828 12,294

2s,884 47,329 10,145

5,040 3,360

3,360

766,725

4,164 2,216 2,944

1,056

3,100 1,400 650 14,517 3,280 1,423 5,000 7,000

243 15,534 7,993

't43 3,490 6,722

1,400 650 10,490 1,600

1,423 5,000 7,0.00

42,594 1,660

117 1,040

36,8b7 1,660 1,48s 1,000 1,745 20,920 1,215

1,430 1,000

3,307 1,751 14,172 1,215

1,745 25,569 1,215

28,025 5,747 738 6,358 500 545

32,619 4,566

0 138

738 7,600 500 600

5,299 443 0 5

Department Staffing Report

Department: Fire Marshal Personal Services Total

Number of

Employees Classification

Description

Permanent Positions

1.00 MGT870 2.OO PRFBOO 1.00 PRF870 3.OO PRFB7I 7.00

FIRE MARSHAL FIRE INSPECTOR FIRE INVESTIGATOFYINSPECTOR FIRE INVESTIGATOFYINSPECTOR Total Permanent Pos¡tions

7.00

TotalDepartment

766,725

304

CITY OF AMARILLO

crvtL|AN PERSONNEL-FIRE (1 940) 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 and wellness in all activities. To strive for positive and effective customer service at all times. 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

* * * * * t *

Support public protection efforts consistent with national standards. Continually improve customer service through the involvement, participation, and development of department members. Enhance the department's relationship with the public, as well as promote safety education with our citizens. Promote organizational teambuilding through the implementation of positive and encouraging personnel support. Maintain payroll records to facilitate accurate.and timely compensation to employees. Ensure that all personnel maintain mandatory continuing education and certification requirements. Provide for fiscal responsibility in purchasing and procurement of support supplies.

PERFORMANCE

Fire Fleet - Civilian Personnel: lmplemented RTA Fleet Management Software. lnitiated 5S program, trained two shop employees to be 5S trainers. lmplemented numerous changes to meet 55 standards. Completion of over 80 preventive maintenance inspeôtions. Repairs to daily failures of fire apparatus. Completed more than 70 State vehicle inspections. Completed more than 25 pump tests. Completed 5 nondestructive tests to aerial ladders and associated repairs. Reduction of fire apparatus down time to less than 5%. Report to station crews on day to day progress of apparatus in the shop. lnform crews of all repairs made to their emergency apparatus on completion of repair. Fíre Administration - Givilian Personnel: Process payroll Maintain training records and national or state certification compliance. Process purchase orders, purchase vouchers, and periodic billing payments process paperwork for personnel changes

ACCOMPLISHMENTS

Fire Fleet - Civilian Personnel: The fleet superv¡sor, in coordination with the four mechan¡cs at the Fire Mechanic Shop, have been successful at maintaining the Fire Department's fleet of over 50 fire engines, fire ladder trucks, and fleet vehicles. The fire mechanics were able to maintain replacements for all active emergency response vehicles that needed repairs or ma¡ntenance and also respond to afrer-hours repair requests or emergency incidents. They were a tremendous on-dcêne asset to both the Department and outside fire departments at numerous emergency incidents in Amarillo, Potter, Randall, and Hutchinson Counties. Fire Fleet personnel are required to achieve EWASE certification. At present, Fire Fleet holds I Master level certification, one Level 1 cer:tification, one working to complete Level 2 certification, and one complete ASE basics. Personnel are actively engaged in acquiring

higher certification levels and attend a yearly EVT Conference in Fort Worth, Texas. Fire Fleet Mechanics complete a welding certification program through Amarillo College which greatly enhances the Fire Fleet's capabilities. A Mobile Support Unit enables scheduled maintenance and various small repairs to be completed ¡n the field, greatly decreasing downtime while increasing the efficiency of the Department. A laptop augments the mechanics abilities to diagnose, and in some cases, correct vehicle issues in lhe field. Fire Administration - Civilian Personnel:

Efficiently process and pay 275 employees biweekly, maintain training records and certification documents for about 260 employees annually, strive to effect¡vely complete payment of outstanding debts within 30 days, and process all personnel changes, promot¡ons, or retirements within required pay period.

305

City of Amarillo Fire Civilian Personnel

Wages 41300 lncentive 41620 Unscheduled 41820T Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 42110 TMRS 42115OPEB Funding 42300 State Unemployment 42400 Workers Compensat¡on 425'10 Car Allowance 42540Tool Allowance 42550 Commun¡cations Allowance

411,071 't2,737

41000 Personal Servie¿s 51110 Office Expense 51700 Education

599,658 58 68

609,091 0 0

6t 2,339

126

0 0 0

416,996 12,300 3,827 72,756

3,284 68,726 145 6,015 23,369 50,807 9,272 609 5,259 1,980 6,017 366

418,330 11,400 3,827 76,007

150

6,225

6,270

25,609 48,668 10,037 527 5,996 0 6,000

25,803 45,926 10,113 527 5,585

2,700 4,500 1,200 0 0

51000 Supplies 61200 Postage 61410 Tuition

135

0 0

4,229

60000 Contractual Services 71 100 lnsurance and Bonds 72000 Communication

4,364 6,005 275

3,075

4,348

3,075 612,166

4,348 6f6,686

170000 Other Gharges

6,280

TEXPENSES Total Expenses

61A,427

City of Amarillo Department Staff ing Report Department:

Fire Civilian Personnel Personal Services

Number of

Employees Classification Permanent Positions 1.00 CLRoBo 1.00 cLR0Bs 1.00 cLR410 1.00 cLR947

1.00 MGT050 1.00 TRD230 1.00 TRD921 1.00 TRD922 1.00 TRD923 9.00

Description

Total

ADMINISTRAT]VE SPECIALIST II EXECUTIVE ADMISTRATIVE ASS ISTANT ADMINISTRATIVE ASSISTANT III ADMINISTRATIVE SPECIAL¡ST I FLEET MANAGER MECHANIC FOREPERSON II MECHANIC I MECHANlC II MECHANIC FOREPERSON I Total Permanent Positions

Part-Time Positions 2.O0 HRL970

MESSENGER

11.00

TotalDepartment

612,339

306

CITY OF AMARILLO SUMMARY OF RESOURCES AND EXPENDITURES ENTERPRISE FUNDS - FISCAL YEAR 2015/16

WATER & SEWER UTILITY

TOTAL

DRAINAGE UTILITY

AIRPORT

AVAILABLE FUNDS: Balance 10101114 (See Below) Fiscal Year 2014115

60,574,985

50,861,354

6.487,924 3,225,707

Sales, Receipts & Revenue Other Sources

87,120,731 3,463,000

72,556,862

9,055,233 3,463,000

5,508,636

M & O Expenditures

73,769,436 (18,698,831)

59,188,173 (13,790,236)

11,671,459

29,063,151 18,484,061

22,464,880

(4,811,764) 3,971,200

15,656,563

1,873,650

2,909,804 (e6,831) 2,627,O71 953,848

Total Expenditures

102,617,816

83,519,380 12,704,545 6,393,892

AVAILABLE FUNDS: Balance 10101115 Fiscal Year 2015116

48,540,900

39,898,836

6,301,613 2,340,451

90,215,102 27,205,919

73,550,225 21,695,000

11,155j02

60,313,151

12,974,219

(13,596,344)

Less: Depreciation Capital Expenditures Debt Service

Sales, Receipts & Revenue Other Sources

5,510,919

5,509,775 0

2,876,165 (s7,231)

Less: Depreciation

76,163,534 (18,822,018)

Capital Expenditures Debt Service

20,350,784

35,221,831 17,531,965

(5,128,443) 7,157,243 1,872,025

Total Expenditures

121,772,225

99,470,603

16,875,044 5,426,578

AVAILABLE FUNDS: Balance 10101116

44,189,696

35,673,458

6,092,590 2,423,649

1,670,525 2,495,116

1,388,126

217,302

2,495,116

13,818,982 26.205.O73

13,818,982 17,971,234

5,875,288 2,358,552

44,189,696

35,673,458

6,092,590 2,423,649

131,341,562 (8,787)

109,960,144

,100,850

10,379,461 (21,833,48e)

9,916,589 (5,508) 47Q,413

M & O Expenditures

44,079,924

1,700,850

946,794

DETAIL OF BALANCES AT 10/01/16 Reserves for S/L & A/L 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 1OlO1l14

1 1

(25,377,534) (s6,481,106) 60,574,985

Note: Converted to cash includes due froms and prepaids.

307

(s86)

(47,644,176)

(2,642,351) (1,251,219)

50,861,354

6,487,924

65,097 0

11,464,829 (2,693) 250,976 (901,694)

(7,s8s,711) 3.225.707

0tE[ 5Þaa!t

308

CITY OF AMARILLO WATER AND SEWER UTILITY 201512016 REVENUE $ 50,267,780

52.8%

22,253,003

WATER

23.4%

SEWER CHARGES

325,040

0.3%

INTEREST EARNINGS

625,000

0.7olo

SALE OF RECLAIMED WATER

79,402

0-1%

OTHER REVENUE

2l,695,000

22.8o/o

10o/"

20%

40%

30%

50o/o 60%

70o/o 80o/o 90%

100%

$95,245,225 TOTAL REVENUE

EXPENDITURES $ 13,895,7ss

SALARIES & BENEFITS

14.0%

35,221,831 17,531,966 9,328,788

MAINTENANCE AND OPERATIONS

23.6%

23,492,264

CAPITAL OUTLAY

35.4o/o

DEBT SERVICE

17.60/"

n 0%

CRMWA AMORTIZATION & INTEREST

9.4%

10%

20%

30%

400/o 50%

60%

70%

800/o 90%

$99,470,603 TOÍAL EXPENDITURES

Water sales and sewer charges of $72.5 million account for 76% of the Water and Sewer Fund revenues. Total expenditures do not include non-cash items such as depreciation.

309

100%

310

UTILITIES DIVISION

BOARDS:

o Canadian River Municipal Water Authority

A.C.M. DEVELOPMENT SERVICES

DIRECTOR OF

UTILITIES

ASSISTANT DIRECTOR OF

UTILITIES

WASTEWATER COLLECTION

WATER

PRODUCTION

TRANSMISSION

WATER DISTRIBUTION

SURFACE WATER TREATMENT

* UNDER ÏHE SUPERVISION OF THE FINANCE DIRECTOR

311

* UTIL¡TIES OFFICE

WASTEWATER TREATMENT

Gity of Amarillo

Summary of Expenditures by Activity Glassification

DESCRIPTION

Actual

Budgeted

201312014

201412015

201512016

1,720,434 249,456 6,223,903 4,567,633 9,324,089

1,811,333 16,814,880 7,605,034 5,013,812 10,037,762

1,805,604 35,221,831 7,357,740

5,814,712 3,949,287

6,480,072

6,942,377

4,305,571

4,661j02

2,853,873 3,969,637

3,222,690 4,283,199

1,546,729

1,651,170

3,356,634 4,458,520 1,675,522

Utilities 52110 Director of Utilities 52123 Water & Sewer - Transfer 52200 Water Production 5221 O Water Transm ission 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

3L2

5,208,374 9,927,243

City of Amarillo Revenue 5200Water and Sewer System Fund

33330 Warant Fees 33300 Public Safety and Health 34010 Water Metered Sales 34020 Sale of Unused Crmwa Al 34030 Sewer Charges 34040 lnd Waste Sewer Surchar 34045 Liq. Waste Disp. Fee 34060 Sale cif Reclaimed Water 34070 Water Service Charges 34080 Door Tag Fees

-1 00

-100 44,187,649 93 20,687,272

47,606,516 0

21,024,451 213,765 51,375 574,786 1,240,897 74,267

212,109 66,440 625,372 1,249,056 78,084

0 0

47,789,914 0

21,520,969 212,000 66,000 625,000 1,250,000 78,000

71;54f,883

34000 Utility Sales & Services 34210 Water Tap Fees 34220 Sewer Tap Fees 34230 Water Frontage Charges 34240 Sewer Frontage Charges 34266 Lab Fees

70,786,058 177,324 63,596

67,106,075 203,599 54,146

1,925 4,528

19,248

204,000 54,000 9,300

156,239

11,647 152,278

152,000

34200 Tap Fees and Frontage Ch 3521 6 Forfêited Disc.-Water&S

404,013 1.242.531

440,919 1,172,928

I ,173,000

35000 F¡nes and Forfeitures 35420 Owner

1,242,531

1,172,928

I,173,000

68,284 323,430

68,000 324,000

0 1,O37

0 1,040

324,467 33,',t82 111,602

325;040

35300 Construction Participati 37110lnteiest lncome 37115 Unrealized G/L 37125 Other lnterest lncome

11 ,600

430,900

68,284 68,284.

267,567 -9,090 1',464

37109 lnterest Earnings 37154 Other Rental lncome 37155 Surface Land Rental 37180 Water Rights Lease

259,942

37150 Rent 37130 Discounts Earned 37140 Returned Check Fees 37141 Merchant Service Fees 3741 0 Miscellaneous Revenue 37418 Non City Damage Claim 37435 Sale of Scrap 37460 Gn/Lss on Prop Disposal 37465 NBV Asset Disposal

151'j.32

32,977 102,455 16,000

'0 ' 14ø.,7U

1't,201 32,863 -191,890 100 11 ,013 39,098 3,395,799 1,322

11,701 28,650 -191,714 478

3,382 42,040 3,748,759

20,623

21,315 103,747 0

125,062 500

30,000 -195,000 0

11,840 39,000

0' 0

37400 Miscellaneous Revenue

3.663.919

3,299,505

.,| 13,660

TREVENUE Total Revenues

76,576,178

72,556,862

73,550,225

313

3L4

CITY OF AMARILLO

uTrLrTrEs oFFrcE (521 00) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS In accordance with the Amarillo Municipal Code, the Utility Billing Department's function is to establish, service, and maintain customer accounts; to bill customers for utility services provided by the City; to collect, receipt, and deposit money on a daily basis for services; to withhold services from iustomers who do not pay or make arrangements to pay their bill; and to deny further service until the past due,amounts are paid. Detailed and accurate records are created and maintained on all transactions processed by the Department.

GOALS The goals of the Utility Billing Department are to provide a high standard of courteous, effective customer service that is responsive to the individual customer's needs; to bill and collect all utility accounts in an accurate and timely manner; to promote a positive public image of the City of Amarillo and its employees.

OBJECTIVES

* * * * * * * * * *

Continue monitor¡ng meter-reading errors to keep inaccuracies low. Conduct ongoing customer service training fordepartmentalemployees to betterenable them to provide responsive service. Provide Safety training for to all utility billing employees Conduct safety meetings to increase employee safely awareness. Continue to scan documents ¡nto 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 Rainwaier Harvesting lncentive Program and the Water Conservation Program. Research the implementation of new b¡lling software that will be beneficial for employees as well as customers in the efficiency and productivity of the department and its functions.

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

2013t14

2014t15

2015t16

69,076

77,000

75,000

20,710

25,050 13,500 51,000

24,500

13,475 35,804 197,922 88,917 341,972

244,000 82,000 300,000

14,000 51,300 215,000 89,500 350,000

ACCOMPLISHMENTS Less time is now used to run daily mail. All cashiers can now verify payments from their station w¡thout having to stay at the main station. Use of the remote payment 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 (EBill), along with the Check Free network of online billing, continues to grow on a monthly basis. Customers can now receive their current water bills within hours instead of days. The City has implemented ¡ncent¡ve programs that encourage customers to conserve water. Tlese programs include the Rain Sensor Rebate Program, Rainwater Harvesting lncentive Program and lrrigation lnspection

lncentiveprogramfor,customerswhometoutcriteriaforhighusage. Fencedareasandscatterroutesinhightrafficareascontinueto be replaced with radio frequency meters. Every office employee of more than one year is trained in at least one othertask outside his

ôr her spec¡fic assignment. We hâve also seen an increase in the amount of collection payments received. Customer Service coñtinues to scan every document they produce into eDocs. Older documents will eventually be scanned into eDocs. Safety awáreness is encouraged through quarterly training for meter readers and quarterly ofüce inspections. Older meters out in the field are nów being replaced to make sure they measure at 100% on a consistent basis. Drainage fees are now added to customer water bills and are collected on a monthly basis. ACT vs. EST has been added to customer bills informing of actual reading or estimation. Ex{endedArrangementContracthas'beenpreparedtoassistcustomerswithbillsscheduledformeterpull. All officeemployeeshave been trained within Customer Service and have attended Phone Etiquette training provided by the City of Amarillo.

315

City of Amarillo

Utilities Office

41 100 Salaries and Wages

41300 lncentive 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 AdditionalARC

2,999 6,276 194,581 505 11,407 48,347

96,287 19,274

1,769 6,554 -1,655 358

41000 Personal Services 51 110 Office Expense 51200 Operat¡ng 51300 Clothing and Linen 51350 Chemical and Medical 51 560 Conservation Expenditure 5'1850 Minor Tools 51950 Minor Office Equipment 51960 Printers 51980 lT Hardware

1,209,468 76,253 280

51000 Supplies 61200 Postage 61410 Tuition 62000 Professional 63210 Armored Car Service 63300 Collection Expense 68610 Office Equipment 68620 Computer Equipment 69210 Rental City Equipment 69220 Rental Other Equipment

85,248 419,162

.844,147

888,417

3,000 6,000 213,494

2,400 6,000 261,905

517

12,284 51,948 96,039 20,360

12,050 50,948 91,703

1,561

19,968 1,560

6,990

6,878

0 0

1,256,339 77,500 800 1,600

1,342,344 77,500

100

800 1,600 100

4,052

25,000

1,252

1,400 0 1,150

1,400

1,837 0

1,040

535 0

32,963

0 0

1,950

109,500 408,500 500 38,500

106,400

408,500 500

38,500

1,751

1,818

1 ,818

78,082

75,000

100

86,854 35,280

87,100 34,992

87,1 00

't,418

1,350

350

60000 Contractual Services 71 1 00 lnsurance and Bonds 72000 Communication 75100 Travel 75300 Meals and Local 76000 Depreciation 78210 Cash Over/Short

655,560 5,358

651,086

-20

647,860 8,387 2,000 800 300 166,985 500

70000 Other Charges TEXPENSES Total Expenses

181,063 2,131,339

178,972 2,192,671

69,389 2,169,219

0 66 261 175,397

3r_6

38,218

11,593 2,000 800 300 54,1 96 500

City 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 cLRl3O 16.00 cLR405 1.00 cLR941 10.00 TRD170 1.00 TRD171 33.00

UTILITY BILLING MANAGER ASSISTANT MANAGER UTILITY BILLING ADMINISTRATIVE SUPERVISOR ADMINISTRATIVE ASSISTANT II ADM I NISTRATIVE TECHN ICIAN

METER READER I METER READER II Total Permanent Positions

Part-Time Positions

1.00 HRL901

ACCOUNT CLERK I

34.00

TotalDepartment

1,342,344

31"7

opEr¡rÀa!t;.arù!alsopr0ilú¡rrrÊ3 ..

318

CITY OF AMARILLO DTRECTOR OF UTILIÏES (52110) FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS The Director of Utilities Department is responsible for providing the administration and management of the City's water and wastewater ¡nfrastructure system. Repponsibilities include oversight of the construc-tion of additions and improvements to the water and sewer system for growth and development of the City, plan review of developments, construction inspection, design engineering, mapping/surveying, water conservation, and oversight of the utility capital improvement program. The Department also assists citizens and customers with information about location of water and wastewater lines and assessing tap charges and frontage fees. The administrative staff organizes and tracks work orders, project bids, budgets, purchase requests, and meets daily office demands. The Department's professional staff produces designs and surveys for infrastructure improvements, management of special projects and field inspection. The Department provides management 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 while complying with all applicable federal, state and local rules/regulations.

OBJECTIVES

* * * * * * * * t * * *

Relocation of Water and Sewer Mains West of l-27 for Loop 335 Expansion. Completion of Sanitary Sewer Outfall Line West of Soncy Road. lnstallation of 16" Water Main in 45h Ave. from Georgia St. to Virginia St. Water Main Replacement Program. Annual Manhole Replacement Project. Sewer Main Rehabilitation. Lift Station 40 VFD upgrade. Upgrade SCADA System at Osage Water Treatment Plant. Line primary clarifier basins at River Road Wastewater Treatment Plant. Completion of Sanitary Sewer lnterceptor in Georgia St. Further implementation of GIS Mapping Program. Finalize funding and Start of Construction of the Arden Road Transmission Main.

ACCOMPLISHMENTS

ProjectsCompleted: Phasel, ll &lll ofWaterandSewerMainRelocationforLoop33SExpansion. RelocationofDowntownUtilities for Downtown Redevelopment Project. Relining of NE Sedimentation Basin at the Osage Treatment Plant. Replacement of McCormick Road Meter and Vault. Large Valve Replacement in Plains Blvd. Completion of Sanitary Sewer Line in Coulter Street. Replacement of over 31,000 Linear Feet of Sanitary Sewer Lines by the Pipe Bursting Method. Start of construction on Water Main from 24'h St. Pump Stat¡on to Osage Treatment Plant. Approximately 6 miles of New Sanitary Sewer Mains and Approximately 3 Miles of New Water Distribution Mains Were Added to the System. The Department processed approximately 340 new water and sewer taps, and fire line taps requests to-date in Fiscal Year 2014.

3r-9

City of Amarillo Director of Utilities

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 42550 Communications Allowance 42560 Change in Sick and Annua 42570 AdditionalARC I

1,097,841

1,149,302

7,337

7,200

1,566

500 163,793 350 16,935 69,808 132,408 28,381

145,344 341 15,652

64,795 131,067 26,328

1,162

1,124,193 5,700 500 192,816 350 16,550 68,050 125,948

27,735

1,023 1,402

1,023

11,460 6,000

0 0

1,588,562 10,600 1,500

1,581,694 12;600

2,700

548

1,600

520

0 10,662 0

150

50,000

50,000 200

1,428 11,49'.1

6,017 23,142

488

41000 Personal Services 51 1 10 Office Expense 51 1 15 Employee Recognition Pro 51200,Operating 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 53150 Electricity

1,533,998 15,430

214 4,434

200

1,370

1,500

130

2,924 1,755 7,000

6,050 2,000 0

2,100 15,000

51000 Supplies 61200 Postage 61400 Dues 61410 Tuition 61415 Safety Training 68610 Office Equipment 68670 Communications Equipmen 68710 Auto Repair & Maint 69210 Rental City Equipment

43;050

74,816 2,616

84,960

11,724

't1,724 17,925 1,620 970 550

60000 Contractual Services 7'l 100 lnsurance and Bonds 72000 Communication 74000 Printing and Binding 75100 Travel 75200 Mileage 75300 Meals and Local 76000 Depreciation

73,254 36,875

99,329

20,606

2,000 3,000 16,855 200 645 20,614

70000 Other Charges TEXPENSES Total Expenses

70,132 1,720,434

l,8l I,333

1,461 11,359

32,075 't,620

6,803 0

2,495

2,000 550 0 48,744

1,178 49,959

5,312

389 11,456 0 806

48,626

320

0 60

2,616

51,370 86,774 7,608 2,000 1,500 17,950

200 800 22,118 52,176 1,805,604

Gity of Amarillo

Department Staffing Report

Department: Director of Utilities Personal Services Total

Number of

Employees Classification

Description

Permanent Positions

1.00 ADM300 2.00 ADM301 1.00 ADM310 1.00 cLR405 1.00 cLR410 1.00 cLR945 1.00 PRF040 1.00 PRF303 3.00 PRF304 1.00 TEC170 1.00 TEC215 1.00 TEC216 3.00 TEC91B 1.00 TEC919 1.00 TEC925 1.00 TEC927

DIRECTOR OF UTILITIES ASSISTANT DIRECTOR OF UTILITIES CHIEF WATER UTILITIES ENGINEER ADMINISTRATIVE ASSISTANT I I ADMINISTRATIVE ASSISTANT I I OFFICE ADMINISTRATOR RESOURCE ADMINISTRATOR SENIOR PROJECTS COORDINATOR CIVIL ENGINEER III GIS TECHNICIAN I DESIGN TECHNICIAN II DESIGN TECHNICIAN I I

PROJ ECT REPRESENTATIVE

21.O0

PROJECT REPRESENTATIVE II SENIOR DESIGN TECHNICIAN CHIEF DESIGN TECHNICIAN Total Permanent Positions

21.O0

Total Department

1,581,694

32r

AMARII.t

322

CITY OF AMARILLO

WATER PRODUCTION (52200) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS Effectively and efficiently operate and maintain the City's well water production system and related components to provide waterto a variety of customers. Water sources for the Cig include the Carson County Well Field, Potter County Well Field, the Palo Duro/bouthwest Well Field and the Canadian River Municipal Water Authority (CRMWA). The water supplied by the City of Amarillo meets the Superior Water System designation as issued by TCEQ. Water from the City owned well fields can be provided directly to the customers, water from Ónn¡Wn and the City's reservoir is treated at the Osage Water Treatment Plant prior to delivery to the customefs.

GOALS To produce water and allocate its usage in such a manner to minimize the impact on the aquifer assur¡ng availability for future demands. Maintain consistent, coordinated operation of the groundwater production system. Seek to identifo additional water resources including those that may result from conservation and re-use practices, providing for water needs in the distant future.

OBJECTIVES

* t

Provide staff, equipment, tools, and professional services such that all operations, maintenance, and planning activities may be effectively performed. Results will 6e measured by efficient energy use, optimized production, extended life of wells and the aquifer, and an effective maintenance program. Regularly review and analyze the system.

OPERATING STATISTICS/PERFORMANCE MÊASURES

CRMWAWeIIS Carson County Well Field Potter County Well Field Palo Duro/ Southwest Well Fields Total

Actual

Estimated

Est¡mated

2013t14

2014t15

2015t16

8.4 BG 3.3 BG 3.4 BG

9.1 BG 3,0 BG 3.0 BG .65 BG 15.75 BG

9.1 BG 3.1 BG 3.1 BG .8 BG 16.1 BG

0.6 BG 15.7 BG

ACCOMPLISHMENTS Water Production has added a new well rig that is being used to pull and set wells in the well fields. City crews have pulled numerous wells in Carson County, Potter County and in Palo Duro well fields since obtaining the new truck. Other accomplishments include the repair of a 45" valve for the Carson County Pump Station, purchase and ¡nstàllation of updated metering equipment, and the electronic upgrade of 10 wells in the Palo Duro/ Southwest Well Fields. Crews also continued with the¡r daily duties of troubleshooting failures of weils, efficiency and Water Quality Surveys of wells, and the inspection and cleaning of ground storage tanks.

323

Gity of Amarillo Water Production

41300 lncentive 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 42560 Change in Sick and Annua 42570 AdditionalARC 41000 Personal Services 51 1 10 Office Expense 51120 Safety Program 51200 Operating 51250 Janitor 51300 Clothing and Linen 51350 Chemical and Medical

514528&A-General 51700 Education 51800 Fuel & Oil 5'1850 Minor Tools 51950 Minor Office Equipment 51980 lT Hardware 52050 Auto Parts 52050LABOR Auto Parts Labor 52120 Tires and Tubes Other 53100 Natural Gas 53'150 Electricity 51000 Supplies 61400 Dues 61410 Tuition 6',l41 5 Safety Training 62000 Professional

68100R&M-Building 68300 R & M - lmprovements 68312 Other lmprovement 68615 Misc. Fuel Powered Equi 68640 Machinery 68650 Shop Equipment 68680 Other Equipment 68710 Auto Repair & Maint 69210 Rental City Equipment 69220 Rental Other Equipment 60000 Contractual Serv¡ces 71100 lnsurance and Bonds 72000 Communication 74000 Printing and Bind¡ng 75100 Travel 75300 Meals and Local 76000 Depreciation 76500 Amortization of Water Ri 77215Tax Payments on Leased L 70000 Other Charges 83100 lmprove other than Build 84200 Machinery General 84320 AudioA/ideo Equipment 80000 Capital Outlay

7,374

5,400 12,000 66,262

4,344 42,149

251,269 5,700 12,000

67,458

111

150

2,617 11,192 22,659 4,499 469

3,728

3,726

15,940 29,146

15,932

4,206

439 5,832

28,357 6,244 439 4,857

-34,908 84

0 0

6,248

396,848 1,350 8,600 4,500 900 2,575 600 600 00 3,991 7,500 0 800 0 00 800 3,018 2,415,293

2,093,937

2,450,527 600 8,800

2,130,371 1,710 9,000

1,000 0

1,500 0

23,200 184,700 226,400

23,000 200,000 225,000

1,500 1,500 1,800 0 1,300

1,500 1,500 1,800

115,152 1,200

110,493

298,327 37,284 1,270

567,152 76,047 2,000

578,003 86,639 2,000

247,066 1,294 1,542 7,585 916

2,223 108 73

288

2,744 9,559 50 0

t0 25 110 1,798

1,546,469 1,5-14,794 1,224

8,716 0

23,170 5,588 85,578 53,942 778 1,541 890 347 501 1 16,052

396,131 1,400

9,800 5,000 900 3,000 500 100 3,061

6,720 500

2,000 100 1,000

2,352

I,300 1,200

2,344

800 400 3,223,637 481,596 27

2,000 400 3,312,186 449,982

3,784,507 400,000 6,000

3,853,234 400 ,000

406,000

400,000

3,223,779 482,168 I ,516

3,748,506 347,489 0 7,721

355,210

324

City of Amarillo Water Production

Expenses

,357,740

Ci,t of Amarillo Department Staffing'Report

Department: Water Production Personal Services Total

Number;of

Employees Glassification

Description

Permanent Positions

1.00 TEC930 1.00 TRD915 1.00 TRD930 6.00 TRD957

ELECTRON ICS/INSTRUMENTATION TECH

ELECTRICIAN I UTILIW WORKER

9.00

UTILITY MAINTENANCE MECHANIC III Total Permanent Positions

9.00

TotalDepartment

325

396,131

oÞEi 5!Àds9 ; lràrtst oPioRfu¡trrE¡

326

CITY OF AMARILLO

WATER TRANSMTSSTON (s221 0) 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 nécessary to ¡nfrastructure and facilities.

OBJECTIVES

* * *

Provide staff, equipment, tools, and professional services sufficient to ensure that operations, maintenance, and planning act¡vit¡es are effectively carried out. Results will be measured by efficient utilization of energy, effective use of pumping and storage capacity, and effective implerirentation of capital replacement projects. Maintain and regularly review and analyze the system.

OPERATING STATISTICS/PERFORMANCE MEASURERS Pump Station Pumpage: Arden Road 24th

Actual 2013t14

Estimated

2014t15

2015t16

0.6 BG 2.3 BG

0.6 BG 2.1 BG 0.9 BG 4.9 BG 8.5 BG

0.6 BG

O-7 BG

Bonham 34h Total

3.6 BG 7.2B,G

3.0 BG 0.9 BG 4.0 BG 8.5 BG

ACCOMPLISHMENTS Performed daily maintenance on five booster stations, six overhead storage tanks, eight (8) five million gallon ground storage tanks, and all pressure points. This year, Water Transmission crews repaired a leak on a 36" transmission main, installed new windows at 3¿rh St. Pump Station, and installed a 30" valve at Bonham pump station.

321

City of Amarillo Water Transmission

41 100 Salaries and Wages 41300 lncentive 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 42560 Change in Sick and Annua 42570 Additional ARC

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

223,920 16,200 6,325 57,413

17,373 . 2,958 48,639 114

222,598 19,500

6,000 51,759

117

1'17

3,125

3,482

12,756 25,410 5,080 432

14,420 26,367 5,652 382 5,355

3,510 14,543 25,884 5,700 382 5,399

0 0

326,019

359,632

1,054

900

355,391 1,100

4,239 4,902

7,150 6,000

851

2,850 6,000 900

1,364

2,025

183

600

2,025 600

194

'150

651

'160

4,820 -2,032

51700 Education 51800 Fuel & Oil 51850 M¡nor Tools 51980 lT Hardware 52120 Tires and Tubes Other 53100 Natural Gas 53150 Electricity 53200 Water and Sewer

753 1,764 2,400 0 224 6,297 1,748,809 't0,605

51000 Supplies '61200 Postage 61400 Dues 61410 Tuition 61415 SafetyTraining 68100 R & M - Building 68300 R & M - lmprovements 6831 2 Other lmprovement 68615 Misc. Fuel Powered Equi 68640 Machinery 68650 Shop Equipment 68660 AudioA/ideo Equipment 68680 Other Equipment 68710 Auto Repair & Maint 69210 Rental City Equipment 69220 Rental Other

1,784,291

6,047

150 160

2,063

2,300 3,080 2,000 960

1,810 0

17 1,006

1,100

960 8,251 2,015,169 9,143

6,551 1,748,809

2,050,981 0

1,793,067 0

750 8,540

1,200 8,540

11,082

1,000

1,500

16,620 127,324

33,000 119,850

25,000

6,124

114,000

115,500 120,000

620 267 178 0 0 375 54,233 986

2,100

750 600

750 400

450 375

375

4,375

500

55,284 450

58,537 450

341,524 51,796 2,000 850

334,852 60,106 2,000 2,000

213,798 40,844 134 0 134 2,189,935

100

2,206,929

2,640,858

70000 Other Charges 82100 Buildings 84200 Machinery General

2,231,047

2,261 ,675

0 0

2,705,064 20,000

80000 Gapital Outlay TEXPENSES Total Expenses

12,478 4,567,633

Contractual Services 71 1 00 lnsurance and Bonds

72000 Communication 751 00 Travel 75300 Meals and Local 7ô000 Depreciation

12,478

5,013,812

328

20,000 5,208,374

Gity of Amarillo

Department Staffing Report

Department: Water Transmission Personal Services Total

Number of

Employees Classification

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/INSTRUMENTATION TECH

ELECTRICIAN I UTILITY WORKER UTILITY MAINTENANCE MECHANIC III Total Permanent Positions

Part-Time Positions 2.OO HRL930

UTILITY WORKER

9.00

Total Department

355,391

329

C¡TY. OF

fYTARI

oPãfl 5pac€s, EtÞt€5s opÞoRlÙtlilEs

330

CITY OF AMAR¡LLO

SURFACE WATER TREATMENT (522201 FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS

This Department effectively and effìciently operates and maintains the City's surface water treatment plant and related components. Raw well water ¡s received from the Canadian River Municipal Water Authority either directly into the treatment plant 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 include optimization of treatment plant processes to a level that consistently exceeds Texas Conìmission on Environmental Quality (TCEQ) water quality standards, continually 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

* * * *

Provide adequate staff, equipment, tools and profess¡onal services to ensure effective performance of operations, maintenance and planning activities. Results will be measured by a production of water which meets the customer needs and consistently exceeds State and Federal water quality standards. The effective complet¡on of capital improvements projects. Cons¡stently analyze and review the system.

OPERATING STATISTICS/PERFORMANCE MEASURES Sources of Water Received CRMWA Carson County Potter County well field SouthwesVPalo Duro Total

Actual

Estimated

20'13t14

2014t15

2015t16

8.4 BG 3.3 BG 3.4 BG 0.6 BG

9.1 BG 3ìo BG 3.0 BG

9.1 BG 3.1 BG 3,1 BG 0.8 BG 16.1 BG

15.7 BG

0.65 BG 15.75 BG

ACCOMPLISHMENTS

This year, the Osage Water Treatment Plant employees have updated chlorination equipment to meet the demands of the treatment process, updated the disinfection process study to ensure the quality of the drinking water, tightened security measures with fence upgrades, and updated the Supervisory Control and Data Acquisition (SCADA) system for improved reporting and tracking. Also, the quality of water was verified by submitting over 1,500 water samples for verification of no coliform positive samples. The Department performed the annual cleaning and inspection of each of the plant's basins and three (3) five million gallon ground storage tanks along with the preventative maintenance and every day operations for a water treatment plant.

331

City of Amarillo Surface Water ,T reatment

41 100 Salaries and Wages

41300 lncentive 41620 Unscheduled 41 820-l 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 41000 Personal Services 51 110 Office Expense 51120 Safety Program 51200 Operating 51250 Janitor 51300 Clothing and Linen 51350 Ghemical and Medical 51400 Photographic

514528&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

957 36,786 41,728 175,306 425 14,144 60,158 120,487 24,048

28,800 29,985 21't,773 484

1,s44 17,568 1,688 -14,01

448

1,437,æ9 12,722

6,443 10,989

3,086 5,658 376,898 69 1,588 1,438

7,277 3,697

996,276 24,600 25,000 243,020 484

15,602

14,803

66,710 121,979 26,146 1,413

63,294

't12,654 24,807

't,413

19,541

18,356

2,400

0 0

1,572,008 11,800 7,550 14,000 3,500 5,345 340,679 200 8,000 3,800 16,249

1,527,108 13,000 7,500 14,000 3,500 5,345 400,000 200 8,000 3,800 7,277

3,525

4,525

4,861 0 0

2,000 3,000 7,400

2,000

357 925 1,342 25,527 68,600 56,443

0 0

500

8,000 0 0

64,445

2,000 25,527 68,600 56,443

51000 Supplies 61200 Postage 61400 Dues 61410 Tuition 61415 Safety Training 62000 Professional 67320 Extermination 67500 Laundry

587,920 592

646,866

630,217

I,884

16,948

14,032 14,000 1,000 125,574 1,740

7,000 3,000 14,000

1,103

1,350

68100R&M-Building 68300 R & M - lmprovements

24,562 182,218

50,000 297,000

68312 Other lmprovement 68615 Misc. Fuel Powered Equi 68640 Machinery 68650 Shop Equipment 68680 Other Equipment 68710 Auto Repair & Maint ô9210 Rental City Equipment 69220 Rental Other Equipment 69300 Leased Computer Software

18,139 1,967

52,800 274,000 96,500 5,000 8,950 1,200 1,200 800 88,152

4,200

15,940

25,898

22,O00

60000 Contractual Services 71 1 00 lnsurance and Bonds 72000 Communication 75100 Travel 75300 Meals and Local 76000 Depreciation

452,240

718,280 40,454 2,000 9,000

696,831

800

800 1,040,740

2,000 31,465 121,908

17,971 0 79,831

1,740

690 199 1,130 118

88,972 120

51,207 195

4,423 735 1,206,324

1,098,599

332

1,500

86,000 1,740

110,000 0 1,000 1,200

1,200 800 94,841

47,048 2,000 11,000

Gity of Amarillo

Surface Water Treatment

4,141 137,368

7,630 140,000

8,467 5.427.970

2,125 5,800,000

10,000

6,840,830 0

7 ,100i609 0

7,063,088 10,000

84910

5,450

80000,

5,450 9,324,089

10,037,762

77200

and

lnspections

7730O

A.,M and O Equip

Outlay

TEXPENSES Total Expenses

150,000

Gity of Amarillo' Department Staffing Report

Department:

Su rfâce Water Treatment

Personal Services

Number oJ

Ernployees' Classificat¡on

Description

Total

Permanent Positions

1.00 ADM320

j , 1.00 ADM321 1.oo cLR4lo

1.00

WATER PRODUCTION SUPERINTENDENT ASS iSTANT WATER PRODUCTION SUPERINTENDENT

ADMINISTRATIVE ASSISTANT III ADMINISTRATIVE TECHNICIAN EI.ECTRONIC/INSTRUMENTATION SUPER PROCESS CONTROL SUPERVISOR TREATMENT PLANT MAINTENANCE FOREPERSON WATER OPE RATIONS/COMPLIANCE TECHNICIAN ELECTRON ICS/INSTRUMENTATION TECH .

1.00

1.00 1.00

2.00 :1 ,00

1.00

1o0 1.00 TRD915

ELECTRICIAN II CUSTODIAN I ELECTRICIAN I

29.00

UTILITY WORKER UTILITY MAINTENANCE MECHANIC III TREATMENT PLANT OPERATOR lII Total Fermanent Fositions

29.00

TotalDepartment

3;00, TRD93O

4.00 TRD957 9.00 lRpgoo

333

1,527J48

AMARII. oÞEd sÞacrs ' t!ùLÈss

334

dpidRru{ttta3

CITY OF AMARILLO WATER DTSTRIBUTION (52230) FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS The Water Distribution Department is responsible for the proper operation and maintenance of the water distribution system and delivering potable waterto the public in compliance with applicable State and Federal Regulations. ThiS Department constructs service taps and main extensions when service is requested. The Department also installs and maintains fire hydrants and valves within the distribution system and replaces aging water mains.

GOALS The Department strives to operate the water distribution system in such a manner as to efficiently and effectively del¡ver potable water to meet the demands of our customers and fire suppression operations.

OBJECTIVES

* * i t

Replace substandard mains and loop in dead-end mainsRepair/replace ¡noperable valves within the system. Replace and repair inaccurate meters. Continue identification and elimination of lead joint f¡ttings w¡thin the system. ldentify areas that have low pressure, circulation problems, or limited fire coverage.

OPERATING STATISTICS/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

2014t15

2015t16

1,143.29 4,360

1,155 4,399 74,401 10 450 70 2.5

1,178 4450

71,441 10.54

405 170 3.0

75,400 15

460 75 3.0

ACCOMPLISHMENTS This Department and contractors are responsible for installing main extensions. A tolal oÍ 12 miles were installed during the 2012l13 fiscal year. A total of 175 fire hydrants were repaired or replaced. An indication of city growth is the number of new taps installed.

Therewere220city-installedtapsduringthe20l4/l5fiscal yearandhundredsof moretapsinstalledbydevelopers. Theupturninthe economy should increase future tap requests. The Department cont¡nues to focus on much needed improvement to nagging ¡nfrastructure issues within the water distribution system. Water Distribution responds to customer complaints on a 24-hour basis. Approximately 125 calls per day are received by our service call center with the Osage Water Plant receiving service requests after normal business hours and on holidays and weekends. Normal response time forthese calls is less than 30 minutes. Approximately '14,000 meters are set or pulled by our meter service representatives annually. Additionally, delinquent meter pulls and cut-offs requested by the Utility Billing Office number approximately 1,000 per month.

33s

City of Amarillo Water Distribution

41 100 Salaries and Wages 41300 lncentive 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 Compensat¡on 42550 Communications Allowance 42560 Change in Sick and Annua 42570 AdditionalARC

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 51980 lT Hardware 52050 Auto Parts 52050LABOR Auto Parts Labor 52120 Tires and Tubes Other 53100 Natural Gas 53150 Electricity 53200 Water and Sewer

r,656,201 65,400 75,000

70,021 80,222 355,766 872 21,036 89,948

441,061

179,801

35,883

2,952 62,851 2,222 3,836 669 2,294,211 5,791

17,280 40 14,349 102

1,051

951

24,940 106,640 194,993 41,796 3,200 72,593 2,400

26,134 96,749

1,253 0

0 23,223 563 128

37,919

3,252 73,044 2,400 0

2,695,276 4,500 19,540

2,915,799 4,500 27,040 0 23,610 500 400 2,096

500 400 1,482 29,500 2,000 7;025 12,000

10,280

198,891

0 0

0 1ô,930

1,764, 68,400 75,000 568,087

1,000

12,500

5,135 16,000 1,000

200

1,451

1,405

1,451

314

353

401

138

400 413

51000 Supplies 61200 Postage 61400 Dues 61410 Tuition 61415 Safety Training

75,241

96,973

235

'112

68100R&M-Building

1,864 287,425 299,194

68300 R & M - lmprovements 6831 2 Other lmprovement 6831 5 Materials-Meter Boxes

68500R&M-Streets 68610 Office Equipment 68640 Machinery 68650 Shçp Equipment 68680 Other Equipment 68710 Auto Repair & Maint 69100 Rental Land & Buildings 69210 Rental City Equipment 69220 Rental Other Equipment 60000 Contractual Services 71 I 00 lnsurance and Bonds 71250 Paid Claims 72000 Communication 74000 Prlnting and Binding 75100 Travel 75Q00 Meals and Local 76000 Depreciation 77470 Service Charges - Other 70000 Other Charges 84100 Auto-Rolling Stock & Equ

95,245 112

1,560

1,600

37,036

15,700 -

31,700 4,895 3,890 350,000 51,500

302

4,895 2,000 420,200 51,500 0 388,450 300

403 12,237

54,993

1,138

197,537

750

100

0 3,200 100

557,237 500

727,756 500

1,50{,537

1,619,746

15,834 2,500 2,000

19,363

213

6,052 146 476,643

3,200

1,321,985 13,944 4,000 0

388,450 300 750 54,993

7,500 2,000

500

1,364

3,000

4,000

2,466

1,400

2,485,183 16,233

2,496,419 16,233

2,602,101 16,233

2,523,190

2,537,886

18,000

2,653,097 34,500

336

City of Amarillo Water Distribution

80000 Gapital Outlay

34,400 -376,000

-376,000

-376,000 6,480,072

6,942,377

901 00 Workorder Reimbursement

-399,91 o

90000 l4ter Rêimburcements TEXPENSES Total Expenses

5,914,712

-399,916

34,500 -376,000

Gity of Amarillo

Department Staffing Report Department:

Wãter Distribution Personal Services

Number of

Employees Classification

DsscriOtion

Total

Permanent Positions

1:00 ADM330 1.00 ADM33,1 2.00 cLR400 1.00, cLR405 1.00 cLR615

12.00 MGT345

3.00 MGT931 11.00 TEC120

2.00 TRD331 2.00 TRD334 10.00 TRD335 17.00 TRD930

WATER,AND SEWER SYSTEM SUPERINTENDENT ASSISTANT WATER DIST SUPERINTENDENT ADMINISTRATIVE ASSISTANT I ADM]NISTRATIVE ASSISTANT II ADMINISTRATIVE TECHNICIAN I WATERYSEWER FOREPERSON I WATER & SEWER. SUPERVISOR II WATER & SEWER SUPERVISOR I UTILlW TECHNICIAN

UTII-IW LOCAÏOR WATER METER MECHANIC

66.00

METER SERV.ICE REPRESENTATIVE IJTILITY WORKER Tota! Permanent Positions

66.00

TotalDepartment

337

2,915,7&,

crtY oF

AMARI.[TO OtÈÀ sÞÂCSS r EtDlEsS 0ptOilÚÙlrlÊS

338

CITY OF AMARILLO WASTEWATER COLLECTION (s2240) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The Wastewater Collection Department is responsible for the proper operat¡on and maintenance of the wastewater collection system of the City. This Department is also responsible for constructing service taps and short main extensions when service is requested.

GOALS

The Department's goal is to operate the wastewater collection system in an efficient and effective manner. Wastewater Collection

strives to maintain [he collection system in such a manner as to minimize customer complaint and potent¡al property damage and to protect the public from potential diseases by properly collecting and transporting sewage to treatment facilities.

OBJECTIVES

* * * *

Reduce overflows and spills by improving facilities and providing equipment to reroute wastewater Update equipment and increase annual coverage of the system. Replace aging sewer mains. Reduce sewer stops w¡th better maintenance pract¡ces and technology upgrades.

OPERATING STATIST¡CS/PERFORMANCE

MEASU RES

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

Actual

Estimated

2013t14

2014t15

2015t16

957.4 54 7.6 69,217 185.7 219.18 30,74 231 4.3

965 54

973 53 8 69,500

69,300 194

200 26.2 160 4.8

233

232

543

646

215 227 27 150

4.6 350 600

ACCOMPLISHMENTS

The Department has now finished its "Master Plan" which will result in better management of the critical areas in the system. Wastewater Collection has also upgraded its construct¡on equipment lo include three (3) crews in order to provide more system coverage annually. This will also include pipe bursting. ln addition, Wastewater Collection was responsible for repairing 39 service taps and installing 55 service taps, 231 main repairs, and adjusting 90 access covers.

339

City of Amarillo Wastè Water Collection

ages 41300 lncentive 41620 Unscheduled 41 820-l Health I nsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 10 TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42550 Communications Allowance 42560 Change in Sick and Annua 42570 Additional ARC .

41000 Personal Services 51 110 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 51000 Supplies 61200 Postage 61400 Dues 61410 Tuition

68100R&M-Building 68300 R & M - lmprovements 68312 Other lmprovement

68500R&M-Streets 68650 Shop Equipment 68680 Other Equipment 68710 Auto Repair & Maint 69100 Rental Land & Buildings 69210 Rental City Equipment 60000 Contractual Services 71 1 00 lnsurance and Bonds 71250 Paid Claims 72000 Communication 74000 Printing and Binding 75100 Travel 75300 Meals and Local 76000 Depreciation 77200 License and Permits 77470 Service Charges - Other 70000 Other Charges 84200 Machinery General 84910 Other Equipment 80000 Capital Outlay 901 00 Workorder Reimbursement 90160 Other Departments

48,164

52,500 38,000 285,858 634 14,456 61,812 113,022 24,226 1,852

42j20 214,285 542 11,981

51,228 102,943 20,625 1,908

943,867 60,300 40,000 338,535 s50 14,560

53,606 110,810

21,010 1,852

69,138 1,203 14,990 383

85,122

87,1 66

1,200

1,370,653

1,623,154

1,673,457

2,248

1,500

45,396

58,700 200 7,000 13't,200 500 2,500 8,300 1,200

73,345 200 7,000 129,200

211

10,286 107,377 596

't,483 9,246 0 0

2,927 738 260 2,583 179,152

500 10,799 16,900 0 12,900

8,900

4,500

1,500

500 3,568

.t,500

500

2,794

2,844

3,435 202,483 2,888

365,296 25

427,255

467,650

1,711

2,000 8,000 500 60,000

2,000 20,000

198,843

23,023 0

46,113 90,104 69,495

139,481

48,700 8,700 21,400 4,000

12,977

18,428 5,513 515 450,780 718,684 9,649

3,108 1,779

48,700 19,700

26,900 4,000

1,000

527,454

742,005

885,402 21,719

2,000 500 4,797

1 75,1

448,176 17,752 1,000

2,250

500

60,000

1,000

2,000 500

4,797

1,500

1,731,418

12,162

1,621,346 600 12,162

,663,493

1,661,657

1,775,696

1,634r375 171

0 0

-150,339 -18,500

340

600

12,162 1 8,1

20,000

20,000 -150,000 -18,500

18,165 -150,000 -9,269

City of Amarillo Waste Water Collection

90000 lnter Reimbursements TEXPENSES Total Expenses

-159,269

-168,500 4,305,571

-168,'839

3,949,287

4,661,102

.:,.

City of Amarillo

'.'..''..'..'. ',. , -.

Department Staffing Report

Department: WasteWaterGollection Fersonal Services Total

Nurnber of

Employees Glassification Permanent Positions 1.00 ADM340

5.00 MGT345 3.00 MGT930 1.00 MGT931 5.00 TEC120 1.00 TEC340

Description ASSISTANT WATE WATER & WATER & S

COLL. SUPERINTENDENT

UTILITY

ODOR

L00 TEC930

TECH

3.00 TRD342 14.00 TRD930 3.00 TRD954 1.00 TRD960

LIFT

38.00

Total Permanent Positions

38.00

Total Depar.tment

UTILIW UTILITY

MECI{AN|C I

uTtltw oPennroR

34r

1,673;457

clft oF

342

Ito"

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 this as cooling water for the local electrical pôwer generating company. The facility is responsible for proper operation and maintenance of the plant, operating in compliance with State and Federal perm¡ts and regulations. The facility 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 effìc¡ent ând econom¡calwastewater

treatmentpursuanttostateândFederal Regulations. ThePlantalsostrivestoprovidearel¡ablesourceofwatermeetingorexceeding contract requirements for industrial cooling. The River Road WRP Laboratory provides accurate and prompt analysis of water wastewater, and biosolids to all City, State, and Federal entities-

OBJECTIVES

* * * * * *

Provide adequate staff, equipment, tools and professional services to ensure effective performance of plant operations and maintenance. Attract and maintain a quality workforce. 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 serv¡ce to all City departments.

OPERATING STATIST¡CS/PERFORMANGE

MEASURES

Treatment Plant Capacity (million gallons per day) Wastewater Treated (million gallons) Reclaimed Water (million gallons) Biosolids Created (metric tons)

Actual

Estimated

2013t14

20't4t15

2015t16

3,015

3,600 3,500 't,800

3,200 3,100 1.700

2,648 1,576

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 National Pollutant Discharge Elimination System. This is the fourth year in a row that the Plant has received this award. The River Road Plant oversaw the successful completion and installation of two generators for backup power. Plant staff successfully completed 1,023 Equipment Preventative Maintenance Work Orders and 352 Equipment RepairWork Orders.

343

City of Amarillo River Road Water Reclamation

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 42550 Communications Allowance 42560 Change in Sick and Annua 42570 Additional ARC

622,518 40,559 36,258

734,254 40,200 40,000

150,147 386

162,105 417

9,589 40,420 80,493

11,230 47,568 86,977 18,643 1,258 21,076

41000 Personal Services 51 110 Office Expense 51200 Operating 51250 Janitor 51300 Clothing and Linen 51350 Chemical and Medical 51400 Photographic 51450 Botany & Agrigulture 51700 Education 51800 Fuel & Oil 51850 Minor Tools 51950 Minor Office Equipment 52050 Auto Parts 52050LABOR Auto Parts Labor 52120 Tires and Tubes Other 53100 Natural Gas 53150 Electricity

l,o22,gg6

16,122

1,278 17,184 't35 7,498 299 1,956

27,702 4,442 5,046 52,430

11,377

48,198 85,785 18,890

1,258 19,621

0 0 0

1,200'

1,163,726 4,000 35,000 4,500 5,000 50,000

1,231,694 4,000 35,000 4,500 8,000 50,000 300 3,900

300

0 0

54 1,390 135

3,900 1,000

I,000

30,135 3,929

35,149 6,000

30,135 6,000

1,000

61'l 463 428 95,668 570,904

500 500

1,000 500 500

6,988 100,014 630,652

6,988 95,668 652,313 899,804 840

51000 Supplies 61200 Postage 61300 Advertising 61400 Dues 61410 Tuition 62000 Professional 67320 Extermination 67500 Laundry 68100 R & M - Building 68300 R & M - lmprovements 68312 Other lmprovement 68610 Office Equipment 68615 Misc. Fuel Powered Equi 68640 Machinery 68650 Shop Equipment 68680 Other Equipment ô8710 Auto Repair & Maint 69210 Rental City Equipment 69300 Leased Computer Software

795,292 589 319 1,260

884,503

3,101

16,900 10,000 450

60000 Contractual Services 71 1 00 lnsurance and Bonds 72000 Communication 75100 Travel 75300 Meals and Local 76000 Depreciation 77200 License and Permits 77730 Sol¡d Waste

188,523

70000 Other Gharges 83100 lmprove other than Build

742,321 42,300 40,000 220,326 417

840 1,758 '1,620

8,931

330 178 6,240 38,970 't6,24'l

1,758

1,820 16,900 10,000

450

500

38,990 106,792 45,000

150

2,377

2,200 20,000 2,000 11,000 500 78,442 3,500

2,200 20,000 2,000

340,643 28,979 2,000 2,500

356,371

9,942 86

19,114 329 79,098 1,418 29,074 0 0

286 680,206 87,851

6,597 804,014 27,511

344

19,000 500 85,971

3,s00 35,238 2,000 4,300

700

701,639 90,000 8,000

686,528 90,000 8,000

833,818

826,766

City of Amarillo River Road Water Reclamation

& Equ 84200 Machinery General 84910 Other 80000 Gapita[ Outlay TEXPENSES Total- Expenses

9,585

17,000

6,063

43,159 2,853,873

25,000 42,000 3,356;634

Gity of Amarillo Department Staffing Report Department:

River Road Water Reciamation Personal Services Total

Numberof

Emplo¡rees Classification

Description

Permanent Positions 1.00 ADMO65

ASS ISTANT WASTEWATER TREATM ËNT S U PERINTEN DENT

1.00 MGT910 1.00 MGT941 1.00 TEC930 1.00,T8C942 1.00 TRD910 1.00 TRD915 3.00 TRD930 1.00 TRD951 5.00 TRD957 9.00 TRD966 25.00

TREATMENT PLANT MAINTENANGE FOREPERSON oPERATTONS CONTROL SUPERVISOR ELECTRON ICSIINSTRUMENTAT.ION TECH PROCESS COÑTROL TECI{N ICIAN'

CUSTODIAN I ELECTRICIAN I

UTILITYWORKER EOUIPMENT OPERATOR III UTILIW MAINTENANCE MECHANIC III TREATMENT PLANT OPCNNTON III. Total Permanent Positions

Part-Time Fositions

2.00 HRL930

UTILITY WORKER

2V.00

TotalDepartment

345

1,231,6;p4

C¡lYr OF

:Rl

tto

opEx 3ÞÀcts ; Eto!E5s 0Pro¡1!trlf lÉs

346

CITY OF AMARILLO

HOLLYWOOD ROAD WATER RECLAMATION (52270) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The Hollywood Road Wastewater Treatment Department is responsible for the proper operation and maintenance of this wastewater treatment plant and its compliance with State and Federal permits and regulations. This facility now sells a portion of its effluent to Xcel. The Department has a laboratory on the facility site that performs analyses for determination of chemical parameters of wastewater, biosolids, and the quality of the water in the various playa lakes within city limits.

GOALS

This Department strives to provide the c¡t¡zens of Amarillo with the most efficient and economical wastewater treatment possible pursuant to State and Federal Regulations. The laboratory provides rapid and accurate analyses of water, wastewater, and biosolids to any requesting City department by the use of approved methodologies. This facility provides a rel¡able source of water meeting and exceeding contract requirements for industrial cooling. This facility administers all applicable ordinances and regulations (n a fairand responsible manner. lt also promotes for the maximum use of reclaimed water and biosolids while protecting the environment.

OBJECTIVES

* t * * * * * *

To provide adequate staff, equipment, tools and profess¡onal 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 maintenance 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 quality effluent in order to maintain the lake's hydràulic level. To provide the citizens of Amarillo with the most economical and efficiênt wastewaler treatment. To provide excellent communication and customer service to all City entities.

OPERATING STATISTICS/PERFORMANCE

MEASURES

Treatment plant capacity (MGD) Wastewater treated (MGD)

Actual

Estimated

2013t'.t4

2014t15

12 8.1

765

Reclaimed water to XCEL (MG) Effluent to L. Tanglewood & Creek (MG) Biosolids to Landfill (Metric Tons)

2,239 1,388

Estimated 2015t16

8.3 1,400 1,700 2,000

8.4 1,400 1,700

2,000

ACCOMPLISHMENTS The Hollywood Road Plant was successfully operated and maintained again 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 Elimination System. There were no major construction projects this year. A major rebuild for one of the bar screens was completed and the replacement parts have been ordered and received and are ready for use when necessary. All

filterbeltsonbothBeltPressunitswerereplacedaswell

asnumerousbearingsandotherwornpartsasneeded. Thesecondofthe

re-aeration.screw pumps has been recoated and is ready to reinstall. Replacements for the spare parts used have'been reordered. One Dissolved Air Floatation tank underwent a complete rebuild. The Plant purchased and received a new front end loader for sludge operations. The maintenance crew has completed over 700 work orders, helping to improve equipment longevity and reliability.

341

City of Amarillo

Hollywood Road Waste Water Tre

41300 lncentive 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 Compensat¡on 42550 Communications Allowance 42560 Ghange in Sick and Annua 42570 Additional ARC

40,362 33,793 151,814 384 9,735 40,830 82,088 16,399 1,307 18,074

41000 Personal Services 51 110 Office Expense 51200 Operating 51250 Janitor 51300 Clothing and Linen ' 51350 Chemical and Medical 51400 Photographic 51450 Botany & Agr¡gulture 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

I,020,819

51000 Supplies 61200 Postage 6130-0 Advertising 61400 Dues 61410 Tuition 62000 Professional 67320 Extermination 67500 Laundry

723,654 36,600 35,000 179,057 417 11,024

731,550 40,200 35,000 219,472

46,724

47,437 84,430

85,434 18,313 1,254 20,573 0 0 0

135

-16,396 305 1,122

43,025 3,969

4,253 160,042 0

812 76

39,283

4,419 206 203

417 I I,190

18,592

1,254 20,882 1,200 0 0

1,159,050 2,500 35,000 4,600 4,600 186,000

1,211,624 2,500 35,000 4,600 7,600 186,000

50 1,500

, 1,500

650 48,784 4,000

650 39,283 4,000

1,000

500

1,500

406,981

10,000 235,939 396,793

1,500 10,000 196,509 6'10,730

865,372 128

933,416 432

1,101,423 432

31S

1,000 1,000

1,000

665 3,807 196,509

660 8,742

8,494 330 873

68100R&M-Building

32,711

68300 R & M - lmprovements 6831 2 Other lmprovement 68ô10 Office Equipment 68615 Misc. Fuel Powered Equi 68630 Dumpster Boxes 68640 Machinery 68650 Shop Equipment 68680 Other Equipment 68710 Auto Repair & Maint 69210 Rental City Equipment 69220 Rental Other Equipment 69300 Leased Computer Software

162,333 52,297

60000 Contractual Services 71 100 lnsurance and Bonds 72000 Communication 75100 Travel 75300 Meals and Local 76000 Depreciation 77200 License and Permits 77730 Solid Waste

385,1 l8 54,891 0

4,570 1,757

3,775 1,458

17,276 7,938 81,180 100 177

14,000 15,000 400 950 30,000

1,200 14,000 15,000 400 950 30,000

140,000

50,000 325 5,000 5,000 5,000

50,000 325 5,000 5,000 5,000 3,500

1,500 15,000 10,000 111,961 1,000 0

10,000 107,494

407,568

405,301

41,723

48,636 2,000 2,500

2,000 2,500 650 1,419,292 65,000 200,000

872 474 1,442,895 60,201 138,996

348

15,000

1,000

650

1,421,387 65,000 200,000

City of Amarillo Road Waste Water Tre

Other

1,698,329

lmprove other than Build 841O0 Auto-Rolling Stock & Equ 84110 Fuel 80000 Gapital Outlay TEXPENSES Total Expenses

20,000

0 0

13,000

3,969i637

53,000 4,283,199

740,17,3 0

0 0 4,458,520

, City of Amarillo Department Staffing Report

Hollywood Road Waste Water Treatment Fersonal Numbêr of

Emptoyees Glassification

Services

Description

Total

Permanent Positions

1.00 ADM065 1.00 MGT910 L.00 MGT941 1.00 TEC930 1.00 TECg42

1.00 TRD9IO 1.00 TRD915 3.00 TRD93O 1.00 TRD95O 1.00 TRD951

4.00 TRD957 9.00 TRD966 25.00

ASSISTANT WASTEWATE R TREATM ENT S UP E RI NTENDENT

TREATMENT PLANT MAI.NTENANCE FOREPERSOI\ OPERATIONS CONTROL SUPERVISOR ELECTRON ICS/INSTRUMENTATION TECH PROCESS CONTROL TECHNICIAN CUS.TODIAN I ELECTRICIAN I EQUIPMENT OPERATOR II EQIJIPMENT OPERATOR UTILITY MAINTENANCE MECHANIC III TREATMENT FLANT OPERATOR lII Total Permanent Positions

I¡I

Part-Time Positions

2.00 HRL930

UTILIW WORKER

27.00

TotàlDepartment

349

1,,211,624,

$¡rE5i óPiontÙùriråi

350

CIry OF AMARILLO LABORATORY ADMINTSTRATTON (52281 ) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS

The Environmental Laboratory is responsible for implementation and operation of various City programs. Specifìcally, the Department is involved in operating the following: the City's Central Environmental Laboratory, the Annual City-wide Chemical lnventory, the Annual Texas Tier ll Report, a State Accredited Drinking Water Bacteriology Laboratory, the lndustrial Waste Preheatment Program, Liquid Waste Haulers Ordinance and The Stormwater Program. The Department provides Emergency Analysis for HazMat incidents, advice to Emergency HazMat Responders and operates The Stormwater required Household Hazardous Waste Program. Analytical and treatment support analysis is provided to both wastewater treatment plants and the drinking water treatment plant. This is completed in correlation with regulations of the Environmental Protection Agency (EPA), the Texas Commission on Environmental Quality (TCEO), and City Ordinances. GOALS The Laboratory strives to provide rapid and accurate analysis of water, wastewater, sludge, soil and unknowns to any requesting Gity department by using EPA and TCEQ approved methodologies. The Laboratory, beginning in',l967, continues the long history of providing daily, weekly and yearly analysis of the public drinking water for up{o-date protection. Analytical support is also provided for water treatment and all City-owned water wells. The Laboratory Administration Department administers the EPA and TCEQ Pretreatment and Storm Water programs. The Laboratory provides timely responses to customer complaints concerning drinking water and wastewater, and also provides rapid response to various City department emergency analys¡s requests. The inclusive NELAC water bacter¡ology laboratory is the primary drinking water and bottled water laboratory in the upper Panhandle of Texas currently serving 275 entities. The City Municipal Landfill Groundwater Monitoring Program ¡s supported by analyses. All portions of the Department operat¡ons stay as current as feasible concerning regulations and technology. An important goal of the Department operations is to provide training and education for all employees in order to provide a stable and safe workforce, and 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 Operate the State Required Household Hazardous Waste Program. Educate the public concerning environmental issues. Administer all permits and programs with no violations. Attract, keep and maintain a qualified workforce using applicable training and education. Participate in professional organizations.

Actual 2013114

OPERATING STATISTICS/PERFORMANCE MEASURES lndustrial Waste Permitted Categorical lndustries (July to June) lndustrial Waste Permitted Non-Categorical lndustries (July to June) Storm Water Regulated lndustries Number of Bacteriology Samples Performed Total Number of Laboratory Samples (inclusive of Bacteriology)

Estimated 20141',!5

Estimated 2015t16

12 101

12 105

15 130

9,848 r 8,909

10,000 19,500

10,152 20,500

ACCOMPLISHMENTS Using the most recent 10 years of completed samples, there is indication of an annual grovrrth rate of 5.05% per year. The Environmental Laboratory now incorporates ICPMS metals analyses in wastewater samples with routine detection in parts per trillion. The Laboratory continues to maintain the new ultra low level method called SPME, which func{ions at the parts per trillion level. This method is used to analyze and help the Water Treatment Plant mitigate taste and odor problems associated with source water. A major analysis change is complete, which moved the surrogate Stormwater Herbicide Analysis from Diazinon to Atrazine. The annual City-wide Chemical lnventory was completed with a total oÍ 8,627 line items conta¡ned in 105 departments. From this inventory, the annual Texas Tier ll Report was completed. Stormwater personnel continued to identify new industries subject to permitting through the State permitting process. This program is responsible for water quality monitoring of the Cityowned drainage lakes. Public and private construction activity is also monitored within the Stormwater Program. This program recently negotiated the new-five year stormwater permit with TCEQ, achieving a very successful outcome. The lndushial Waste Pretreatment Program continues to perform exceptionally well with local industries, and monitors industrial wastewater discharges into the san¡tary sewer system. Grease trap monitor¡ng is part of this work area. This program continues to identify new significant industrial users to be added to the system. The Drinking Water Bacteriology Laboratory is completing its 8th year as a National Environmental Laboratory Accreditation Conference (NELAC), TNI accredited laboratory, and serves not only our City, but also the majority of the northern Texas Panhandle. Cities, businesses and other entities served currently lolal 275. Bacteriology sample count is approaching 10,000 per year. The entire laboratory sample count is approaching 19,500 per year.

351

City of Amarillo Laboratory Admin

41 100 Salaries and Wages

4't300 lncentive 41620 Unscheduled 41 B2OT Health I nsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 42110 TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 4251O Car Allowance 42550 Communications Allowance 42560 Change in Sick and Annua 42570 Additional ARC

775,168 31,945

791,002 30,900 s,000 146,418 334

1,639 134,036

326 11,289 48,269 94,816 18,999 1,026

11,9ô1

15,731

3,008 1,203 -5,721

353

755,264 43,500 5,000 183,412 334 11,347

51,144 93,518 20,045 975 16,215 3,000 1,200

48,519 86,356 1 9,016 975 15,219 3,000

0 0

1,174,341

2,400

41000 Personal Services 5't 1 10 Office Expense 51200 Operating 51250 Janitor 51300 Clothing and Linen 51350 Chemical and Medical 51400 Photographic 51450 Botany & Agrigulture 51700 Education 51800 Fuel & Oil 51850 Minor Tools 51950 Minor Office Equipment 51980 lT Hardware 53100 Natural Gas 53150 Electricity 53200 Water and Sewer 55100 Publications

I,132,088 9,129

1,171,711

9,404

10,241

65,978 3,01ô 2,958 68,452

73,022 4,185 3,281 76,437 't00

79,52'l 4,185 3,281 83,240

1,000

51000 Supplies 61200 Postage 61300 Advertising 61400 Dues 61410 Tuition 62000 Professional 63210 Armored Car Service 67320 Extermination 67500 Laundry

186,383 3,969 73

203,795 5,748 2,000

228,733 5,748 2,000

't1,125

r3,500

3,879 1,440

7,871

17,500 7,871

68100R&M-Building 68300 R & M - lmprovements 68610 Office Equipment 68680 Other Equipment 69210 Rental City Equipment 69220 Rental Other Equipment

0 0 17 0

100 750 26

11,565

7,594

2,002

2,700

3,436 15,051

4,333 16,129

4,779

4,734

10,000 3,501

3,501

360

345 350 15,125 1,250 400 75,052 42,576 350

253 6,553 320 0

48,526 42,120 0

100 100

750 26

4,200 4,100 12,210 3,505 17,484 4,790

10,000 3,501

345 350

15,125 1,250 400 81,732

46,438 350

60000 Contractual Serv¡ces 71 1 00 lnsurance and Bonds 72000 Communication 75100 Travel 75300 Meals and Local 76000 Depreciation 77200 License and Permits 77730 Solid Waste

122,119

4,629

5,784

-14,617

-42,390

1,200 84,812 5,784 -42,390

70000 Other Gharges 84910 Other Equipment

97,215

81,795

71,237

8,924 8,924

15,800

8,600

15,800 1,651,170

1,675,522

80000 Capital Outlay TEXPENSES Total Expenses

178,068 8,710 2,000 9,000 1,200 s7,491

5,961

4,073 838 96,332

1,546,729

352

192,610 10,831

2,000 9,000

8,600

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

WASTEWATER TREATMENT SUPERINTENDENT CHIEF CHEMIST: ENVIRONMENTAL PROGRAMS MANAGER

1.00 ADM551 1.00 cLR130 1.00 cLR405 1.00 PRF350 2.00 PRF351 2.00 PRF352 2.00 PRF353 1.00 TEC335 2.00 TEC555 1.00 TEC943 1.00 TEC945 1.00 TRD047 1.00 TRD350 1.00 TRD351

ENVI RONMENTAL ADM IN ISTRATOR

ADMINISTRATIVE SUPERVISOR ADM INISTRATIVE ASSISTANT I I ENVIRONMENTAL CHEMIST CHEMIST I CHEMIST II CHEMIST III INDUSTRIAL WASTE SUPERVISOR ENVI RONMENTAL TECHNICIAN BACTE RIOLOGY TECHNICIAN

20.00

WATER BACTERIOLOGIST CUSTODIAN II INDUSTRIAL WASTE INSPECTOR STORM WATER INSPECTOR Total Permanent Positions

20.00

Total Department

1,174,341

3s3

City of Amarillo Water & Sewer General

500 41 000 Personal Serv¡ces

62000 Professional 63140 Audit Fee 60000 Contractual Serv¡ces 75100 Travel 75300 Meals and Local 77610 lnformation Technology 78230 Loss on Bad Debt 70000 Other 92150 Cert of Obligation 92000 Operating Transfers TEXPENSES Total Expenses

341,116

486,1

341,116 120,000 5,000

486,182

125,000 0

0 537,358 88,378

125,000 25,000 8,000 738,353 500,000

625,736

1,271,353

919,438

1,000

751,486

1,737,469

1,530,620

0 120,000

4,750 124,750 0

120,000

5,000

769,438 150,000

City of Amarillo Sewer General

77840

Sewer 77850 Pymnt Lieu of Franch Tx 77860 Pymnt Lieu of Prop Tx 78010 Fiscal Fees

473,605 949,679 1,151,815 224,155

485,889 958,202 1,154,024 11 710

483,162 958,202 1,154,024 11 710

70000 Charges 89200 Bond lnterest Payments

2,799,254 2,504,184

2,609,825 0

2,607,098

89000 Debt Service TEXPENSES Total Expenses

2,504,184 5,303,438

2,609,925

2,607,098

Cìfy- of Amarillo

Water General

77820 Pymnt Lieu of Franch Tx 77830 Pymnt Lieu of Prop Tx 78010 Fiscal Agent Fees

2,223,094 2,058,268

2,240,157

756,666 2,240,157

2,060,181

27,305

70000 Other Charges 89200 Bond lnterest Payments

4,997,070 3,462,630

5,054,160 3,926,288

5,084,309 3,528,788

89000 Debt Service TEXPENSES Total Expenses

3,462,630 8,459,700

3,926,288 8,980,448

3,528,788 9,613,097

778',t0

City of Amarillo

Water&Sewer-Tr¡nsfer

CIP Accounts 80000 Capital Outlay 921 20 lnformation Services 92125 Municipal Garage 921 30 General Construction 92000 Operating Transfers TEXPENSES Total Expenses

16,814,880

35,221,831

16,814,880

35,221,831 0

't03,253 142,253

0 0 0

249,456 249,456

16,814,880

35,221,831

0 3,950

354

C¡TY OF AMARILLO AIRPORT 201s12016 REVENUE $ 6,960,490

TERMINAL BUILDING

42o/o

5,510,919

GRANTS IN AID

33%

2,01 6,109

12%

HANGAR, BUILDING AND GROUND RENTALS

2,150,704

13o/o

AIRF¡ELD REVENUE

27,800

¡NTEREST REVENUE

0o/"

0o/o

10%

20"/o

30%

40Yo

50o/o

600/o

70o/o

80o/o

90%

100o/o

$16,666,021 TOTAL REVENUE

EXPENDITURES 9,,322,562

MAINTENANGE, UTILITIES AND SUPPLIES

10%

3,709,857

SALARIES AND OTHER OPERATING

22%

1,813,357

11o/o

7,157,243

FIREFIGHTING 42o/"

1,872,025

DEBT

11o/o

10o/o 20Yo 30%

CAPITAL

40"/o 50%

60%

70o/o 80%

90o/o '100o/o

$I6,875,044 TOTALEXPENDITURES

Terminal building related revenues of $6.9 million account for 42o/o of the Airport Fund revenues. Grants in Aid of $5.5 million, or 33o/o of the total Airport Fund revenues, will be used to fund the majority of capital purchases. Total expenditures do not include non-cash budgeted items such as depreciation.

355

City of Amarillo Revenue

5400Airport Fund

34310 34315 Passenger Facil¡ty Charg 34320 Fuel Flowage Comm 34340 Fuel & Oil commission O

133,513 3,869

1,374,750 1 73,160

4,794 2,150,704

Rentals Commissions 3444OLocker&VendingMachC 34460OtherTerminal Building 34470 Car Rêntal Commissions 34471 Customer Facility Charge 34472 CONRAC Fuel Revenue 34480 Auto Parking Commission 34400 Terminal Building Area R 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

1,918,537 1,541 ,689 201 ,726 0 112,895 ,131 ,641 616,965 0 2,052,161 5,657,078 275,070 275,184 456,766 90,862 38,108 145,805 205,623

1,876,266 1,534,366 219,125 0 113,488 1,124,069 53,439 135,000 2,082,993 5,262,479 275,070 313,919 458,836 91,490 38,108 145,805 203,999

34600 Other Building & Ground 34700 Adverstising Commission

1,487,417 37,330

1,527,226 38,796

1,794,709

37,330 0

38,796 3,463,000

42,000 5,510,919

3,463,000

5,510,919

30,597 1,548

8,704

27,800

34300 Airfield Fees añd 34410 Airline 34420 Restaurant

Commis

1,374,810 131 ,159 3,477

1,401 ,562

34800 Other 35610 Grant ln Aid - Federal 35500 Other Governmental Reven 37110 lnterest lncome 37115 Unrealized G/L 371 09 lnterest Earnings

37155 Surf-ace Land Rental 37150 Rent 37141 fv(erchant Service Fees 3741 0 Miscellaneous Revenue 37451 TSA LEO Reimbursement 37460 Gn/Lss on Prop Disposal 37400 Miscellaneous Revenue 39676 Tsf in fr Airport PFC Fu 39100 0

6,960,491 315,000 419,20s 487,336 95,594 34,106 155,000 288,469

42,000

-3,600

32,145 1,500

5,f04

27,800

1,500

r,500

1,500

1,500 -89 291,524 82,780

3,478

1,500 -100 50,000 128,000 0

434,490 1 ,407,478

377,693 0

177,900 0

r0,975,975

12,552,065

16,666,021

_73

286,446 144,640

Transfers ln

TREVENUE Total Revenues

1,800,000 235,000 1,500 176,304 1 ,300,000 770,000 277,687 2,400,000

356

CITY OF AMARILLO

DEPARTMENT OF AV|ATTON (54110) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS

The Rick Husband Amarillo lnternational Airport is an integral part of the National Airspace System. The facility provides transportat¡on-related services for the public including commercial aviation, general aviation, and ground transportation. Additionally, some aviation services for military operations are available. ïhe Department of Aviation is charged with the administration, planning, operation, maintenance and protection of the City's aviation interests. The airport facility also supports various non-aviation related tenant activities.

GOALS The Aviation Department activities are aimed at providing a long-term public use aviation facility. The operation strives to be financially self-sufficient by balancing costs with revenue sources while meeting the on-going and ever-changing demands for services. The Airport financial structure is designed so that users provide the necessary revenue to operate the facility. No local taxes are used to fund the Airport's operation. The Airport also takes advantage of federal grant opportunities. These grants provide funding assistance for long{erm planning projects, qualifying capital improvement projects/purchases and certain runway and taxiway rehabilitation projects.

OBJECTIVES

* * *

To maintain and improve aviation facilities while meeting the goals stated above, as well as controlling costs. Major projects include parking lot technology upgrades, airfield taxiway improvements, runway electrical and lighting improvements, parking/landside/garage building assessment and recommendations, completion of the consolidated rent car service center (CONRAC), replace outdated capital equipment, and reconstruction of vehicle entry roads. To diversiff revenue while controlling costs for users and tenants while maintaining a high level of service and continuing to upgrade the airport's infrastructure. To negotiate new Airline Use and Lease (AULA) Agreements and align business practices with industry standards.

SIGNIFICANT CHANGES The Airport has continued to provide a high level of service while dealing with the challenges created by the ongoing construction projects designed to improve the infrastructure. Maintenance and development of air service continues to be a significant challenge in this budget year. The expirat¡on of the Wright Amendment presented the Airport with significant air service challenges as the number of airline seats ¡n the market decreased by 120,000. An Air Service Market Assessment was completed. lt provided information for the recruitment of new destinations with both incumbent airlines and new entrants to the AMA market.

OPERATING STATISTICS/PERFORMANCE MEASURES Passengers Flight Operations Airl¡nes Daily Airline Flights

Actual 2013t14

Estimated

2014t't5

20't5t16

813,396 65,919 4

761,462

70'l,248

66,500

63,800

ACCOMPLISHMENTS The construction project to significantly improve drainage around the east side of terminal complex was completed in mid 2014. This project will protect the facility from any future flooding events. Four new escalators have been replaced in the passenger term¡nal. An air service market assessment was completed in January 201 5, which indicated the need to restructure the airline lease agreements and focus on business travelers for enhanced air service. Overall, this year has been successful and somewhat routine as the Airport has any extraordinary events that have required attention.

357

City of Amarillo Department of Aviation

and 41300 lncentive 41500 PFP 41620 Unscheduled 41 82OI Health I nsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 42110 TMRS 42115 OPEB Funding 42200 Tuition Reimbursement 42300 State Unemployment 42400 Workers Compensation 42510 Car Allowance 42520 Uniform/Clothing Allowan 42530 Moving Expense 4254OTool Allowance 42550 Communications Allowance 42560 Change in Sick and Annua 42570 AdditionalARC 4f 000 Personal Services 51 110 Office Expense 51 115 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 51450 Botany & Agrigulture

514528&A-General 51700 Education 51800 Fuel & Oil 51850 Minor Tools 51950 Minor Office Equipment 51955 Furniture 52000 Ammunition 52050 Auto Parts 52050LABOR Auto Parts Labor 52120 Tires and Tubes Other 53100 Natural Gas 53150 Electricity 53200 Water and Sewer 55't00 Publications 51000 Supplies 61200 Postage 61300 Advertising 61400 Dues 61410 Tuition 61415 Safety Training 61500 Administrative Service C 62000 Professional 6201 0 Service Agreements 62020 TSA Background Checks 63140 Audit Fee 63210 Armored Car Service 67310 Janitorial Service Cont 67320 Extermination 67600 Temporary Labor

58,818

56,340 101,273 75,539 426,143

47,410 341,342 884 23,õ77 't00,203

951

25,653 109,690 200,583 42,991 0 2,779 43,507 3,000 8,712

199,417 39,891

-142

3,194 37,113 2,085 8,507 4,000 3,309 11,365 15,244

1,907,034 58,020 101,273

75,539 448,503 951 28,1 05

120,173 213,889 47,100

.0 2,778 47,942 3,000 7,128

500

3,600 9,600 0 0

3,300 8,400

2,786,873 7,000

3,073,636

7,743 724

1,000

742

2,499,747

0 0 10,000 1,000

600

744 10,947 68,065 16,335 30,770

1,000

12,000 12,000

12,000 56,000 18,000 10,000 500 0 2,500 0

32 18 0

4,617 44,865

42,566

1,521 1,698 0

3,000 s00

4,502

6,000 8,000 0 12,000 143,768 501,028 50,350

ô84

7,110 2,568 118,838 450,080 45,422 83

1,000

817,364 1,448

876,812 800 600 3,000 2,000 3,000

1,660 7,301

13,750 $',t2

0 86,158 0 8,525

60,000

53,700 't6,000 10,000 500 0 1,500 0

43,000 3,000 2,000 8,000 7,000 8,000 0

12,000 1 18,838 539,621 45,422 1,000

905,180 800

600 3,500 7,500 3,000 565,775 55,000

7,410

10,000 7,800

0 0

100

176,000 10,000 7,800 100

28,000

19,540

18,000

500

3s8

City of Amarillo Department of Aviation

68100R&M-Building 68101 R&M - Bldg - Terminal 68102 R&M - Bldg - Airfield 68103 R&M - Bldg - FS #10 & Tr 68300 R & M - lmprovements 68301 R&M - lmpr - Terminal 68302 R&M - lmpr - Airfield 68303 R&M - lmpr - FS #10 & Tr 68304 R&M - lmpr - lnline Syst 68310 R & M Other lmprovements

68400R&M-lrrigation 68500R&M-Streets 68610 Office Equipment 68615 Misc. Fuel Powered Equi 68640 Mach¡nery 68650 Shop Equipment 68660 Audio/l/ideo Equipment 68670 Communications Equipmen 68680 Other Equipment 68710 Auto Repair & Maint 68720 Auto Accident Repair 69'100 Rental Land & Buildings 69220 Rental Other Equipment 60000 Contraclual Services 71 100 lnsurance and Bonds 72000 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 78230 Loss on Bad Debt

288,1 74

210,000

0 0

120,000 10,000 15,000

208,544

165,000

0 0 0

55,000 22,500

0 0 0 0 0

192

1,000

0 1,500 1,500 15,000

1,000 3,000 1,000

84 1,255 2,O73

2,151 1,722

886

5,454 8,080 185

3,150 0

2,500 15,000 3,000

3,000 2,000 5,000 4,500 10,000 1,000 2,000 2,000

2,000 5,000 4,500 10,000 1,000 6,500

2,000

668,592 145,936 0

557,300 169,522 2,000

2,250

14,659

15,000 500 3,500 5,133,907 128,083 40,000 1,716,147 103,766 1,500

2,250 20,000

3,072 4,901,299 106,392 56,785 1,ô46,949 96,882 2,680 6,974,654 9,036

80000 Capital Outlay 89200 Bond lnterest Payments 89300 Fiscal Agent Bond Fees

43,973 256,207

89000 Debt Service 90180.LABOR Sales to Other DeP

258,107 -7,110

Reimbursements Garage 92000 Operating Transferè TEXPENSES Total Expenses

20,000

1,190,575

70000 Other Charges 82100 Buildings 83100 lmprove other than Build 83200 lmprovement 84310 Shop Equipment 84630 lnfo Tech Equipt - Netw 84910 Other Equipment

90000 lnter 92125 Municipal

5,000 10,000

6,801

0 28,136 0 0

1,900

-7,110 30,156 30,156 11,274,484

359

7 ,316, 175

50 000 30 ,000 20 ,000

197,042 2,000

500 5,000

5,128,443

't6l,084 40,000 '1

,813,357 105,445 1,500

7,476,621 40,000 30,000 20,000

10,000

25,000

'125,000

433,650 1,400

100,000 362,O25 1,400

435,050

363,425

0 0 0 12,057,210

0 0 0

13,109,437

Gity ôf Amarillo

Department Staffing Report Department:

Department of Aviation Personal Services Total

Number of

Employees Classification

Description

Permanent Positions

1.00 ADM080 1.00 ADMOBl 3.00 ADMOBB 1.00 CLRO4O 1.00 cLR400

DIRECTOR OF AVIATION DEPUTY DIRECTOR OF AVIATION

1.00 TRD923 3.00 TRD93O 56.00

AIRPORT OPERATIONS MANAGER AIRPORT OFFICE MANAGER ADMIN ISTRATIVE ASSISTANT AIRPORT POLICE COMMANDER AIRPORT FACILITI ES SUPERVISOR AIRPORT POLICE OFFICER AIRPORT POLICE SERGEANT SECURITY OPERATIONS AGENT BAS TECHNICIAN CUSTODIAN II ELECTRICIAN II CUSTODIAL FOREPERSON AIRPORT MAINTENANCE COORDINATOR LANDSI DE/FLEET COORD INATOR BUILDING MECHANIC I BUILDING MECHANIC III CUSTODIAN I MECHANIC I MECHANIC FOREPERSON I UTILITY WORKER Total Permanent Positions

56.00

TotalDepartment

1.00 1.00 9.00 3.00 10.00

MGTO81 MGTO9O PRFOBO

PRFOBl PRFO85

1.00 TEC500 1.00 TRDO47

1.00 TRDO6O 1.00 TRDOTO 1.00 TRDO73 1.00 TRDO75 2.00 ÏRDOBO 3.00 TRD9O6 9.00 TRD91O 1.00 TRD921

3,073,636

360

City of Amarillo

Airport Transfers

7,157,243

CIP Accounts 80000 Capital Outlay TEXPENSES Total Expenses

0 0

3,971,200 3,971,200

7,157,243 7,1s7,243

Gity of Amarillo Rental Car Fac¡l¡ty

0 9,500

500 5,300 6,300 5,000 1,500 175,000 5,919 9,438 9,500

2M,2OO

218,457

51 1 10 Office Expense

51200 Operating 51250 Janitor 51350 Chemical and Medical 5.l750 Recyclable 51810 CONRAG Fuel Expense 53100 Natural Gas 53150 Electriiity 53200 Water and Sewer 51000 Supplies 61 100 Communications Billing 62000 Professional 67320 Extermination 67600 Temporary Labor

68300R&M60000 Contractual Services TEXPENSES Total Expenses

0 0 0 0

250 100

0 100

500 11,000

500 7,500

0 0

18,100 262,300

8,3s0 226,807

1,4t07,478

1,407,479

Gity of Amarillo

Airport PFC fund

92000 Operating Transfêrs TEXPENSES Total Expenses

361

ciiY oF.

Rl,LIO

oiÊtr !ÞÀcËs r tt0!ã93 0pPoRTUÈlÍlás

362

CITY OF AMARILLO DRAINAGE UTILITY 201s12016 REVENUE

$ 5,494,725

DRAINAGE ASSESSMENT lOO%

15,000

INTEREST REVENUE

10%

20%

30%

400/o 50%

60%

70%

80%

90%

100%

$5,509,775 TOTAL REVENUE

EXPENDITURES $ 1,161,935

MAINTENANCE, UTIL¡TIES & SUPPLIES

21o/o

1,616,999

SALARIES & OTHER OPERATING EXPENSES

30o/"

CAP¡TAL

31%

1,700,850 946,794

DEBT SERVICE

17o/o

Ùoto

10o/o 20o/"

30o/o 40%

50o/o 60Yo 70o/o 80%

90o/"

$5,426,578 TOTAL EXPENDITURES

Drainage Utility Fund revenues are almost entirely composed of $5.5 million in drainage

assessme.nt fees. Total expenditures do not include non-cash budgeted items such as depreciation.

363

100%

Gity of Amarillo Revenue 5600Drainage Utility Fund

34755 Drainage Assessment

5,384,253

5,409,021

34800 Other 3521 I Forfeited Disc.-Drainage

5,384,253 85,376

5,409,021 84,212

5,410,000 84,200

35000 Fines and Forfeitures 35420 Owner Participation

85,376 797

u,212

84,200 0

35300 Gonstruction Participati 37110 lnterest lncome 37115 Unrealized G/L

1,797

9,371

2,693

14,953 450

37109 lnterest Earnings 37445 Sales to Outside Utiliti

12,064 575

37400 M iscellaneous Revenue TREVENUE Total RevenueS

't5,403 0

0 15,000 0

15,000 575

575

5,484,065

5,508,636

5,509,775

364

CIry OF AMARILLO DRATNAGE UTTLTTY (561 00) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS

The Drainage Utility Department is responsible for the overall maintenance and repair of the City's drainage infrastructure. These functions include ¡nspecting, cleaning, construct¡ng, rehabilitating or repairing various drainage facilities (such as concrete channels, gutters, outfalls, inlets, culverts, storm sewer pipe, open channels, ditches, etc).

GOALS

The primary goal of the Department is to provide the public w¡th clean, well-maintained dra¡nage facilities at a cost effective price. Develop an inspection program to examine the City's 125 miles of storm sewer lines on a four year cycle to determine which lines require cleaning, repair, or replacement. Continue to update the City's drainage facility inventory within the City's computerized GIS system. lnaccordancewiththeCity'sDrainageMasterplan,rehabilitateand/orexpandthedrainagenetworktoimprovetheeffìciency and/or capacity of the drainage system for life safety and the protection of property.

OBJECTIVES

* * * t t

Pour approximately 1,100 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 the Buchanan Street Storm Sewer lmprovements. Repair, replace or rehabilitate existing drainage system facilities that are in a state of decay and are unsound.

OPERATING STATISTICS/PERFORMANCE MEASURES ARTERIAL SÏREET SWEEPING: Annual Total Cost Lane Miles Cost per Mile

Actual

Estimated

2013t14

2014t15

2015t16

s205,812 22,923

$200,000 23,500 $8:so

$200,000 25,000 $8.00

983,212 9,523 $8.74

$100,000 $8.50

$100,000 12,500 $8.00

$36,656

$40,000 6,700 $6.00

$40,000 10,000 $4.00

$8.98

RESIDENTIAL STREET SWEEPING: Annual Total Cost Lane Miles Cost per Mile OPEN DRAINAGE CHANNEL MAINTENANCE: Annual Total Cost Total Lineal Feet Cost per L¡neal Foot

4,208 $8.71

1 t,750

SIGNIFICANT CHANGES Significant changes include an estimated decrease of $40,000 in account 90180 - Sales to Other Departments. With the formation of the minor concrete repair crew in the Street Department in2014115, the Drainage Utility Department will no longerbe required to repair concrete utility cuts forthe Street Department in 2015/16. Therefore, the Drainage Utility Department est¡mates a decrease of approximately $40,000 in reimbursements received from the concrete utility cut repairs in previous years.

ACCOMPLISHMENTS ln 2014115, the Drainage Utility Department off¡ce operations separated from the Street Department, when occupancy took place in

newlyrenovatedoffices. TheDrainageUtilityDepartmentinspectedapproximatelyl04,000ft.ofstormsewerp¡pein2013/l4withthe Department's remote camera and video inspection equipment. The Department has ¡dentified numerous sections of pipe that will be scheduled for cleaning, repair or replacement. Several drainage improvement projects were also completed or are currently in progress, such as Martin Road Lake improvements, McCarty Lake outfall repairs, Hagy Blvd. including headwall repairs, etc.

365

City of Amarillo Drainage Utility

, . Bud.g"q!Êil I '

'. --ìi FY20,1ã

41 100 Salaries and Wages

423,221

623,099

41300 lncentive 41500 PFP 41620 Unscheduled 41820T Health lnsurance 4't900 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

11,940

11,400

10,800

24,136 5,000

24,136 5,000 231,807 450 10,328 41,688 78,599

4,250 10'1,160

178,895 400

252 6,003 24,287

9,200 36,866 71,936 14,449

5',1,279

701,411

1,400

16,339 1,541

32,736

37,324

19.1

0 0

41000 Personal Services 51 I 10 Office Expense 51115 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 51980 lT Hardware 52050 Auto Parts 5205OLABOR Auto Parts Labor 52120 Tires and Tubes Other 53100 Natural Gas 53150 Elechicity 53200 Water and Sewer

671,574

1,009,517

1,159,424

1,729 156 0

1,000 200 750

1,500

22,005

s9,ooo 200 4,000 200 250 6,500 2,500 3,900 8,000

30,000 200 4,600 200 255

800 100

1,000 100

6,058 76,333 143

7,372 95,000

6,062 124,125 500

51000 Supplies 61200 Postage 61410 Tuítion 62000 Professional 68300 R & M - lmprovements 68310 R & M Other lmprovements

128,370

170,272 100 1,000

68500R&M-Streets 68610 Office Equipment 68615 Misc. Fuel Powered Equi 68650 Shop Equipment 68660 AudioA/ideo Equipment 68680 Other Equipment 69100 Rental Land & Buildings 69210 Rental City Equipment 69220 Rental Other Equipment

9,721

954 24,991 13,326

151

3,370 70 68

5,487

7,834 19.1

4,526 250 0

500

620 54,014 194,142

36,929 55,914 750 412 1,327 0

100 1,000

50,000

50,000 100

500 50

7,000 200

500

648,978 2,000

781,012 2,000

835,428 3,355 2,000

977,462 5,797 2,000

70000 Other Charges 84100 Auto-Rolling Stock & Equ

8,400

1;500

1,500

97,231

900

71,920 26,858

87,118 31,704

18,500

1,500 18,500

299,828

322,788

51 6,1 30

449,320

366

184,473

5,000

900,226

3,504 212 933 102,626 89,706 822

10,000

120,000 10,000

60000 Contractual Services 71 100 lnsurance and Bonds 72000 Communication 75100 Travel 76000 Depreciation 77200 License and Permits 77450 Administrative Other 776 t0 lnformation Technology 77720 Engineering 77760 Sewer 78230 Loss on Bad Debt

0 0

1,500

3,480

5,000

200

500 553,427 2,132

750

110,000 10,000 100 500 50 7,000

200

1,500

9,269 322,788 559,806 5,000

City of Amarillo

Utility

ech 0

3,500

8,400 49,166 118,976

6,000 333,848

271,794

84910 Other Equipment 80000 Gapital Outlay 89200: Bond'lnter€st Payments Bond Fees

'Þêþt Service Salês

8,500 1,500

168.142 -86,283 19,048 460,930

-55,000

479,978

2.,796,537

2,750;885

Street lmprovement '125

92000 Operatin g Trang'fers TEXPENSES Total Expenses

-15,000 .15,000 0

-55,000

Other Dêpartmen

900O0 lnter Reimbursements

o 3,

Cit¡r of Amarillo

Departmçnt Staffing Report

Department: Drainage Utility Personal Services Total

Number of

Employees Classification Permanent Positions 1.00 cLR405 1.00 cLR420

3.00 MGT224 2.00 MGT225 1.00 TEC932 1.00 TRD220 2.00 TRD221 2.OO TRD222 7.00 TRD930 5.00 TRD950

1.00 TRD951 2.00 TRD960 28.00

Description ADMINISTRATIVE ASSISTANT II ADMINISTRATIVE ASSISTANT V DRAINAGË. UTILITY FOREPERSON I I DRAINAGE UTILITY SUPERVISOR STORM SEWER TECHN.ICIAN

EQUIPMENTOPERATOR IV EQUIPMENT OPERATOR I CONCRETE FINISHER. UTILITY WORKER EOUIPMENTOPERATOR il EQUIPMENT OPERATOR ¡II UT]LITY OPERATOR Total Permanent Positions

Pãrt.Time Positions

1.00 HRL904

ADM I N ISTRATIVE ASS ISTANT

29.00

TotalDepartment

367

1,159,424

City of Amarillo Drainage Utility Transfers

CIPACCT CIP Accounts 80000 CapitalOutlay TEXPENSES Total Expenses

0 0

368

2,064,415

1,700,850

2,06/.,415 2,06/.,415

1,700,850 1,700,850

CITY OF AMARILLO SUMMARY OF RESOURCES AND EXPENDITURES INTERNAL SERVICE FUNDS. FISCAL YEAR 2015116 EMPLOYEE MUNICIPAL INFORMATION RISK GARAGE TECHNOLOGY MANAGEMENT INSURANCE

TOTAL

AVAILABLE FUNDS: Balance 10101114 (See Below) Fiscal Year 2014115

14,674,731 4,790,502 2,265,698 4,103,531 3,515,000

4,942,837 21,625,246

Sales, Receipts & Revenue Other Sources

47,541,177

15,432,738

5,540,356

M & O Expenditures Less: Depreciation Capital Expenditures Debt Service

49,821,304 (6,048,308) 5,838,957 890,000

14,470,686 (5,337,652) 5,029,106 890,000

5,547,945

s0,50

5,052j40

5,647,139 4,823,968 24,978,705

Total Expenditures AVAILABLE FUNDS: Balance 10101115

(710,656)

4,823,968 24,978,705 0

809,851

11,713,955 5,171,100 2,158,915 4,222,400 161,541

FiscalYear 2015116

5,271,965 22,741,669

Sales, Receipts & Revenue Other Sources

50,280,367

16,299,026

5,967,708

M & O Expenditures Less: Depreciation Capital Expenditures Debt Service

48,371,880 (6,046,139) 7,855,700

15,097,408 (5,539,441) 6,965,700 942,137

5,501,895 (506,6e8) 890,000

5,637,911 22,134,666

51,123,578 17,465,804 5,885,197

5,637,911 22,134,666

Total Expenditures AVAILABLE FUNDS Balance 10101116

10,870,745 4, 004.321

2,241,426

3,856,454

768,543

DETAIL OF BALANCES AT 1OIO1116 Reserves for S/L & A/L Debt Service Reserves Committed for Future Capital/Projects

718,236

286,056

377,732

54,448

10,152,509

3,718,265

1,863,694

3,856,454

714,096

Available funds calculation: Cash & lnvestments (Appreciation) Depreciation in lnvestments Assets to be converted to Cash Less: Liabilities & Encumbrances Less: Existing Progress Balances Balance 1OlO1l14

3,856,454 768,543

70,745 4

BALANCE

35,860,424

8,233,321

3,749,827

(3Be)

1,931

(223)

366,579 2,497,438 (22,626,338) (3,762,358)

11,116 (487,58e) (1,007,433)

48,971

14,674,731 4,790,502 2,265,698

Note: converted to cash includes A/R balances, due froms and prepaids 369

15,043,000 (5,88e) 1,080,176 (12,0,13,756)

8,834,276 3,792 1,039,567 (6,362,635)

4,103,531 3,515,000

370

CITY OF AMARILLO

MUN|C|PAL GARAGE (61110) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS

The Municipal Garage Department is responsible for the majority of the City Fleet. Services provided include all repairs, lubrication services, tires, fueling, cosmetic repairs and paint. Mobile repair and fueling services provided throughout the City if required. The Department also manages all equipment replacement requirements and new additions to the fleet while working with using departments to insure fleet requirements for daily operations.

GOALS Municipal Garage's goal is to provide utmost customer service to all City departments with safe, well-maintained equipment at the lowest possible cost to the citizens of Amarillo.

OBJECTIVES

* * * * * * * * * * * * *

Organize sections for better productivity; to include cross-training of shop personnel. Monitor and evaluate critical programs. Assist all City departments with manpower or equipment within the shop's capabilities and expertise. Expand shop facilities and add personnel to maintain the present and future increases of vehicles and equipment in the fleet. Work with all departments to'reduce number of department-owned vehicles and equipment. Actively pursue alternative fuel possibilities to counter rising fuel costs. Evaluate a one-source parts management system ¡n 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 responsibilities. Replace aging Central Service Center fuel infrastructure. Continued lmplementation of operational changes following 5S Lean Management Methods. lmplementing new safe$ procedures and policies to reduce incidents.

OPERATING STATISTICS/PERFORMANCE

MEASURES

Permanent Rental Vehicles Department Owned Vehicles

Other

Actual 2013114

Estimated 2014t',t5

Estimated 2015t16

1,064 539 112

1,'175

1,195

539

539 112

112

Note: Departmgnt ownsd veh¡cles and equ¡pment no longer ¡nclude d¡sposable ¡tems such as weedeaters, edgers and push mowers.

ACGOMPLISHMENTS

The Municipal Garage expanded fueling sites to better serve departments throughout the City. The Garage added additional management personnel to better assist employees with day{oday needs in evaluation of equipment and reduce down time. Currently, the Garage has replaced 162 vehicles and equipment at a cost of $6,393,816.24 through cooperative purchasing agreements and competitive bids. 36 vehicles were added to the fleet with an additional 15 more for'various departments expected to be added. The Municipal Garage restructured its Tire Shop operation, which included a complete remodel of inside 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 Serv¡ce Engineers (ASE) Certification.

37L

Gity of Amarillo

Revenue 6100Municipal Garage Fund

3491 0

16,032,213

Rental

34900 lnterdepart Rental & Use 371 10 lnterest lncome 37115 Unrealized G/L

13,992,244 17,586 -7,232

15,083,177 8,147 1,588

16,032,213 18,100

37109 lnterest Earnings 37130 Discounts Earned 371 45 lnsurance Recoveries 37410 Miscellaneous Revenue 37435 Sale of Scrap 37460 Gn/Lss on Prop Disposal 37465 NBV Asset Disposal

10,354 42 27,320

9,735

18,100

-143,624

0 15,875 325,000 -1 0,766

13 0 0

37400 M iscellaneous Revenue 391 10 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 39611 Tsf ln fr Public Health

491,684 219,131 195,943 97,458 103,253 460,930 30,156 9,868

Transfers ln TREVENUE Total Revenues

39100

4,264

't7,298 s90,634

334,373 0 3,378 0

0 2 ,075 0

11,700 325,000 -88.000

248,713 0 0 0 0 0

15,432,738

16,299,026

741

't5,611,024

372

City of Amarillo Municipal Garage Operations

1;68 22,800 98,455 15,000 358,833 884 24,710 't05,655 193,204 41,410 2,583 88,649 64,500

1,601,716

41100 Salaries and Wages 41300 lncentive 41500 PFP 41620 Unscheduled 41B2OT 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 42560 Change in Sick and Annua 42570 Additional ARC

1,472,410 24,479

41000 Personal Services 51110 Office Expense 5't 115 Employee Recognition Pro 51 120 Safety Program 51200 Operating 51300 Clothing and Linen 51350 Chemical and Medical 51800 Fuel & Oil 51850 Minor Tools 51955 Furniture 52050 Auto Parts 's2osoLABoR Auto Parts Labor 52120 Tires and Tubes Other

2,306,251 2,981

51000 Supplies 61200 Postage 61410 Tuition 67500 Laundry 68650 Shop Equipment 69210 Rental City Equipment

7,309,353 29 3,285 1,183

1,100

36,064 63,752

30,000 68,857

30,000 72,947

60000 Gontractual Services

104,313 578,254

689,709 2,000

1,820

135,673 683,676 2,000 3,000

53,659 53,826 288,144

33,160 63,453 260,1 16

214,553 57,838 278,224

15,8ô0 64,276

64,333

71 1 00 lnsurance and Bonds

72000 Communication 75100 Travel 75300 Meals and Local 76000 Depreciation 77420 Administrative - Direct 77450 Administrative Other 77470 Service Gharges - Other 77610 lnformation TechnologY 70000 Other Charges 84100 Auto-Rolling Stock & Equ 84310 Shop Equipment

25,531 280,677 750

22,007 93,431 183,038

36,638

2,478 76,928 55,084 2,407 29,713 681

909 0

52,649 7,112 0

3,630,356 6,006

16,500

98,455 15,000 414,151

884 23,464 100,329

178,570 39,323

2,583

2,400

83,520 61,500 2,400

0 0

2,700,395 2,500 500

2,638,395 2,500 500

1,000

55,000 11,250

180 3,875,001

7,000

180

3.710,416 7,000 3,500

1,769,984 1,439;170

1,550,000 1,400,000 365,000

1,550,000

7,26t,431

7,106,346 216 35,500

400,187

15,860

65,450

216 35,500

1,125,541 35,000 29,500

,057 ,068 0

1,400,000 365,000

1,100

139,763

3,000

15,860 1,325,517

0 16,000

eí,500

16,000

28,185 60,000

51,875

42,137

1,500

89000 Debt Service 90180 Sales to Other Departmen 90180.LABOR Sales to Other DeP

88,185 -48,044 -1,526,903

53,375 -30,000 -1,450,000

43,637

90000 Inter Reimbursements TEXPENSES Total Expenses

-1,574,949 9,290,222

-f ,480,000 9,866,914

80000 Capital Outlay 89200 Bond lnterest PaYments 89300 Fiscal Agent Bond Fees

313

-30,000

-1,450,000

-t,480,000 9,789,657

City of Amarillo

Department Staffing Report Department:

Municipal Garage Operations Personal Services

Number of

Employees Classification Permanent Fositions 1.00 "ADM230

1.00 ADM231 1.00 cLR230 1.00 cLR405 1.00 cLR420 1.00 TRD232 1.00 TRD233 38.00 TRD605 4.00 TRD610 1.00 TRD910

Total

Desdription SHOP SUPERINTENDENT ASSISTANT SHOP SUPERINTENDENT SERVICE WRITER ADM INISTRATIVE ASS ISTANT I I ADMINISTRATIVE ASS ISTANT V

SENIOR WELDER PAINTER & BODY REPAIRER FLEET MECHANIC II FLEET SUPERVISOR II

CUSTODIAN I

50.00

Total Permanent Positions

50.00

TotalDepartment

2,639,395

Gity of Amarillo Equipment Replacement

25,145 52050LABOR Auto Parts Labor 52120 Tires and Tubes Other 51000 Supplies 76000 Depreciation 78250 lnventory Over/Short

Charges

70000 Other 84100 Auto'Rolling Stock & 84200 Machinery GIPACCJ CIP

Equ General Accounts 80000 Capital Outlay TEXPENSES Total Expenses

'10,588

15,000 10,000

6,975

42,709

25,000 5,312,s88 0

25,000 5,324,888 0

5,312,588 0 0 5,000,000 5,000,000 10,337,588

5,324,888

5,014,561

-11,596

5,002,965 5,899,160 2,267,643 0 8,166,803 13,212,475

374

10,000

0 6,965,700 6,965,700 12,315,588

FORMATION SERVICES D¡VISION

A.C.M. F¡NANCIAL & LEISURE SERVICES

D¡RECTOR OF

INFORMATION SERVIGES

INFORMATION TECHNOLOGY

PRINT SERVTCES

HELPDESK SERVICES

TELE. COMMUNICATIONS

ENTERPRISE

INFRASTRUCTURE SERVICES

APPLICATION SERVTCES

PUBLIC SAFETY

Gls SERVICES

SERVICES

375

TECHNOLOGY SUPPORT SERVICES

City of Amarillo Summary of Expenditures by Activity Glassification

DESGRIPTION 6200 lnformation Technology Fund lnformation Tech nology 621 10 lT Administration 621201T Operations 62130 lT Systems 621401T lnfrastructure & Supp 62150 lT Capital 62160 lT Public Safety 62170 tT GtS 62180 lT Print Services 62190 Telecommunication 6200 lnformation Technology Fund

Actual

Budgeted

201312014

201412015

201512016

591,296

809,057 489,990 759,539 1,920,157 769,750 395,044 58,000

869,970 555,974 663,462 1,932,651 890,000 391,083 65,000 156,839 866,915 6,391,895

463,356 724,033 2,293,180 0

473,733 52,113 126,029 740,883 5,464,624

376

147,874 776,O02

6,125,414

CITY OF AMARILLO INFORMATTON TECHNOLOGY (621 1 0) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS

The lnformation Technology Department is responsible for providing computer, telephone and printing services to all City departments. This includes: 24' x 7 public safety and mission critical operational support; safeguarding the availability, confidentiality and integrity of data and lT resources; email and web services; software and hardware acquisition, installation, development, support and maintenance; lnfrastructure services to provide the capacity for operating applications and data storage; support and ma¡ntenance of the City GIS database infrastructure; Service Desk, printing and telephone services; customer training; asset management and license compliance; and project management.

GOALS lnformation Technology's goal is to identify, procure, implement and support the h¡ghest value technologies and services for the City of Amarillo, its citizens and employees

OBJECTIVES

* * * t * t * * * i t

Upgrade the Citywide email system. Upgrade the enterprise timekeeping application to a hosted solution. Upgrade and expand the virtual server environment. Upgrade the Service Center telephone switch. lncrease network and telephone capac¡ty to accommodate additional requirements at the Simms building. Replace and upgrade wireless connections to remote sites. 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 applications. Assist in evaluation of potential sofürvare appl¡cations for the City. Provide technical support for all purchased applications and hardware.

ACCOMPLISHMENTS

A significant upgrade to the ERP application was completed. A solution was implemented to provide online police incident

reports to the citizens. Fire pre-plan information was made available to fìre personnel in the field to enhance planning and safety. A significant application upgrade to the Municipal Court document management system was completed. The Transit

dispatch application was upgraded and all related hardware was replaced. The Library system applicat¡on was upgraded to a hosted solution. Wireless ¡nfrastructure improvements were made to enhance network resource availability for Animal Management, Osage complex, and the Service Center. Telephone switch upgrades were implemented for both the ma¡n and north offices of WlC. Numerôus software application upgrades were completed that provided improved functionality including the regional fingerprint ând call recording systems at Police, the Fire Marshal ¡nspect¡on system, and the check-processing system for Utility Billing. Major infrastructure configurations were completed to enhance network and data access and secur¡ty. Print Services printed 4,476,335 copies.

377

Gity of Amarillo Revenue 6200lnformation Technology Fund

34920 lnterdepartmental Charg

5,056,247

5,270,700

5,572,208

34900 lnterdepart Rental & Use 37110lnterest lncome 37115 Unrealized G/L

5,056,247 11,09't -2,093

5,270,700 10,338

5,572,208 10,500

37109 lnterest Earnings 37460 Gn/Lss on Prop Disposal 37465 NBV Asset Disposal

8,997 49,027

0,338

1 0,500

0 0

37400 M iscellaneous Revenue 391 10 Tsf ln fr Gerieral Fund 39350 Tsf ln ftom Gen Construc 39420 Tsf ln Fr CO Bond Procee 39470 Tsf in from Water & Sewe 39475 Tsf in from Drainage Uti 39510 Tsf ln fr Employee lnsur 39530 Tsf ln fr Airport 39592 Trans ln Frm Court Tech 3961 1 Tsf ln fr Public Health 39660 Tsf in fr APD Siezed 262

44,563

13,623

13,939

0 0

242,000

385,000

1,725 1,795

0 0

2,154

990

817 409 0 0 0

0 0 0 0

39100 Operating Transfers ln

21,933

259,318

385,000

5,131,740

5,540,356

5,967,708

TREVENUE Total Revenues

-4,464

1,980

170 1,650

378

0 0

City of Amarillo lT Administration

and Wages 41500 PFP 41820T Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1O TMRS 42115 OPEB Funding 42300 State Unemployment 4-2400 Workers Compensation 4251A Car Allowance 42550 CommuniOations Allowarice 42560 Change in Sick and Annua 42570 AdditionalARC

0 23,881

53 4,509

52,992 30,009 67

85,618 34,506

5,412

5,697 22,844 43,359 9,548

23,141 42,312 9,070

18,009 37,3-90

7,507 168

195

1,788 1,901

2,015

2,638

214OO

2,122 5,460 3,600

-72,0;81

0 0

139

Services

342,0s0

5111'0 Office Expense

7,648

51200 Operating 5:1850 Minor Tools Minor Office

6,531

540,849' 10,00û 9,000 0

-9

., 0

600,479 10,OOO

5i000 0

3,,262

51O00 Supplies

17,432 Billing

52;5BB

17,000 72,300

61200 Postage 61400 Ðues 61410 Tuition '62O00 Professional 692110 Rental City Equipment

1,905

2,000

6:1 1O0 Cqmmunications

Services Bonds

1,160

r'ÐQ

4,671 59,966 13,315

13,200

133,604 42,117 29 4,277 1,650 3,080' 0 47,058 98,210 591,296

60000 Contractuaf 71100 insurance and

75100Travel 75200 Mileage 753Q0 Meals and Local T6000 Depreciation TT4S0 Administrative Other 70000 Other Charges TEXPENSESToIaI Expenses

30,000

r5,960 ,

48,118 2,000 11,000 2,SOO 500, 1;093 ' , 47,544 112,755 809,057

48,087 2,OOO

11,000

2,000 700 O

53,743' 117,530 869,970

Gity of Amari:llo Department Staffing Report

Departrnent: lT Administration Personal Services Total

Number of

Employees ClaÍ;sification

Description

Permanent Positions

1.00 ADM130 1.00 ADM131 1.00 ADM137

INFORMATION TECHNOLOGY MANAGER: ASSISTANT N FORMATIOI\I TECI{NOIóCY MANAG ER INFORMATION TECHNOLOGY DIRECTOR

1.00 'TEC130 4.00

INFORMATION TECHNOLOGY ASS ISTANT Total Permanent Positions

4.00

Total Depar.trnent

379

600,479

City of Amarillo lT Operations

51950 Minor Office Equipment 51970 Software

8,607

3,000

5,397

51000 Supplies 61200 Postage 68620 Computer Equipment 69300 Leased Computer Software

14,004

3,000 0

2,000 0 16,000 507,500

2,000

415,470

458,000

60000 Gontractual Services 71 1 00 lnsurance and Bonds 76000 Depreeíation 77450 Administrative Other

415,472 1,530 5,673

458,000

21,6't1

7,387 21,603

523,500 0 5,673 24,801

70000 Other Charges 84620 Info Tech Equipt - Serv

28,B'.t4

28,990

30,474

5,066

80000 Capital Outlay TEXPENSES Total Expenses

5,066 463,356

489,990

555,974

55,303

65,049

City of Amarillo lT Systems

and Wages 41 B2OT Health lnsurance

41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 42110 TMRS 421 15 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42570 ARC

400,991 50,481 109

185 117

117

6,340 27,107 49,565 10,624

5,513 23,571 41,953 9,239

2,559 174

341 2,711, 0

2,357 0

41000 Personal Services 51110 Office Expense

539,942

592,618

528,325

51000 Supplies 71 1 00 lnsurance and Bonds 76000 Depreciation 77450 Administrative Other 70000 Other Charges TEXPENSES Total Expenses

64 1,939 163,115

0 1,957

5,518 23,594 46,790 9,349 377

341

18,974

19,508

2,536 110,220 22,381

184,028 724,033

166,921 759,539

663,462

145,456

135,137

City of Amarillo Department Staffing Report

Department: lT Systems Personal Services

Number of

Employees Classification

Description

Total

Permanent Positions

2.00 -lEc122 1.00 TEC124 4.00 TEC125 7.00

INFORMATION TECHNOLOGY ANALYST SENIOR IT ANALYST SENIOR PROGRAMMER ANALYST Total Permanent Posit¡ons

7_00

TotalDepartment

528,325

380

City. of Amarillo

lT lnfrastructure & Support

Salaries and Wages 41 620 Unscheduled 41 B2OT Health I nsurance

41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 42I 1O TMRS 421 15 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42550 Communications Allowance 42570 AdditionalARC

727,568 0

1,000

107,576 266 9,968

123,429

42,622

50,859 92,997

85,'106

17,083 907 4,071 2,357

300 1'1,894

19,933 877

4,430 1,200

1,000 150,460 300

11,934 51,030 90,826 20,oo1 877 4,445 3,600

317

41000 Personal Serv¡ces 51 110 Off¡ce Expense 51200 Operating 51850 Minor Tools 51950 Minor Office Equipment 51960 Printers 51970 Software 51980 lT Hardwâre

997,841

1,127,224

1,1U,742

312 1,023 1,440 17,880 23,255 404,852

0 1,000 700

0 5,000 1,000

2,000 5,075 69,000

2,000 20,000 5,000 65,000

51000 Supplies 61410 Tuition 68620 Computer Equipment 69300 Leased Computer Software

¿149,068

88,775

98,000

3,779 86,960

0 125,000 152,801

0 137,500 153,000

60000 Gontractual Services 7'l 100 lnsurance and Bonds 76000 Depreciation 77450 Administrative Other

189,3f0

277,801

4,615

4,752

290,500 5,797 364,683

308

98,571

631,911

7,362

11,000

413,506 8,098

8,930

70000 Other Charges 84620 lnfo Tech Equipt - Serv

643,888 13,074

426,356

379,410

80000 Gapital Outlay TEXPENSES Total Expenses

13,074 2,293,190

0 1,932,651

381

1,920,157

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 ASS ISTANT I N FORMATION TECHNOLOGY Totãl Permanent Positions

18.00

Total Department

3.00 ADM125 1.00 TEC121 7.0a fEc122 3.00 TEC123 3,00 TEC124 1.00 TEc130

1,164,742

City of Amarillo lT Capital

890,000 80000 Gapital Outlay TEXPENSES Total Expenses

769,750 769,750

0 0

382

890,000 890,000

City of Amarillo lT Public Safety

100 Salaries and Wages 41820T Flealth lnsurance 41900 Life 42010 Sooial SecUrity - Medica 42Q20.Sociqi Security . OASDI' 42110 TÍl¿RS 42115 OPEB Funding 42300 Slate Unemployment 42400 Workers Compensation 42550 Communicatlons Allowance

17,760 47

239,306 22,086

228,863 25,880

3,319

6,667

3,470 14,218 27,129 5,573

255

195

5,,270 195

1,557

1,220 1,200

1,167 1,200

382,249 614 0 3,090

314,M7

303,323

0 1,000 1,000

9,425

4,236 17,2',t9

34,922

't,203

13,447

23,933

41000

Equipment

13,129

7,000

't1,3BB

11,000

35,000

51,O42

7,000 21,000 39,000

76000

25,613

46,000 1,118 25,613 866

965

70000 Other Charges

27,313 473,733

27,597 395,044

20,759 391,083

71 1 00 insuranoe and Bonds

TEXPENSES Total Expenses

'1,050

6{1,000

1,449 f 8,34s

City of Amarillo Department Staffing Report

Department: ' lT Public Safety Personal Services

Number of

Employees Glassification Description Permanent Positions

1.oo Àotr¡Tzs

INFoRMATIoNTEcHNoLoGYcooRDINAToR

3,00

SENIOR INFORMATION TECHNOLOGYANALYST TotalPermanent Fositions

2.00 TÊC124 Part-Time Positions 1.00 HRLl21

INFORMATION TECHNOLOGY TECHNICIAN Total Depar.tment

383

303"323,

Gity of Amarillo IT GIS

69300 Leased Computer Software

51,367

58,000

60000 Contractual Services 71 1 00 lnsuranôe and Bonds 76000 Depreciation

51,367

58,000

65,000

163

0 0

70000 Other Charges TEXPENSES Total Expenses

583

746

52,113

58,000

65,000

384

City of Amarillo lT Frint Servicæs

323 6,5r8

41620 Unscheduled 41 82OT Health lnsurance 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

0 6,826

690 2,088 5,909 863

691

697 2,089 5,304

2,063

5,402 809 97

112

'leô

181 0

410O0 Fersonal Services

63,740 700 4r270

,51 110 Office Expense

' 51200 Operating

850 Minor Tools

100

51000 Supplies 61410 Tuition 68650 Shop Equipment. 69220 Rental Other

5,070

Equipment 60000 Contractual Services

7,849

22,271 22,989

500 2,000

23;500 26,000

819 97 183 0

65,123 800 4,500 :1oo 5,400 500 2,OOO

23,500 26,000

71 100 lnsurance and Bonds

4,546

76000 Depreciation 77450 Administrative Other

4,546 55,046

70O00 Other Charges

84500 Office Machines & Equipm

52,446 7,985

80000 Capital Outlay TEXPENSES Totai Expenses

7,985 126,029

53,04t 0 0

147,874

60,317 0 0 156,839

Gity of Amarillo

Department Staff ing Report

Department: lT Print Services Number of Classification Employees Permanent Positions ¡

1.00 clRg4s

Personal Services Total

Description OFFICE ADMINISTRATOR

Part-Time Positions

1.00 HRL904

ADM I N ISTRATIVE ASS ISTANT

2.OO

TotalDepartment

385

6s,123

City of Amarillo Telecommunication

41 100 Salaries and Wages

169,072 424 24,604

41620 Unscheduled 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 Wsrkers Compensation 42550 Communications Allowance 42570 Additional ARC

177,232 0 32,119 67

2,370

2,570

39,170 67 2,595

9,392 'tB,s16

10,081

10,188

20,092

19,748 3,993

3,708 276 6,980

3,951

1,178

1,200 0

Serviees Expense Operating

236,653 90 3,828

41000 Personal 51110 Office 51200 51000 Supplie"

Billing Dues Professional Equipment Equipmen

438,053 0 370 380 58,704

61 100 Communications

61400 62000 68620 Computer 68670 Corñmunications 69210 Rental City Equipment

178,960 0

244

246

7J68

7,322 1,200

254,723 0 7,000 ,SOO 300 1,250 0 85,000

421

263,488 0 6,000 498,000 900 2,000 0 8S,0OO

4,980

5,733

5,879

60000 Contractual Services 71 1 00 lnsurance and Bonds 76000 Depreciation 77450 Administrative Other 78250 lnventory Over/Short

502,487 0 269 0 -2,4+5

513,783

591,179

70000 Other Charges TEXPENSES Total Expenses

-2,175 740,883

280

1,811

0 217 0

3,231 1,206 0

497 776,OO2

866,915

6,248

City of Amarillo Department Staffing Report

Department: Telecommun¡cations Personal Services

Number of

Employees Classification

Total

Description

Permanent Positions

1.00 ADM125 1.00 cLR400 1.00 cLR945 1.00 TEC901 4.00

INFORMATION TECHNOLOGY COORDINATOR ADMIN ISTRATIVE ASS ISTANT I

OFFICE ADMINISTRATOR COMMUNICATIONS TECHNICIAN Total Permanent Positions

Part-Time Positions

1.00 HRL053

PBX OPERATOR

5.00

TotalDepartment

263,488

386

CITY OF AMARILLO SELF-TNSURANCE 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

* * *

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. Grow and sustain the City's Safety Management System that emphasizes an improved safetyculture and reduced incidents and injuries.

OPERATING STATISTICS/PERFORMANCE

MEASURES

Workers' Compensation Claims (recordable) General lncident, Auto Liability, and Auto Physical claims

387

Actual

Estimated

2013t14

2014t15

2015t16

204 332

200

195

325

320

City of Amarillo Revenue 6300R¡sk Management Fund

50,1

371'10 lnterest lncome

4,057

892

37109 lnterest Earni4gs 3731 0 Self lnsurance'Prem¡um 373115 W/C Premium Citv

62,150 2,415,390

35,051

2,508,280

50,100 2,807,055 2,394.000

37't99 Administrative Charges 37409 Accident Damage Revenue 37418 Non City Damaqe Claim

4,751,722 8,489 506

4,902,280 5,000 506

5,201,055 20,310 500

8,995

5,506

20,810

4,942,837

5,271,96s

371 15 Unrealized G/L

37400 Miscellaneous Revenue TREVENUE Total Revenues

2,336,332

4,822,867

City of Amarillo Self lnsurance General

69300 Leased Gomouter Software

30,476

10,000 39,855

60000 Contractual Serv¡ces

30,476 91,763 3,274 4,800

49,855 100,000 0 4,800

2,256

2,260

7'1 100 lnsurance and Bonds

10,000

90,475 100,475 100,000 0

71290 Comp Claims Paid 71320 Risk Management Service 76000 Depreciation 77450 Administrative Other

408,538

452,237

4,800 2,256 444,538

70000 Other Charges 92060 Givic Center lmprov

510,631 104,235

559,297

551 ,594

92000 Operating Transfers TEXPENSES Total Expenses

104,235 645,342

0 652,069

609,152

City of Amarillo Unemployment Claims

2,000

60000 Contractua¡ Serv¡ces 71250 Paid Claims 71330 lncurred Claims

1,739

2,000

35,92s 107,830

67,691

2,000 67,506

70000 Other Gharges TEXPENSES Total Expenses

143,755 145,494

67,691 69,691

67,506 69,506

388

City of Amarillo Fire & Extended Coverage

68100R&M-Building 60000 Contraotual Services 71 1 00 lnsurance and Bonds 71250 Paid Claims 71330 lncurred Claims

70000'Other Charges TEXÞENSES,Total Expenses

3,000 465,400 205,564

3,000

66,954 69,569 458,006 109,135 -375,928 191,213 260,782

555,413 207,636

670i964

763,049 766,049

673,94t

Gity of Amarillo Workers Corñpensation

0 103,486 0

51125 Training

86,447

51300 Ctothing and Linen Minor 51 51000 Supplies 71100 lnsurance and Bonds 71250 Paid Claims 71290 Comp Claims Paid 71330 lncurred Claims Local 75300 TEXPEN.SES

Expenses

160,486 80,100

,458

82,033 43,348 1t989,289 122,O34

90,000,

1,917,319 0

0 0

280 2,236,983 2,397,44O

40;000 15,000 103'486:

1,997,419 2,157,905

2,367,V79

City of Amarillo General Liability

60000 Gontractual 71250Paid Claims 71 290 Comp Claims Paid 71 Claims

-228,168

143t0O0

182,167 150 49,'t51

4s7,208

70000 Other Gharges TEXPENSES Totat Expenses

231,468 3,300

389

649, 705

457,208 600,208

649,705 792,705

City of Amarillo Police Professional

100 lnsurance and Bonds 70000 Other Charges TEXPENSES Total Expenses

193,880 188,229 188,229

193,880 193,880

181,000 181,000

City of Amarillo Automobile Liabilíty

71250 Paid Claims 71330 lncurred Claims

.443,323

70000 Other Charges TEXPENSES Total Expenses

-177,359 -'177,359

382,110

385,502 385,502

265,964

382,1 I 0

City of Amarillo

Auto Physical Damage

52050LABOR Auto Parts Labor 52120 Tires and Tubes Other

280,330 103,563 5,396

211,707 89,744

272,OOO

4,562

4,562 396,562

120,000

51000 Supplies 71250 Paid Claims 71330 lncurred Claims

389,289 61,012

306,013 98,19s

-101 ,518

18,739 0

70000 Other Charges TEXPENSES Total Expenses

-40,506 348,784

98,195 404,208

18,739 415,301

22,676

8,000

22,676 22,676

8,000 8,000

Gity of Amarillo City Property

Loss on Bad Debt 70000 Other Charges TEXPENSES Total Expenses

175 175

390

CITY OF AMARILLO

EMPLOYEE TNSURANCE TRUST REVENUE (64100) FUNCTIONS, GOALS AND OBJECT¡VES 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.

OBJECTIVES

* * * *

Process medical and dental clean claims within 14 days of receipt with a 90% accuracy rate. lncrease direct deposit participation by 1O%. Continue to encourage employees to adopt healthy lifestyles by participation in the Live Healthy Wellness Program. Continue to educate employees about after-hour alternatives in order to reduce emergency room visits.

OPERATI NG STATISTICS/PERFORMANCE MEASURES Claims processed and paid (including medical, dental & flex) Average age in days for claims paid

Actual 2013t14

Estimated

2014t15

2015t16

127,213

123,075

't25,000

.20

ACCOMPLISHMENTS Medical, dental and claims are processed weekly and re¡mbursement checks are mailed weekly. Clean claims are processed within 20 days of receipt. The Plan is in compliance with all HIPAA privacy regulations and accepts claims eleclronically via an electronic clearinghouse. Automatically adjudicated cla¡ms remain at approximately 38o/o ol all claims processed. Generic drug utilization remains atSOo/o. The Live Healthy Wellness program was lmplemenledin2012 with premium reduction incentives for the next plan year. There were 292 employees who participated in the Wellness Program in 20'14 and 123 of those saw a premium reduction in 2015. Currently, there are 237 employees participating, an 18o/o decrease lrom 20'14. The Wellness Program, which began in February 2015, continues to be successful and has seen attendance averaging 160 plus each month. For 2015, the Health Plan Adrninistration Department performed a deep analysis of the financial stability of the health plan. The City utilized the assistance of Holmes Murphy and Associates to perform this analysis. The main purpose for performing this analysis is due to the 10% annual increases in overall medical claims experience the City Health Plan has experienced overthe last four years. Since 2013, the City has performed changes to control costs, such as deductible increase, out-of-pocketincrease, dependent eligibility audit, and premiums increases. The measures taken so far have not produced the antic¡pated results in lowered claims experience. As a result of the analysis, it was decided to search for a third party administrator for the medical and dental plans. By moving in this direction, the City would receive a more robust network outside of Amarillo with deeper discounts. Furthermore, by using a national carrier, the potential to receive deeper discounts at any network provider favorable to the City. ln July 2015, an RFP was issued for the third party administration of the medical, dental, and flex plans. Through the RFP process, Aetna Life lnsurance Company was awarded the contract. Plan administration from Aetna will begin on 11112Q16. The Health Plan Administration Department will continue to seek avenues to control the costs of medical serv¡eÆs for the employees and the City. Unfortunately, the ¡ncrease in medical expenses is not isolated to Amarillo and many other municipalities are experiencing similar medical costs.

391

City of Amaríllo

Revenue

6400Employee lnsurance Fund

34810 Employee Health lns Pre 34820 Retiree Health lns Prem 34830 Cobra Health lns Premiu 34840 Dental lnsurance Premiu 34850 City Paid Health Premiu 34865City Health Stop Loss 34870 Claim Retund 34890 Drug Rebate Revenue 34800 Other 37110 lnterest lncome 371 l5 Unrealized G/L 37109 lnterest Earnings 37140 Returned Check Fees 3741 0 Miscellaneous Revenue 37400 Miscellaneous Revenue 391 10 Tsf ln ft General Fund 39370 Tsf ln fr St & Drainage 39470 Tsf in ftom Water & Sewe 39480 Tsf ln fr Municipal Gara 39490 Tsf ln fr lnformation Se 39530 Tsf ln fr Airport 39100 Operatins Trañbfers ln TREVENUE Total Revenues

2,592,598 1,405,088

1,856,705 5,896 1,003,436 13,346,992 230,000

1,540,088 5,122 1,020,568 16,136,527 0 200,000 0

4,452 1,020,568 14,031,763 10,191

234,894 389,085

179,614 393,323

19,580,796 33,973 -1,242

19,637,596 19,007 -274

21,781,687 19,007

32,731 60

18,733 -385 -842

19,007 200 0

-1,227

0 0 0 0 0 0

998,740 9,905 157,848

200 220,100

0 0 0 0 0

27,483 22,061 33,423

1.249.460

220,100

19,613,623

20,904,562

22,020,954

Gity of Amarillo Health Plan

Expense 51110 51200 Operating 51700 Education 55100 Publications 51000 Supplies 61200 Postage 61400 Dues 62000 Professional 60000 Contractual Serv¡ces 71 100 lnsurance and Bonds 71210 Life lnsurance 71220 Heallh Fixed Costs 71230 Retiree lnsurance Subsi 71240 Retiree lnsurance From 71245 Other Tax Expense 71260 Medical lnsurance Claim 71265 Post Retirement HC Cost 71 31 0 lncuned Medical Claims 71360 Wellness 74000 Printing and Binding 75100 Travel 75300 Meals and Local 78230 Loss on Bad Debt

35,540 947

35,000

605 325

429

36,000 34,000 1,260 334,600

36,917 38,362

I,8't5 230,000

369,860 345,000

270,178 345,1 58 1

90,768 15,869 3,360

101,000 100,000

515,490 240,000

165,459

9,620 19,337,744 1,617,827 132,633

1 8,1

45 65

325 36,000

40,100 1,260 373,786

415,146 383,766 112,000 115,000 662,640 0

6,927,600

17;850,000

0 0

12,900

0 0 45,230 6,800 3,500 600 12,900

45,230 6,800 3,500 600

32,066 125 125

70 605

70000 Other Charges 92120 lnformation Services

2l,868,964

18,298,120

19,192,436

495

92000 Operating Transfers TEXPENSES Total Expenses

495 22,176,554

18,703,980

19,643,582

392

City of Amarillo Dental Plan

Insurance 71310 lncurred Medical Claims 70000 Other Charges TEXPENSES Total Expenses

1,010,409

8,234 r,018,643 1,019,643

393

1,041 0

8,234

1,041,500 1,041,500

1,013,696 1,013,696

394

CITY OF AMARILLO

clw CARE cLrNrc (64300) FUNCTIONS, GOALS AND OBJECTIVES FUNCTlONS

The scope of practice of the clinic is to provide quality healthcare to the City of Amarillo employees using a Family Medicine, Preventive Medicine modé|. The clinic will see pat¡ents ages 12 months and above. The clinic will'provide well visits along with acute care visits/with same day appo¡ntments.

GOALS To provide complete family health care, providing evidence-based patient-centered care, health maintenance, health screening, and wellness to city employees, retírees, and dependents enrolled on the health plan.

OBJECTIVES

* * * *

To continue to improve access by making same day appointments. To improve coordinat¡on of patient care w¡th Health Plan Department. lncorporate employee wellness into the clinic role. To determine and account for clinic status by another patient survey by 2O17

REGISTRY DATA

Appointments Booked Appointments Seen Appointments Cancelled Appointment Time <=20 min. Appointment Time > 20 min. Avg. No Show Rate Average Productivity Rate (Patients per hour)

Actual

Estimated

2013t14

20't4t't5

2015t16

8,884 8,111 377

I,168

233 7,878

7,091

8,500 7,650 400 70 7,580

32o/o

1Oo/o

7o/o

1.5

2.3

7,156 494 65

ACCOMPLISHMENTS

The Clinic provided and administered required immunizations to dependent children and family members of City employees and retirees. City Care successfully extended clinic hours from 7:30 a.m. to 5:00 p.m. and during lunch hour to improve access. The City Care operates in compliance of omnibus HIPAA, State and federal regulations.

39s.

Gity of Amarillo. Gity Care Clinic

1 100

41300 lncentive 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 42560 Change in Sick and Annua 42570 Additional ARC I

359,223 18,650 0 4,857 40,929

383,759 18,600 18,545 4,000 43,1ô1 92

5,393 19,079 40,666

5,808 19,227 35,159 7,536 366

7,449 366 3,884 559 151

41000 Personal Services 51110 Office Expense 51200 Operating 51350 Chemical and Medical 51980 lT Hardware

501,296 3,353

51000 Supplies 61200 Postage 61400 Dues 61410 Tuition ô9300 Leased Computer Sofhivare

79,776

60000 Gontractual Services 71 1 00 lnsurance and Bonds 75100 Travel 75300 Meals and Local 76000 Depreciation 77450 Administrative Oiher 77610 lnformation Technology -

7,538 42,028 0 86 66

47,798 28,152

70000 Other Charges 921 20 lnÍotmation Services 92000 Operating Transfers TEXPENSES Total Expenses

228 73,468 2,727 24 0 865 ô,650

373,357 19,200

18,545 4,000 51,332 s2 5,692 19,756

35,1ô3 7,743 366

4,443

4,322

0 0

540,695 3,400 300 85,000 0

539,567 3,400

88,700 50

78,700

2,300 8,500

300

75,000 0 50 1,000 1,300

8,500

r0,850

10,850 28,636

29,298

1,500

100 66 46,143 29,997

100

47,469

118,130 . 495

106,42

127,604

495 707,235

746,687

756,722

396

66 49,171

City of Amarillo Department Staffing Report

Department: City Care Clinic Personal Services Total

Number of

Employees Classification

Description

Permanent Positions

1.00 cLR410 1.00 cLR620 0.50 PRF600 2.00 PRF605 1.00 PRF910

ADMINISTRATIVE ASSISTANT III

5.50

Total Permanent Positions

CLINIC AIDE U. R. NURSE NURSE PRACTITIONER

LVN

Part-Time Positions

1.00 HRL560 1.00 HRL573 2.00

NURSE PRACTITIONER PHYSICIAN Total Part-Time Positions

7.50

Total Department

539,567

397

City of Amarillo Revenue 6500Employee Flexible Spnding Fun

50,351

34880

Plan Health

3¡1800 Other

lncome 37109:;tfiterost'Ëarninos 371 10 lnterest

TREVENTJE Tota| Rêvênues.

590;516

670,316

640,r20

720,667

72O,667

18 l8

19 19

720,6U

640,139

720,675

City of Amarillo Employee Flex Plan

71280

Plan Unreimbursed

582,897

70000 Other Gharges TEXPENSES Total Expenses

630,¡141

44,500 585,000 629,500 629,500

630,¡l4l

398

720,667 720,667

CITY OF AMARILLO SPECIAL REVENUE FUNDS 201512016

REVENUES

$ t0,630,4s2

410,074

51Yo

COMMUNITY

DEVELOPMENT AND HOUSING URBAN TRANSPORTATION PLANNING

2o/"

HEALTH GRANTS

30%

6,150,446

PUBLIG IMPROVEMENT 1,214,388

344,673

DISTRICTS

60/o

EMERGENCY MANAGEMENT 2o/o

PHOTOGRAPHIC TRAFFIC ENFORCEMENT

881,710

515,354

2o/"

559,510

SUMMER LUNCH PROGRAM

PUBLIC SAFETY AND OTHER

GRANTS

10%

20%

30%

40%

5oo/o 60%

70%

80%

90%

$22,706,607 TOTAL REVENUES

Most of the City's grant funding is fr:om 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 94,921,894 for the Health Department and $2,656,606 for the WIC grants.

399

1000/o

CIÍY OF AMARILLO SUMMARY OF RESOURCES AND EXPENDITURES SPECIAL REVENUE FUNDS - FISCAL YEAR 2015/16

Hous¡ng Assistance

Home

Payments ShelterSupportive EmergencyDevelopment Partnership

Total Proqram Plus Care Hous¡nq Shelter Block Grent Prooram 2,886,406 1,548,612 1 ,O23

Balance 10/01/14 (See Below) Fiscal Year 20'14/15 Sales, Receipts & Revenue M & O Expend¡tures

Capital Expenditures

Court

Communily lnvestment

1,650

40,562

Affordable

HMIS Library ïechnology

Hous¡no

Fund

'136

125,104

135,300

22,2'15,283 7,962,390 397,855

318,762

92,024

1,801,846

569,543

91,088

7,9ô3,855 397,855

318,762

92,024 0

1,801,845 0

569,543 0

0 0

91,088 0

569.543

91,088

19.943.710 287,461

163,534

101,582

135,300

499,454 0

0 0

101,582 0

0 0

104,790

1 44293A 459.454

20.231.171 7,963.855 397.855 318,762 52,024 1

Balance'10/01/15

4,870,518 1,547,146 1,O23 1,650

40,561

147

F¡scal Year 2015/16 Sales, Receipts & Revenuê

20,706,607 7,999,s40 339,712 247,225

(0) 1,44?,939

499,454

M & O Expenditures Cap¡tal Expendiþres

21,547,025 171.523

247,225 0

(0) 0

1,442,938 o

21.71A.54A 7.996.115 339.712 247 )25

for

Balance 10/01/16

7,996,1 t5

339,712 0

3,858,577 1.550,571 1,023

AVAILABLE FUNDS CATCULATION 2,835 1,728,544 3,740 3,394,715 Cash & 1 18,305 73,032 1,374,549 7,650 Assets to be converted to Lêss: Liabil¡tiès & Encumbrances 0 1,650 2.886.406 1,548,612 Balance 10/01/'14 " lncludes the Justice Ass¡slant Grant and the Selective Traffic Enforcement Progmm

lnvestments Cash

1,650

40.561

147

(0)

164,044

14,22'l

5,338 51,682

0 0

125,141

53,709

46,721

1 1 8,968

93,093

400

30,000

l3¿ 790

962

96,870

101 5.A)

4,190

1,023

96,870 0

0 0

Total Expenditures

Total Expend¡tures

Granls

40,562

136

125,104

Emergency Emergency Urban Management Management Court AIP Pantex Service & Transportation Mater¡al Secudty Plenn¡no Proiect Equ¡Dment Fund Transportat¡on

Hazardous

Summer Proqrams

Woman lnfants Ch¡ldren

APD Public Heelth

Pol¡ce Seized Leose

Grants' Property

(1)

5,18ô

(1)

101,500

378,469

110,295

167,234

328,890

2,238,728

4,982,470

25,657

138,691

45,143

378,469 0

1 10,295

102,?43 65.000

328,890

2,084,720

2,909,561

18,529 o

26'1,792

11 o

0 138 691

45.143

?7R ¿Aq

38,563

223,802

(1)

101,500

139,8'10

128,395 0

139.810 128.395

2q5

16'7

243

67,556 55,966

01 54ññ7

328.890

4774

)?A 727 2 q1ß 335 lÂ 529

12,131,691 63,094

Traff¡c lmprovement Enforcement District Summarv

1 201,318

268,945

75,754

Photographic Public

229,019

265,573

261,792 98,852

958,380

1.194.195

05 59.680

950,273 0

1,146,1 60

261.752 196.785

q50 273

r 146 160

1 103,385 237,126

313,608

1 37,1

5,181

(1)

410,074

115,200 229,473

515,354

2,772,095 3,378,351

4,010

318,700

410,074 0

115,200 0

51 5,354

2,772,094 4,100,026

22,500 0

293,700 25.000

103,385 0

970,181

4.100.026 22.500 318.700 103,385

s70_181

1.131.538

t0)

1¿A 455

396 ¿58

1,542 201,319

498,539 0 (269.520)

257,706 10,5r0

)29 o19

265.573

112,950 116.523

4',to.o74 115.200 229.473 515,354

254

s5.407

80,936 (5.182)

268,945 0 0

t68.639)

75.754

268.945

/tì

2,530 66,f08

1,176 41,824 (43.000)

5 lal

r0l

2,685 71,111 (68.610)

15,001

0 (15,002)

5.186

t1)

21 4 oot 7

446,04

8,591 18,568 55,966

239,730 466,887 0 Q4A3A\ 1417.899) 0 0

401

67 556 55 966

11,459 0 (13,000) (1) I

201.318

881,710 1,214,388 1,r 31,538

e.643\

City of Amarillo Summary of Expenditures by Activity Glassification

DESCRIPTION 2010 CDBG 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 201 55 Neighborhood Facilities 2010 CDBG Fund

Actual

Budgeted

201312014

201412015

201512016

299,660 93,133 63,203

320,152

300,587 80,000

64,268

67,482

117,456

125,437

499,130 407,657

150,437 389,653 175,000

297,243

230,464

225,232

214,190

104,307 1,814,009

131,087 1,545,831

190,000 1,442,938

90,000

168,000

2020 Housing

Public Services 20210 Housing Assistance

552,536

25,119 7,435,414

20220 Mod Rehab 20230 Housing Vouchers 20250 5 YEAR MAINSTREAM VOUCHE 2020 Housing

309,054

8,322,123

545,044 25,228 7,027,049 299,500 7,896,821

642,096

27,470 7,027,049 299,500 7,996,1 15

2030 Home Investment Partnership

Public Services 2031 0 Home Administration

47,975

20320 Home Projects 2030 Home lnvestment Partnership

794,106 842,081

54,734 492,612 547,346

49,945 449,509 499,454

351,969 351,969

339,712 339,712

189,424

247,225 247,225

13,085 13,085

0 0

18,963 18,963

0 0

97,346

102,297

101 ,582

2040 Shelter Plus Gare 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 Grant 2070TX Emergency Solutions Grants 2075 HMIS

Public Services 2075s HMtS

402

City of Amarillo Summary of Expenditures by Activity Glassification

DESCRIPTION 2075 HMtS

Actual

Budgeted

201312014

201412015

201512016

97,346

102,297

101,582

2080 Court Technology Fund

Finance 164,912

164,912

04,790 04,790

134,790 134,790

144,831 144,831

142,014 142,014

139,810 139,810

181,054 9,758

200,000 10,700

208,000

190,812

210,700

218,700

365,011 365,011

498,712 498,712

515,354 515,354

0 0

57,825 57,825

128,395 128,395

377,186 377,186

388,975 388,975

410,074

2420 Urban Transportation Planning 2425 Photograph ic Traffic Enforcem ent Public Works 24250 Photograph ic Traffic E nforcem ent 2425 Photographic Traffic Enforcement

976 ,268 976 ,268

997,383 997,383

970,181 970,181

83,397 41,515

111,506

0 0

20800 Court Technology 2080 Court Technology Fund 2080 Court Security Fund

Finance 20910 Court Security Fund 2090 Court Security Fund 2210 Safe and Sober TXDOT Programs

Police 22150 Safe and Sober TXDOT Program 22160 Click lt or Ticket 2210 Safe and Sober TXDOT Programs

10,700

2300 Summer Lunch Program

Public Services 23100 Summer Food Service Program 2300 Summer Programs 24OO Hazardous M aterial Transportation Management & Administration 24130 OEM Projects

240O Hazardous Material Transportation

242O Urban Transportation Plann i ng

Development Services 24200 Urban Transportation Planning

2430 Emergency Mgt Service & Equip Management & Administration 24333 MMRS HSGP GDEM 24335 MFr(PRPC) 24380 State Homeland Sec Prog 24390 SHSP LETPA 2430 Emergency Mgt Service & E

217J55

410,O74

53,970 396,038

0 0

112,950 116,523

111,506

229,473

799,448

1,342,109

1,081,326

2500 Public Health Fund

PubliCServices 25011AHD Public Health

403

City of Amarillo Summary of Expenditures by Activity Classification

DESCR¡PTION 25012 Refugee Health 25013 TDH lmmunizations 25014 HIV Prevention 25015 Core Public Health , 25020 Bioterrorism Grant 25024 DSRIP IMMUNIZATIONS 25025 DSRIP ARAD 25026 Childhood Obesity Projec 25028 CPS/EBOLA 25029 PHEP Supplemental 15116 25030 Epidemiology 25035 Local Tuberculosis - Fed 25045 Local Tuberculosis - Sta 2500 Public Health Fund

Actual

Budgeted

20'1312014

201412015 549,856

201512016

407,201 291,129

223,025

312,523 219,224 164,185

471,088 334,617 244,481 181,373 316,748

150,582 231,781 368,329 150,000

557,900 150,000

588,1 75

0 0 0 0

62,724

66,136 122,860

310,000 52,888 43,828 85,175 69,560

77,550 2,761,769

269,753

150,000

170,767

3,754,545

4,100,026

338,184 865,905 101,408 1,080,944 8,500

2530 WIC Grant Fund

Public Services 2531 1 WIC Administration 25312 WIC Nutrition Education 2531 3 WIC Breastfeedin g 25314 WIC Client Services 25317 WIC Lactation Consultant 25318 WIC Peer Counselor 25320 WIC Mentor

580,111 10,801 41,571

117,423

425,639 919,820 110,672 1,039,857 8,500 125,662

4,278

100,000

25321W|C Obesity

30,788

37,455

38,710

25322WlCRDGrant

2530 WIC Grant Fund

1,345,726

6,787 2,656,605

2,772,094

167,483 441,773 68,920

3,235

2610 Justice Assistance Grant

Police 0

100,000

51,092 50,725

0 0

101,817

100,000

67,658 97,908 165,566

100,359 100,359

103,385 103,385

2661 0 Leose Training-Police

16,954

21,000

26620 Leose Training- Fire Civ 26630 Leose Training- Airport 2660 Leose Training Program Fu

537 -1,301 16,190

0 1,500

22,500

26110 JAG Traffic Enforcement 26130 FY14 JAG Program 26170 FY13 JAG Program 2610 Justicê Assistance Grant

100,000 0 0 100,000

2620 APD Seized Property Fund

Police 26200 APD Seized Property 26210 Narcotics Unit 2620 APD Seized Property Fund

2660 LEOSE Training Program Fund

Police

2670 AIP Pantex Project Fund

404

City of Amarillo Summary of Expenditures by Activity Classification

DESCRIPTION

Management & Administration 2671O AIP Pantex Project Fund 2670 AIP Pantex Project Fund

Actual

Budgeted

201312014

20'1412015

201512016

366,974 366,974

123,440 123,440

1 15,200

1 ,131,486

1,131,486

537,624 537,624

542,547 542,547

2, 566 2, 566

0 0

1,914,385 1,914,385

605,544 605,544

533,393 533,393

12,148 12,148

15,460 15,460

14,481 14,481

34,563 34,563

2B ,409

28 ,409

28,526 28,526

8,079 8,079

7,415 7,415

9,141 9,141

3,435 3,435

2,673 2,673

3,123 3,123

276 276

380 380

327 327

11s,200

2700 Greenways at Hilside Fund

Finance 2710O Greenways at Hillside Fun 2700 Greenways at Hillside Fun 2720 Brennan Boulevard Fund

Finance 27200 Brennan Boulevard Fund 2720 Brennan Boulevard Fund 2730 Colonies

Finance 27300 Colonies 2730 Colonies 2740 Tutbury Public lmprv District

Finance 2740O Tutbury Public lmprv Dist 2740 Tutbury Publii lmprv Dist 2750 Point West Public lmprv District

Finance 2751O Point West PID 2750 Point West PID

2760 Quail Creek Public lmprv District

Finance 27610 Quail Creek Public lmprov 2760 Quail Creek Public lmprov 277 0 Vineyards Public lmprv District

Finance 27710 Vineyards PID 2TTOVineyards PID

2780 Redstone Public lmprv District

Finance 27800 Redstone PID 2780 Redstone PID

405

ciir oF.

406

CITY OF AMARILLO

COMMUNITY DEVELOPMENT PROGRAM MANAGEMENT (201 1O) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS Community Development administers programs funded by the Department of Housing and Urban Development (HUD); the Community Development 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 Consolidated Plan for Housing and Commun¡ty Development establishes priorities and strategies for the use of CDBG and HOME funding. The Plan covers 2015-20'19. The primary goal of the Consolidated Plan is to develop a viable urban commun¡ty by providing decent housing and a suitable living environment and by expanding economic opportunities for persons who are of low

and moderate income- ln addition, the Analysis of lmpediments to Fair Housing Choice will be completed.

OBJECTIVES

* * * * t

Eliminate slum and blighting influences by demolishing 30 vacant, condemned structures. lmprove homes for 200 lower income homeowners through renovation and the emergency repair of hazardous housing conditions. 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 agencies with the provision of health and social services. lmprove the lives of 1,200 homeless persons by supporting emergency shelters.

OPERAT¡NG STATISTICS Condemned Structures Demolished lntensified Code Enforcement lnspections Parks lmproved Homeowners Assisted with Emergency Repairs Community Facilities lmproved/Expanded Persons Benef¡ting from Public Services (day care, adult day care, counseling, homebound meals) Homeless shelters supported Adults and children sheltered Units of Homelessness Prevention

Actual 2013t14

Actual

Estimated

2014t15

2015t16

30 10,000

9,552

142

127

200

3,200

2,827 5

1,833 0

1,764

1,800

107

ACCOMPLISHMENTS CDBG continues to be leveraged with other community funds to accomplish major projects.

407

City of Amarillo Program Management

146,097

41 100 Salaries and Wages 41300 lncentive 41 500 PFP 41620 Unscheduled 41 82OT Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 42110 TMRS 421 15 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42510 Car Allowance 42550 Communications Allowance

2 0

5,565

290 17,646

22,082

12,940

2,166

2,371

2,139

9,006 18,015

10,r 36

9,145 16,276 3,584

18,536 3,973

3,501

234 235 3,004 1,202

195

161

262

236

3,000 1,200

3,000

205,260 8,679

227,877 6,628

200,398 6,409

8,679

6,628

6,409

61200 Postage. 61300 Advertising 61400 Dues 61410 Tuition 62000 Professional

2,684

2,400

4,998 4,361 1,834

3,893

4,000 4,000 2,000

60000 Gontractual Services 71100 lnsurance and Bonds 75100 Travel 75300 Meals,and Local 77450 Administrative Other 77610 lnformation Technology -

14,477 886

4f 000 Personal Services 51110 Office Expense 51000 Supplies 61 100 Communications Billing

2,524 0 0

588

6,685 659 29,686 33,327

71,243

70000 Other Charges 90170 Grant Fund Reimbursement

90000 lnter Reimbursements TEXPENSES Total Expenses

1,2Q0

299,660

8,817

12,40O

1,118 1,500 0

1,811 7,957 0

39,172

3'1,569

36,041

40,043

77,831 -1,000

81,380 0

-1,000 320,152

0 300,587

City of Amarillo Department Staffing Report Program Management

Department:

Personal Services

Number of

Employees Classification

Total

Description

Permanent Positions

1.00 ADM502 0.50 cLR120 0.80 cLR410 1.00 MGT560

COMMUNITY DEVELOPMENT ADMINISTRATOR ACCOUNTING ASSISTANT ADMINISTRATIVE ASSISTANT III PROGRAM COORDINATOR

3.30

Total Permanent Pos¡t¡ons

3.30

TotalDepartment

200,398

408

City of Amarillo Code Enforcement

957

90,000

60000 Contrac{ual Services 77100 Court Costs

92,957 176

90,000 0

7Q000 Other Charges

176 93,133

90,000

80,000

2,222

2J00

' 3,000

0 4,051

4,135 500

4,135 615

6,518

6,826

7,849

Pro

TEXPENS'ES Tätal Expenses

80,000 0

Gity of Amarillo Code Inspector

30;230

41300 lncentive 415oO PFÞ 41620 Unscheduled

17 5oo

2,162 4,172 B3E

17, 456 1,952 3,569

, 482 2,060

765 49

5;634 5,634 280 8,560 0

70000 Other TEXPENSES Totat

8,840

64¿6S

City of Amarillo Department Staffing RePort

Department: Gode lnsPector Numberof

EmploJees Glass-ification

Description

Permanent'Positions 1.00 TRD520

COMMUNITY IMPRO VEMENT INSPECTOR

1.00

TotalDepartment

409

52,965

City of Amarillo Rehab Support

41 100

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 41 000 Personal Services 51 1 10 Off¡ce Expense

53,437 485 0

62,875 600

54,026

2,919

1,018

0 17,067

2,000 16,355 33 920 3,935 7,197 1,542 97 102

80,080 9,827

98,576 14,441

85,61I

'13,392

28 731

3,126

6,412 1,280 B4

27 783 3,350 5,962 1

,313 78 86

6,488

9,827

14,41

6,488

Billing

61300 Advertising 61410 Tuition 62000 Professional 63400 Employee Medical 64100 Lead Paint Test 69210 Rental City Equipment

0 0 0

800 1,000 500 1,600 250 2,500 11,267

0 0 1,000 1,600 0

51000 Supplies 61 100 Communications

0 3,221 10,401

60000 Gontractual Services 71 100 lnsurance and Bonds 75100 Travel 77450 Adrninistrative Other 77610 lnfotmation Technology -

13,622

70000 Other Charges TEXPENSES Total Expenses

2,500 11,548 16,648

943 11,812

17,917 559 2,000 16,944

782

13,595 370

13,928 117,456

19,503 150,437

16,690 125,437

391

725 2,000

Gity of Amarillo

Department Staffing Report

Department: Rehab Support Personal Services Total

Number of

Employees Glassification

Description

Permanent Positions

0.60 TRD555 1.00 TRD556

REI.IAB INSPECTOR I

1.60

REHAB INSPECTOR I¡ Total Permanent Positions

1.60

TotalDepartment

85,611

410

City of Amarillo Rehab

and 41300 lncentive 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

21j40

41 100

600

' 1,076

240

7,700

8,431

3,140

575

270

315

206 883 1,571

1,153

1,348

2,393 478

2,465

00 32

Wo¡'kers

41000 Personal Services 64070 Emergency Repairs Grant 64080 Owner Expenses 64910 Owner

32,609

60000 Services 71100 lnsurance and Bonds 77450 Administrative Other

528 49 35

346

36,004 294,145 0

20,421 216,V65 i' 0

344,145

266,765

2AO

. 362 6;035

6,192

'!e

3,033

77610

9,505 389,653

70000 Other.Gharges TEXPENSES Total Expenses

10,057

297'¿43

Glty of Amarillo Department Staffing Report

Department: Housing Rehab Personal Services Tôtal

Number of

Employees Classification

Description

Permanent Positions 0.40 cLR120

ACCOUNTING ASSISTANT

0.40

TotalDepartment

4LT

20,421

Gity of Amarillo Park lmprovements

64155 Mesa Verde Park 64755 Eastridge & Forest Hill 64766 Glenwood Park & Splash P

407,657 0

175,000

60000 Contractual Services TEXPENSES Total Expenses

407,657 407,657

175,000 175,000

f68,000

21,046 21,027 77,000

18,000 25,000 76,000 25,000 6,ô35 14,000 6,885 42,670

0 0

68,000 0 0

168,000

Gity of Amarillo Public Services

0 Jan 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 64752 Maverick Club-Summer Pro

20,793 22,750 100,000 21,750 10,500 11,000 3,671

40,000 0

41,664 20,653

60000 Contractual Services TEXPENSES Total Expenses

230,4U

225,232

230,4æ

225,232

23,842 9,000 11,000

o 214,190 214,190

City of Amarillo Neighborhood Facilities

64145 Center 64550 DWC/ABBA 64560 Guyon Saunders Resource 64712 Hilltop Senior Center 64753 Maverick Club - Window R 64754 Catholic Charities-Windo

0 26,765 77,542 0

0 0 0 0

65,000

0 0

75,000 56,087

0 0

60000 Contractual Services TEXPENSES Total Expenses

104,307

131,087 131,087

190,000 190,000

104,307

4L2

0 0

CITY OF AMARILLO HOUSING ASSISTANCE (2021 Ol FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The Community Development Department administers rental assistance programs funded by the Department of Housing and Urban_ Development(HUO). Rät¡uities include program developmentand implementation, determination of tenanteligibility, maintenanceof waiting list, tenant and landlord briefings, inspection of units, review of participant's income and family circumstances, timely payment of rent subsidies, and enforcement of housing assistance contracts.

GOALS Expand housing choices and upgrade substandard living conditions of lower income families. Relieve financial hardship for these famil¡es in secuiing safe and decént housing. Facilitate and part¡cipate in local efforts to provide a coordinated continuum of care to meet the needs of ihe homeless. Affirmatively further fair housing by informing citizens of their housing rights. Provide the opportunity and incentive for assisted families to become self-sufficient.

OBJECTIVES

* * * * * * *

Address housing needs of lower income renters by developing constructive methods to alleviate homelessness; maintaining awareness of funding opportunities and trends in affordable housing. lmprove the quality õf tìousing units by educating participants of the Housing Quality Standards; maintaining listings of avâilable units; and informing tenants of fair housing rights. Facilitate participants in attaining economic independence by ádministering Fam¡ly Self-Sufficiency and Welfare to Work Programsto combine training, case management, support¡ve services, and employment with housing assistance. Rerñove housing as a barrier in preserving the family structure by administering a Family Unification Program in cooperation with Children' Protective Services. provide sound financial management byveriffing tenant income and recovering overpayments, investigating program abuse and monitoring internal control measures. Promote homeownership by offering the voucher homeownership option. Assist in ending Veteran's ñomelessness through the VASH program which collaborated with Veterans Administration.

Actual 2013t14

OPERATING STAT¡STICS

1,445

Families Assisted

$495 $10,750 3,145

Average Rental Ass¡stance/Month Average Annual lncome of Participants Households on Waiting List

Actual

Estimated

20'14115

2015t16

1,238 $506 $11,580 2,900

1,300 $519

$12,374 2,127

ACCOMPLISHMENTS Renewal funding continues to be approved for expiring projects under the Section I Voucher Program, the Family Self Sufliciency Coordinator Gra-nt, and the special Homeless Housing Grants. Funding for an additional 35 vouchers was received for a new voucher program to assistant ho,meless veterans.

4L3

City of Amarillo Housing Assistance

,481

41300 lncentive 41500 PFP 41620 Unscheduled 41820T Health lnsurance 41900 life 42010 Social Secur¡ty - Medica 42020 Social Security - OASDI 421 1O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation

144

0 10,800 0 37,339 133 3,353 14,336

2,440 37,717 130

3,469 13,970 27,167 5,466 481 195

600 10,800 0

39,104 149 3,664 15,666

26,215

27,883

5,619 390

6,140

185

434 223

41000 Personal Services 51 110 Office Expense

3O1,254

51000 Supplies 61200 Postage 61300 Advertising 61400 Dues 61410 Tuition 62000 Professional 64100 Lead Paint Test 69210 Rental City Equipment

15,107 15,828 644 300 31,232 1,124 5,200

30,425

60000 Contractual Services

54,547

71 100 lnsurance and Bonds

0 0

60,059 2;5'16 4,500 125

229

130

137,881

147,924 31,790

196,031

186,985 -52,398

250,150 -52,398

-52,398

552,536

545,O4

-52,398 642,096

15,107

220

75100 Travel 75200 Mileage 75300 Meals and Local 77450 Administrative Other 77610 lnformation Technology -

30,862 181,628

90000 lnter Reimbursements TEXPENSES Total Expenses

366,145

r8,000

20,000 700 300 500

20,000 700 300 500 30,425 2,500 5,774

2,500 5,634

12,656

70000 Other Charges 90170 Grant Fund Reimbursement

332,399 18,000

18,000

60,199 2,898 13,000

125 300 37,796

Department Staffing Report

Department: Housing Assistance. Personal Services Total

Number of

Employees Glassifiêation

Description

Permanent Positjons

0.81 ADM560 2.00 cLR030 0.50 cLR120 1.00 cLR400 0.20 cLR410 1.00 cLR560 1.00 cLR610 1.00 PRF560 0.40 TRD555 1.00 ïRD980

ASST COMMUNIW DEVELOPMENT ADMINISTRATOR CASE WORKER ACCOUNTING ASSISTANT ADMINISTRATIVE ASSISTANT I ADMINISTRATIVE ASS ISTANT I I I

8.91

HOUSING TECHNICIAN HOUSING PROGRAM COORD¡NATOR SUPPORTIVE HOUSING COORD¡NATOR REHAB INSPECTOR I HOUSING INSPECTOR Total Permanent Positions

8.91

TotalDepartment

366,145

414

Gity of Amarillo Mod Rehab

41 :t00 Salaries and Wages

Servicès Unassigned 51000 Supplies

2,737 O 0

0 49 49

64810

22,3:82

374

60000 Gontractual Services 71250 Faid Claims

22,382

22,374

507

41000 Personal 52300

70000 Other

Charges

eãn't"r*0"

ùãótõ ót*i 92000 Operating Transfers TEXPENSES Total Expenses

507

z,zga

O 25,119

2,298 25,228

0 49

49 ô 24,616 507 507

z,zga 2,298: 2V,47O

City ofAmarillo Housing Vouchers

51000 Supplies

12r536

60000 Contractual Services ,7'l100 lnsurance and Bonds 71250 Faid Claims 77460 Admin Other Governments

61973,049

TEXPENSES Total Expenses

7,027,049

964 500 17,500

7,027,O49

City of Amarillo 5 YEAR'MAINSTREAM VOUC¡-IER PROG

4f 000 Personal Services AssÍstance 64810

31,649

60000 Contractual Sêrvices 7746ò Adm¡n Other Governments

277,230 174

271,420 480

174 0

27,600

70000 Other Ghargês 920 92000 Operating Transfers TEXPENSES Total Expenses

271,420

309,054

415

480 27,600 299,500

480 27,60û 299,500

AMA,RI[.[o '

oiEr slaaEs r Eü0tE3t oPlonfoùltlÊl

416

GITY OF AMARILLO HOME ADM|NTSTRATION (2031 0) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The Community Development Department administers the HOME lnvestment Partnership Program (HOME) funded by the Department of Housing and Urban Development (HUD). Regulations and guidelines issued by HUD govern the administration and management of HOME projects.

GOALS

The HOME Program provides a var¡ety of financial incentives and assistance to private investors, nonprofit organ¡zations, and individuals to achieve the program objectives. These low and moderate income owner and renter households should have opportunities to live in decÆnt, safe, and affordable housing and low and moderate income households should have the opportunity to own an affordable home in a neighborhood of their choice.

OBJECTIVES

t t

* *

Leverage public funding with private investment to renovate vacant, substandard rental units, which will be available to lower income households at controlled rents. Give low and moderate income households the opportunity to purchase a home àt affordable payments by subsid¡zing their down payment and closing costs. Give very low-income households the opportunity to become a homeowner by supporting nonprofit housing development efforts. Create opportunities for homeless families to achieve self-sufficiency by creating trans¡tional housing un¡ts operated by nonprofit organizations.

SIGNIFICANT CHANGES Currently not participating in HOMEbuyer Ass¡stance Program pending HUD guidance.

Actual 2013114

OPERATING STATISTICS Owner occupied homes rehabilitated Average cost per unit Rental units rehabilitated

Average cost per unit Units developed by nonprofits for sale or rent

Actual 20141',!5

Estimated 2015116

$25,000 5 $14,999 3

$50,000 3 $14,999 4

$25,000 6

$14,999 4

ACCOMPLISHMENTS TheHomeownerOccupiedRehabassistslow-to-moderateincomefamiliesrenovatetheirhome. about $25,000 and one owner occupied in 2014-1 5 with an average cost of $50,000.

4L7

Oneowneroccupied¡n2013-14for

City of Amarillo Home Administration

41 100 Salaries

Wages 41300 lncentive 41500 PFP 41 82OT Health lnsurance 41900 Life 42010 Social Securig - Medica 42020 Social Security - OASDI 42110 TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation

24,691 599 0 6,499

25,039 600 1,388 6,826

353 1,510 2,950 590 49

372

310 1,324 2,357 519 29

41000 Personal Serv¡ces 51 110 Office Expense

37,274 -727

39,424 2,833

32,019 2,000

51000 Supplies 71 100 lnsurance and Bonds 75100 Travel 77450 Administrative Other 77610 lnformation T

-727 231 2,839 5,498 2,860

2,833 280

2,000 362

385 6,780 3,032

5,581

70000 Other Gharges 92020 Housing Assistance

11,428

10,477 2,000

15,926

2,000 54,734

1,590

2,907

623 49

92000 Operating Transfers TEXPENSES Total Expenses

47,975

360 1,388

4,710

6,323. 3,660 0

49,945

Gity of Amarillo

Department Staffing Report

Department: Home Administration Personal Services Total

Number of

Employees Classificat¡on

Description

Permanent Positions 0.60 cLR120

nicoururNc ASSTsTANT

0.60

TotalDepartment

32,019

418

Gity of Amarillo Home Proiects

Rehab 64911 Rental Rehab 64913 CHDO Admin 64914 CHDO 64919 New

Develop

60000 Contr,actual Services TEXPENSES Total Expenses

62,288 131,947 26;950 572,921 0

143,806 201,439 27,367 120,000 0

,000 129,509 24,972 140,000 105,028

794,106 794,106

492,612 492,612

449,509 ¡149,509

City of Amarillo SHELTER PLUS CARE

Wages

41 100

41300 lncent¡ve 4182OT Health lnsùrance 41900 Life 42010 Social Security. Medica 42020 Social SecuribT - OASDI \. 42110 42115 OPEB Funding 42300 State Unemplqyment

1',3,t5 3

0 0 0

102 437

TMRS

Services

180 6

10,444

0 12

64810 Housing

337,2U o

60000 Gontiactual 71250 Paid Claims 75100 Travel 77450 Administrative Other

466 829

0 0

872

W-orkers

7,5'15 0 929 2 109

334,512 800 400

183 ô 6

10,044 318 318,961 800

400

70000 Other Charges Grant Funds 92010 92000 Operating Transfers TEXPENSES Total Expenses

351,969

1,200 4,000

6,707

4,000 339,712

4,000

City of Amarillo Department Staffing RePort

Department: Shelter Plus Care Persônal Services Total

Number of

Employees Classification Permanent Positions

Description

0.12 ADM560

ASST COMMUNITY DEVELOPMENT ADM INISTRATOR

0,12

TotalDepartment

419

10,044

City of Amarillo SUPPORTIVE HOUSlNG

4,258

4,259

675

0 0 0

59 251 495

0 0 0 0 0 0

41000 Personal Services 64810 Housing Assistance Payme 64850 CFS Transitional Housinq

5,852 158,630 23,928

5,692

202,341 41,908

193,528

60000 Contractual Services 71250 Paid Claims 75100 Travel 77450 Administrat¡ve Other

182,558 0 47 2,071

24¿,249 600 200 0

235,436 600 200 3,121

70000 Other Charges 9001 0 Housing Assistance

800

3,921

92010 Other Grant Funds

2,119 -'t,105 -l ,105 0

92000 Operating Transfers TEXPENSES Total Expenses

0 189,424

Wages 41300 lncentive 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

101

90000 Inter Reimbursements

0 527

264 470 103 3 3

41,908

2,176 2,176

247,225

Cityof Amarillo Department Staffing Report

Department: Supportive Housing Personal Services Total

Number of

Employees Glassification

Description

Permanent Positions

0.07 ADM560

ASST COMMUNITY DEVELOPMENT ADMINISTRATOR

0.07

TotalDepartment

5,692

420

City of Amarillo AFFORDABLE HOUSING

9201 5 l.lorne lnvestments

92090 Operating Transfers TEXPENSES Îotal Expenses

13,085 13,085

0 0

City of Amarillo Sotutions Grant

Prevention

Sewices TEXPENSES Total Expenses

42L

City of Amarillo HMIS

41 100 Salaries and Wages

41500 PFP 41620 ljnscheduled 41 820T, I'leálth lnsurance

1,600

0 14

617 8,431 17

435

580

1,861 3,831

2,479

6,645

419001¡fe 42010 Social Security - Medica 42020 Social Security- OASDI 421 1O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation

41,219

32,792

4,533 971 40

760 49

1,600 0

r0,'t81 17

598 2,556 4,548 1,002 49

41000 Personal Services 51110 Office Expense

46,440 475

59,319

61,834

51000 Supplies 62000 Professional

475 26.972

21,501

26,567

60000 Contractual Services 71 100 insurance and Bonds 75100 Travel 77450 Administrative Other 77610 lnformation

26,972

21,501

26,567

3,460 877

280 0 10,197 11,000

3,000 9,819

70000 Other Gharges TEXPENSES Total Expenses

23,460 97,346

21,477 102,297

3,123

362

l3,l8l 1O1,582

City of Amarillo Department Staffing Report

Department: HMIS 2008-2010 Personal Services Total

Number of

Employees Classification

Description

Perrnanent Positions

1.00 TEC137

PERSONAL COMPUTER SPECIALIST

1.00

TotalDepartment

61,834

422

CITY OF AMARILLO

couRT TECHNOLOGY FUND (20800) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS State law allows a municipality to aèsess a fee per conv¡ction to be used for information technology purpose.

GOALS The goal of the Court Technology Fund is to accumulate rêvenue to fund computer software, hardware, and maintenance that are needed to operate the Municipal Court.

ACCOMPLISHMENTS Funds accumulated at September 30, 201 4 will be used to fund the purchase of updated court room technplogy and to fund the annual

maintenance on the Municipal Court Software (lnçode).

423

City of Amarillo Court Technology

51200 51980 lT Hardvì;'are

438 52,855

1,200

't,200

5,'150

5,1 50

51000 Supplies 6'l 100 Communlcations Billing 69300 Leased Computer Software

53,293 3,645 92,590

6,350 3,600 94,840

60000 Contractual Services 84910 Other Equipment

96,236 13,248

98,¡140

98,440 30,000

80000 Capital Outlay 92120 lnformation Services

13,248

0 0

92000 Operating Transfers TEXPENSES Total Expenses

2,135 2,135

1U,912

424

30,000 0

104,790

1%,790

CITY OF AMARILLO

couRT sEcuRrTY FUND (20910) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS State law allows a municipality to asses a fee per conviction to be used for municipal court securi$ purposes.

GOALS The goal of the Court Security Fund is to accumulate revenue to fund all aspects of court security

ACCOMPLISHMENTS The Court continues to use the securig evaluation to improve all areas of court security. This fee also funds the cost associated with the two Court Bailiff positions.

425

Gity of Amarillo Court Security Fund

97,415

41 100 and Wages 41300 lncentive 41600 PFP 41620 Unscheduled 4:1820T l-,lealth lnsurance 41900 Lifè 42010 Social Security - Medica 42020 Social Security - OASDI 42110 TMRS 421 15 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 42520 Uniform/Clothing gllowan

602 0 5,194 '16,103

33 1,419

4,853 9,796

600 3,500 6,250 16,863 33 1,268

600 3,500 0 20,362 33

5,051

5,205 9,263

1;304

1,959

9,237 1,980

162

130

3,218

2,886 360

2,968 360

409

2,040

141,162 0 292 2,683

134,667 2i500 600 0

51000 Supplies 71100 lnsurance and Bonds 75100 Travel 77610 lnformation

2,975

3,100

1,800

0 334 360

1;678

2, 206

2,000 56S

500 555

70000 Other Gharges TEXPENSES Total Expenses

694 14/.,831

4,247 142,014

139,810

Services Operating Linen Equipment

41000 Personal 51200 51300 Clothing and 5'1950 Minor Office

134,749 1,500

300 0

3,261

City of Amarillo Department Staffing Report

Department: Court Security Fund Personal Services

Number of

Employees Classification

Total

Description

Permanent Positions

1.00 PRFí 15 1.00 PRF145 2.00

BAILIFF II SENIOR BA¡LIFF Total Permanent Positions

Part-Time Pos¡t¡ons

1.00 HRL120

BAILIFF

3.00

TotalDepartment

1U,749

426

C,ITY OF AMARILLO

coMPREHENSIVE "STEP" GRANT (SELECTIVE TRAFFIC ENFORCEMENT PROGRAM) (221501 FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS

The Amarillo Police Department receives this funding for specific enforcement activities from the State of Texas, including DWI enforcement, speed enforcement, seatbelt enforcement and distracted driver enforcement. The State of Texas funds 80% with 20% matching funds from the City.

GOALS The goal of this funding is to decrease the number of crashes, fatalities, and injuries caused by impaired driving and by speeding. (Related to strategic goal - high quality of public safety)

427

City of Amarillo Safe and Sober TXDOT Pr

1,785

68,168 2,438

18,314

19,457

3,691 82 0

4,339 5 549

49 0

181,054

200,000 200,000

208,000 208,000

41620 42010 Social Security - Medica 42110 TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation

157,1

41000 PersÖnal Services TEXPENSES Total Expenses

l8l,054

428

2,619 20,336 4,389

CITYOFAMARILLO

clrcK rT oR TTCKET (221601 FUNCT¡ONS, GOALS AND OBJECTIVES FUNCTIONS The Amarillo Police Department rece¡ves this funding from the State of Texas to conduct an intense occupant protection enforcement and public information and education effort during the Memor¡al Day Holiday period.

GOALS The goal of this funding is to increase occupant restraint use in all passenger vehicles and trucks. (Related to strategic goal - high quality of public safety)

429

City of Amarillo Glick lt or Tickit

41620 42010 Social Security - Medica 421 10 TMRS 42115 OPEB Funding

8,470

9,000

102 980 206

131 1,350

41 000 Personal Servicæs

9,758 9,758

TEXPENSES Total Expenses

1,436 169

219

f 0,700

10,700 10,700

10,700

430

CITYOF AMARILLO SUMMER LUNCH PROGRAM (23100) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The function of the Summer Lunch program is to prov¡de free lunches for children ages 1 to 18 during the summer at various s¡tes throughout Amarillo.

GOALS lncrease participation and public awareness of this program by utilizing various forms of media including fliers, Park Guide, Summer ln The City brochure, Parks website, and Public Service Announcæments. Continue to work to provide as many lunch sites as possible during the summer for kids to participate within walking distance of their home or school. Work with Community Development to recru¡t other site providers of this program to increaBe participation. Work with the Amarillo lndependent School District to determine program sites based on the Free and Reduced Lunch school list.

OBJECTIVES

* * i

* * * t

Continue to offer the program at all Summer Recreation Program park sites. Continue to look for ways to increase attendance through marketing strategies including posters, fliers, PSA's, live remotes, school presentations, local media, booths, etc. Work closely w¡th the Amarillo lndependent School District to provide healthy lunch menus. Work with Community Development to increase participation through daycares, summer school, and other agencies. Partner with Summer Schools to provide lunches at the schools or in joint cooperation with our park lunch sites. Evaluate annually all recreation lunch sites to assure needs are met in the community. lntroduce recreation mascot to the community through parks program, summer lunch, events, school presentations, children hospital, etc.

OPERATING STATISTICS/PERFORMANCE

MEASURES

All Sites (1d lunches)

43r

Actual 2013t14

Actual 2014t15

Estimated

71,681

78,352

2015116

Gity of Amarillo Summer Food Service Program

14,531

43,401

259 608

0 85

171

32',!

403

964 643 1,226

214 431

638 425

858

811

255

138

169

318 855

210 566

and

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 42510 Ca¡ Allowance 42550 Communications Allowance I

41000 Personal Services 51 110 Office Expense 51 610 Recreation Supplies 51950 Minor Office Equipment 54000 Food 51000 Supplies ô1300 Advertisinq 60000 Gontractual Services 71 I 00 lnsurance and Bonds

75100 Travel 75200 Mileage 70000 Other Gharges TEXPENSES Total Expenses

219

70,722

16,852

1,379

0 100 0

46,800 7,782

2,206

1,500 0 449,272

179 285,870

475,958

289,634

476,058

3,972 3,972

3,302

458,554 7,000

3,302

7,000

494 104

0 1,500

683 365,011

432

1,500 1,000

1,500

2,500 498,712

3,000 515,354

CITY OF AMARILLO

OFFICE OF EMERGENCY MANAGEMENT PROJECTS (24I30) 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 regionally integrated, systemat¡c mass casualty incident preparedness program. The funding for this function was established from federal contract 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 when federal grant funding ceased in 2011. The Office of Emergency Management Projects fund is designed to maintain emergency planning and preparedness related to the integration of the community emergency management program with the health and medical commun¡ty in the Amarillo area and throughout the region.

GOALS

The primary goal of this program is to integrate the emergency preparedness, response, and recovery capabilities of the community emergency management program with the health and medical community in the Amarillo area and throughout the region.

OBJECTIVES Assist the jurisdiction and region in developing and sustaining enhanced local planning and preparedness:

* *

Maintain and revise community emergency planning and preparedness related to mass casualty, mass fatality, and infectious d¡sease response issues. lntegrate community emergency training, drills, and exercises with the health and medical community in the Amarillo area and throughout the region.

OPERATIONS

The OEM Project Coordinator will continue to review and update health and medical emergency planning and preparedness activities to ensure that the community emergency management program is integrated with the health and medical community in

the Amarillo area and throughout the region. lncluded in these activities will be the revision of Annex H, Health & Medical Response Plan to the Amarillo/Potter/Randall Emergency Operations Plan and update of the attachments to the plan that address mass casualties, mass fatalities, and infectious disease operations.

433

City'of Amarillo OEM Projects

79,774 4,805 7,849

41 500 PFP

41 820ï Health I nsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI

0 0 0

421 10 ïMRS 421 15 OPEB Funding

42300 State Unemployment 42400 Workers Compensation

0 0 0 0 0 0 0

'128

41000 Personal Services 61400 Dues

0 0

109,465

60000 Contractual Services 71 1 00 lnsurance and Bonds 75100 Travel 75200 Mileage 77610 lnformation Technology -

0 0 0

600

0 0

0 0 0 0 0

70000 Other Charges 92075 Emerg Mgmt Svc - 2430

57,825

18,330 0

92000 Operating Transfers TEXPENSES Total Expenses

57,825 57,825

0 128,395

17 1,157

4,946 B,B03

1,939

600

362 4,500 600 12,868

City of Amarillo Department Staffing RePort

Departrnent: OEM Projects Personal Services Total

Number of

Employees Glassification 'Permanent Positions

Description

1.00 MGT060

OEM PROJECT MANAGER

1.00

TotalDepartment

109,465

434

CITY OF AMARILLO

URBAN TRANSPORTATION PLANNING (24200) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS

The Urban Transportation Planning Department is responsible for short- and long-range transportat¡on planning activities. The Department, designated as the Metropolitan Planning Organization (MPO), works to coordinate planning efforts between Federal, State, Cóunty, and C¡ty officials and to incorporate public involvement at all stages of the transportation planning process. The primary activities of the Department include the preparation of the Metropolitan Transportation Plan (MTP), the Îransportation.improúement Program (TlP), and the Unified Planning Work Program (UPWP). The MTP is a twenty-five year

long-range plan that requires the maintenance of soc¡o-econom¡c data for transportation modeling. The TIP is a four year shortrange plãnning document for transportation projects within the Amarillo Urban Transportation Study area (AUTS). The UPWP ideñt¡fies the [lanning work the MPO will perform during the year. The Urban Transportation Planning Department is involved in ongoing data collection related to traffic collisions, traffic counts, thoroughfare planning, populat¡on, employment, and land use. The Deþartment is responsible for tracking and analyzing coll¡s¡on reports, identifying high collision intersections, and conducting speed aná parking studies as needed. The Department is also involved in public transportation planning activit¡es with Amarillo City Transit and maintaining the Federal Transit Administration database for application and management of the annual FTA grant'

GOALS

The primary goal of the Urban Transportation Planning Department is to provide for the development and maintenance of Amarillo's iransportation network in a continuous, cgoperative, and coordinated manner throughout the Amarillo Urban Transportation Study area.

OBJECTIVES

* * *

Continue to carry out the role of the Metropolitan Planning Organization in the transportation plann¡ng process. Colled and maintain data that will provide information br making dec¡sions about the transportation needs of the AUTS area.

Review and maintain all MPO documents required for compliance with Moving Ahead for Progress in the 21st Century (MAP-21), the federal transportation bill, which funds surface transportation programs.

SIGNIF¡CANT CHANGES

This budget is based on funding projections determined by the Texas Department of Transportation. Transportation plann¡ng funds are established by federal legislation for transportation funding. The MAP-21 Act authorizes funding for transportation planning, highway construction, and public transportation. The MPO's funds are allocated under a state funding formula resulting from US Census data.

ACCOMPLISHMENTS During fiscal year 2O'14-15, the Department completed the FY2015 UPWP. A FY2016 UPWP was developed as required by federãl regulaiions. The MPO's public involvement procedures were reviewed for compliance with MAP-21. That document, the MPO's Pud¡c Participation Plan (PPP), while continuing to meetlhe needs of the MPO Policy Committee, is supplemented by a Limited English Proficiency Plan (LEP). The LEP allows the MPO to better assist the traditionally underserved populations in the MPO planning area. Efforts to secure demographic data to be used to update the Amarillo Urban Transportation Study Area transportation model are ongoing. This work is done in conjunction with the Texas Department of Transportation. The MPO's 2015-40 MTP was revised by the MPO Policy Committee to address long-range transportation planning in the region. The MPO Policy Committee approved revisions to the 2015-18 TlP, which programs transportation projects to be implemented from the MTP. A new 2015-18 TIP was developed and approved by the Policy Committee. Work on the next long-range plan, the 2015-40 MTP was ongoing throughout 2015. The MPO is working with the State of Texas, Potter & Randall Counties, and City of Amarillo on long range planning for developrnent on and along the entire State Loop 335 Corridor. Staff continues to work w¡h the Texas Association of MPO's (ÍEMPO).and TxDOT in developing new transportation-planning documents for the MPO. The Transportation Planning initiatives are a continuin$ endeavor.

435

City of Amarillo Urban Transportat¡on Planning

41300 lncentive 41500 PFP 41620 Unscheduled 41 82AT Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 42110 TMRS 42115 OPEB Funding 42300 State Unernployment 42400 Workers Compensation

208,377 1,200 6,833 0

25,203

26,352

58 3,039 12,181 22,274 4,774 242 2.172

1,204 0

2,808 11,356

22,769

4,534 228 1,023

215,722

1,200 6,833 0 28,989 58 3,145

12,598 22,423 4,938

245 2,618

287,544

298,768

2,500 2,500

2,500 2,000

51000 Supplies 61200 Poàtage 61300 Advertising 61400 Dues 61410 Tuition 62000 Professional

1,21O

5,000

4,500

820

1,000

1,498

2,000 250

1,000 2,000 750

0 0

2so

250

100

60000 Contractual Services 71100 lnsurance and Bonds 74000 Pr¡nting and Binding 75100 Travell 75200 Mileage 75300 Meals and Local 77450 Administrative Other 77610 lnformation Technoloov -

2,906 852

3,600 1,118 300 2,000 0

4,100

0 95,748 3,917

100

82,788 6,525

0 90,134

70000 Other Charges TEXPENSES Total Expenses

100,517 377,186

92,831 388,975

272,553 1,210

41000 Personal Services 51 1 10 Office Expense 51850 Minor Tools

588

0 0

't,811

300 2,000 100

8,361

102,706

410,074

City of Amarillo Department Staffi ng Report Department:

Urban Transportation Ptanning Personal Services

Number of

Employees Classification Permanent Positions 1.00 ADM905

1.00 PRF500 1.00 PRF900 0.50 TEC550 3.50

Total

Description MPO DIRECTOR MANAGEMENT ANALYST SENIOR PLANNER TRAFFIC OPERATIONS TECHNICIAN Total Permanent Positions

Part-Time Positions

2.00 HRL542

TRAFFIC COUNTER

5.50

TotalDepartment

298,768

436

CITY OF AMARILLO PHOTOGRAPHTC TRAFFIC ENFORCEMENT (24250) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS

Redlight running is the leading cause of urban vehicle crashes according to the lnsurance lnstitute for Highway Safety. The City of Amarillo is committed to the safety of its citizens and dedicated to reducing preventiable collisions at signalized intersections by installing photographic detection equipment. Every year, motorists that run red lights cause needless crashes in Amarillo. The Federal Highway Administration Stop Red Light Running Program reports that red light camera safety programs in other cities reduced crashes between 40 and 90 percent.

GOALS The ultimate goal of Amarillo's Traffic Signal Safety Program is to change driver behavior. Every driver makes a decision when approaching an intersection where the light has just turned red. lmpatient drivers often choose to continue through the intersection, ignoring the law and putting lives at rísk.

OBJECTIVES

* *

To monitor ¡ntersect¡on approaches through advanced detection and imaging technology. To issue a violation notice to the vehicle owner after verification and review by the Amarillo Police Department. To analize traffic data, accidents, damages and injur¡es to evaluate the effectiveness of the Traffic Signal Safety Program.

ACCOMPLISHMENTS The Photographic Traffìc Signal Enforcement program issued 20,120 notices of violation with an overall collection rate of 66%. The following data relates to the nine approaches located at eight intersections:

lntersection Approach Ross & l-40 south frontiage road - north bound Pierce & SE 11th Avenue - south bound Pierce & SE 3d Avenue

- south bound

2012/13

2013114

2014115

Violations

1644 2544

388

1614

2501

3396

309

'1531

2716 2914

3406

398

, 1696

Coulter St. & l-40 north frontage road - west bound Coulter St. & Elmhurst Dr. - south bound

2059

Coulter St. & Elmhurst Dr. - north bound

3267

3917

Amarillo Blvd. & Tascosa Rd. - north bound Amarillo Blvd. & N. Pierce St. - west bound Amarillo Blvd. & N. Fillmore St. - west bound

1714

974

2708

2717

1647

1299

Taylor St. & SE 10h Ave. - south bound

882

1266

17,779

20,120

11,608

Totals:

437

Gity of Amarillo Photographic Traffic Enforceme

100 Salaries and Wages 41620 Unscheduled 41820T Health lnsurance 41900 Life 42010 Social SecuriÇ - Medica 42020 Social Security - OASDI 42110 TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation

41000 Personal Services 51 1 10 Office Expense 51200 Operatinq 51000 Supplies 62050 Collection Expense 69220 Rental Other Equipment

,400 9,898

2,512

1,845

0 0

542

456

542

1,038

3,172 635 77 712

4,240

4,127

0 49

961

45, 578

45,704

0 0

1,000

45,591 100 1,000

18,688 498,164

1,100 23,250 513,000

23,250 513,000

516,852

536,250

2,235

280

100

I,100

60000 Contractual Services 71100 lnsurance ând Bonds 75100 Travel 77450 AdmirÍistrative Other 77610 lnformation Technology 77950 State Fhotosraphic Traff

12,885 1,794 224,349

5,000 8,400 1,iro3 199,423

70000 Other Gharges 921 30 General Construction

241,263 172,575

214,905 199,423

222,240 't65,000

92000 Operating Transfers TEXPENSES Total Expenses

172,575 976,268

199,423 997,383

970,181

536,2s0 362 5,000 15,506

1,949 199,423

165,000

City of Amarillo Department Staffing Report Department

Photographic Traff ic Enforcement Personal Services Total

Number of

Employees Classification

Description

Part-Time Positions

1.00 HRL045

ADMINISTRATIVE HEARING OFFICER

r.00

TotalDepartment

45,591

438

CITY OF AMARILLO METROPOLTTAN MEDTCAL 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 regionally integrated, systematic mass casualty inc¡dent preparedness program. Funds were used to assist in planning, training, purchasing equipment and pharmaceuticals, and supporting exercises specifically as it relates to the human health consequences caused by natural technological, or man-made hazards including those incidents involving weapons of mass destruction, epidemic disease outbreak, or hazardous materials. The Office of Emergency Management is the lead agency in coordlnating plan development and administering these funds. Federal funding of the MMRS program concluded

in FY201 1.

439

City of Amarillo MMRS HSGP GDEM

4'1 100 Salaries and Wages

41 820T Health I nsurance

41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421,I0 TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation

44,022 3,785

0 0 0 0 0 0

623 2,665 5,165 998

49 70

0 0

0 0 0 0 0 0 0 0 0

41000 Personal Services 51 110 Office Expense 51970 Software

57,387

251

-3,825

0 0 0

51000 Supplies 61200 Postage 61400 Dues

-3,574

0 0 0

0 0 0 0

0 0

60000 Contractual Services 75200 Mileage 77450 Administrative Other 77610 lnformation Technology 70000 Other Charges TEXPENSES Total Expenses

545 564 196

12,948 15,876 29,02O

83,397

440

City of Amarillo MFr(PRPC)

Salaries and Wages 41500 PFP 41 82A'f Health I nsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI' 42110 TMRS 42115 OPEB Funding 42300 State Unemployment 42400 ,

77,527 4,805

31,903 0

2,733

6,501 17

7 450 3t691

1,124 4,807 8,790

775

1,884

49:

1,924

Peisonal Services

?o0oo ottrer Gharges TEXPENSES Total Expenses

0 0 0

0 0 0 0 0 0

105,627 600

0 0

600

0 0 0

280 4,000

0 0 0 0

5,280

llf,506

61,400 Dues

60000 Contractual Services 71100 lnsurance and Bonds 75

0 41,51 5

City of Amarillo

Supplies

0 0

TEXPENSES Total Expenses

Cityof Amarillo :

TETPA

Supplies

116,523

Other TEXPENS

0 0

Outlay Total Expenses

44r

116,523

oPÈfl s9ÀaÉs

' ÉùDtEss oPtoRluÙlÌlE3

442

CITY OF AMARILLO

AHD PUBLTC HEALTH (25011) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS

The Department of Public Health provides public health services to the citizens of Potter and Randall count¡es as described ¡n Vernon's Annotated Texas Statutes and Codes, Health and Safety Code (Chapter 121 , Local Public Health Reorganization Act). Essential public health services includes monitoring the health status of individuals in the community to identify community health problems; diagnosing and investigating community health problems and community health hazards; informing, educating, and empowering the community with respect to health issues; mobilizing community partnerships in identifying and solving community health problems; developing policies and plans that support individual and community efforts to improve health; enforcing laws and rules that protect the public health and ensure safety in accordance with those laws and rules; linking individuals who have a need for community and personal health services to appropriate community and private providers; ensuring a competent workforce for the provision of essential public health services; researching new insights and innovative solutions to community health problems; and evaluating the effectiveness, accessibility, and quality of personal and populationbased health services in a community.

GOALS Prevent the sprêad of communicable diseases in the citizens of Potter and Randall counties through implementation of infection control measures. ldentify community assets and areas for improvement through community assessment. Provide findings and recommendations to appropriate health care providers/agencies and the public. Link existing coalitions in the public health planning process. Partic¡pate in research and make recommendations to appropriate bodies related to public health policy development. Partner with other local ¿¡gencies to increase awareness and preparation for emerging public health threats.

OBJECTIVES

* * *

Provide serv¡ces of Sexually Transmitted Disease, Tuberculosis, Refugee, HIV Prevention, Communicable Disease Control, Vaccine Distribution, lmmunizations and other related Publ¡c Health programs with Texas Department of State Health Services fund¡ng 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 pol¡cy collaboratively with community organizations.

ACCOMPLISHMENTS

The Department of Public Health continues to offer clinical services for refugee health screening, STD clinical services, and tuberculosis screening. The Health Authority continues to 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 cont¡nue to provide administrative support to the Amarillo^Hospital District Board of Managers. Tobacco Free Amarillo, expanded adult immunizations, substance abuse program support and JO Wyatt 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.

443

C¡ty of Amar¡llo AHD Public Health

41100 and Wages 41300 lncentive 41 500 PFP 41ô20 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 42510 Car Allowance 42550 Communicat¡ons Allowance d 41000 Personal Services 51 110 Office Expense 51200 Operating 51300 Clothing and Linen 51350 Chemical and Medical 51410 Vaccines 51800 Fuel & Oil 52050 Auto Parts 53100 Natural Gas 53150 Electricity 53200 Water and Sewer

352,600 209

_382,960

7,783

15,885

226

0 15,885 0

48,404 126

60,707

56,830

133

138

4,923

5,596 23,930 43,758 9,379 390 5,664 3,000

5,028

20,818 41,691

8,277 423 5,597 2,43'l 3,287

2,400

489,013

21,50',1

38,267 8,427 402 6,596 3,000 2,400 506,257

19,448

553,802 15,000 12,000 1,000 22,000

13,877 0 0

0 0 0

4,698

5,790

12302

13,561

3,282

3,976

3,282

73,327 2,000 4,000 10,000 336,720 3,500 13,178

85;ô49 2,000 4,100

369,398 8,557 15,000 2,000 1,250 0 37,332 106,443

124,401 9,861

19,319

25,145 0

20,000 20,000 1,000

22,000 0

224 100

4,698 14,345

51000 Supplies 61200 Postage 61400 Dues 61410 Tuition 62000 Professional 63210 Armored Car Service 69210 Rental City Equipment

98,071 1,793 150

60000 Contractual Services 71 100 lnsurance and Bonds 75100 Travel 75200 Mileage 75300 Meals and Local 77200 License and Permits 77450 Administrative Other 77610 lnformation Technology 7B210 Cash Over/Short

54,216 8,929

103,146 15

70000 Other Charges 92120 lnformation Services 921 25 Municipal Garage 92130 General Construction

148,110 170 9,868 0

175,000

92000 Operating Transfers TEXPENSES Total Expenses

10,038 799,448

175,000

1,U2,109

r,081,326

7,220 33,526 3,501 8,026

17,800

794 452 0 16,974

444

10,000

91,270 3,500 13,531

20,000 2,000 1,250 3,000 53,089

100,820 0

170,582

'190,020

0 0

0 0 175,000

City of Amarillo Department Staffing Report

Department: AHD Public Health Personal Services Total

Number of

Employees Classification

Description

Permanent Positions 1.OO ADMSBO 1.00 ADM581

ASSISTANT DIRECTOR OF PUBLIC HEALTH

8.00

DIRECTOR OF PUBLIC HEALTH ADM IN ISTRATIVE ASSISTANT I OPERATIONS MANAGER PROGRAM COORDINATOR MANAGEMENT ANALYST REGISTERED NURSE SENIOR PLANNER Total Permanent Positions

8.00

TotalDepartment

1.00 cLR400 1.00 MGT1I7 1.00 MGT560 1.00 PRF500 1.00 PRF572 1.00 PRF900

506,257

445

otl¡ srÀcts.;

446

CIry OF AMARILLO REFUGEE HEALTH (250121 FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS Provide communicable d¡sease/general health screening to refugees in Potter and Randall counties. This program is funded through the Texas Department of State Health Services (DSHS).

GOALS Prevent the spread of communicable diseases through screening, identification, and treatment for international refugees within 90 days of arrival into Potter and Randall counties.

OBJECTIVES

* * *

Provide services to eligible refugees including general physical appraisal, Hepatitis B screening, vision and hearing, and parasite testing. ln addition, other medical testing will be provided as deemed necessary. 90% of refugees will receive a TSpot TB screening test during Refugee Clinic. 71Vo of refugees referred for follow-up of health problems will have completion of referral documented within 4 months.

Estimated 2014115

Estimated

1O0o/o

506 100% 100%

400 100% 100%

80%

85%

Actual

OPERATI NG STATISTICS/PERFORMANCE MEASURES

2013t',t4 450

Number of refugees screened Refugees referred who receíved physical appraisal Refugees receiving a TSpot TB test Referral complet¡on rate

lOOo/o

2015t16

ACCOMPLISHMENTS

The Refugee Program continues to see refugees from various parts of the world. ln âddition to seeing refugees that are assigned to the Amarillo area, the program also serves many refugees that relocate to the Amarillo area. Collaborâtion between Catholic Charities of the Texas Panhandle, 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.

447

City of Amarillo Refugee Health

and Wages 41500 PFP 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

166,464

41000 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

217,454 1,410 3,456

51000 Supplies 62000 Professional 64130 Trans For Homeless

111,020 67,095

150,243 70,000

1,500

60000 Gontractual Services 71 100 lnsurance and Bonds 75100 Travel 75200 Mileage 77450 Administrative Other 77610 lnformation Technoloov -

67,095 1,007

71,500 1,677 4,805

73,500

1,000

1,680 22,64Ô

70000 Other Charges TEXPENSES Total Expenses

11,632 407,201

156,008

18,858 48

218,882 7,120 30,517 67

2,335

3,174

2,262

9,433

5,535 17,215 2,169 219

6,297 19,002 2,507 286

24,816 3,697

292 2,388

1,658

300,387 1;700

6,166 500 12,000 129,877 0

0 14,271

89,432 364 2,087

447

74'l 6,915 2,522

20,244

7,120 21,955 42

1,747

214,273 5,000 2,000 0 10,000 132,172 500 0

149,672 73,500 0 1,811

2,000

5,502

27,726

33,642 471,088

549,856

City of Amarillo Department Staffing Report

Department: Refugee Health Personal Services Total

Number of

Employees Classification

Description

Permanent Positions 1.00 cLRs61

COMMUNITY SERVICE AIDE

0.50 MGT580 1.00 PRF572 2.50

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

4.50

TotalDepartment

214,273

448

CITY OF AMARILLO TMMUNTZATTONS (25013)

FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS

lmplement an immunization program for children, adolescents, and adults, with special emphasis on accelerating interventions to improve the immunization coverage of children age 2 or younger. These activities are supported by a grant from the Texas Department of State Health Services (DSHS).

GOALS

To prevent, control, and eliminate vaccine preventable diseases by providing, administering and promoting immunizations, conducting vaccine preventable disease surve¡llance, assessing vaccine coverage levels, and applying principles of epidemiology and outbreak control measures within budgetary constra¡nts.

OBJECTIVES

lnvestigate 100% of all reported vaccine preventable diseases in accordance with DSHS Vaccine Preventable

D¡sease Surveillance guides. lnvestigate 100% of suspected Hepatitis B infections in pregnant women to assure appropriate treatment and follow-

* * * * t

up.

Conduct immunization audits in childcare facilities and registered family homes as assigned by DSHS. Conduct follow-up monitoring visits. of Texas Vaccine for Children (TVFC) enrolled provider sites and subm¡t 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 vaccinat¡on records. Maintain an accurate, up-to-date list of clinics and sites where general public (free or low cost) immunization services are offered. Promote influenza and pneumoccocal vaccínations through commun¡ty partners.

Actual 2013t14

OPERATI NG STATISTICS/PERFORMANCE MEASURES Number of Providers Served/Eligible Number of Providers on lmmTradEligible Percentage of process objectives achieved

Estimated

2014115

2015t16

35t4s (71%)

29149 (59o/o)

30/49 (61%)

35149 (71o/o)

65t4s (132%) 95%

70149 (143o/o)

95o/o

95%

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 public three and one half days per week. This Clinic creates access as a safety net for ch¡ldren and adults who need vaccines. The Department of Public Health maintains healthy collaborations with many community partners including AISD, CISD, Amarillo College, and America's Prom¡se as examples. The Department of Public Health participates in initiatives to educate the public about the ¡mportance of vaccination through observances such as National lnfant lmmunization Week, lmmunization Awareness Month, and others. 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 whoée practice is enrolled in TVFC.

449

City of Amarillo TDH lmmunizations

41 100 Salaries and Wages

188,972 600 6,583 35,733

185,1 15

41300 lncentive 41500 PFP 41 82OT Health lnsurance 41900 Life 42010 Social Security: Medica 42020 Social Security - OASDI 421 1O TMRS 421't5 OPÊB Funding 42300 State Unemployment 42400 Workers Compensation

602 0

31,100

51 110 Officef,xpense

51200 Operating 51350 Chemical and Medical 51950 Minor Office Equipment

600 6,583 41,578

oô

100

2,600

2,749 11,753

2,806 11,998

21,663 4,337

21,493

21,354

4,607

4,702

387 1,017

292

252

1,044

1,053

258,036 3,464 2,095

273,927 1,200

283,978 1,200

1,000

10,164

10,000

11,',t16

41000 Personal Services

192,911

120

51000 Supplies

15,843

12,200

61200 Postage 61410 Tuition 62000 Professional

92 1,048

250

12,200 250

0 0

60000 Contractual Services 71 1 00 lnsurance and Bonds 75100 Travel 75200 Mileage 77450 Administrative Other 77610 lnformation Technoloqv -

1,145 744 3,535 452 8;206

70000 Other Charges TEXPENSES Total Expenses

250 1,677 5,000

250

2,174 5,000

1,000

r,000

3,169

18,468 0

30,016 0

16,106 291,129

26,145 312,523

38,190 334,617

City of Amarillo Department Staffing Report

Department: TDH lmmunizations Personal Services Total

Number of

Employees Classification Permanent Positions 2.00 cLR400

Description

1.OO MGT5BO 1.00 PRF572 2.00 PRF592 6.00

ADMINISTRATIVE ASSISTANT I PROGRAM MANAGER REGISTERED NURSE I MMUNIZATION OUTREACH SPECIALIST Total Permanent Posit¡ons

6.00

TotalDepartment

283,978

450

CITY OF AMARILLO

Hrv PREVENTTON (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 Heterosexuals (HRH), lnjection Drug Users (lDU) and Men that have sex with Men (MSM) in Potter and Randall Counties. Make referrals to HIV Early lntervention or other intervention services. This program is funded through a grant from the Texas Department of State Health Services.

GOALS

To reduce the spread of HIV infection by offering confÌdential client-centered HIV Prevention counseling and testing, condom distribution and referrals for needed services to persons at risk for HIV/STD infections due to behaviors related to sexual activity, substance abuse, or other high+isk behaviors.

OBJECTIVES

* * * * *

Provide targeted testing and prevention counseling services to 1 ,104 high-risk individuals. Provide results to 75% of those tested. Provide at least 95o/o of clients testing positive with HIV 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.

Actual

OPERATING STATISTICS/PERFORMANCE MEASURES

2013114

1,250 95%

Prevention Counseling Contacts Percent of lndividuals Tested Receiving Post-Test Results Counseling (DSHS goal is75%) Linked HIV Positive Persons to medical care Condom Distribution to the commun¡ty

Actual 20't4t15

Estimated

1,221

1,500

95o/o

2015t't6

45,400

50,000

60,000

AGCOMPLISHMENTS

HIV Prevention efforts continue to focus on targeted persons at highest risk for HlV. The focus is now on identifying undiagnosed HIV positive individuals and linking them to medical care and partners of HIV positives to establish effective HIV prevention. A major change in HIV Prevention has been a shift from sexual behavior to the priority population being African American men who have sex with men (MSM) and MSM in general, Hispanic MSM as well as High Risk lndividuals (HRH) such as injection drug users (lDU), commercial sex workers and others. Epidemiology still shows that African American women and MSM bear a disproportionate burden of HIV infection. The HIV Prevention team made significant inroads at accessing these communities. The team continues to interact with citizens, and local agencies to provide prevention services. The prevention program team has partic¡Fiated in various health fairs and has planned activities for special days of recognition and serve on the Board of Directors for Community Organizations working with HIV positive individuals and partners of HIV positives. The team continues to work to ensure that all persons who tested HIV positive are post-test counseled and successfully linked to medical care and other services as needed. The HIV Prevention team has been successful in this goal in the past and continues to work at rapport building to continue to accomplish this goal in the future.

45r

Gity of Amarillo HIV Prevention

and 41300 lncentive 41500 PFP 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

112,994 1,200 4,505 23,688 67

41 100

1,203 0 21,907 67 1,552

1,656

6,635 13,275 2,657

7,080 12,947 2,775

.195

195 1,507

1,495

41000 Personal Services 51 110 Office Expense 51200 Operating 51350 Chemical and Medical

161,578 7,239 23,593 6,182

168,613 6,500 10,349

51000 Supplies 61200 Postage 61300 Advertising 62000 Professional

37 ,015

24,849

0 0 300

250 2,250

Serv¡ces Bonds

60000 Contractual 71100 lnsurance and 75100 75200 77450 Administrative

Travel Mileage

Other

77610lnformation Technology-

TEXPENSES Total

Expenses

B,000

116,301 1,200

4,505 28,211 67 1,704

7,285 12,966

2,855 195 '1,551

r76,840 4,000 13,000 16,500

33,500 250 2,250 0

300 865 10,061 2,942 5,138 5,126

2,500 1,398 7,500 3,000 11,364 0

18,692 0

223,025

219,224

244,481

2,500 1,449 7,500 4,000

City of Amarillo Department Staffing Report

Department: HIV Prevention

Number of

Employees Classification

Description

Personal 'Services

Total

Permanent Positions

1.00 MGT560 2.00 PRF571 1.00 PRF577

PROGRAM COORDINATOR

4.00

STD/HIV OUTREACH SPECIALIST I LINKAGE TO CARE COORDINATOR Total Permanent Positions

4-00

Total Departrnent

176,840

452

CITY OF AMARILLO

coRE PUBLTG HEALTH (25015) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS

To provide testing, treatment, and contact investigation for reported cases of Chlamydia, gonorrhea, Syphilis and HIV in Potter and Randall counties.

GOALS To reduce the rate of sexually transmitted disease in persons living in Potter and Randall counties.

OBJECTIVES

* * * *

Maintain a partner index of I for all Chlamydia and gonorrhea investigations performed. Maintain a partner index of 2 for all HIV and syphilis investigations performed. Maintain a cluster index of 1 for all HIV and syphilis investigations performed. Perform an HIV test on 95% of all STD Clinic clients who have not had a test w¡thin the last 30 days.

Actual

Estimated

2013114

2014t15

2015116

1.1

Maintain a partner index of 2 for all HIV investigations performed.

6.3

Maintain a partner index of 2 for all Syphilis investigations performed.

4.2

Maintain a cluster index of 1 for all Syphilis 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.

99%

95.1%

95%

OPERATING STATISTICS/PERFORMANCE MEASURES

Maintain a partner index of 1 for all Chlamydia and Gonorrhea investigations performed.

Maintain a cluster index of 1 for all HIV investigations performed.

ACCOMPLISHMENTS The City of Amarillo Department of Public Health was awarded a grant from the Texas Department of State Health Services to help fund STD services. The majority of the scope of work is focused on the partner services portion of STD surveillance and control. The STD/HIV program has been able to investigate and follow-up on the majority of cases. The program continues to improve from training and OJT provided by the Department of State Health Services. These infections, particularly Chlamydia, are easily treated but ¡f left untreated, can lead to long{erm 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.

453

City of Amarillo Core Public Health

Salaries and Wages 41300 lncentive

1,836 0

22,190

41500PFP \

4:l 8.æT tlealth lnsurance

.50

¿t190Ol-lfe 4201,0 S"oc¡al Security - Medica 42O2A Social Security - OASDI

41000 Personal Services 51 110 Office Expense

24,786

28,989

50 1,545

't46

321

330

145,382

1 53,294

-46 0

160,790 1,500 1,000

-46

0 559 0 10,332

70000 Other Charges TEXPENSES Total Expenses

r,800 2,226

't68 317

51000 Supplies 71 100 lnsurance and Bonds 75200 Mileage 77450 Administrative Other

2,226

11,8't4 2,354

5,904

42115OPEB Funding 42300 State Unemployment 42400 Workers,Compensation

104,75',1

1,800

1,502 6,422 11,743 2,517

1,381

42110 TMRS

101,780

6,606 11,758 2,589

2,500

r 1,087

623 4,623 5,246

10,891

18,083

150,582

164,185

18,1,373

0 16,996

Gity of Amarillo

Department Staffi ng Report

Department: Gore Public Health Fersonal Services Total

Number of

Employees Glassification Permanent Positions 1.00 cLR400 1.00 cLR581

Description

3.00

ADMINISTRATIVE ASSISTANT I DISEASE INTERVENTION SPECIALIST REG]STERED NURSE Total Permanent Positions

3.00

TotalDepartment

1.00 PRF572

160,790

454

CITY OF AMARILLO

B|oTERRORTSM PREPAREDNESS (2s020) (PUBLIC HEALTH PREPAREONESS} FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS

The purpose of this grant is to provide and maintain a high level of public health read¡ness for responses to infectious disease outbreaks, bioterrorism, and to lead the medical component in multi-agency emergency responses. This "readiness" includes collaboration and cooperation with local, regional, state and federal agencies and departments.

GOALS To establish and maintain the Public Health Preparedness program as an essential service for planning, training and responding to public health, and other emergencies in the City of Amarillo and the Bi-C¡ty County Health District.

OBJECTIVES

* t * * * t

* t t

Continue computerized baseline syndromic disease surveillance Annually review and update Departmènt of Public Health Emergency Procedure and Response Plans. Plan for, participate in, and conduct all-hazards public health preparedness exercises. Evaluate performance in all exercises; including updated planning and training to correct and/or improve future performance.

Following all exercises, Public Health Preparedness will provide all required 'After Action Reports" to the Texas Department of State Health Services, and/or other local, regional, state or federal agencies, according to any grant requirements. Respond 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 'lust-in-time" volunteer base for "all-hazards" public health responses. Maintain the Greater Amarillo Medical Reserve Corps to provide front-line volunteer medical leaders who are identified and credentialed as leaders in public health responses.

OPERATING STATISTICS/PERFORMANCE MEASURES

Number of staff members trained to WMD awareness Number of disaster exercises conducted Preparedness plans developed and reviewed Medical Reserve Corp Volunteer Numbers

Actual

Estimated

2013t14

2014t15

20'15116

28 6

30 6

10 115

103

6 115

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 20'13 Exercise. Trained Public Health staff in the use of Hazardous Materials Awareness and the use of Personal Proteclive 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 computerized syndromic disease surveillance for the major hospitals in the Amarillo area. Participated in COA's Medical Special Needs Emergency Planning workgroup. Provided 70% of funding necessary for COA DPH to employ a full-time Communicable Disease Coordinator. Maintained and updated the DPH 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 "Master Level" in Exercise Planning, Preparation and Conduction. Managed and maintained RODS surveillance system. Participated in Statewide Pl-iEP and HPP Meetings in Austin and Galveston to keep current on grant requirements and response preparation and coordination efforts. Participated in HIPAA update efforts for the City of Amarillo. Conducted 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 Emergency Management Leadership to conduct Closed POD operations for over 3,000 employees, residents and services recipients.

455

City of Amarillo

Bioterrorism Grant

41100 Salaries and Wages 41500 PFP 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 42550 Communications Allowance

141,352

41000 Personal Serv¡ces 51 110 Office Expense 51200 Operating 51300 Clothing and Linen 51350 Chemical and Med¡cal 51700 Education 51800 Fuel & Oil 51950 Minor Office Equipment 51955 Furniture

156,1 66

5,652 27,305 67

16,897 62 1,978 8,456

171,003 5,652 33,729 67

't6,648

2,264 s,682 't7,705

10,602 18,870

3,310

3,795

4,155

221

195

195 32

1,203

1,200

2,400

190,153

224,068

2,060 4,979 3,448 418

2,750

249,190 2,750 500

500 1,500 1,000

100 10

729

51000 Supplies 61 1 00 Communications Billing 61200 Postage 62000 Professional 69100 Rental Land & Buildings Software 69300 Leased

12,612 0 0

60000 Contractual Serv¡ces 71 100 lnsurance and Bonds 72000 Communication 75100 Travel 75200 Mileage 77450 Administrative Other 77610 lnformation Technology -

1,534

0 27 0

692

1,109

425

2,40A 2,500 13,692 1,118

707 57

1,500 1,000

5,767 8,100

0 0

868

2,480

0 5,777 8,100 692 0 2,400 2,500 13,692 1,449 0 18i000 2,300

6,047 879

8,500 1,500 15,108 0

70000 Other Charges 84910 Other Equipment

18,709

26,226

48,088.

8,774

80000 Gapital Outlay TEXPENSES Total Expenses

8,774 231,781

269,753

0 316,748

9,351 1,667

26339 0

Gity of Amarillo

Department Staffing Report

Department: Bioterrorism Grant Personal Services

Number of

Employees Classification

Description

Permanent Positions 1.00 cLR405

ADM IN ISTRATIVE ASSISTANT II

Total

4.00

PROGRAM MANAGER COORDINATOR OF PUBLIC HEALTH PREPAREDNESS EDUCATOFYSNS COORDINATOR Total Permanent Positions

4.00

TotalDepartment

1.OO MGTSBO 1.OO PRFSBO

1.00 PRF581

249,190

456

CITY OF AMARILLO DSRIP TMMUNIZATIONS (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 locat¡on at the Public Health Department and mobile community clinics.

OBJEGTIVES

* * * *

Provide adult immunizations at the fìxed location at the Department of Public Health.

Provide adult immunizations through the use of the mobile vaccination unit to provide clinics throughout the community.

Work with commun¡ty partners to provide community clinics, such as health fairs, senior c¡tizens centers, and local colleges.

Utilizè the mobile vaccination unit to maximum potential, providing childhood vaccines, STD/HIV testing, disaster

response, and disease investigation and contact investigation, as nec€ssary.

OPERATING STATISTICS/PERFORMANCE MEAS URES

Number of vaccines administered Percent Medicaid or uninsured

Estimated

2014115

2015116

2016117

4,400

4,700

5,000 30

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 against vaccine preventable diseases. With the purchase off the mobile vaccination un¡t through DSRIP funds, the Department will be able to provide additional services to the community

457

City of Amarillo DSRIP IMMUNIZATIONS

and Wages

0 0 0

4'l 820T Health lnsurance

41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 42110 TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation

85,900

65,183

0 0 0 0 0

2Q,362

0 0

1,584 97 655

0 0

41000 Perconal Servicæs 51 110 Office Expense 51200 Operating 51350 Chemical and Medical 51410 Vacc¡nes 51800 Fuel & Oil 51 950 Minor,Office Equipment

0 0

85,900 2,000

10,000

3,',t57

10,000 450,000

7,193

100,095 2,000 10,000 10,000 450,000 2,000 3,500

11 ,7 50

472,O00 0

477,500 10,580 10,580 0

37,992 0

51000 Supplies 77450 Administrative Other

33 945 4,041

70000 Other Charges 84100 Ar.¡to-Rolling Stock & Equ

327,',t79

80000 GapitalOutlay TEXPENSES Total Expenses

327,179 368,329

557,900

588,175

City of Amarillo Department Staffing Report Department:

DSRIP lmmunizations Personal Services

Number of

Employees Glassification

Description

Total

Permanent Positions

1.00 cLR400 1.00 PRF572

ADM IN ISTRATIVE ASS ISTANT I

2.00

REGISTERED NURSE Total Per:manent Positions

2.00

Total Departr'nent

100,095

458

CITY OF AMARÍLLO DSRrP ARAD (250251 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 addict¡on 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 Trom addiction.

OBJECTIVES

* * *

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.

OPERAT]NG STATIST¡CS/PERFORMANCE MEASURES Number of participants enrolled

Actual

Estimated

2013114

2014t15

2015t16

N/A

125

't25

ACCOMPLISHMENTS

The ARAD program has been running for a little over one year. The program cont¡nues to meet enrollment and completion targets as well as reporting deadlines.

459

City of Amarillo DSRIP ARAD

150,000 60000 Gontractual Services TEXPENSES Total Expenses

150,000 150,000

460

150,000 150,000

CIry OF AMARILLO cHTLDHOOD OBESTTY (25026)

FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS

This program provides à comprehensive childhood obesity prevention program to children who are identified as overweight or obese and their families. Currently, the MEND cuniculum from Health Weight Partnership is utilized.

GOALS To provide educat¡on in a fun and supportive environment for families to learn to make healthy lifestyle choices.

OBJECTIVES

* * * * *

Work with children who qualiff for the MEND program and their families to participate in one of the MEND sites offered throughout the City. Work with providers for referrals of children who are ident¡fied as overweight and obese and offer the MEND program to refened families. Recruit potential MEND s¡tes such as community centers, after-school programs, children's homes, churches and other locations where families are comfortable. Collaborate with Texas Tech pediatrics to support the Texas Tech Metabolic Clinic and the recruitment and retention of a second pediatr¡c endocrinologist. Serve 915 children over the three year project period.

AGCOMPLISHMENTS

The Department of Public Health launched the MEND program at two sites, The Wesley Communily Center and The Amarillo Town Club in March 2015. Leadertraining was provided before program startwhich resulted in strong program presentation. Currently, MEND sites include the Wesley Community Center, The Maverick Boys and Girls Club, Power Church, and High Plains Children's Home. Recruitment of children and families continues to be difficult; however, collaborat¡on with Texas Tech Þediatrics and other local pediatricians is going well.

46I

City of Amarillo Ghildhood Obesity Project

310,000

Professional 60000 Contractual Services TEXPENSES Total Expenses

0 0

462

310,000 310,000

CITY OF AMARILLO

cPS/EBOLA (25028) FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS

Strengthen response capacity to Ebola and other highly infectious diseases.

GOALS To prevent, control, respond to Ebola and other highly infectious diseases.

OBJECTIVES

* *

Support accelerated public health preparedness planning for Ebola. lmprove and assure operat¡onal readiness for Ebola and support Ebola public health response efforts.

Assure collaborat¡on, coordination, and partnership with the jurisdiction's healthcare system to ass¡st in the

* *

development of a tiered system for Ebola patient care. Strengthen existing partnerships public health preparedness programs have built with healthcare, epidemiology, and laboratory colleagues in their jurisdictions. Establish new partnerships with infection control programs ¡n their jurisdictions to advance the development of stronger healthcare system infection control programs.

ACCOMPLISHMENTS The Department of Public Health will expand planning and response efforts for Ebola and other highly infectious diseases. The DPH will enhance community collaboration and readiness for an event related to a highly infectious disease with monitoring of travelers and training and PPE for response.

463

City of Amarillo CPS/EBOLA

23,156 51000 Supplies 62000 Professional

23,f56

25,732

60000 Contractual Serv¡ces TEXPENSES Total Expenses

0 0

29,732 52,888

464

CITY OF AMARILLO PHEP (25029)

FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The purpose of this grant is to supplement the funding of the 25020 Bioterrorism Preparedness grant.

GOALS The goals of the grant are to provide additional resources to purchase needed items to support 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

The objective of th¡s grant is to expend all funds on approved purchases. These purchases ¡nclude supplies and activities needed to exercise and respond to public health emergencies.

ACCOMPLISHMENTS Purchases are being made to enhance the planning, tra¡ning, and response capabilities of PHEP

465

Gity of Amarillo PHEP Supplemental l5/f 6

7,221

51200 Operating

0 0

26,607

51000 Supplies 62000 Professional

0 0

33,828 10,000

0 0

10,000 43,828

51110

6{1000 Contractual

Services

TEXPENSES Total Expenses

466

CITY OF AMARTLLO EPTDEMTOLOGY (25030)

FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS

The purpose of this grant is to enhance epidemiological capacity in infectious disease preparedness and response

GOALS

To establish and enhance epidemiological capacity which will fulfill aspects of each essential public health service, including assessment, policy development, and assurance.

óe¡ecr¡ves

* * *

Monitor d¡sease incidence within Potter/Randall Counties and the City of Amarillo to rapidly detect and address disease outbreaks, including Bioterrorism events. Plans, establishes and monitors sensitivity, specificity and timeliness of nêw/âlternative (active, syndromic, sentinel) surveillance activities/reporting systems in collaboration with Texas Department of State Health Services (DSHS) and other local health departments (LHD). Develops and implements policies and protocols to improve the quality of health information collected. Develops effective relationships and networks of communication with local infection control practitioners (lCP), physicians, hospital administrators and others to promote teamwork and collaboration in implementing/enhancing reporting /surveillance activities. Responds to infectious disease outbreaks, as well as large outbreaks causing.significant morbidity and/or mortality. Coordinates the periodic assessment of the health status of Potter/Randall Counties and City of Amarillo.

ACCOMPLISHMENTS This is a new grant provided by the Texas Department of State Health Services.

467

Gity of Amarillo Epidemiology

41 100 Salaries and

67,938

41000 Perssnal Services 51 110 Office Expense 51200 Operatinq

0 0 0

51000 Supplies 77450 Adm¡nistrative Other

0 0

10,056

70000 Other Gharges TEXPENSES Total Expenses

0 0

7,181 85,175

0 0

67,938 6,627 3,429 7,181

City of Amarillo Department Staffi n g Report

Department: Epidemiology Personal Services Total

Number of

Employees Classification Description Permanent Positions 1.OO 1.00

PRF65O EPIDEMIOLOGIST TotalDepartment

67,938

468

CITY OF AMARILLO

LOCAL TUBERCULOSTS - FEDERAL (25035) 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.

OBJECT¡VES

* * t *

To control and prevent Tuberculosis within Potter and Randall counties. lnvestigations will be performed on all contacts to act¡ve 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

2013t14

2014t15

2015t16

'10

't2 165

200

132

ACCOMPLISHMENTS

Withtesting,treatmentandcasemanagement,TBcaseshavebeenlowforPotterandRandallCounties. PositiveTBskintest/TSpot patients continue to be counSeled and encouraged to take preventive medication. New funds have been procured through Texas Department of State Health Services grants to increase funding for staff positions and the latest technology in blood testing.

469

City of Amarillo Local Tuberculosis - Federal

411 and Wages 41500 PFP 41820T l-lealth lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1O TMRS 421 15 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 41000 Personal Services 62000 Professional

36,587

45,208

156

3,983

6,826

7,849

17 656

652

520 2,225

44,990

2,803 5,125

2,789

4,240 883 56 17

1,099 49 23

1,093 49 22

48,525

61,960

62,582

12,656

60000 Contractual Services 71 1 00 lnsurance and Bonds 77450 Administrative Other

12,656

0 0

362

1,543

4,176

6,615

70000 Other Charges TEXPENSES Total Expenses

1,543

4,176

62,724

66,136

6,977 69,560

4,965

City of Amarillo Department Staffing Report

Department

Local Tuberculos¡s - Federal Personal Services Total

Number of

Employees Classification

Description

Permanent Positions

1.00 PRF572

REGISTERED NURSE

1.00

TotalDepartment

62,582

470

CITY OF AMARILLO

LOCAL TUBERCULOSTS - STATE (25045) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS Provide Tuberculosis (TB) services to our jurisdiction in the form of testing, treatment, case management and educat¡on.

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

* * * *

To control and prevent Tuberculosis within Potter and Randall counties. lnvestigations will be performed on all contacts to active TB cases. All clients that have a positive TB skin test will be counseled and obtain a chest X-ray Attend TB update conferences provided by the State TB Elimination Program.

OPERATING STATISTICS/PERFORMANCE MEASURES Active Cases of TB Latent TB lnfection Cases (LTBI)

Actual

Estimated

2013114

2014115

2015t16

12 165

200

132

ACCOMPLISHMENTS With testing, treatment and case management, TB cases have been low for Potter and Randall Counties. Positive TB skin test / TSpot patients continue to be counseled and encouraged to take preventive medicat¡on. New funds have been procured through Texas Department of State Health Services grants to increase funding for staff positions and the latest technology in blood testing.

47L

City of Amarillo Local Tuberculosis - State

00 Salaries and Wages 41500 PFP 41820f Health ¡nsurance 41900 Life 42010 Social Security- Medica 42020 Social Security - OASDI 421 1O TMRS 421f 5 OPEB Funding 42300 State Unemployment 42400 Workers Compensation

32,879

41000 Personal Services 51110 Office Expense 51350 Chemical and Medical

M,618

45,208 1,248

4,649

8,431 17

656 2,803

458 1,959

3,835 768

5,'125

1,099 49 967

1,248 17,661 38 1,171 5,006

8,910 1,962 110

112

6,088

65,602 750 5,000

116,955

51000 Supplies 61200 Postage 62000 Professional

7,369 0 17,551

5,750 50 43,000

8,000

60000 Contractual Services 71 100 lnsurance and Bonds 75100 Travel 75200 Mileage 77450 Administrative Other

17,551 237 5,007 1,350 1,419

43,050 280 3,000 750

26,050 0 6,000

4,428

12,362

70000 Other Charges TEXPENSES Total Expenses

9,013 77,550

8,458 122,860

170,767

1,281

2,000 6,000 50

26,000

1,400

19,762

City of Amarillo Department Staffing Report Local Tuberculos¡s - State

Department:

Personal Services

Number of

Employees Glassification

Total

Description

Permanent Positions

1.00 cLR400

ADMIN¡STRATIVE ASSISTANT I

O.5O MGTsBO 1.00 PRF572 2.50

PROGRAM MANAGER REGISTERED NURSE Total Permanent Positions

2.50

TotalDepartment

116,955

412

CITY OF AMARILLO

woMEN, TNFANTS, & CHTLDREN (WrC) PROGRAM (2530) FUNCTIONS, GOALS AND OBJECTIVES

FUNCTIONS To provide nutrition education, breastfeeding educatíon, referrals for medical/social services, and supplemental nutritious foods to low and moderate income pregnant, breastfeeding, and post-partum women, infants, and children up to age five (5).

GOALS To reduce the incidence of low birth weight babies, premature babies, and childhood anemia, associated with poor or moderate dietary intake by providing education concerning the risks associated with the above listed health problems that are directly related to dietary intakes and provide supplemental nutritious foods that will help improve the dietary intake of those women, infants, and children that are found to be at risk for such conditions.

OBJECTIVES

* *

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.

473

474

CITY OF AMARILLO

woMEN, |NFANTS, & CHTLDREN (WrC) PROGRAM (25311) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS Provide administrative expertise for the administration of all aspects of the City of Amarillo WIC Nutr¡t¡on Program in accordance with Federal and State regulations, policies, and procedures. The WIC Administrative Sect¡on is responsible for compiling monthly reports detailing the number of participants served, category of participant, and level of risk of each participant; conducting random chart audits to determine accuracy and compliance with Federal and State regulations in the areas of residency and income verification, diet

andriskfactorassessment,dataentry,eligibilitydetermination,andissuanceoffoodbenefits. TheWlCAdmin¡skativeSecl¡onisalso responsible for purchasing all supplies and equipment for the Departmenl, reconc¡l¡ng monthly billings, maintaining an inventory of all assets, and preparing annual budgets. ln addition, the Administrative Section is responsible for conducting all training of WIC staff administering the continuous qual¡ty improvement program, and managing the community outreach program.

GOALS Provide administrative oversight for compliance of Federal and State regulations, policies, and procedures as they apply to the areas of program accounting, personnel administration, vendor management, food voucher accountability, nutrition education, breastfeeding education, income and residency verification, certification of eligibility, ând immunization screening. Additionally, it is the responsibility of this section to provide administrative oversight forthe compliance of City of Amarillo policies as they applyto the Department of WIC Nutrition

OBJECTIVES

* * *

Maintain or increase the number of random chart audits that are performed. Continue to compile required reports pertain¡ng to part¡c¡pation within the established time frame provided by the State WIC Program. Maintain the current training program of new and established WIC employees so that continuous quality improvement standards are met.

475

City of Amarillo WlC Administration

Wages PFP Unscheduled lnsurance Life Medica OASDI 421 10 TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation 41000 Personaf Services 51110 Office Expense 51 15 Employee Recognition Pro 51700 Education 51950 Minor Office Equipment

41 100 Salaries and

41500 41620 41820T Health 41900 42010 Social Security 42020 Social Security-

51000 Supplies 61200 Postage 61300 Advertising 61400 Dues 61410 Tuition

88,459 0 107 8,178 19 ,219 5,183 10,348 2,039 61 135 ,15,749 2,545 0 82 0 1

187,230 10,446 0 36,801 107 2,715 11,608 21 ,227 4,550 314 281 275,279 1,886 ,000 441 115 1

2,627

3,42

314

432 375 370 690

0 630 2 276

229,699 10,446 161

51,507 107

2,739 11,712

20,845 4,590 314 283 332,403 1,886 1 ,000

441 115

3,42 432 375

704 690

3,220

{,867

2,201

5,362

5,430

13,130

60000 Contractual Serv¡ces 71 1 00 lnsurance and Bonds 72000 Communication 75100 Travel 77450 Administrative Other 77610 lnformation Technology -

12,082 12,698 15,670

18,400 16,584 17,182

18,400

17,438 38,625

70000 Other Charges TEXPENSES Total Expenses

45,886 167,483

57,596 338,184

87,593 425,639

476

City of Amarillo Dêpartment Staff ing Report

Department: WIG Administration Personal Services Total

Number of

Employees Classification

Description

Permanent Positions

0.14 ADM055 0.14 ADMsBs 0.14 CLR410 0.14 PRFsBs 0.56 PRF5B6 0.42 PRFsB7

6.58

ASSISTANT WIC DIRECTOR WIC MANAGER ADMINISTRATIVE ASSISTANT III NUTRITIONIST I NUTRITIONIST II NUTRITIONIST III NUTRITIONIST IV WIC TECHNICIAN IV WIC TECHNICIAN V GREENHOUSE TECHNICIAN DIETITIAN I DIETITIAN II NUTRITION TECHNICIAN I NUTRITION TECH II WIC TECHNICIAN I NUTRITION TECHNICIAN III NUTRITION TECHN]CIAN IV WIC TECHNICIAN II WIC TECHNICIAN III Total Permanent Positions

6.58

Total Department

O.2B PRFs8B 0.14 TEC160 0.14 TEC162

0.14 TEC450 0.14 TEC570 0.14 TEC571 O.2B TECsBs

0.42 TEC5B6 1.26 TECSBT 0.42 TECSsB 0.56 TECsBg 0.84 TEC590 0.28 TEC591

332,403

477

CIÍY OF

AMARILT

Otêtr SpACaS ' F¡oLEss 0pPORTúN|ÛES

478

C¡TY OF AMAR]LLO

woMEN, TNFANTS & CHTLDREN (WlC) NUTRITION EDUCATION (25312) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS

The WIC Nutrition Education Section is responsible for delivering nutrition education to participants enrolled in the WIC Program according to State and Federal regulations. The WIC Nutrition Education Section is also responsible for promoting nutrition in the community and conducting community nutrition education.

GOALS The WIC Nutrition Education Section's goal is to provide concise, accurate, and up{o-date nutrition education to part¡cipants 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 specific categorical and dietary needs of the participants at a level they can easily understand and in a language method that is common to them. 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

* * *

Continue to provide nutrition educat¡on to 97% 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 2012t't3

2013t14

Actual 2014115

97o/o

98o/o

97%

Actual

ACCOMPLISHMENTS A major accomplishment of the Nutrition Education section in 2014l15 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 carn¡vals featured booths such as: Rethink Your Drink-Hidden Calories from fat and sugar in popular beverages; Nature's Abundance; Herb's: The Spice of Life; Snacks for Children & Adults; Why Mealtime is lmportant;

Breakfast-TheMostlmportantMeal oftheDay; Safety: WhatYouNeedtoKnowAboutKeepingYourSelf andYourChildrenSafe;

Powerhouse Fruits and Vegetables forthe Fall; Getting A Good Start-Feeding lnfants & Toddlers; Family Mealtime; Caring forYour Baby; Managing the Clock & Money; Loving My Baby; Heartbreak Hotel-Promoting Heart Wellness; Bite into a Healthy LifestyleNational Nutrition Month. During FY 2014115, the City 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; Proper

weightgainduringpregnancy;

Howdoessecondhandsmokeaffectmyfamily; Junglejuicæ-TheadventuresofZobie; Cuttingbackon

screen time; Picky eaters-Making peace with food. The take home classes allow a WIC participant to complete the class at their own pace and in a time frame that best suits their schedule. Also during FY 2014115, the City of Amarillo WIC program continued to offer on-line nutrition education classes as an additional method in which WIC part¡cipants 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 popularwith WIC clients. Addit¡onally, during FY 2014l15, the WIC Nutrition Department continued to provide the Amarillo City Employee (ACE) newsletter with monthly recipes complete with

picturesofpreparedfoodsaswell asperiodicnutritionarticles- lnaddition,theWlCNutritionProgramdidthreepresentationsforthe City's Get Healthy Program with over 196 in attendance. The presentations included a discussion on healthy lifestyles and behaviors that included tips on goals for heartfelt workouts, consuming foods less processed, eating 5 or more fruits and vegetables/day, limiting recreational screen time to 2 hours or less/day, getting at least t hour of physical activity/day and 0 sugary dr¡nks/day and always have water or low-fat milk in place of sweet drinks. Each attendee received a copy of the colorful calendar that included many of the health tips discussed as well as featuring a healthy recipe each month. The City of Amarillo WIC Nutrition Program continues to be a source of inspiration and leadership in the field of nutrition education and to other WIC Agencies.

479

City of Amarillo WlC Nutrition Education

41 100

and Wages

4't500 PFP 41620 Unscheduled 41 820f Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 42110 TMRS 42115 OPÊB Funding 42300 State Unemployment 42400 Workers Compensation

5,903 31,102

41000 Personal Services 51 110 Office Expense 51200 Operating 51400 Photographic 51450 Botany & Agrigulture

345,226

514528&A-General 51456 B & A - Bedding Plants

514588&A-Fertilizer 514628&A-Chemicals 51700 Education 51850 Minor Tools 51950 Minor Office Equipment 53100 Natural Gas 53150 Eleckicity 53200 Water and Sewer 54000 Food

11,614

92,003 269 6,787 29,021 53,068 11,374 785

3,676 11,394 30,414

4,534 333 394

702 673,696 10,955 18,257

2,625 22,340 0 0 0 0 0 0

250

573 0

46,76 1

0 0 0 0

0 3,400 5,700

732 1,58ô

4,294

472,246 11,614 7,800 128,768 269 6,848 29,279 52,112 11,476 785 708

721,905 6,957 22,255 250

4,200 4,200 2,s00 2,800 1,200 46,761 3,400 5,700

1,956

1,590

5,230

5,848 1,089 5,500

1,073

1,071

3,770

5,500

51000 Supplies 61200 Postage 6't300 Advertising 61400 Dues 6'1410 Tuition 62000 Professional 63400 Employee Medical

36,994

99,081 1,742 1,050 1,800

100

60000 Contractual Services 71 1 00 lnsurance and Bonds 74000 Printing and Binding 75100 Travel 75200 Mileage 77450 Administrative Other 77610 lnformation Technology -

173 2,465

18,792 2,497

19,792

2,900

6,898

0 17,775

475

37,871 12,145

40,272 13,317

70000 Other Charges TEXPENSES Total Expenses

59,379 441,773

865,905

83 0 0 0 90 0

13,350 750

74,136

480

114,250 1,742 1,050

2,800 13,350 750

0 17,775

475 42,723 0 63,873 919,820

Gity of Amarillo

Department Staffing Report Department:

WIC Nutrition Education Personal Services Total

Number of

Employees Glassification

Description

Permanent Positions

0.35 ADM055 0.35 ADMsBs 0.35 CLR410 0.35 PRF585 1.40 PRF5B6 1.05 PRFsB7 O.7O PRFSBB

0.35 TEC160 0.35 TEC162 0.35 TEC450 0.35 TEC570 0.35 TEC571 0.70 TECSBS 1.05 TEC5B6 3.15 TECsB7 1.05 TEC5BB 1.40 TECsBg 2.10 TEC590 0.70 TEC591

ASSISTANT WIC DIRECTOR WIC MANAGER ADMINISTRATIVE ASSISTANT I II NUTRITIONIST I NUTRITIONIST II NUTRITIONIST III NUTRITIONIST IV WIC TECHNICIAN IV WIC TECHNICIAN V GREENHOUSE TEÇHNICIAN

DIETITIAN I DIETITIAN II

16.45

NUTRITION TECHNICIAN I NUTRITION TECH II WIC TECHNICIAN I NUTRITION TECHNICIAN III NUTRITION TECHNICIAN IV WIC TECHNICIAN II WIC TECHNICIAN III Total Permanent Positions

16.45

Total Department

72't,905

481

,Jü,Lo opE{ sþÀcÊt t tf, óit;s.oPtoRlú[rtlÊ3

482

CITYOFAMARILLO woMEN, TNFANTS & CH]LOREN (WrC) BREASTFEEDING (25313) 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 request¡ng 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 supporUeducation 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 breastfeed¡ng information to all pregnant women enrolled in the WIC Nutrition Program, and strive to increase the percentage of breastfeeding women lromTOo/o to 72% during the next year. Continue to educate staff and area medical professionals on the subject of breastfeeding.

OPERATING STATISTICS/PERFORMANCE MEASURES Percent of Born-to-WlC lnfants that are breastfed at the time of certification. (State standard is sixty (60) percent)

Actual 20't2t13

Actual

2013t14

2014t15

73o/o

7Oo/o

73o/o

ACCOMPLISHMENTS During fiscal year 2014115, 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

informationatWlCclinics, andbyeducatingandcontinuallyupdatingtheknowledgeofWlCstaffonthesubject. Asustainedrateof 70% or greater 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.

483

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 42110 TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation

39,615

53,494

1,385

2,121 3,966

10,5'15

53,971 1,385

2,200 14,716

776 3,317 6,065

783 3,346 5,956

1,300 90

1,311

41000 Personal Services 51 1'10 Office Expense 51200 Operating 51400 Photographic 5'1700 Education 51850 Minor Tools

53,458 302

77,052

83,870

1,980

2,1 76 0

4,168 850 2,031

4,168 850 2,031 1,500

51000 Supplies 61200 Postage 6't400 Dues 61410 Tuition

2,478

10,529

0 0

612 1,076

534

2,900

10,529 612 1,076 2,900

60000 Contractual Services 75100 Travel 77450 Administrative Other

534 6,586 5,864

4,588 4,500

70000 Other Charges TEXPENSES Total Expenses

12,450 68,920

580 1,563

4,854 637

484

1,500

4,588 6,800 4,886

4,740 9,240

I I,686

101,408

110,672

Gity of Amarillo

Department Staffing Report

Department: WIG Breastfeeding Personal Services Total

Number of

Employees Glassification

Description

Permanent Positions

0.04 ADM055 O.O4 ADMsB5

0.04 cLR410 0.04 PRF585 0.16 PRF586 0.12 PRFsB7 O.O8 PRF5BB 0.04 TEC160 0.04 TEC162

0.04 TEC450 0.04 TEC570 0.04 TEC571 0.08 TEC585 0.12 TEC5B6 0.36 TECsB7 0.12 TECSBB 0.16 TECsBg 0.24 TEC590 0.08 TEC591

1.BB

WIC TECHNICIAN III Total Permanent Positions

1.88

TotalDepartment

83,870

485

o¡Á¡ sÞÂc€lt Etttcis oProalutrlrtÊ3

486

CITY OF AMARILLO

woMEN, TNFANTS & CHILDREN (WlC) 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, and pleasant manner possible. Thesê support services include performing anthropometrical procedures and plotting results, assessing eligibility for the program based on financial, residency, and medical/nutritional factors, computer data entry, issuance of program benefits, scheduling certification and nutrition education appointments, copying/reproduction of materials, filing, and telephone and reception activities.

GOALS Maintain or increase the total number of participants served in Potter, Randall, Armstrong, Oldham, and Carson counties and therefore increase the percent of potential eligible served. Maintain or reduce the average length of time required to certifo a participant or deliver nutrition education.

OBJECTIVES

lncrease total number of participants from an average of 8,051 per month to 8,075

OPERATING STATISTICS/PERFORMANCE

MEASURES

Average number of participants served monthly Total number of WIC participants receiving food vouchers Percentage change from previoús year

Actual

2012t13

2013t14

2014t15

8,041

8,167 97,998

96,486 -2%

+2o/o

8,051

96,605 -2 o/o

ACCOMPLISHMENTS A major accomplishment of the WIC Client Services Section during 2014 was that services were maintained at a high level of ¡ntegr¡ty and delivered e¡pediently. The City of Amarillo WIC program experienced a 2% decrease in participation during 2014, 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. ln addition to providing services in Potter and Randall counties, the City of Amarillo WIC Nutrition Program provides services in

Armstrong, Oldham, and Carson counties. Another major accomplishment of the WIC Client Services Section during 2014 was continuing the use of the Masimo Pronto non-invasive hemoglobin testing. With the use of th¡s 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 City of Amarillo WIC Program was the f¡rst in the nation to adopt this technology and has been a modelfor many otherWlC programs that have followed in adopting this technology.

487

City of Amarillo WIC Client Services

41 100 Salaries and Wages 41 500 PFP

41620 Unscheduled 41 82OT Health lnsurance 41900 Life 42010 Social Security - Medica 42020 Social Security - OASDI 421 1 O TMRS 42115 OPÊB Funding 42300 State Unemployment 42400 Workers Compensation

575,063 13,984

7,1 85

9,200

30,142 64 3,385 8,125 28,499

113,032 330 8,338 35,654 65,198 13,974 964 863

158,201 330

827,399 15,900 11,700 18,400 3,200 600 5,620 97,067 3,970 10,613 3,502

886,24

170,622 936 500 6,903 2,500

77,238

237,846

3,323 542 364

41000 Personal Services 51 110 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

319,475

51000 Supplies 61200 Postage 61300 Advertising 61410 Tuition 62000 Professional 63400 Employee Medical

192,912

68100R&M-Building 68610 Office Equipment

'17,654

14,238 ô,094 0 0

3,066 136,754 3,221

8,719 3,168 0

738 298 {,0¿o

13,984

8,413 35,972 64,024 14,099

964 870 15,900

't1,700 18,400 3,200 600 5,670 3,500 3,228

11,873 3,168 936 500 6,903

2,500

0 16,048 0

100

3,542

3,915

18,124

18,396

2,783

2,818

18,396 0 0 3,335 2,172

60000 Contractual Services 71 100 lnsurance and Bonds 72000 Communication 75100 Travel 75200 Mileage 77450 Administrative Other 77610 lnformation

35,046 6,955

70000 Other Charges TEXPENSES Total Expenses

49,600

u,527

57,978

580,1 I I

1,080,9¡14

1,039,857

145

2,452 2,218

3,335 2,172 48,576 7,626

488

52,471 0

Gity of Amarillo

Department Staffing Report

Department: WIC Client Services Personal Services Total

Number of

Employees Classification Permanent Positions 0.43 ADM055

0.43 ADM585 0.43 CLR410 0.43 PRF585 1.72 PRF5B6 1.29 PRF587 0.86 PRF5B8 0.43 TEC160 0.43 TEC162 0.43 TEC450 0.43 TEC570 0.43 TEC571 0.86 TEC585 1.29 TEC586 3.87 TECsB7 1.29 TEC588 1.72 TECsBg 2.58 TEC590 0.86 TEC591

Description ASSISTANT WIC DIRECTOR WIC MANAGER ADMINISTRATIVE ASSISTANT I II NUTRITIONIST I NUTRITIONIST II NUTRITIONIST III NUTRITIONIST IV WIC TECHNICIAN IV WIC TECHNICIAN V GREENHOUSE TECHNICIAN DIETITIAN I DIETITIAN II NUTRITION TECHNICIAN I NUTRITION TECH II WIC TECHNICIAN I NUTRITION TECHNICIAN III NUTRITION TECHNICIAN IV WIC TECHNICIAN II

20.21

WIC TECHNICIAN III Total Permanent Positions

20.21

Total Department

886,244

489

06v

sf,t¡¡Èo¿ùod¿o 3s!to¡ã ¡ Sllvcs N!io

orr l,äv

CITYOFAMARILLO woMEN, TNFANTS & CHTLDREN (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, equ¡pment, 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 special¡zed assistance.

OBJECTIVES

To increase the percentage of Born-to-WlC infants breastfed since birth |rom77o/olo78%.

49L

City of Amarillo WIC Lactation Consultant

0 100

753 1,228

2,344

2 86 367 751 155 15

0 0

0 0 0 0 0

9,090

2,444

0 0

250

1,500

'1,500

0 0

1,750

I,750

181

178

375

178

s56 3,500 250

556 3,500 250

Salaries and Wages 41500 PFP 4'1620 Unscheduled 41 B20T 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

5,724

41000 Personal Services 51 110 Office Expense 51350 Chemical and Medical 51000 Supplies ô1400 Dues 614'10 Tuition 60000 Contractual Services 75100 Travel 75200 Mileage 77450 Administrative Other 70000 Other Charges TEXPENSES Total Expenses

E36

0 997

I,533 10,801

492

0 0 0

2,444

3,750 8,500

CITY OF AMARILLO

woMEN, TNFANTS & CHTLDREN (WlC) PEER COUNSELOR (25318) 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 support to pregnant women and breastfeeding women enrolled in the WIC Nutrition Program with a result ol a 1o/o increase in the number of pregnant women who initiate breastfeeding upon delivery of their infant.

OBJECTIVES

Provide breastfeeding information to all pregnant women enrolled in the WIC Nutrition Program. Provide in-depth counseling/consultation to those women experiencing difficulties w¡th breastfeeding. 'Actual

OPERATING STATISTICS'PERFORMANCE MEASURES Total number of Breastfeeding women enrolled in WIC vs. total number of Pregnant women enrolled in WlC.

2012t13

2013t14

Actual 2014t15

7Qo/o

86.5%

11oo/o

Actual

ACCOMPLISHMENTS During FY 2014l15, the Amarillo WIC Nuhition Program continued the Peer Counselor Program as a special grant from the State WIC Nutrition Program. Emphasis has been placed on providing education and support to the breastfeeding wómen enrolled in WIC and consultation is provided if problems are encountered.

493

City of Amarillo WlC Peer Counseior

Salaries 41500 PFP 41620 Unscheduled 41 820T FJealth nsurance 41900 Life 42010 Social SecuriÇ - Medica 42020 Social Security - OASDI 421 1O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Compensation

40,121 1,038 0 7,886

3,359 4,830

11,037 23

558 23 31

33,816

57,788 300

65,755 300 1,328

2,788

51000 Supplies 61200 Postage 61300 Advertising 61400 Dues 61410 Tuition

525

1,328

525

1,628 48 40,490

0 0 0

191

178

3,300

60000 Contractual Services 75100 Travel 75200 Mileage 77450 Administrative Other

178 3,343

3,710

44,029 9,626 800 3,552

70000 Other Charges

7,053 41,571

13,978 117,423

TEXPENSES'Total Expenses

1,038

4,503

23 582 2,487 4,549 975 67

318 1,359

41000 Fersonal Services 51110 Off¡ce Expense 51200 Operatins

40,478

587 2,510 4,467 984 67

1,628 48

40,490 350 3,300

M,189 9,626 800 3,6ô5 f 4,091

125,662

Department Staffing Report

Department: WIG Peer Counselor Personal Services Total

Number of

Employees Classification Permánent Positions 0.03 ADM055

Description

't.41

ASSISTANT WIC DIRECTOR WIC MANAGER ADMINISTRATIVE ASS ISTANT I I NUTR]TIONIST I NUTRITIONIST II NUTRITIONIST III NUTRITIONIST IV WIC TECHNICIAN IV WIC TECHNICIAN V GREENHOUSE TECHNICIAN 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 Posit¡ons

1.41

TotalDepartment

0.03 ADM585 0.03 cLR410 0.03 PRF585 0.12 PRF586 O.O9 PRFsB7

0,06 PRFs8B 0.03 TEC160 0.03 TEC162 0.03 TEC450 0.03 TEC570 0.03 TEC571 0.06 TECsBs 0.09 TEC5B6 0.27 TEC587 0.09 TEC588 0.12 TECsBg 0.18 TEC590 0.06 TEC591

65,755

494

CITY OF AMARILLO

woMEN, TNFANTS & CHTLDREN (WrC) CONTRACTORS (25320) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS

The WIC Contractors Department is responsible for assisting the State WIC Agency with the statewide implementation of the Electronic Benefits Transfer (EBT) technology as well as other manager¡al/automation tasks as needed.

GOALS To assure suceessful implementation of the EBT Technology in each WIC clinic location as the technology is implemented by regions throughout the state.

OBJECTIVES

To attend state trainings and EBT management meetings and to assist WIC clinics with implementation functions as an integral component of the EBT implementat¡on process.

OPERATING STATISTICS/PERFORMANCE 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

Actual

2012t13

2013t14

2014t15

254

74 563

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.

495

City of Amarillo WIC Mentor

200

324 74,476

200 324 74,476

51000 Supplies 61200 Postage 62000 Professional

3,463

60000 Contractual Services 75100 Travel 75200 Mileage

3,463 317 498

74,800 15,000 10,000

74,900 15,000 10,000

70000 Other Charges TEXPENSES Total Expenses

8ts 4,278

25,000 100,000

496

CIÏY OF AMARILLO woMEN, TNFANTS & CHTLDREN (W¡C) OBESTTY PREVENTTON (2532'tl FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The WIC Obesity Prevention Section is responsible for performing specified activities aimed at preventing the incidence of obesity through nutrition education.

GOALS The WIC Obesity Prevention Section's goal is to provide accurate and up-to-date nutrition education to participants through individual

and group nutrition educat¡on classes and/or activities. The education classes and/or activities will be targeted at increasing the participant's consumption of whole grains, fruits and vegetables, and lowering consumption of high fat and high sugar foods.

OBJECTIVES

* *

Provide nutrition education booths or activities at WIC nutrition carnivals focusing on whole grains, fruits and vegetables. Provide také-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

MEASU RES

Number of obesity prevention education classes or activities conducted Number of families in attendance

Actual

2012t13

2013t14

2014t15

540 2,388

411

1,822

297 1,119

ACCOMPLISHMENTS During 2014l15, the WIC Obesity Prevention Section focused on conducting classes that discussed increasing the consumption of fresh fruits and vegetables; the "My Plate" initiative; and worked with WIC participants to ensure the maximum benefit of the fruit and vegetable portion of their food package was being obtained and utilized.

497

City of Amarillo

WC Obesity

41'100 Salaries and Wages

41500 PFP 41620 Unscheduled 41 82Of Health nsurance 41900 Life 42010 Social Security - Medica 42020 Social Securiv - OASDI 421 1O TMRS 42115 OPEB Funding 42300 State Unemployment 42400 Workers Comþensation I

41000 Personal Services 51 1 10 Office Expense 51200 Operating 54000 Food

15,757 0

13,374 346

't,874 2,01s

2,629

1,119

13,493 346 1,119 3,679

308 ô97 2,497

194 829

837

1,516

1,489

271

325

328

33 30

27 ,488

20,382 302 7,033 6,000

21,536

13,335 2,500 50

13,335 2,500

1,188

1,289

3,738 37,455

3,839 38,710

0 0

285

5100Q Supplies

285

75100 Travel 75200 Mileage 77450 Administrative Other

0 0 3,01 5

70000 Other Gharges TEXPENSES Total Expenses

3,015 30,788

196

302 7,033 6,000

Gity of Amarillo

Department Staffing Report

Department: WIC Obesity Personal Services Total

Number of

Employees ,Glassification

Description

Permanent Positions

0.01 ADM055 0.01 ADM585 0.01 cLR410 0.01 PRF585 O.O4 PRF5B6 O.O3 PRFsB7 0.02 PRF588 0.01 TEC160

0.01 TÊc162 .0.01 TEC450 0.01 TEC570 0.01 TEC571 0.02 TECsB5 0.03 TEC5B6 0.09 TECsB7 0.03 TEC588 0.04 TECsBg 0.06 TEC590 0.02 TEC591

ASSISTANT WIC DIRECTOR WIC MANAGER ADMINISTRATIVE ASSISTANT III NUTRITIONIST I NUTRITIONIST II NUTRITIONIST III NUTRIT]ONIST IV WIC TECHNICIAN IV WIC TECHNICIAN V GREENHOUSE TECHNICIAN

DIETITIAN I DIETITIAN II

0.47

NUTRITION TECHNICIAN I NUTRIT¡ON TECH II WIC TECHNICIAN I NUTRITION TECHNICIAN III NUTRITION TECHNICIAN IV WIC TECHNICIAN iI WIC TECHNICIAN III Total Permanent Pos¡tions

0.47

TotalDepartment

21,536

498

CITY OF AMARILLO

woMEN, INFANTS & CHTLDREN (WlC) REGISTERED DIETITIAN (25322) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS

The WIC Registered Dietitian section is responsible for providing counseling for high-risk participants; consultation regarding the appropriate issuance of special formulas, providing staff training on nutrition related topics and nutrit¡on assessment procedures, following up on the implementation of VENA, assisting with Quality Assurance for nutrition education and clinical procedures, and conducting facilitated discussion nutrition education classes.

GOALS The WIC Registered Dietitian section's goal is to provide nutrition counseling for high-risk participants and assistwith training staff and performing quality assurance activities.

OBJECTIVES

* t * *

Provide specialized nutrition counseling for high-risk part¡cipants. 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 STATIST]CS/PERFORMANCE

MEAS U RES

Number of high-risk and special formúla consultations conducted

Actual 2012113

2013t14

Actual 2014115

370

286'

208

922

680

519

Actual

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 2014/15, the WIC Registered Dietitian section managed the high-risk counseling program and also assisted with the consultation of Physicians and WIC participants about the appropriate use of various specialized formulas for infants and children. The WIC Registered Diet¡tian section also conducted staff wellness trainings as a component of the statewide nutrition education program; conducted several nutrition carnival booths focusing on the increasing the consumption of fruits and vegetables and maintaining a healthy weight, and conducted several presentations for the City of Amarillo Wellness Program focusing on healthy eating and weight loss through good nutrition.

499

Gity of Amarillo WIC R D Grant

61400 Dues 61410 Tuition

60000 Gontractual Services 75100 Travel 75200 Mileage 77450 Administrative Other

0 0

70000 Other Gharges TEXPENSES Total Expenses

0 0

200

0 0

535 2,500 200 3,552

535 2,500

6,252

2,700 3,235

6,787

500

200 0

CITY OF AMARILLO EDWARD BYRNE JUSTICE ASSISTANCE GRANT (26T10) FUNCTIONS, GOALS AND OBJECTIVES FUNGTIONS I

To fund the purchase of equipment that will support law enforcement in projects addressing crime prevention and apprehension.

GOALS Support activities to prevent and control crime based on local needs and conditions. (Related to strategic goal - high quality of public safety)

SIGN¡FICANT CHANGES

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 Assistance Grant in future years.

501

City of Amarillo JAG Traffic Enforcement

51850 M

25,000

51000 Supplies 77900 Other Agencies

Tools 0 0

25,000 50,000

70000 Other Gharges 84910 Other Equipment

0 0

50,000 25,000

80000 Capital Outlay TEXPENSES Total Expenses

0 0

25,000 100,000

100,000

25,000

City of Amarillo FY14 JAG Program

70000 Other Gharges TEXPENSES Total Expenses

51,092 51,092

0 0

City of Amarillo

FYl3 JAG Program

70000 Other Charges TEXPENSES Total Expenses

50,725 50,725

502

CITY OF AMAR¡LLO NARCOTTCS UN|T (26210) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS

The purpose of the Narcotics Unit is to investigate narcotics violations in the City of Amarillo.

GOALS Many crimes in Amarillo are influenced by narcotics. Burglaries, robberies, auto burglaries, and thefts are sometimes comm¡tted to obtain money to purchase narcotics. The Narcotics Unit conducts undercover operations and utilizes paid and unpaid informants to identify manufacturers and distributors of narcotics in Amarillo in an effort to reduce the availability of those drugs. The Narcotics Unit investigates users of narcotics ¡n order to reduce the number of crimes narcotics addicts commit to support their drug use. The Narcotics agents work closely with other local, regional, state, and federal narcotics agents ¡nvest¡gat¡ng cases that extend outside Amarillo. (Related to strateg¡c goal - high quality of public safety)

503

City of Amarillo Narcotics Unit

I,890

9,875 16,500

51800 Fuel & 52050 Auto Parts 52050LABOR Auto Parts Labor 52120 Tires and Tubes Other

9,525 1,529 2,090

16,500 0

344

1,200

51000 Supplies 62000 Professional

13,488

27,590 10,000

27,575 10,000 10,000 3,160 650

345

60000 Contractual Services 71 1 00 lnsurance and Bonds 72000 Communication 77100 Court Costs 78215 lmpressed Funds

636 16,663 38,000

10,000 3,119 650 14,000 45,000

70000 Other Gharges 84100 Auto-Rolling Stock & Equ

55,298 28,777

62,769 0

80000 Gapital Outlay TEXPENSES Total Expenses

28,777 97,908

100,359

103,385

345 0

504

17,000

45,000 65,810 0

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 fortraining and training equipment.

GOALS The goal of this funding is to provide the Amarillo Police Department with funds for training required by the Texas Commiss¡on of Law Enforcement (TCOLE) and to provide needed equipment to carry out local training. (Related to strateg¡c goal - high quality of public safety)

OBJECTIVES To ensure that our officers receive the required training as set forth by TCOLE and provide the necessary equipment to carry out local tra¡ning.

s05

City of Amarillo Leose Training-Police

51850 Minor Tools 0 0

0 0

5't000 Supplies 61410 Tuition

429 3,200

60000 Contractual Services 75100 Travel

3,200 13,325

21,000

70ü10 Other Charges TEXPENSES Total Expenses

13,325 16,954

21,000 21,000

21 ,0oo 21 ,000

506

CITY OF AMARILLO LAW ENFORCEMENT OFFTCERS STANDARDS AND EDUCATION (LEOSE) - F|RE MARSHAL (26620) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS

TheAmarilloFireMarshal'sOfficereceivesthisfundingfortrainingandtrainingequipmentfromtheStateofTexas. Thisfundingisnot to be a replacæment of budgeted funds for training or equipment; rather a supplement to budgeted funds for training and training equipment.

GOALS The goal of this funding ¡s to prov¡de the Amarillo Fire Marshal's Office with funds for mandated training required by Texas Commission on Law Enforcement (TCOLE), and to provide needed equipment to carry out local training.

OBJECTIVES To ensure that our officers receive the required tra¡ning as set forth byTCOLE and provide the necessary equipment to carry out local

training.

501

Gity of Amarillo Leôse Training¡ Fire Civilian

70000 Other Charges TEXPENSES Total Expenses

0 0

537 537

508

0 0

CITY OF AMARILLO

TEXAS COMMISSION ON LAW ENFORCEMENT OFFICER STANDARDS AND EDUCATION (TCLEOSE) ATRPORT POLICE DEPARTMENT (26630) FUNCT¡ONS, GOALS AND OBJECTIVES FUNCTIONS

Amarillo Airport Police Department is charged with the enforcement of state and federal laws, local city ord¡nances, and a multitude of tasks relat¡ng to public welfare and safety. In addition to these tasks, the Airport Police Department is respons¡ble for the safety of civil aviation and security policies set by the Transportation Security Administration.

GOALS The Airport Police Department's goals are to maintain Texas standards and policies pertaining to the requirements of local law enforcement agencies and also federal mandated regulations prescribed by the Department of Homeland Security concerning the safety of civil aviation.

OBJECTIVES

To effectively and efficiently provide for the protection of lives and property, to preserve the public peace, and provide needed services for the airport and the community with the highest level of professionalism and ethical standards.

ACCOMPLISHMENTS Utilizing a variety of available resources including PRPC funding for)law enforcement training, the Airport Police Department has increased the level of training available to off¡cers in order to meet and often exceed the mandated training requirements issued by the Texas Commission on Law Enforcement Officer Standards and Education. By doing so, the Airport Police Department has improved the officers' competence and confidence in performing law enforcement tasks, while simultaneously reducing vulnerability to liability. lmproved background investigations for police applicants have resulted in the hirlng of more highly skilled and qualified officers. Ongoing development ol new and improved policies and procedures, based in part on identified best practices for Texas Law Enforcement agencies, has increased the department's overall efficiency and ability to govern organizational and operational matters, while providing guidance and direction to officers iñ the performance of their duties.

509

City of Amarillo Leose Training- Airport Securi

61410 Tuition

-1,301

1,500

60000 Gontractual SeMces TEXPENSES Total Expenses

.,| ,30

1 ,500

1,500

-1 ,30

1 ,500

I,500

510

CITY OF AMARILLO

AGREEMENT IN PRINCIPLE (AIP) PANTEX PROJECT FUND (26710) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS

The City of Amarillo is a sub-grantee of the Agreement ln Principle (AlP) between the U.S. Department of Energy (DOE), National Nuclear Security Administration (NNSA), Nuclear Production Office and the State of Texas. Grant funding provided to the City of Amarillo is designed to enhance the comprehensive emergency management program of the City of Amarillo and Potter County for hazards posed by the U.S. DOE Pantex Plant. The AIP Pantex Project Grant is coordinated by the Amarillo/Potter/Randall Office of Emergency Management (OEM). Grants are issued on a s-year basis with the current grant covering FY2O11 through FY20'16.

GOALS Coordinate and enhance the comprehensive emergency management program of the City of Amarillo and PotterCounty related to the potential radiological, chemical, or secur¡ty related hazards posed by the U.S. DOE Pantex Plant that could impact portions of the jurisdictions included in the Pantex Plant 10-mile Emergency Planning Zone (EPZ).

OBJECTIVES

* * * * * * * * *

Develop, coordinate, ancj maintain emergency plans and procedures related to the Pantex Plant. Coordinate appropriate Memorandums of Understanding (MOU), Memorandums of Agreement (MOA), orotheragreements .with the Pantex Plant, State, local, private, and volunteer officials for emergency response assets and capabilities. Meet with Pantex Plant, State, local, private, and volunteer officials as needed to coordinate emergency management activities. Participate in training, testing, drills, and exercises with the Pantex Plant, State, and local government agencies to enhance emergency preparedness. Develop and disseminate emergency preparedness information to the public focusing on businesses and residents in the EPZ.

Establish and maintain public warning systems in the EPZ. Provide support for direction and control facilities, mobile command platforms, and communications/data systems. Develop and implement a Reception Center for receipt of displaced families and individuals from a Pantex Plant incident. Coordinate the jurisdictions response and emergency public information programs related to a Pantex Plant incident.

OPERAT¡NG STATISTICS/PERFORMANCE

MEASU RES

Pantex Exercises Operations Based Discussion Based Pantex Drills Pantex Emergency Events Training Hours Public Awareness Presentations/Activities

Actual

Estimated

2013t14

2014t15

2 0

5 0

88 4

Estimated 2015116

0 1

00 4

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. OEM completed a revision of Annex W, Pantex Response Plan to the Amarillo/Potter/Randall Emergency Operations Plan and coordinated commun¡ty participation in several Pantex Plant drills and exercises throughout the year. During the upcoming year, OEM will participate in the re-negotiation of the AIP agreement for the next S-year period.

511

Gity of Amarillo AIP Pantex Project Fund

41 100 SalarieS and Wages

70,187 1,329 0

41300 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 42540 Tool Allowance 42550 Communications Allowance

3,424 10,335

900

2,737 1,500

3,925 25

901

I,048

3,854

8,906

7,O48

4,483 7,979

1,798

1,511

73 45'l

73 1,077 450

1,068

I,800

1,800

103,250

104,240 3,200

99,r87 3,751

't0,204 0

3,200 0 2,000 5,000

I I,860

7,000

2,900 362

1,049

51000 Supplies 61200 Postage 68300 R &M - lmprovements 69300 Leased Computer Software

71,410

1,027 4,391

238

41000 Personal Services 51200 Operating

60,969 1,200 2,737 11,003 11,590 25

1,049 1,656

1,757 73 1,099

450

3,751 1,700

1,200 0

60000 Contractual Serv¡ces 71 100 lnsurance and Bonds 74000 Printing and Binding 75100 Travel 75200 Mileage 77450 Administrative Other

0 5,945 0 700 21,290

70000 Other Gharges 84910 Other Equipment

27,935 222,880

9,000 0

80000 Gapital Outlay TEXPENSES Total Expenses

222,880 366,974

123,440

I15,200

6,000 3,000 0 0

6,000

3,000 0 0

9,362 0

City of Amarillo Department Staffi ng Report Department:

AIP Pantex Project Fund Personal Services Total

Number of

Employees Glassification

Description

Permanent Positions

1.00 PRF055 0.50 TEC901

TECHNICAL HAZARDS COORDINATOR

1.50

COMMUNICATIONS TECHN ICIAN Total Permanent Positions

1.50

TotalDepartment

99,187

5L2

CITY OF AMARILLO

cREENWAYS PUBLTC IMPROVEMENT DISTRICT (27100) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS The Greenways at Hillside Public lmprovement District (PlD) was established to provide for the maintenance of iandscaped parkways and common areas which include hardscape fealures. The Greenways PID continues to develop a l¡near park system which now contains approximately 29 acres. The parklike setting meanders throughout the development, ¡nterconnecting the home sites with a linear parlorvay. A large quantity and diversity of trees and shrubs have been added to enhance the park's large expanse of irrigated turf. The park oontains over a mile of walking/jogging trails for the use and enjoyment of all users.

GOALS

When the entire Greenways at Hillside area is developed, total park area is estimated to be 40 acres. Utilizing grant dollars from the State of Texas Parks and Wildlife Department, the eity constructed a natural setting city park with soccer fields and other recreational gpe amenities in what was previously an undeveloped playa lake. The City maintains this "playa park". There has been a total of Oftheseamounts,thebalanceasofOctoberl,20l5is $2,54S,OOOinbondsissuedfordeveloperreimbursementsforimprovements. $1,520,000. Based on the PID Advisory Board recommendations, current assessments will remain unchanged forthe 2015/16 fiscal year.

ACCOMPLISHMENTS

TheGreenwaysPubliclmprovementDiskictparkareaistoremainatapproximately29acresfortheFY20lS/16. Estimated

maintenance, operat¡on, and administrat¡ve costs total $337 ,245. Debt service payments total $205,301 . Lot counts, as of January 1,2015, totaled: 68 "A" lot assessments ($690), 832 'B' lot assessments ($575), 26 "D" lot assessments ($828), and 1 .8 acres of commercial property totaling $3,105. The 201 5/16 assessment total is $549,953.

Gity of Amarillo Greenways at Hillsidé

1 100

Salaries

41000 Personal Services 51200 Operating 51250 Janitor 51450 Botany & Agrigulture 53150 Electricity 53200 Water and Sewer

24,530 54 327 17,675 2,630 113,164

51000 Supplies 61200 Postage 61300 Advertising 61600 Unassigned 62000 Professional 67600 Temporary Labor 68300 R & M - lmprovements 68318 Lighting

133,850

392 264 0

5,912 78,883 10,602 0

27,410 0

425 25,003 2,600 139,184 167,212 450 300 0 7,176 79,985 26,000 10,500

0 0 0 15,000

2,700 145,000 162,700

450 300 15,000

7,176 108,000 14,000 0 10,000

68400R&M-lrrigation

3,988

69210 Rental City Equipment

2,173

60000 Contractual Services 77450 Administrative Other

102,213 't7,019

l3l,867 15,33ô

19,619

70000 Other Charges 83200

l7,0lg

rs,336

707,356

19,61 9 0

80000 Capital Outlay 92170 Trsf to Debt Service

707,356 't46,517

195,799

20s,302

195,799 537,624

205,302

92000 Operating Transfers TEXPENSES Total Expenses

146,517

I,l3l,496

513

4,500 2,956

0 154,926

542,,547

CITY OF AMARILLO

BRENNAN PUBL]C IMPROVEMENT DISTRICT (272OOI FUNCTIONS, GOALS AND OBJECT¡VES

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.

Gity of Amarillo Brennan lmprovement Dis

and

41000 Personal Servjces 51450 Botany & Agrigulture 53150 Electricity 53200 Water and Sewer

670 101

276 1.719

0 0 0

0 0

51000 Supplies 61200 Postage 61300 Advertising 62000 Profess¡onal 67600 Temporary Labor

2,095 48 587 816

0 0

7,343

68400R&M-lrrigation 69210 Rental City Equ¡pment

3 68

0 0 0

60000 Contractual SeMces Other 77450 Ad

8,865 937

70000 Other Gharges TEXPENSES Total Expenses

937 12,566

0 0

5L4

CITY OF AMARILLO

coLoNlEs PUBL¡C IMPROVEMENT D|STRTCT (27300) FUNCTIONS, GOALS AND OBJECTIVES FUNCTION The Colonies Public lmproVement Districl (PlD) was established to provide forthe installation and maintenance of certain lands_caped common areas to include hardscape features. Since the proposed services are in addition to the standard levelof sewice provided by the City, the property owners within the Colonies Public lmprovement District will be assessed for the cost of care and maintenance.

GOALS The Colonies PID is a multi-phased development and will be subject to developer re¡mbursements for portions of the improvements.

The Colonies PID collected the first assessmehts in January 2002. lmprovements such as a clock tower, landscaped medians, a bridge, gazebos, entryway features, and specialty lighting have been installed, dedicated, accepted and are now being maintained. Estimated debt service will be $265,339 on bond issues of $585,000 (2006) and $1.5 million (2008) and $1,535 million (2014) previously issued. Of these amounts, the balance as of October 1,2015 ¡s $2,976,952.

ACCOMPLISHMENTS

The estimated maintenance, operation, and administrative costs for the Colonies PID for FY 2015/16 total $299,380; including debt service, the total obligation is $564,719. The Coloniep PID assessment method is based on a propertfs land

useandsquarefootage. The2015/l6assessmenttotal isbasedonarateofassessmentmultipliedbythesquarefootage

ofalot. Thetotal squarefootageofresidential lotsthathavebeenplattedasofJanuaryl,20lSequals8,169,309square feet and is subject to assessments at a rate of $0.07. Also, as of January 1, 2015; 676,548 square feet of commercial property has been platted and is now subject to assessments at a rate of $0.07 for the first acre and $500 for any portion over one acre, with a maximum assessment of $10,000.

City of Amarillo j

Golonies

31,327

41 100

41000 Personal Services 51200 Operating 51250 Janitor 51450 Botany & Agrigulture 53150 Electricity 53200 Water and Sewer 51000 Supplies 61200 Postage 61300 Advertising 62000 Professional 67600 Temporary Labor 68300 R & M - lmprovements

23,334

31,327

'1,343

0 500 21,800

135

500

15,776

21,800 't2,496 137,894

13,469 95,r 66

13,469

96,978

125,890 410

f72,690

132,747

366

252 4,464

270

366 270 5,848 85,785 20,000 4,500 0

5,848

69210 Rental City Equipment

2,377

85,785 20,000 4,500 3,573

60000 Contractual Serv¡ces 71100 lnsurance and Bonds 77450 Administrative Other

98,279

120,342

116,769

14,005

14,304

96 18,441

70000 Other Charges 83200 lmprovement

14,100 1,497,644

14,387 0

18,537

80000 Capital Outlay 92150 Cert of Obligation

1,497,44

155,139

266,798

92000 Operating Transfers TEXPENSES Total Expenses

155,139 1,914,385

266,798

68400R&M-lrrigation

72,824 16,196 1,755

515

605,5¡14

265,339 533,393

CITY OF AMARILLO

TUTBURY PUBLIC TMPROVEMENT DTSTR¡CT (27400) FUNCTIONS, GOALS AND OBJECT¡VES FUNCTION The Tutbury Public lmprovement Diskict (PlD) was established to,provide forthe maintenance of eight landscaped parcels, which have been designated as common areas within the Colonies Unit Number 9 subdivision. Since the proposed services are in addition to the standard level of service provided by the City, the properg owners within the Tutbury Public lmprovement District will be assessed for the incremental cost of care and maintenance.

GOALS The Tutbury PID collected the first assessments in January 2002. All improvements have been installed, accepted, and are being maintained by a private contractor. The City has given the responsibility for maintenance of all landscape and hardscape materials to the Tutbury Homeowners Association. The City of Amarillo will continue to be responsible for payinent of all maintenance and operations for the Tutbury PlD, subject to recommendations from the Tutbury PID Advisory Board.

ACCOMPLISHMENTS

There are 24 lots within the Tutbury PID with no plans for expanding the area of the PlD. The projected 20'15116 maintenance and operating costs are estimated to be $14,481. Assessments will be divided among the property owners equally. Per the action of the Tutbury PID Advisory Board, assessments will rema¡n at $679 per lot.

City of Amarillo

Tutbury lmprv Dist

53150 Electricity 53200 Water and Sewer 51000 Supplies 61200 Postage 61300 Advertising 62000 Professional 67600 Temporary Labor 68300 R & M - lmprovements 68312 Other

454

454 1,953

3,000

1,953

2,407

3,450

2,407

258 240 6,244

270

270 240

200

0 10,700 0

10,700

60000 Contractual Serv¡ces 77450 Admin¡strative Other

8,828 913

11,182 828

11,222 852

70000 Other Gharges TEXPENSES Total Expenses

9f3 12,148

828 15,460

14,481

516

852

CITYOFAMAR-iLLO porNT wEsr PUBLTC TMPROVEMENT DISTRICT (27 5101 FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS

The Point West Public lmprovement Distriqt (PlD) was established to provide for the maintenance of several landscaped medians within City right-of-way. The City of Amarillcì has a policy of not allowing medians within City right-of-way and therefore required the PID be established for a maintenance mechanism. Since the proposed services are in addition to the standard level of service provided by the City, the property owners within the Foint West Public lmprovement District will be assessed for the cost of care and maintenance of the medians

GOALS This business/office park development will be a multi.phased development. However, a majority of the Point West PID medians have

beenfullydevelopedtherebynecessitatingâssessments. TheCityhasgiventheresponsibilityofmaintenanceforthePlDlandscaping to the Point West Property Owne/s Association, The City of Amarillo will continue to maintain hardscape materials and will be responsible fôr payment of all maintenance and operations of the Point West PID subject to recommendations from the Po¡nt West PID Advisory Board.

ACCOMPLISHMENTS

The projected 2015/16 maintenance and operating costs willtotal 529p21. These costs will be divided among the property owners based on the percentage of total square footage of property owned. Property owner assessments will remain the same as the previous year for a total of $52,000.

City of Amarillo Points West PID

14,481

53200

10,535

51000 Supplies 61200 Postage 61300 Advertising 67600 Temporary Labor 68300 R & M - lmprovements

10,535

15,300

276

280 9,325 2,000

60000 Contractual Serv¡ces 77450 Administrative Other

22,099 1,928

11,621

I,488

2,424

70000 Other Gharges TEXPENSES Total Expenses

1,928 34,563

I,488

2,424

28,409

28,526

10,855 10,957

5r1

14,481

CIWOFAMARILLO QUAIL CREEK PUBLTC IMPROVEMENT D¡STRICT {27610) FUNCTIONS, GOALS AND OBJECTIVES FUNCTIONS

The Quail Creek Public lmprovement District (PlD) was established to provide for the maintenance of the common area with brick dumpster enclosures to include a lighted landscaped median within Cig right-of-way. The amenities 9{ered within this PID are in addiiion to the standard level of service provided by the City. The property owners within the Quail Creek Public lmprovement Distric{ will be assessed for the cost of care and maintenance of the common area amenities

GOALS This 29 lot residential subdiv¡sion was developed on an irregular piece of land and was limited in what could be drafted into a workable residential design. The large median in the middle of lhe development was a result of this inegular tract. There will be no entry features associated with this tract and the only landscaping will be grass and trees within the median mentioned above. The subdivision improvements associated with this PID were completed and accepted in the spring of 2009 and are now being maintained by a private contractor.

ACCOMPLISHMENTS

Theprojected2}lstl6maintenanceandoperat¡ngcostswill

total $9,141. Thesecostswillbeequallydividedamongthe29

lot property owners. The PID Board recommended increas¡ng the assessmentforeach lot ownerfrom $237to $350 in order

tofundthe2015/l6maintenanceandoperatingcosts.Thetotal propenyownerassessmentwilltotal$10,150. AmarilloPlD policy specifies that a minimum amount equal to a 3-month operating reserve remain on deposit within the fund.

City of Amarillo Qua¡l Creek PID

147

155

172

4,175 4,322

3,430

4,956

3,585

5,128 26

264

280 2,630

531 50

53200 Water and Sewer 51000 Supplies 61200 Postage 61300 Advertising 67600 Temporary Labor 68300 R&M-lmorovements 60000 Gontractual Services 77450 Administrative Other 78230 Loss on Bad Debt 70000 Other Charges TEXPENSES Total ExPenses

2,630 477 3,384 373 1

374 8,079

s18

510

3,446

3,46

384 0

567 0

384 7,415

9,141

567

CITY OF AMARILLO

VINEYARDS PUBLIC IMPROVEMENT DISTRICT (277 1 OI FUNCTIONS, GOALS AND OBJECTIVES FUNCTION The Vineyards Public lmprovement District was established to provide for the installation.and maintenance of certain landscaped areas (common areas). Since the proposed services are in addition to the standard level of service proúided 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 Vineyards PID collected the first asséssments ¡n October 2012.. lmprovements such as landscaped medians

and specialty lighting have been installed, accepted and therefore, are now being maintained within the first phase of development.

ACCOMPLISHMENTS

The estimated maintenance, operation, and administrative costs for the Vineyards PID for FY 2015/16 total $3,123. These costs will be equally divided among the property owners. Therefore, ¡n order to not substantially burden lot owners with a large assessment, the PID Board recommends assessing each lot owner $50. The total property owner assessment will total g3,300. Amarillo PID policy specifies that a minimum amount equal to a 3-month operating reserve remain on deposit within the fund.

Gity of Amarillo Vineyards PID

1,776

214 842

1,133

51000 Supplies 61200 Postage 61300 Advertising 67600 Temporary Labor

1,963

1,056

f ,349

264

300 1,200

33 300 1,200

60000 Gontractual Services 77450 Admin¡strative Other

1,472

1,533 84

1,533 241

3,435

2,673

241 3,123

, 187 53200 Water and Sewer

70000 Other Charges TEXPENSES Totâl Expenses

1,200 0

519

CITY OF AMARILLO

REDSTONE PUBLIC IMPROVEMENT DISTRICT (27800) FUNCT¡ONS, GOALS AND OBJECTIVES FUNCTIONS

The Redstone Public lmprovement Distr¡ct (PlD) was established to provide for the installation and maintenance of certain landscaþed common areas to include hardscape features. Since the proposed services are in addition to the standard level of service þrovided by the City, the property o*nàrs within the Redstone Public lmprovementìDistrict will be assessed for the cost of care and maintenance.

GOALS

The Redstone PID will be a multi-phased development and will be subject to developer reimbursements for portions of the improvements. The Redstone PID has incurred administrative fees; however, no public improvements requir¡ng maintenanc¡ and operational costs have been installed.

The projected 2015t16 administrative costs will total $327. The 2015/16 assessments assoc¡ated with platted property were wáived by the PID Advisory Board. The owner agrees to submit payment for all administrat¡ve expenses for the fiscal year 2015116.

Gity of Amarillo Redstone PID

300 Advertising 62000 Professional 60000 Contractual Services 77450 Administrative Other 70000 Other Charges TEXPENSES Total Expenses

276

308

276

72 380

327

520

City of Amari llo

Capital lmprovement Proj ects

52r

CIIY OF

AfvtARltLO" OPEff SÞÀCÊS

' Ef,DlEss OPrOnlÚtrllrÊ:

522

CITY OF AMARILLO ¡NTRODUCTION The City's Capital lmprovement PIan represents the staff's determination of projects that need to be completed during the next five years

to ¡mprove the quality of life for all our citizens and to improve our present service delivery system. Funding for the 20t4/20L5 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 chahging needs and priorities. CAPITAL PROJECTS FUND

General Construction -- To account for traffic engineering and other miscellaneous construct¡on funded primarily by the general revenues of the City. This fund also accounts for costs of construction of various ¡mprovements to the City's parks which, in recent years, have been financed primarily by general revenues and, in some instances, by intergovernmental grants. The General Construction Fund is also used to account for general revenues designated for replacement of existing buildings, improvements and equipment, and for similar projects.

Street Assessments Fund -- To account for the construction of streets and alleys which are financed primarily by property owner partic¡pation. 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 ¡nstances by property owner participation. 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 CAPITAT lMPROVEMENT PROJECTS

General Fund The General Fund is the financing of improvements from revenues such as general taxation, fees, or service charges. Earmarked Funds

With earmarked funds, monies are accumulated in advance or set as¡de 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 permanent types of improvements such as municipal buildings, parks, and recreat¡on facilities. General Obligation Bonds With general obligation bonds, the taxing power of the jurisdiction is pledged to pay interest and retire the debt. General obligation bonds can be sold to finance permanent types of improvements such as municipal buildings, parks, and recreation facilities. Voter approval is required. Revenue Bonds Revenue bonds are frequently sold for projects 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 title to the equipment can be conveyed to the municipality without any future payments. Special Assessments

Public works that benefit particular properties may be financed more equ¡tably 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.

523

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 City. FUNCTIONS OF THE CAPITAL IMPROVEMENT PROGRAM

Estimating capital requirements, budgeting priority projects and identifying revenue sources for proposed improvements. Scheduling all capital projects over a fixed period with appropriate planning, implementation, and informing the public of projected capital improvements. Coordinating the activities of various departments in meeting project schedules.

Monitoring and evaluating the progress of capital projects. CAPITAL IMPROVEM ENT DEFINITIONS

Capital lmprovement Proiect Any expenditure of public funds for the purchase, construction, rehabilitation, replacement, or expansion of the physical assets of the commun¡ty when the project is relatively large in size, expensive, long-term, and permanent. A cap¡tal improvement 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 operating budget items and which should be financed out of current revenue. Capital lmprovement Program A five-year scheduling of public physical improvements to be constructed with estimated resources available to finance the projected expenditures. 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 continues to face an aging infrastructure. The City has included 53.6 million for arterial roadway reconstruction and right of way and utility adjustments. For next year's budget, the City has allocated 5150,000 which together with the prior year's dollars of 5518,731 will complete the upgrades and repairs to the animal shelter. The City has allocated 514 million to fund the Next Generat¡on Radio System project,

with bond funding of 512.3 million. The City has funded 9t.3 m¡llion of matching funds associated with the Tiger Grant appl¡cation forPolkand6thstreetstreetscapeenhancements. lfapproved,thisprojectwill requireanadditional S3.gmillionofCityfundsfora total project o1 5I7.2 million. TheCityhasincluded 5244,432 matchingdollarstofundthegrantapplicationfortheRocklslandRail Trail Master Plan improvement project, for a total project of 581,4,775. The City's General Fund capital program includes S1.1 mill¡on for equipment replacement in the Transit Department, of which, we anticipate 5937,625 in 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 Utilities Fund, had an excellent year. The Utilities fund includes S35.2 mill¡on in capital projects, partially funded w¡th anticipated bond proceeds of 521.6 million. Amarillo now has nearly 1,136 miles of water ma¡ns in the City and an additional 968 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 improvements to the storm water drainage system. We ant¡cipate addressing capital needs in the approximate amount of S1.7 million for the 2074/2015 year. The City continues the development of the downtown convention center hotel, parking structure, and multi-purpose venue. The City has entered into a development agreement, which has been assigned to the Amarillo Local Government Corporation. The Corporat¡on's charge is to work with a developer on three downtown ¡n¡t¡atives: 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 ¡ssue about 538.5 million in hotel tax revenue bonds in the next two years to finance the parking garage and multipurpose event venue.

524

CITY OF AMARILLO CAP¡TAL PROJECTS

Project Number

Proiect Nanne

411028 Security System-Library Branches New Vehicle Request 15/16 Vehicles & Equipment for 17 41 0964 New Police Posiiions 411042 New Traffìc Signal Construction WD Main Replacement Crew, 521238 Equipment & Crew Storm Sewer Pipe/Manhole Repair 56005'l Crew 41 081

Total Prqlect

Personnel

Utilities

Maintenancel Equipment Rental

6,000 16,758

31,794

338,942 130,000

6,000

Total lmpact

16,758

100,000

83,860

Ofher

1,760

550.000

109,902

76,028

14,680

200,610

318,8s0

100.767

96,628

600

197,995 7

Only six of the projects listed in the current capital projects budget will have quantifiable operating ¡mpacts. The Library's new radio frequency identification security system will require $6,000 in data process¡ng. The Police Department will be replacing four aged vehicles that have high mileage. The total operating cost of the new vehicles will be $16,758. The costs are for rental and fuel fees. The Police Department will also be purchasing vehicles and equipment for seventeen new police positions at a total operating cost of $31,794. Those costs are also associated with rental and fuel fees. The Public Works Depa(ment's new traffic signal construction will require an electricity operating cost of $1,760. The Utilities Department will be adding a Water Distribution Crew and required equipment for that crew to replace water mains. Many of the Ciiy's 2" water mains are past their useful life and must be replaced. Salaries and benefits will add an operating cost of $109,902. Operations and maintenance costs associated with the water main replacements are $14,680 for operating funds, claims, linens, tools, tuition and travel. Auto parts and rental equipment total $76,028. The Drainage Utility Department will use remote cameras and inspection equipment to survey the condition of the City's 125 miles of storm sewer pipe and determine which sections need cleaning, repair, or replacement. This will require a storm sewer pipe/manhole repair crew. Operating costs will be $100,767 in salaries and benefits and $96,628 in minor office equipment, auto parts, rentals, and repair and maintenance. There will also be a $600 cost associated with linens.

525

CITY OF AMARILLO CAPITAL PROJECTS FUNDS FISCAL YEAR 2015/,16 Solid Waste

Street Golf Course Disposal Bivins Civic Center lnterfund General Street Total Transfers Construction Assessments lmprovement lmprovement lmprovement lmprovement lmprovement Balance 10101114 (See Below) Fiscal Year 2014115 Add: Operating Transfers Grant and Other Revenue Deduct: Capital Expenditures And Amounts Committed Operating Transfers

Balance 10101115

(¡ N

Fiscal Year 2015116 Add: Bond Proceeds Operating Transfers Grant and Other Revenue Deduct: Capital Expenditures Operating Transfers

Balance 10101116

Available Funds Calculation: Cash and lnvestments (Appreciaiion) Depreciation in lnvestments

Assets to be converted to Cash Less Liabilities Less Consiruction in Progress Balances Balance 10101114

3,512,357 498,023 283,621 192,875 4,633,123 242,437 4,101,143

'13,463,579

14,383,493

0 11,203,429

'1,000,848

733,504

0 500

1,200,000 3,887

214,100

200,000 31,800

1,780,064 17,000

(9,499,754)

(261,384)

(927,401)

903,260

(36,486)

(1,550,773)

(48.448\

(3,887)

(11,372,538) . _ - _ _ _ _ _ _ _ _ 1_3_9f.,_3_9_0_)_

_ _ _ _ _

(252,

17,171,022

0 5,901,088 237,139 556,220 154,950 5,768,183 206,008 4,347,434

12,298,620 11,634,893

12,298,620 8,647,747

3,277,468

3,016,1 18

500

(27,970,045)

(24,765,04tîj

(1 50,000)

(306,1 63)

(48,400)

16,105,795

s.050.128

1,200,000 3,900

31,800

0 50

1,787,146

214J00

(1,200,000) (3,900)

(3s5,000)

(1,s00,000)

(253,863)

11,000

87.639 556.220 115.187 5.444.983 206.058 4,645,580

40,522,201

19,236,8s2 651,390 1,738,056 192,875 11,344,252 292,437 7,066,339

(8,4e3) 1,069,398

1,054,088

1,392

(1,714,1s1)

(644,843) (810.408)

(2,es6,726) (2s,162.801) 13,463,579

(2,e14)

(1 s,

(1s3,367)

(576)

(1,607) 9,784 (5e1 ,534)

(3,3e6)

4,134 (6,1 98)

-_____l_6.,12!,1?_2_)________(_5_9:_0_qQ-_-l_2_,_9-s_e_LZ-3_6_).

0 3,512,357 498,023 283,621 152,875 4,633,123 242,437 4,101,143

City of Amarillo Fisca I Yea r 2Ot5 | 2OL6 Ca pita I I m prove me nt Progra m

FY 2OL5l2Ot6

Total Project

DescriPtion 4LO795 Next Generation Radio System: Project to replace the existing VHF conventional twoway radio communications system with a new 800 MHz P25 Phase 2 two-way radio

L4,000,000

communications system. 41010-1231 Radio Communications

14,000,000

4IOZL} Siren System Expansíon Project: Replacement of three existing outdoor severe weather emergency warning sirens, and the addition of one new siren. Subsequent years will add/replace sirens as needed. 4LOLO-L232 Emergency Management Services 4tO2L4 Reroof Various City Buildings: Reroof and repair various roofs on City buildings. 4IO22O Additional/Renovation of City Hall: Renovat¡ons and upgrades at City Hall. 4L0815 Civic Center Ramp Replacement: Replacement of ramp damaged during flood.

1_10,550

110,550 150,000 200,000 580,000

410953 Animal Control Structural Repairs and Upgrades: Replacement of doors, cinder block walls and rool in addition to the repair of walkways, paint, and kennels at the Animal Control 150,000

facility. 4LLO44 Simms Buildíng Parking Lot & Curb Enhancements: New parking lot between 8th Ave

and 9th Ave. facing Buchanan St. along with curb enhancements.

375,000 1,455,000

4t0l0-t252 Facil ities Ma nagement 4LtO28 Security System-Library Branches: Replace and upgrade security system for North, East, Southwest and Northwest branch libraries to Radio Frequency ldentification security system.

1"00,000

4LOLO-126O library

100,000

4LO236 Arterial Reconstruction: Reconstruction of arterial streets that have major pavement

failures. 410438 Hillside Rd. from Soncy Rd. Loop 335: Relocation of three Exceltransmission line poles that are within the roadway right-of-way. 47LO25 Tiger Grant Polk St.: Matchíng funding for a Tiger Grant submitted in May 2015 to

2,5oo,ooo

provide streetscape enhancements along Polk St. and on 6th Ave. 4tLO46 ROW & Utility Adjustments LP 335 Bell St.-Soncy Rd.: City of Amarillo portion of funding for purchase of right-of-way and utility adjustments for upgrading of LP33 to a

1,300,000

freeway section from west of Bell St. to Soncy Rd. 41010-1410 Engineering

1,100,000

300,000

5,200,000

4LO495 Asphalt Patch Truck with Operator: 34500 GVW truck with pothole patch unit.

744,O00

4LOLO-142O Street

t44,OOO

41-0819 2015 New Vehicle Request: One Cat L1L vehicle for Narcotics, three Cat 117 for

83,860

SWAT, T&P and the Traffic lnvestigation Unit.

521

City of Amarillo Fisca I Yea r ãOLS | 2Ot6 Ca pita I I m p rove ment Progra m

FY 2OL5|2OL6

Description 41096415/16 Vehicles & Equipment for New Police Positions: Six Cat L08 SUV (dual use), and one Cat 117 B&W package SUV. 4L1080 l/Leads Upgrade: Multi-year project to replace the lntergraph I/LEADS application with WebRMS, which is the most current version. 41010-1610 Police Department

Total Project 338,942 423,000 845,802

41-1078 Rock lsland RailTrail Master Plan lmprovement Project: Trail improvements including

signage, parking lot and lighting, bike route sharrows, intersections improvements, and

neighborhood entra nces. 4tOtO-t7zO Planning

8L4,775 814,775

4LO97O End of Life for Traffíc Signal Controllers and Cabinets: Replace outdated traffic signal

controllers, master controllers and traffic signal cabinets as they have passed the end of their service life. 41,IO42 New Signal lnstallations L5/L6: lnstallation of new traffic signals. 4IIO43 Rebuild Signalized lntersection s L5/L6: Replace and/or rebuild traffic signals which

175,300 130,000

are damaged during the year.

35,000

41010-1731 Traffic

340,300

41,0976 Transit Shop Equipment: Replacement of aging equipment.

50,000

4LO977 Transit Hardware and Software: Replacement of aging hardware and software.

65,000

4tLO27 FTA 15/16 Vehicle Replacement: Purchase replacement buses. Amount to be adjusted when FTA announces L5/1,6 grant funding distribution in the summer of 2016. 41,1045 Fixed Route/Para Transit System Upgrades: Purchase of hardware and software to comply with new ADA guidance. Allows for spec-trans customers to find out when bus will a

806,618

200,000

rrive.

1,L21,61.8

LOLO-L7 6L Tra nsit-Fixed Route

4LO709 Pool Bath House lmprovements: Funding for improvements to the exist¡ng bath

house, pump rooms, and equipment replacement at Southwest, Southeast and Thompson pools.

50,000

41010-1840 Swimming Pools

50,000

410833 Electrical Repair and Service: Supplies and permítting to install electrícal service to six existing park restrooms. 4IO847 New Park: Renovation of Gene Howe Park necessitated by the Martin Road Lake modifications to increase flood water volume capacity, which included Gene Howe Park.

400,000

41010-1861 Park Maintenance

430,000

411053 SCBA Bottles: SCBA bottles

33,000

528

30,000

City of Amarillo Fiscal Yea r 2Ot5 | 2Ot6 Ca pital I mprove ment Progra m FY 2OL5|2OL6

Total Project

Description 4LLO79 Fire Act Grant Match FYL5: Set aside a grant match of 520,000 for FEMA's Assistance to Firefighters Grant. This will allow a 5120,000 project to be implemented by the Fire

Department based on approval, program guídance, and department priorities and needs. 41010-1920 Fire Support

120,000 153,000

24,765,045

4100 General Construction Fund 41-5339 ADA lmprovements: lnstallation of ADA ramps and accessible sidewalk

improvements, and/or ADA improvements at signal controlled intersections. 4LSO-142O Street Assessme nts

150,000

4150 Street Assessments Fund

150,000

420003 Overlay Project: City-wide overlay of streets that have not been overlayed or reconstructed within the last ten years. 42OO-142O Street I m proveme nt

1,200,000

4200 Street lmprovement

1,200,000

430035 LF Liner Cell 10 Phase 3: The liner installation of Phase lll will include approx. 600,000 square feet of composite liner. 430067 Annual Landfill Engineering Services: Annual engíneering services required to stay in

1,200,000

300,000 55,000

compliance with TCEQ and EPA regulations. 43OO-L432 Solid Waste Disposal

355,000

4300 Solid Waste Disposal lmprovement Fund

355,000

440060 Hockey lmprovements: New dasher wall system for current ice hockey rink and new Zamboni ice resurfacing machine

125,000

440069 Auditorium Elevator: New patron elevator located to the west side of the auditorium 440086 Downtown lmprovements: Funding to be used for the downtown improvement

125,000 L,L00,000

project. 440098 POS System: New point-of-sale system to use with concessions in order to track sales in real time, modify menus, and prices, as well as track inventory for events at the Civic

150,000

Center. 4400-1241 Civic Center I mprovement

1,500,000

4400 Convention Annex lmprovement

1,500,000

529

City of Amarillo F

isca I Yea r 2OL5 | 2Ot6 Ca pita I I m p rove ment Progra m

tY 2OLsl2Ot6 Total Project 27,970,045

Description

4000 Capital Project Funds 521.636 PRD Asarco Meter Vault: Meter vault for redundancy at ASARCO. 52L9t3 PRD XCEL Energy Meter Vault: Meter vault for redundancy at XCEL Energy. 52L91.4 PRD Rehab Carson Co. Pump Station Switchgear: Replace or retrofit existing main switchgear, related transformers and breaker panels and three synchronous motor starter controllers. 52L23-522O0 Wate r Prod u ctio n

50,000 50,000

950,000 1,050,000

52L725 TRN Osage/Arden Rd. Transfer Main: lnstallation of water transfer supply pipeline

from the Osage Water Treatment Plant to the connection for Arden Road Pump Station, and the additíon of a pump and ground storage tank the Arden Road Pump Station. 17,195,000 52123 -52210 Wate r Tra nsm iss io n

17,195,000

521787 OSG Rehab or Replace Chlorine Scrubber System: Replace present scrubber system with a dry media scrubber to ease annual operating and maintenance costs of cleaning and replenishing.

225,OOO

52191-0 OSG Replace Forklift: Replace forklift.

25,000

52123-52220 Su rface Water Treatme nt

250,000

521238 WD Crew, Main Replacement: Vehicles and equipment for new crew.

550,000

52t4OO WD Water System Expansion: Annual project to fund new water main extensions.

500,000

521.406 WD Large Valve Replacement: lnstallation and replacement of large valves in the

distribution system. 52L641" WD Water Main Replacement Project: Outside contracting to replace small diameter water mains throughout the city. 52L643 WD Water E&l: Funding for emergency, critical, or unexpected needs to City's water system.

325,000 750,000 2,500,000

52L645 WD Water System Master Plan: Update the existing Water Distribution Master Plan. Last update was in 2002.

750,000

52t9O7 WD TXDOT Loop 335 Bell St. West to Soncy Rd.: TXDOT required moving of water distribution lines located in Loop 335 right-of-way on Hollywood Rd. from l-27 west to Soncy 1,669,374

Rd.

521918 WD Additional Equipment for Existing Crews: New equipment for department. 52123-52230 Wate r Distri bution

375,000

7,418,374

52L402 WWC Sewer System Expansion: New sewer main extensions in new development areas.

500,000

52L429 WWC Cast lron Lining: Rehabilitation of sewer mains crossing major traffic locations

450,000

530

City of Amarillo Fisca I Yea r 20L5 | 2Ot6 Ca pital I m p rovement Progra m

FY 20tsl20t6

Total Project

Description 521647 WWC Manhole Rehabilitation: Replace and rehabilitate deteriorated manholes

throughout the City.

150,000

527649 WWC Sewer E&l: Emergency and unexpected needs in the City's sewer system.

1",800,000

521659 WWC Sewer Main Rehabilitation Program: Multi-year sewer main replacement or

rehabilitation effort targeted to problematic wastewater collection lines. 521909 WWC TXDOT Loop 335 From Bell St. West to Soncy Rd.: TXDOT required moving of wastewater collection lines located in Loop 335 right-of-way on Hollywood Rd. from l-27 west to Soncy Rd. 521923 WWC LS At Loop 335/Smelter Rd: LS located west of Smelter R. and Loop 335 from proposed LS east to just east of Dumas Dr. 527943 WWC Emergency Repair Sewer Line Hillside Terrace: Emergency sewer line replacement. 52L23-52240 Waste Water Col lection 520795 RR T-5 High Service Pump Replacement: Replace T-5 high service vertical turbine pump. 520973 RR Digester Mixing System Rehab: Rehabilitation and/or design of a new digester mixing system. 52t788 RR Filter Media/Replacement: Removal and replacement of filter media for seven filters to restore filters to original capabilities. 521904 RR VFD High Lift Reclaimed Pumps (Med. Voltage): Variable frequency drive and motor for high service pump (T-5). 52L23-52260 River Road Water Reclamation

500,000

2,763,750 3L3,000 1",606,707

8,083,457

75,000 30,000 225,OOO

260,000 590,000

520682 HR Nutrient/Selenium Removal: Upgrade the Hollywood Rd. treatment plant for

nutrient removal capabilities. 52tt2o HR Digester Mixing System Rehab: Rehabilitation and/or design of a new digester mixing system. 521772 HR Replace 1994 SemiTractor: Replace a current department owned 1994 Mack semi-truck. 521916 HR Filter Replacement/Rehab: Replace or rehabilitate the existing filter complex built in L994. 52123-52270 Hollywood Road Waste Water 521638 ELB Storm Water Permit Renewal: Obtain a consultant to assist personnel with applying for and obtaining a new City of Amarillo Municipal Separate Storm Sewer System permit from the TCEQ. 52177I ELB lon Chromatograph: Purchase of ion chromatograph to detect and quantify anions in many different water types. 521903 ELB GC/ECD: Replace an existing 1998 laboratory ECD gas chromatograph. 52L23-52281 La borato ry Ad m i n istration

531

50,000 1"00,000

1L0,000 150,000 410,000

75,000 75,000 75,000 225,OOO

City of Amarillo Fiscal Yea r 2Of-S | 20f.6 Ca pital I mprove ment Progra m FY 2Otsl2OL6

Total Project

Description

35,221,83t

5200 Water and Sewer System Fund 54OO72 Parking Lot & Garage Enhancements: Outdoor parking lot and exit lane

425,OOO

ï:#"il:llv

nuuu", Removar project: Runway rubber removatas required by FAR part 25,000

139.

540098 Leased Hangar Repairs: Various improvements to leased hangars, mainly roof and fire suppression related. 540109 FAA Grant (P2OIal: Shoulder rehabilitation on taxiway and lighting improvements on taxiway. 540123 Hanger 4 L¡ft Station Repair: Lift station repair for oil/water separators. 540726 Airport Fuel Farm Rehabilitation: Fuel pump replacement and software installation for airport fueling island. 54OL27 Building 602 Fire System lmprovements: Upgrade pump house which includes fire sprinkler water pump and associated electrical. 54013L FAA Grant (P201-5): Shoulder rehabilitation on taxiway and lighting improvements on taxiway. 54120-5400 Airport Fu nd

7,157,243

5400 Airport Fund

7,157,243

560000 Storm Sewer Repairs (E&l): Annual project to fund emergency and unexpected maintenance problems in the storm sewer drainage system. 560045 S. Coulter St. Storm Sewer from Hollywood Rd. (Loop 335) to Sundown Ln.: Construct

455,000 3,1l-5,963 62,OOO

27,OOO

40,000 3,007,380

382,000

a new storm sewer in Coulter St. from south of Hollywood Rd. south to Sundown Ln., and

then east under lH27 and outfall into Playa Lake #11. 56005L Storm Sewer Pipe/Manhole Repair Crew: Vehicles and equipment associated with new crew. 560062 Arden Rd. from Soncy Rd. to Helium Rd. Phase l: lnstall a new storm sewer for Arden Rd. from Soncy Rd. to approx. 330 feet west of Soncy Rd. ín conjunctíon with a paving project to serve Herítage Hills and Hillside Terrace. 56200-5600 Drainage Utility Fund

500,000 1,700,850

5600 Drainage Utility Fund

1,7oo,g5o

5000 Enterprise Funds

44,O79,924

6l-0003 Scheduled Replacements: Scheduled replacement of fleet vehicles.

6,875,700

6100L1 Ground Monitoring Well: lnstallation and management of monitoring wells and related TCEQ reporting to permanently close fueling site.

532

500,000 318,850

90,000

City of Amarillo Fisca I Yea r 2OtS| 201,6 Ca pita I I m p rove ment Progra m FY 2OLsl2OL6

Total Project

Description

61120-6100 Municipal Garage Fund

6,965,7O0

6100 Municipal Garage Fund

6,965,700

620005 lT lnfrastructure & Support Replacements: Scheduled replacement of servers, PC's and laptops. 620006 lT Public Safety Capítal: lmplement two factor authentication and mobile device management for law enforcement vehicles, and replace a portion of the laptops used in public safety vehicles. 620025 Network lnfrastructure: VMWare server software licenses, Simms Building hardware,

230,000

L40,000

backup to disk appliance and additional disk storage.

270,O00

620032 Microsoft License True-Up: Microsoft software licensing. 620034 lT Telecom Upgrades: Telephone switch and maintenance. 52150-6200 lT Fund

180,000 890,000

6200 lnformation Technology Fund

890,000

70,000

6000 lnternal Service Funds

7,855,70O

I City of Amarillo

79,905,669

s33

crfY oF

AMARILLO

534

CITY OF AMARILLO 201512016 GENERAL CAPITAL

$16.0

$14.0

$r2.0

tr .9

$r0.0 $8.0

= $o.o $4.0

$z.o $o.o Management & Admin

Leisure

Services

Public Development

Police

Parks

Fire

Works/Gapital Services Projects

TOTAL EXPENDITURES $24,765,045

Management and Administration is the largest General Capital expenditure comprising $15.2 million or 620/o of total General Capital expenditures for the 201512016 fiscal year budget. Of this amount, $14 million is estimated to implement the Next Generation Radio System so that public safety radios are in

compliance with the new requirements. Public Works expenditures of $5.7 million are the second largest General Capital expenditure representing 23%. Of this amount $4.9 million has been included to fund arterial reconstruction and right of way and utility adjustments along Soncy and $1.3 million of City

participation associated with the Tiger Grant application for the Polk Street project. Development Services includes $1.5 million for repairs and enhancements to City Facilities. Transit includes $1 million for base replacement and route system upgrades. Of this amount approximately $900,000 will come from federal funding. Parks has several projects with a total cost of approximately 480,000. lncluded in these projects are playground and park improvements. Police and Fire capital each represent 5% of total General Capital expenditures.

53s

CITY OF AMARILLO 201512016 GOMBINED CAPITAL IMPROVEMENTS BY FUNDING SOURCE I

General Fund

Solid Waste Disposal Street lmprovements Street Assessments Hotel/Motel lnformation. Risk Management MunicipalGarage Drainage Water & Sewer State Federal

1.50 0.1

1.88 1.11 0.

2.1 0

Other Participation

"0%

Airport Photo Traffic. Bond Proceeds

ol to

$o $2 $4 $O $S $10 $12 $14 $16 $1S $20 î22 924 $26 $28 $3"ú Millions

TOTAL FUNDING $79.905.669 The most significant funding sources are Water and Sewer with $35.2 million, General Funds with $28 million and Municipal Garage with $6.7 million. The General Fund includes funding for a radio system upgrade in the amount of $ì4 million. lncluded in the Water and Sewer funds is $17.2 million to fund the Osãge Arden Road Transfer Main. The funding for this project will be through a Texas Water Devõlopment Board bond issue. Water and Sewer includes $13.5 million in water and sewer main extensions and improvements. Public Works has included $2.5 million of General Funds for arterial reconstruction and $1.3 million of City participation associated with the Tiger Grant application for the Polk Street project. For the 201512016 fiscal year, the Airport has 7.2 million in capital projects with $5.5 million in federal funding to assist in the Airport projects. The $1 .2 million of Street lmprovement funding and $150,000 of Street Assessment funding are for the 201 412015 street overlay project and ADA accommodations, respectively.

Scheduled fleet replacement in the Municipal Garage Fund is anticipated to be $Z million. Correspondingly, we expect to replace information technology equipment and software in the amount of $890,000.

536

CITY OF AMARILLO DEBT SERVICE

Current Requirements The total debt service requiremeni for the City of Amarillo for fiscal year 201512016 is $30,142,493*. The debt service consists of $19,264,992inprincipal payments,$9,176,801 ininterestandfees,and$l,T00,T00inestimatedcompensatedabsencespayments. 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 raleot 4.87o/o. The bond proceeds were used to consiruct 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 9231,274. The original par value of the new bonds is $4,825,000 with an average interest coupon of 3.83% and maturities through August 2O22.These bonds enjoyed an underlying rating of AAA from Standard & Poor's and Aa2 from Moody's lnvestors Service.

During the 200612007 fiscal year, the City Commission approved the issuance of $24,575,000 of Combination Tax and Revenue Certificates of Obligation. The bond proceeds enabled the City to fund capital improvement needs in the Fire, Police, Public Health, Street and 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 MA 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 park-like setting meanders throughout the development. During lhe 2OO1l20O2 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 l5 years al 4.45o/o interest with annual debt service of approximately $56,000. ln the 2003/2004 fiscal year, the City of Amarillo ¡ssued $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 2OO7l2OO8 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 4.28% ¡nterest. 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 201412015 fiscal year.

The Colonies Public lmprovement D¡str¡ct has developed a linear park area throughout the development. During the 2005/2006 fiscal year, the City of Amarillo issued $585,000 in Ceriificates of Obligation to pay for the improvements to the Colonies. The Certificates of Obligation mature in 20 years at 4.75o/o inierest. Annual debt service on the 2006 Certificates will be approximately $46,000. During the 2OO712OOB 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 al 4.08% interest. Annual debt service on the 20088 Certificates will be approximately $110,000. All of these issues are funded by an assessment to the property owners. During lhe 201312O14 fiscal year, the City of Amarillo issued $2,260,000 in Certificates of Obligation to pay for park improvements, of that amount g1 ,535,000 is the Colonies share with an annual debt service amount of approximately $106,000. The 2O14 Certificates of Obligation mature in 20 years a|3.22% 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 Certificates as well as the operating cost to maintain the park area. During 2010, the City issued $1,392,000 in Recovery Zone Build America Bonds, Series 2010. The maturities range through 2030 with an average interest coupon of 3.196%. These bonds are eligible for an interest subsidy of 45%. These funds support a port¡on 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 reconstruction 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 thatwill 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.

'Th" St"t" of Texas sets a limit on the amount of General Obligation debt thai 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 limitwould be $1.4 billion. The City's actual General Obligation debt net of Debt Service assets is $133.3 million which leaves a balance of greater than $1.2 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

531

CITY OF AMARILLO DEBT SERVICE

respective sick and annual leave. Civilian employees with 10 years of service are entitled to be paid up to 90 days of unused sick days and 65 unused vacation days. Police Officers and Firefighters are entitled to be paid for up to 90 days of unused sick days and 65 unused vacation days, but are not required to have 10 years of service to receive the benefit. The City is estimating a total $7.3 million available to fund the unused sick and annual leave benefit. During 2005, the Waterworks and Sewer System Revenue Refunding Bonds, Series 2005, were issued. The proceeds from the sale of these bonds were used to refund a portion of the Waterworks and Sewer System Revenue Bonds, Series 1999. The issuance of

the 2005 bonds resulted in a debt service gross savings to the City of approximately $917,000. During 2006, the Waterworks and Sewer System Revenue Refunding Bonds, Series 20064, were issued. With the 20064 issue, we restructured the 1996 issue, thereby extend¡ng maturities. We still ended up with a net present value benefit of just over $100,000. During 2011, the General Obligation Refunding Bonds, Series 2011,were issued to refund the 2003 Water and Sewer issue. This refunding reduced total debt service payments over the next 12years 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 poinis less than the market. During 2013 and 2O14, 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 kue interest cost of 36 basis points (0.36%) for 10 years and the 20'14 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 201 1 Water and Sewer issue, 201 1 General Obligation Refunding Bonds, the 2013 Water and Sewer issue and lhe 2014 Water and Sewer issue. Funding for debt serv¡ce 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 $1,836,541 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. On October 2,2015 the City anticipates refunding the 2005, 2006 and 2006a bond issues for significant interest expense savings. 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 Amarlllo's portion of the CRMWA's debt that was ¡ssued 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 2O12. 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 pr¡ncipal 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 g21,105,000. 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 $4,889,380 and $3,420,130 respectively. During 2011, 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 g18,,415,688. During 2014 the City participated in the 2014 CRMWA refunding bond issue. This issue refunded the 2005 and 2006 revenue issues, the City's share of this issue is $20,031,387. During 2009, the City issued $16,140,000 in Combination Tax and Revenue Certificates of Obligation, Series 20094, 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. The City implemented a Passenger Facility Charge for the repayment of th¡s bond issue. During 2012, the City issued Certificates of Obligation 2012A and 20128. the 2012A issue is funded by the Drainage Utility Fund and was issued in ihe 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 majority 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 wiih a true interest cost of 3.23% including maturities through 2034. These proceeds have been used to fund drainage utility projects, wiih the majority of the proceeds funding the T-Anchor Excavation project.

The20128 issue is funded by the Municipal Garage Fund with an issue amount of $2.79 million, a true interest cost of 0.686% and

538

CITY OF AMARILLO DEBT SERVICE maturit¡es through 2018. 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. The Ïax Note, Series 2014 is funded by the Municipal Garage Fund with an issue amount of $2.65 million, a true interest cost of 0.916% and maturities through 20,l9. 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 ihrough 2037, the City has a total of $185,031,952 in principal to ret¡re and $43,245,327 in interest to pay.

Future Bond Sales and lmpact on Operating Budget On October 2, 2015 the City will refund the 2005, 2006 and 2006a bond issues for significant interest expense savings. For the 201512016 fiscal year the City anticipates the issuance of $17.2 million of revenue bonds through the Texas Water Development Board. lnclude is an additional $4.4 million of financing to fund the TxDOT Loop 335 project from Bell to Soncy.The City Council approved a 3% water and sewer revenue increase to fund this debt service. The Council anticipates the issuance of $12 million associated with the funding of the Next Generation Radio System project for public safety. We hope to include this issue with a future refunding of the 2007 Certificates of Obligation to minimize the impact to the debt service portion of the tax rate. The City has entered into a development agreement, which has been assigned to the Amarillo Local Government Corporation. The Corporation's charge is to work with 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 $38.5 million in hotel tax revenue bonds in the next two years to fìnance the parking garage and multipurpose event venue. The hotel developer agreement includes a 80 year lease to the hotel developer with the developer responsible for all maintenance and operations of the facility. The Amarillo Local Government Corporation will operate as the developer for the parking garage. The City anticipates a developer agreement for the mutlipurpose event venue with the developer responsible for the maintenance and operation of the facilities at no cost to the City. On November 3, 2015 the voters will vote to determ¡ne if the multipurpose event venue will be constructed as a ballpark. Currently, 3.5% of the 7% hotel tax revenues are used to offset the operating loss at the Civic Center Complex, which includes the Globe News Center. Also, approximately 3% of the hotel tax is allocated to the Chamber of Commerce's Convent¡on 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. Ïhe City anticipates using $750,000 from both the City portion and $750,000 from the Convention and Visitor Council's port¡on 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. 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 þe 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 the¡r reduction in future hotel tax revenue. The hotel taxes have grown during the last five years. The tax will need to continue to grow to fully make up for the shortfall.

* Note

- The amount reported as total debt service, $30,142,493, includes $3,528,788 in Canadian River Municipal Water Authority

debt interest payments and $11,710 in fiscal agent fees. ln the Summary of Revenue and Expenditures, pages 4 and 5, these amounts are included as Water and Sewer Fund operating expenses.

s39

CITY OF AIIIARILLO TOTAL INTEREST AND REDEMPTION FUND STATE{I4ENT OF TOTAL DEET SERVICE AT OCTOBER 1, 2015 EXPENDITURES

BONDED INDEBTEDNESS

Date of Issqe

BOND ISSUÉs

Property Tax Supported Debt Ceneral Obl igation Bonds

0riginal

0utstanding

Issue

ro/or/15

09/03/09

4,82 5 ,000

3,060,000

9/25 /2OO7

24,575,OOO

4/1s/2070

1,392 ,000

18,420,000 1,110,000

Pri ncipal

Interest

390,000

117 ,663

507, 663

1,155,000

945,813

2 ,100, 813

62,000

35,470

97,470 7,500 2,713,445

Total

Combjnation Tax and Revenue Certjficates of 0bì'iqation

Series 2007 Series 2010 - Grand Street Bridge Paying Agency Fees

22, s90,000 I, 607.000 1.098.945

Total Property lax Supported Debt Debt Serviced by Specìaì Assessreñts and other Revenue Sources Combìnation Tax and Revenue Certifjcates of 0bligation:

Series 2001 - Greenways PfD Series 2003 - Greenways PID Series 2006 - Colonies PID series 20084 - Greenways PID Series 20088 - Colonies PID Series 20114 - Golf Series 20118 - TÍRZ #I Serjes 2014 - Greenways and Colongies PID

12/2O/0L 17/26/2003 5/24/2006 7/17/2008 7/17/2008

2/3/2011 2/3/2071 4/30/2014

600,000

55,000

s5,000

2,448

57,448

620,000

315,000

35,000

11,65 5

46,655

585,000

376,952

28,659

17,287

45,946

600,000

445,000

25,000

43, 511

1,500,000 3,750,000

1,110,000

65 ,000

18,511 43,962

108, 962

95 ,000

156,863

251,863

2 ,210 ,000

3,400,000 1,920,000

80,000

95,425

2 , 260 ,000

2 ,195 ,000

90,000

67 ,620

t75,425 t57 -620

473,6t9

413,770

894,929

7, 500

Paying Agency Fees

9,E16,952

Total Debt Serviced by Speciaì Assessrents and other Revenue l{ater and Sewer Supported Debt Water & Sewer 2005

08/o1/o5

water & Sewer 2006 V'iater & Sewer 20064

12/01./06

12/19/06

Combination Tax & Revenue Certificates of Obliqation, Combination Tax & Revenue Certificates of Ob.lìgation, Combination Tax & Revenue Certificates of Obììgatìon, lfater & Sewer Revenue Bonds, Serjes 2011 ceneral Obligation Refunding 8onds, Series 2011 hlater & Sewer Revenue Bonds, Ser.ies 20L3 Water & Sewer Revenue Bonds, Series 2014 2015 Revenue Bonds (estjmated)

02/27 /09

|L/24/09 02/o4/LO

08/30/11

08/30/Lr 01/22/\4 o1,/22/1.4

2015A Revenue Bonds (estimated)

Total Local l{ater & Sewer Debt

13,650,000 5,270,000 1,230,000 263,500 9,120,000 I,170,000 345,000 342,7r2 401,530 0 9,370,000 9,370,000 38,885,000 28,855,000 2,015,000 614,556 47,400,000 37,625,000 1,960,000 736,672 0 18,075,000 14,480,000 905,000 16,300,000 13,615,000 640,000 487,838 5,605,000 4,150,000 475,000 106,175 3,173 1,310,000 1,055,000 130,000 8,495,000 7,665,000 365,000 L2L,476 905,000 265,000 17,195,000 a,500,000Æ 130,255,000 9,155,205 3,432,632

1,493,500 687 ,712

401, 530

2,629,556 ?,696,672 905 ,000 1,,L27,838

581,175

133,L73 486,476

1,170,000 275,205

t2, 5E7, E37

Other Water & Sewer Long Term Debt Canadian River Municipaì Water Authority (CRMWÁ) 2009 Contract Revenue Bonds 2010 Conjunctive Use 2010 Burec 2011 Bonds Contract Revenue Bonds 2012 Refunding Bonds 2014 Refunding Bonds

8,573,062

360,004

290 ,989

263,506

52, 511

4, 889 , 380

6 ,736,993 1,550,546 2',016,52L

510,085

65 ,631

33,536,053

29,050, 8L6

370,703

18 ,415 ,68E

17 ,615,427

20 ,031, 387

18,759 ,602

1,34L,874 470,046 1, 998.613

3 ,420 ,130

866, 283

75,729,905 4,944,128 3,528,78E

Paying Agency Fees fotal l{ater and Sewer Expenditures

205.9E4.905 14, 099.f33

Drainage Bonds Combination Tax & Revenue Certificates of 0bìigation, : Draìnage tti.lity System Revenue 8onds, Serjes 2014 Total Drainage Expenditures Garage Bonds Combination Tax & Revenue Certificates of Ob.ligation

Tax Notes, Series 2014

12/L2/2Or2 4/Ll2OL4

L2/1'2/2OL2 't

/\5/2014

362,025 362.025

650, 993

316,017 575,7L6

2,712,577 l-,336,329 2,88L,284

I,472,916 11,710

21,072,463

6.961_420

Airport Bonds

9/3/2009 16,140,000 8,315,000 1,510,000 8,315,000 I, 510.000

882.671"

Total CRI'IWA Debt

Series 20094 Total Airport Expcnditures

* * * *

1",872,025 L,672,O25

6, 260 ,000

985 000

42s,000

91,150 *

516,150

6,080 ,000

880 000

250.000

180 .644

430 644

10,E65,000 675,000

27r,791

------:46.19!

2,790,000

1,410,000

465,000

15 ,287 "

2 , 650,000

780 000

435 000

3. 190,000

s00 - 000

Total l'lunicipal Carage Expenditures

Totat City of Amrillo Debt Service * Included in operating budget

540

480,287 461,8s0

42. tt7

942,137

260,76L,857 19, 264.992 9.1S0.091

2E,44t,793

CITY OF AMARILLO

COMPUTATION OF LEGAL DEBT MARGIN

October 1,2015

$13,624,846,391 $1,362,484,639

Assessed Value - 2015 Tax Roll Debt Limit -10% of Assessed Roll Amount of Debt Applicable to Debt Limit: Total Bonded Debt Less: Assets in Debt Service Fund (as of O9l3Ol2O14) Less: Waterworks Revenue Bonds Less: Drainage Revenue Bonds

185,03'1,952

(6e6,2s2) (45,14s,000) (5.880,000)

Total Amount of Debt Applicable to Debt Limit

$133,310,660

$1,225,173,979

Pro Forma Legal Debt Marg¡n

54r

CITY OF AMARILLO

DEBT SERVICE

At October 1,2015 Combination Tax and Revenue Certificates of Obligation Series 2001, 2003, 2006, 2008, 20'l'l and 2014 ACTUAL

ESTIMATED

2013t2014

201412015

201512016

1,297

2,573

2,575

RESOURCES:

Balance L0/0L/L4 ADD RECEIPTS:

lnterest Earnings Revenue

Transfers

734,119

881.870

888,928

Total Receipts

734,120

881,872

888,928

Total Resources & Receipts

735,417

884,445

891,503

Principal Maturities

356,067

427,331

473,659

lnterest Maturities

374,327

449,504

413,769

Paying Agency Fees

2,450

5,035

7,500

732,844

881,870

894,928

2,573

2,575

-3,425

DEDUCT EXPENDITURES:

Other Total Expenditures Reserve for Future Maturities

542

CITY OF AMARILLO DEBT SERVICE

At October 1, 2015 Tax Supported Debt Interest and Redemptior ACTUAL

ESTIMATED

2013t2014

20'1412015

201512016

545,705

696,292

790,840

RESOURCES:

Balance 'l0lï1l14 ADD RECEIPTS:

100

2,865,530

2,803,873

2,806,445

Total Receipts

2,865,587

2,803,936

2,806,545

Total Resources & Receipts

3,411,292

3,500,228

3,597,385

lnterest Earnings Ad Valorem Tax Collections

Other

DEDUCT EXPENDITURES Principal Maturities

1,485,000

1,541,000

1,607,000

lnterest Maturities

1.226j85

1,'163,253

1,098,942

3,815

5,095

7,500

2,715,000

2,709,388

2,713,442

696,292

790,840

883,943

Paying Agency Fees Totial Expenditures

Reserve for Future Maturities

Estimated Tax Rate: Debt Service Rate Per $100 value

Available funds calculation: Cash & Investments

694,525

(Appreciat'ion)Depreciation i n Investments Assets to be converted to Cash Less: Liabilies & Encumberances Less: Certificates of oblìgat'ion funds

23,454 (r"9,1l_4)

(2,s73)

Balance L0/0L/t4

696,292

543

CITY OF AMARILLO

INTEREST AND REDEMPTION FUND. GENERAL OBLIGATION DEBT

STATEMENT OF BONDÊD INDEBTEDNESS AT OCTOBER 1,2015

AND EXPENDITURES BY ISSUES 20I5/16

EXPENDITURÉS 2015/16

BOND INDEBTEDNESS

Date of

Matur¡ties

lnterest

lssue

Outstand¡ng

Rate

Or¡ginal Outstanding

lssue

Principal

lnterest

Tolal

10101115

BOND ISSUES

General Obligat¡on Bonds

09/03/0s

4,825,000 3.00,

4,825,000 3,060,000 390,000 117,663

507,663

2.00,4.472 4.865, 4.00 5.00, 3.25 3.s0, 3.50 3.75, 4.00

* Combination

Tã and Revenue Certifìcâtes

2001

2,444

57,448

1,655

46,655

28,659

17,287

45,946

'18,420,000

1,155,000

945,813

2,100,813

600,000

445,000

25,000

18,51 1

43,51 I

1,500,000 4.08

'1,500,000

1,1 10,000

65,000

43,962

108,962

4115120'10

1.392.000 5.81

1,392,000

1,1 10,000

62,000

35,470

97,470

21312011

3,750,000 3.50,3.75

3,750,000

3,400,000

95,000

156,863

251,863

2,210,000 '1,920,000 80,000

95,425

175,425

2,260,000 2,195,000 90,000

67,620

151,620

'l2l20lj1

600,000 4.45

600,000

55,000

2003

1'll26nÙO3

620,000 3.7

620,000

315,000

35,000

" Series 2006

512412006

585,000 4.75

585,000

376,952

2007

912512007

24,575,000

'Se.ies 2008A

711712004

600,000 4.28

20088

7l'1712008

"'Series 2010

'*" Series 2011A

of Obligat¡on, Series

* Ser¡es

*^. Series

** Serìes

24,575,000 4.0, 5.0, 5.25

4.00,4.25 5.00,5.25 *'*** Series 20118

21312011

2,210,000 3.50,3.75 4.00,4.25 6.00

x Ser¡es 2014

4t30120'14

2,260,000 2.00,3.00, 2.25,3.125 3.25,3.375 3.5,3.625

20,000

Payjng Agency Fees

2.080.659 1,512,715

Total Expend¡turæ

* The Combinat¡on Îil and Revenue Certif¡cates of Obligâlion, Series 2001, 2003 & 20084 Bonds are funded by a Spæ¡al Assessment to the Greenways Public lmprovement District.

.' The Comb¡nat¡on Ta and Revenue Certif¡cates of Obl¡gat¡on, Series 2006 & 20088 Bonds are funded by a Spec¡al Assessment to the Colon¡es Public lmprovement D¡strict.

"'TheCombinationTãandRevenueCertificãtesofObligat¡on,Series2007&2010BondsãrefundedbyPropertyfiles.

**'* -Ihe Combination Td and Revenue Cert¡ficats of Obligation, Series 201 1A Bonds are funded by Golf Revenue.

""t The Combinat¡on Tã and Revenue CerlilÌcats of Obligation, Series 201 1B Bonds are funded by TIRZ #'1. x The Comb¡nation la and Revenue Certifìcates of Obl¡gat¡on, Seris 2001 , 2003 & 20084 Bonds are funded by a Spec¡al Assssment to the Colonies and the Greenways Public lmprovement District.

544

3,613,374

CITY OF AMARILLO

SCHEDULE OF MATURITIES INTEREST AND REDEMPTION FUND . GENERAL OBLIGATION BONDS

October '1,2015 Outstanding Beginning

Year

of Year

Principal

lnterest

Total

2015116

3,060,000

2,670,000 2,265,000

390,000 405,000 420,000 440,000 455,000 465,000 485,000

'1'17,663

2016117

19,400

507,663 507,063 501,813 508,163 507,763 501,838 504,400

3,060,000

478,700

3,538,700

Fiscal

2017t18 2018t19 2019120 2020t21 2021t22

1,845,000 1,405,000 950,000 485,000

TOTALS

545

102,063 81 ,813 68,'163

52,763 36,838

CITYOF AMARILLO SCHEDULE OF MATURITIES INTEREST AND REDEMPT¡ON FUND

Outstanding Beginning Fiscal

of Year

Principal

lnterest

Total

Combination Tax and Revenue Certificates of Obligation, Series 2001 October 1,20'15 2015t16

55,000

TOTALS

55,000

2,448

57,448

55,000

2,448

57,448

Gombination Tax and Revenue Certificates of Obligation, Series 2003 October 1,2015 2015116 2016t17 2017118

315,000 280,000

2018t19 2019t20

210,000 170,000 130,000 90,000 45,000

2020121

2021t22 2022123

245,000

TOTALS

46,655

35,000 35,000 35,000 40,000 40,000 40,000 45,000 45,000

11,655 10,360 9,065 6,290 4,810 3,330 1,665

48,330 46,665

315,000

54,545

369,945

7,770

45,360

44,065 47,770 46,290 44,&',t0

Combination Tax and Revenue Cert¡f¡cates of Obligation, Series 2006 October 1,2015 2015116 2016t17 2017118 2018119

20't9t20

376,952

28,659

348,293 318,242

30,051 31,509 33,037

286,733

34,643

17,287 15,895

14,436 12,910

45,946 45,946 45,945 45,947

45,946

39,936

1't,303 9,621 7,857 6,008

2023124

253,696 219,053 182,728 144,640 104,704

41 ,875

4,070

45,944 45,945

2024t25

62,829

43,909

2025126

18,920

2,037 225

45,946 19,145

376,952

101,649

478,601

2020121

2021t22 2022t23

36,325 3B,OBB

TOTALS

546

45,946 45,945

CITY OF AMARILLO

SCHEDULE OF MATURITIES INTEREST AND REDEMPTION FUND

Outstanding Beginning Fiscal

Principal

of Year

lnterest

Total

Gombination Tax and Revenue Certificates of Obligation, Series 2007 October 1,2015 2,100,813 2,'103,063

945,813 888,063 839,463 776,213 706,650 633,413 556,238 475,125 389,550 299,513

2025t26

5,705,000 3,900,000

55,000 ,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

204,750

2,104,513 2,104,750

2026127

2,000,000

105.000

2,105,000

18,420,000

6,819,788

25,239,788

2015116 2016117

2017118 2018119 2019120 2020121 2021122 2022123

2023124 2024125

18,420,000 17,265,000 r 6,050,000 14,785,000 13,460,000 12,065,000 10,595,000 9,050,000

1 ,1 1

7,420,000

TOTALS

2,104,463 2,101,213 2,101,650

2,103,413 2,101,238 2,105,125 2,104,550

Combinat¡on Tax and Revenue Certificates of Obligation, Ser¡es 20084 October 1,2015

2026127

445,000 420,000 395,000 365,000 335,000 305,000 270,000 235,000 200,000 165,000 125,000 85,000

2027t28

45,000

2015t16 2016117

2017t18 2018119 2019120 2020t21 2021122 2022123

2023t24 2024125

2025t26

25,000 25,000 30,000 30,000 30,000 35,000 35,000 35,000 35,000

TOTALS

547

18,51 't

17,441 16,264 14,980 13,696

43,511 42,441 46,264 44,980 43,696

12,305

47,305

10,807

45,807 44,309 42,811 46,206 44,494

9,309 7,811 6,206

40,000 40,000

4,494

40,000 45,000

2,782 963

42,782

445.000

135,569

580,569

45,963

CITY OF AMARILLO

SCHEDULE OF MATURITIES INTEREST AND REDEMPT]ON FUND

Fiscal

Outstanding Beginning of Year

Principal

lnterest

Total

Combination Tax and Revenue Gertificates of Obligation, Series 20088 October'1,2015 2015t16 2016t17 2017118

2018t19 2019t20 2020121

2021t22 2022t23

1,110,000 1,045,000 975,000

905,000 830,000 755,000

2025126 2026127

675,000 590,000 500,000 410,000 315,000 215,000

2027t28

110,000

2023124

2024t25

TOÏALS

43,962 41,208

't05,000

6,630

1 10,000

2,244

108,962 111,208 108,352 1 10,394 107,334 109,172 't 10,806 112,236 108,564 1 09,790 110,812 't11,630 112,244

10,000

321,504

1,431 ,504

65,000 70,000 70,000 75,000 75,000 80,000 85,000 90,000 90,000 95,000 100,000

1 ,1

38,352 35,394

32,334 29,172 25,806

22,236 18,564 14,790

10,812

Gombination Tax and Revenue Certificates of Obligation, Series 2010 October 1,2015 2015t16 2016t17 2017118

2018t19 2019120 2020121

2021t22

I,048,000 984,000 919,000 852,000 783,000 713,000

2025126

641,000 568,000 493,000 416,000

2026127 2027128

257,OO0

2022123

2023t24 2024125

2028t29 2029130

TOTALS

62,000 64,000 65,000 67,000 69,000 70,000

1 ,1 1 0,000

72,000 73,000 75,000 77,000 78,000 81,000 83,000 86,000 88,000

338,000

174,000 88,000

1 ,1 1

548

0,000

35,470 33,489

97,470 97,489

31,444

96,444

25,367

96,367 96,226 95,021

27,226 25,021

22,784 20,483 1 8,1

94,784 93,483 93,150

15,754

92,754

13,293

91,293

10,801

91,801

8,212 5,560

2,812

91,212 91,560 90,812

299,866

1,409,866

CITY OF AMARILLO

SCHEDULE OF MATURITIES INTEREST AND REDEMPTION FUND

Fiscal

Outstanding Beginning of Year

Principal

lnterest

Total

Combination Tax and Revenue Certificates of Obligation, Series 20114 October 1,2015

2025126

3,400,000 3,305,000 3,205,000 3,1 00,000 2,995,000 2,885,000 2,770,000 2,650,000 2,525,000 2,395,000 2,260,000

2026t27

2J20,000

2027128

1,970,000

2028t29

2015116 2016117

2017118

2018t19 2019t20 2020121

2021t22 2022123 2023124

2424t25

2029130

.815,000 1,650,000

2031132

1,480,000 1,300,000

2032t33

1 ,1 1

2030131

95,000 100,000 105,000 105,000 1 10,000 1 15,000 120,000 125,000 130,000 135,000 140,000 150,000 155,000 165,000 170,000 180,000 190,000

2034t35 2035/36 2036137

TOTALS

138,344 133,788 128,888 123,625 117,825 111,638 104,925 97,681 89,875 81,500

72,750 63,263 53,025 42,263 30,975

251,863 253,450 254,863

251,188 252,425 253,344 253,788 253,888 253,625

252,825 251,638 254,925 252,681

254,875 251,500

252,750 253,263

235,000 245,000

19,031

6,431

253,025 252,263 250,975 254,031 251,431

3,400,000

2,164,613

5,564,613

200,000 210,000 220,000

0,000 910,000 700,000 480,000 245,000

2033134

156,863 153,450 149,863 146,188 142,425

Gombination Tax and Revenue Certificates of Obligation, Series 20118 October 1,2015 2015116 2016t17 2017118 2018119

1,920,000

80,000

1,840,000 1 ,760,000 1 ,675,000

2019t20

80,000 85,000 85,000 90,000 95,000

2020121

2021t22 2022123 2023124

2024t25 2025126 2026127

2027t28 2028129

2029t30 2030t31 2031132 TOTALS

,590,000 1 ,500,000 1 ,405,000 1

95,000 100,000 105,000 1 10,000 1 15,000 125,000 135,000 140,000 150,000 160,000 170,000

,310,000

,210,000 1 ,'105,000 1

995,000 880,000 755,000 620,000 480,000 330,000 170,000

1,920,000

95,425 92,625

175,425 172,625

89,738 86,763 83,700 80,344 76,663

174,738

72,763 68,531 63,000 56,250 49,050 41,250 33,000

24,300

'173,000

5,1 00

174,300 175,000 175,100

1,033,500

2,953,500

'15,000

Combination Tax and Revenue Certificates of Obligation, Series 2014

549

171,763 173,700 175,344 171,663 172,763 173,531 173,000 171,250 174,050 176,250

C¡TY OF AMARILLO

SCHEDULE OF MATURIT]ES INTEREST AND REDEMPTION FUND

Fiscal

Outstanding Beginning of Year

lnterest

Total

90,000 95,000 95,000 95,000 95,000 100,000 'r05,000 105,000 1 10,000 1 10,000 1 15,000 120,000 125,000 125,000 130,000 140,000 140,000 145,000 155,000

67,619 65,819

33,206 29,300 25,237 20,850 15,950 10,875 5,619

157,619 160,819 158,919 156,069 153,219 155,369 157,369 155,006 1 56,856 153,556 155,256 156,806 158,206 154,300 155,237 160,850 155,950 155,875 160,619

2,195,000

782,900

2,977,900

Principal October 1,2015

2015t16 2016117

2017118

2018t19 2019t20 2020121

2021t22 2022t23 2023124 2024125

2025t26 2026127

2027t28 2028129

2,195,000 2,105,000 2,010,000 1

,915,000

r,B20,000 1,725,000 1,625,000 1,520,000 1 ,415,000 1,305,000 1,195,000 1,080,000

960,000 835,000

2029t30

710,000

2030131

2032t33

580,000 440,000 300,000

2033134

155,000

2031132

TOTALS

550

63,919 61 ,069 58,219 55,369 52,369 50,006 46,856

43,556 40,256 36,806

CITY OF AMARILLO DEBT SERVICE

PROVISION FOR COMPENSATED ABSENCES

ACTUAL 2013t2014

ESTIMATED 201412015

PROPOSED 201512016

10,002,920

8,673,'155

7,280,365

lnterest Earnings Operating Transfers

80,290 0

58,859 0

Other

-46,744

-47,975

82,000 0 0

Total Receipts

33,546

10,879

82,000

10,036,466

8,684,034

7,362,365

Compensated Absences

1,363,31 1

1,403,670

1,700,700

Total Expenditures

1,363,311

1,403,670

1,700,700

Reserve for Future Compensated Absences

8,673,155

7,280,365

5.661,66s

RESOURCES:

Balance 10101114 ADD RECEIPTS

Total Resources & Receipts DEDUCT EXPENDITURES:

Available funds calculation: Cash & lnvestments (Appreciation)Depreciation in nvestments Assets to be converted to Cash Less: Liabilies & Encumberances Less: Construction in Progress Balances

8,598,255 46,385 28,517 (2)

8.673,155

Balance 10101114

551

CITY OF AMARILLO INTEREST AND REDEMPTION FUND - WATER REVENUE STATEMENT OF BONDED INOEBTEDNESS AT OCTOBER 1,2015 EXPENDITURES

BONDED INDEBTEDNESS BOND ISSUES

Datè of

lssue Water & Sewer 2005

Matur¡ties Outstand¡ng

Outstanding Pr¡nc¡pal lnterest

lnterest

Orig¡nal

Rate

lssuè

10to'U15

Total

08/01/05

04/01/06-19 4.00 - 5.00

'13,650,000

5,270,000

I,230,000

263,500

12101106

o4lo1lo7-32 4.25 - 4.50

9,1 20,000

8,170,000

345,000

342,712

12119106

o4to1lo7-27

9,370,000

401,530

02t27t09

o5t15t11-28 0.148 - 3.018

38,885,000

28,855,000

2,015,000

614,556

2,629,556

11t24109

ost15t11-29 o.o2'J-

- 2.587

47,400,000

37,625,000

1,960,000

736,672

2,696,672

r8,075,000

14,480,000

905,000

- 4.L2s

16,300,000

'13,615,000

640,000

487,838

1,127,838

2.00 - 3.125

5,605,000

4,1 50,000

475,000

06,1 75

581,175

1,310,000

1,055,000

130,000

3,173

133,173

7,665,000

365,000

12't,476

486,476

905,000

265,000

1,1 70,000

1,493,500

refunding (15/16) Water & Sewer 2006

.687,712

refunding ('15/'16)

Water&Sewer2006A ¡'efunding (15/16) Combinat¡on Tax & Revenue Certificates of Obligat¡on, Ser¡es 2009

4.25 - 4.38

Comb¡nat¡on Tax & Revenue Certiflcates of Obligation,

Series 20098 Comb¡nation Tax & Revenue Cert¡f¡cates of Obl¡gation,

Series 2009C

02t04t10 05t15t12-31 0.00

Water & Sewer Revenue Bonds, Series 201 1

o8t3ot11 o4to1t2012-31 2.OO

General Obligation Refunding Bonds, Series 20'l'l

08/30¡ t

o4t01t2o12-23

01122114

o4to112014-33

Water & Sewer Revenue Bonds, Series

2013

Water & Sewer Revenue Bonds, Series 2014

0410112014-33

8,495,000

2015 Revenue Bonds (est¡mated)

02l15/2016 - 35 Est¡mated

17,'195,000

20154 Revenue Bonds (estimated)

02/15/2016 - 35 Est¡mated

01122114

185,205

90,000

275,205

189,905,000

130,255,000

9,155,205

3,432,632

12,æ7,937

4,500,000

Total Water & Sèwer

OTHER LONG TERM DEBT

Canad¡an River Munic¡pal Water Author¡ty (CRMWA) 2009 Contract Revenue Bonds

0211512011-29various

8,573,062

6,736,993

360,004

290,989

650,993

2010 Conjunctive Use

02115120'11-2ovarious

3,420,130

I,550,546

263,506

52,511

316,017

2010 Burec

10/01/2010-lSVarious

4,889,380

¿,v to,c¿ I

510,085

65,631

575,716

2011 Bonds Contract Revenue Bonds

08/15/2012-31 Var¡ous

33,536,053

29,050,81 6

1,341,874

1,370,703

2,712,577

- 2svatious

18,415,688

't7,6't5,427

470,046

866,283

1,336,329

0211512013-2Tvatious

20,031.387

8,759,602

1,998,613

882,671

2,881,284

2012 Refunding Bonds 20'14 Refunding

0211512013

Bonds

11,710

Pay¡ng Agency Fees

21,072,463

Total Expend¡tures

2,495,1',t1

CURRENT RESERVE REQUIREMENTS Total Principal Payments Note: Bond Covenants of Wateruorks & Sewer Revenue ¡ssues require monthly deposits to the Reserue Fund

untilthefundconta¡ns oneyeâr'saverageannualdebtseruice($1,836,541). ThìsamounthasbeenfullyfundedThe Water and Sewer 2013 and 2014 ¡ssues requ¡re a reserue fund of $658,570 which has been fully funded.

* lncluded in operat¡ng budget

552

14,099,333

CITY OF À¡"ÍARILLO SCHEDIII,E OF ÌI!ÀTURITIES

IìÍEERESÍ ÀND REDEMPTION FI'ND - IVATER

2Ot5/2032

outstanding Year

Beginning

of Year

Principal

Interest

Total

201.5 /L6

130,255,000

g, o65, ooo

TI,1"42,633

20r6/r't

L22, r90 , OOO

8, 180, 000

3,01't ,633 2,954,91O

20t1 /!8

1l-4,010,000

B, 335, 000

2,8L9 ,029

LL, r54,029

20L8 / L9

105, 675, 000

8, 5oo, ooo

2,662,640

LL, L62,640

201.9 /20

9'7,L"l5,000 88,460,000 79,555,000 70,435,000

8,715,000

2, 485, OL2

1.t ,200 , or2

B, 905, 000

2 ,309 , 006

1"L ,2)-4 , 006

9,1-20 , OOO

2,tr]- ,4'19

rI ,23r,4'19

g,33o, ooo

1,895,659

1.L,225 , 659

61, 105, 000

1, 658 ,924

LO ,1 98 , 924

t, 423,955

l-0,803,955

E'i-sca].

2020 /2L

2027/22 2022/23 2023 /24 2024/25

Ll,L34t970

51,965,000

9,140,000 9,380,000

202s /26

42,585 ,00O

9, 635, 000

1",l-',l2, 428

10, Bo7 , 428

2026/21 2027 /28

32,950,000

905,806 626,2L2

L0,815,806

2028 /29

1-4 ,260 , 00O

9,910,000 8,780,000 6,39o, ooo

39L, L22

6,78L,L22

7,870,000 4,795,000

3¡ 075, 000

3,299,155

3,160,000

224,755 L42,415

1, 635, 000

L,1_40,000

54, I 60

2029 /30 2030 /3r

2031/32 2032/33 TOTALS

23,040,000

9 , 406 ,21"2

3,302,4"t5 t,1-94,860

495,000

12,969

501 ,969

130,2ss,000

26,928 , 934

L57 , L83,934

495,000

553

CITY OF AMARILLO INTEREST AND REDEMPTION FUND . AIRPORT FUND

STATEMENT OF BONDED INDEBTEDNESS AT OCTOBER I,2015 BONDED INDEBTEDNESS BOND ISSUES

EXPENDITURES

Oate of

Matur¡ties

lnterest

Or¡ginal

Outstand¡ng

lssue

Outstand¡ng

Rate

lssue

10101115

Comb¡nât¡on Tax & Revenue

s.00,3.00, 4.00,4.705, 5.00,4.241, 5.00,5.00,

Certificates of Obligation, Series 20094

09/03/09 2011 thru 2019

4.783

16,'140,000

Total Pr¡nc¡pal Payments

Prlnc¡pal

lnterest

8,315,000 1,510,000 362,025 *

Total

1,872,025

1,510,000

* lncluded ¡n operating budget

Àirport

prinsipal interest 433, 6so 1 ,4{0, 000

Delrt Revised EstiÉte

2OO9â

s54

total 1, 8?3, 650

CITY OF ÃI"ÍARILLO SCHEDULE OE' I,ÍATI'RITIES II{¡:TEREST AIì¡D REDEMPTION r'('ND - AIRPORT

20t5/2020 OuÈstanding

ïear Intexêst

[ota1

1,510,000 1,580,000

362,025

L,8'72,025

290 ,71 5

L,870,715

5,225 | O00

1, 655, 000

2L5,90O

1,970,900

/t9

3,570,000

1,740,000

L3L,025

2019 /20

1, g3o, ooo

1,830,000

43,7 63

1,811,025 L,973,763

8,31-5,000

1,043,488

9, 358, 488

Beginning

Fiscal

of Year

Principal

/r6 20t6/t]

8,315,000 6,805,000

2017 /1.8

2AL5

201,8

TOTALS

s55

CITY OF AMARILLO INTEREST AND REDEMPTION FUND . DRAINAGE UTILITY FUND

STATEMENT OF BONDED INDEBTEDNESS AT OCTOBER I, 2OI5 EXPENDITURES

BONDED INDEBTEDNESS BONÐ ISSUES

ursilEge uurty ÞysEril Revenue Bonds, Series 2014

lnterest

4.985.000

425,000

91,150 "

516,150

5,880,000

250,000

180,644

430,644

67s,000 27'1,794

946,794

Matur¡t¡es

lnterest

Or¡g¡nal

Outstand¡ng

lssue

Outstanding

Rate

lssue

10r0l11 5

12n412

o8115t2013-32

t.00% - 2.0V/6

6,260,000

04t0'u14

oan512014-34

75%

6,080,000

Combination Tax & Revenue Certificates of Obligâtion, Ser¡es 201 2A

Pr¡ncipal

Datè of

Total Pr¡ncipal Payments

Tolal

* lncluded in operating budget

principal interêst Á20,000 95,3s0 200¿ooo 234,494 620,000 333,848

Drainage DEbt Revj.sed EstiMtê 2OL2a

2014

556

tôtal 515,350 438,494 953, 848

CITY OF AIVfARILLO SCHEDI'I,E OF I{ATI'RTTIES

INTEREST À¡TD REDEMPTION FT'ND - DRJAINÀGE UTILITY

2Ùts/2034 Outstanding

Fiscal

Beginningf of Year

Year Pr5.ncipal.

Interest

Total

675,000

271_,194

946t194

20:l'B /19

10,865,000 10,190,000 9,50d, ooo 9,005,000

2019 / 20

8, 4 95, 000

500,000 510,000 515,000

2020 /2L

7,980,000 7,460,000

520, 000 535, 000

6,925 , O0O

540, 000

6,385,000 5,830,000 5,265,000

2026 / 21 2027 /28

2015 /16

20r6/17 20L7 /r8

2021/22 2022 /23 2023 /24 2024 /25 2025 /26

2028 /29 2029 /30 2030 /3L

203L/32 2032 /33 2033 /34 TOTALS

685, 000

262,544

94't ,544

253 , L44

1 53,

243, L44

'153

230 ,344

1 45

2t1,394

r44

, L44

,344 731,394

2O4,344 190,894

555,000 565,000 580,000

r'71 ¡294

a?i

L63,294

I49,044

128,294 '729,044

4, 685,000

600,000

1-34,394

't 34 , 394

4,085,000 3,465,000 2,830,000 2,18o, ooo 1,505,000 805,000 410,000

620 ,0oo

1-L9 ,244

1 39

635,000 650,000 675,000 700,000 395,000

103, L31-

738,1_31

86,181_

736,tBL

68 ,369

1 43,369

49 ,394

't 49,394

29,694

41,0,000

1"5, 375

424, 694 425,375

10,865,000

2,969 , oL3

13,834,013

557

39 ,344

130 | 895 ta¿.

,244

CITY OF AMARILLO INTEREST AND REDEMPTION FUND. MUNICIPAL GARAGE FUND

STATEMENT OF BONDEO INOEBTEDNESS AT OCTOBER I,2015 BONDEO INDEBTEDNESS BOND ISSUES

EXPENDITURES

Date of

Maturities

lnterest

lssue

Outstanding

Rate

Combination Tax & Revenue Certificâtês of Obligât¡on, Ser¡es 20128

1412112 08115120'13 to 2O18

Tax Notes, Series 2014

0 t h 51 1

Or¡g¡nal Oulstanding

Princ¡pal lnterest

Total

lssue

't0r0f n5

2,790,000

1,410,000

465,000

15,287',

480,287

2,650,000

1,780,000

435,000

26,850

46't,850

900,000 42,137

942,137

1.00% to 4 081'l 5l2O 1 4 Io 2O1 I

2,OO%

Total Princ¡pal Payments

* lncluded in operating budget

principal

Garage Debt Revísed Esti@te

i-ntêrêat

Èota1

20L2b

460,000

24 ¡ 487

484,487

20L4

430, 000

21,344

45? ,388

890,000

51, 8?5

947,A15

558

CIIY OF ÃIYIARILLO SCHEDT LE OE' IVÍATITRITIES

I¡üIEREST .A¡\tD REDEMPTION Et !{D - MI¡NICIPÀI, GARAGE

2075/2Ot8

Outstanding Begínning FiEca].

Year

of, Year

Princj.pal

Interest

Tota]942 | L38

201,5 /1,6

3, 190, 000

900, 000

42 ,1"38

201,6/11

2 ,2go , ooo

910,000

33, 138

943,138

201,'t /78

1,390,000

925,0O0

24,038

2017 /1_8

455, 000

TOTALS

455, 000

9, L00

949,038 464,100

3,190,000

108, 4r3

3 ,298 , 41,3

559

fltY OF

AfvlARlLtO ot¡tr lÞÀtÊs r ËÈtrEss oPÞonTúÞlTlE5

560

CITY OF AMARILLO HUMAN RESOURCES SUMMARY

The Human Resources Department is a strategic business partner that is committed to providing high quality service to all operational departments of the City. The department is responsible for planning and implementing a comprehensive human resources program that includes the following: recruitmenVretention and employment selection, compensation/job classification system, policy development and administration, training and career development, payroll administration and processes,

employee relations, employee retirement (Texas Municipal Retirement System), the performance evaluation program, leave administration, and civil service administration.

Since 1944, the City of Amarillo has operated under a merit system of employment whereby all appointments and promotions in classified service are made on the basis of merit and/or competitive examinations. City employees are grouped for this purpose as classified or unclassified. Unclassified

employees are generally the City Manager, Deputy/Assistant 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 seryes a three-year alternating term. The Civil Service Commission is one of the few regulatory commissions of the City and is empowered to adopt rules and regulations for the administration of the City's Civil Service System. lt also serves as a hearing tribunal for all classified employees appealing actions of demotion, suspension, or termination.

The Human Resources Department is responsible for the administration of the City's compensation and classification system referred to as the City Pay Plan. The City Pay 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 Salary Schedule are administered as a pay-forperformance system designed to compensate and reward employees on the basis of job performance. Salary schedules for Police and Fire are regulated to a greater extent by state law and such are limited to longevity or time-in-rank salary increases which may be adjusted as approved by the City Council from year-to-year for purposes of cost-of-living increases or changes in labor market conditions.

The Human Resources Department works closely with all operating departments in the development of training programs directed at enhancing supervisory skills, improved employee communications, and increased employee productivity. Efforts are continually made through the pay-for-performance evaluation system to identify training and employee development opportunities, at all levels of the municipal work force, to better coordinate individual career development with the City's overall organizational goals and policies.

The Human Resources Department is responsible, with approval of the City Manager, for the

development and implementation of all personnel policies and procedures establishing the manner in which all personnel related transactions are to be administered throughout the City. These procedures are continually updated as required and are distributed to all employees. Examples of policy applications include: compensation, equal employment opportunity, leave policies, substance abuse prohibitions, employee grievance procedures, personnel records, appointments and promotions, and performance evaluations.

561

CITY OF AMARILLO 201 512016 RECAPITULATION OF RECOMMENDED PERSONNEL AUTHORITY

PART.TIME POSITIONS

PERMANENT POSITIONS GENERAL FUND DEPARTMENTS Accounting Amarillo Emergency Comm. Cntr. An¡mal Management and Welfare Building Safety Central Stores City Manager City Secretary Civic Center Operations Civic Center Promotions Civic Center Sports Civic Center Box Office Globe News Center Civilian Personnel Custodial Operations Director of Finance Emergency Management & Comm Engineer¡ng Environmental Health Facilities Maintenance

(tl

o\ N)

Fire

Fire Marshal Fire Civilian Personnel Golf Health Plan Administration Judicial Legal Library Mayor and Council Municipal Court Parks and Recreation

2011

2012 2013

2014

2015

67 25

J¿

c 23

,)2.

4 2

3 ?

2 2

3 ?

ÃÃ

57 28

4 12

28 4

25 247

25 251

26 259

0 14 30

15 30

7 o

30 4

4 3 o

4 o

259 o 4

¿ o

58 0

23 94

23 98

Payroll

Personnel and Risk Management Planning Police Purchasing Sol¡d Waste Collect¡on Solid Waste Disposal Street Traffic Administration Traffic Field Operat¡ons Transit Vital Statist¡cs

Total General Fund

335

345

2ÃO

365

371

108

31 oÃ

108 a2

öb

5 19 o¿

19 trJ

20 67

1,507 1 ,513 1,547 1,582

1,592

2011 2012 2013 2014 2015 1Q

44 11 00 11 01 00 00 00

Ã^

00 00

0 0

0 0 0

¿o

a.l

34 8 6 4

¿3 4

¿J

4 23 5

4 2

0 2

57 27

5 o

t2,

14 26

14 ¿a

251

259

56 5

56 5 4

0 0

25 247

0 0

0 17 56

60 28

0 0

2015

0 o

TOTAL POSITIONS 2014

2012 2013

22 167 174 00 22 00 00 11 22 66 't3 13 41 41 JJ

00 65 00 11 11 00 11 00 00 00 33 26 11 11 00 20

2011

18 56

2 26

¿o

0 20

78 5

¿o

171 0

171

70 0

264

268

25 267 c

JJC

345

15 7

358

365

371

110

110 35

99 4h

101

100

46 22

4ô 22

Õl

108 46

¿l

0 0

302

110

323 330 326 309

1,830 1,843 ,873 1

,891

¿3

I ,894

20lS12016RECAPITULATION

CITY OF AMARILLO OF RECOMMENDED PERSONNEL AUTHORITY

WATER & SÊWER UTILITIES

o\ UJ

2011

2012 2013

TOTAL POSITIONS

PART-TIME POSITIONS

PERMANENT POSITIONS

201't 2012 2013 2014 2015

2011

2014

201 5

0 0

20 26 26

Director of Utilit¡es Environmental Laboratory Hollywood Road Wastewater Trtmnt R¡ver Road Reclamat¡on Ut¡l¡t¡es Office Wastewater Collection Wãter Distribut¡on Water Product¡on Water Transmission Water Treatment

20 20 25 25

20 25 25

30 34

30 36

Ãa

J¿

36 59

7 ô

260

264

268

273

Dra¡nage Utility

lnformation Technology

Municipal Garage

City Care Glinic

Special Revenue

107

103

104

106

107

2,020

2,042

2,090

2,133

2,149

Total Water & Sewer Util¡ty

256

Airport

TOTAL

00 22 55

34 38 66 ô

tlCl

20 27 27

27 27

Ão

20 27 27

t^ 20

2015

20 20

JÕ Ão

2012 20',t3 2014

263

267

271

275

280

Ão

Ã2

112

108

110

112

't'1 3

329

321

2,360

2,389

2,436

2,462

2,470

340 347 346

CITY OF AMARILLO EMPLOYEES BY FUNCTION . FISCAL YEAR 2015116 900 800 700 600 500 400 300

222 219

171

200

100 11

General

Government

Staff Agencies

107 6

Gulture & Recreation

Public Safety Public Works Special Revenue

r Full-T¡me

r Part-Time

2,149

321

The Public Safety and Health functional group, which includes both the Police and Fire Departments, continues to employ the largest number of employees at 856 fulltime positions and 10 part{ime positions.

The Public Works and Traffic group, consisting of the Street Department, Engineering, Solid Waste Collection and Ðisposal, Traffic, Airport, Municipal Garage, Transit, the Water and Sewer Departments, and Drainage Utility, employs the next largest group of employees at 758 full-time and 61 seasonal employees. The Culture and Recreation Departments consist of 222 full{ime and 219 part-time employees.

564

CITY OF AMAR¡LLO

CITY EMPLOYEES BY FUNCTIONAL GROUP FOR FISCAL YEAR 2015/2016

FULL GENERAL GOVERNMENT

TIME

PART TIME 5

Mayor and Council 5 4

Judicial

Municipal Court

3 3

VitalStatistics Total

City Manager City Secretary

STAFF AGENCIES Director of Finance

Accounting

nformation Technology Purchasing Legal Human Resources/Risk Management Benefìts

37 8

Communications Facilities Maintenance Central Stores

Planning City Care Clinic

Total

Animal Management & Welfare Fire

259

Fire Marshal Fire Civilian Personnel Building Safety Emergency Management Environmental Health Amarillo Emergency Communications Cntr

Total

Engineering

54 7 7

Civic Center Library Parks and Recreation

Golf

32 2 13

67 856

2 10

95 23

20 56 67

PUBLIC WORKS & TRAFFIC Street

36 57 98

PART TIME

6 171

TIME 371 57 39

Police Police Civilian Personnel

3 3

CULTURE & RECREATION

Total

FULL PUBLIC SAFEW & HEALTH

Traffic Administration Traffic Field Operations Airport Transit System Municipal Garage Water & Sewer Drainage Utility Solid Waste Disposal Solid Waste Collection

Total

I 20 170

SPECIAL REVENUE

222

219

Urban Planning Grants Health Grants Community Development & Housing Emergency Management Grants Photographic Traffic Enforcement

Total TOTAL EMPLOYEES

s65

273 28 33

7 1

108

2 2

758

19 3

107

2149 321

CITY OF AMARILLO 201512016 GENERAL SALARY SCHEDULE

CLASS DESCRIPTION GROUP C.O3

cLR400

ADMI NISTRATIVE ASSISTANT I

TRDO40

BUILDING ATTENDANT BUILDING MECHANIC TRAINEE COLLECTIONS CLERK COMMUNITY SERVICE AIDE CUSTODIAN I

TRD065

cLRl 35 cLR561 TRDg1O

TRD935

cLR955 1EC770 TRD90O

TRD333 TEC5B7

GROUP C-04

cLR405 TRD590

PRFl 1O ïRD041 TRD047 TRD235 TRD43O

TEC530 TRD170 TEC585 TRD925 'l-RD930 TEC590

GROUP C-05

ADMINISTRATIVE ASSISTANT I ANIMAL ATTENDANT BAILIFF I I

ENGINEERING AIDE I

18C771

EVIDENCE TECHNICIAN GATE ATTENDANÏ

PRFOB5

ïRD334 TEC955 cLR41 5 TRD565

34,736

9.000 1,560

17.595

2,895

18,720

3,050 36,598

9.366

18.409

DEPUÏY REGISTRAR

TEC541 TRD331 TRD955

18,720

BUILDING ATTENDANÏ II

TEC211 TRD221

ïRD151

16.700

CUSTODIAN II EQUIPMENT SERVICER I GREENSKEEPER I LUBRICATION TECHNICIAN METER READER I NUTRITION TECHNICIAN I SERVICER UTILITY WORKER WIC TECHNICIAN II

cLR075

TRD435 TRD431 TRD332 TRD970 TEC950

9.000 1,560

WATCHGUARD WATER METER MECHANIC I WIC TECHNICIAN I

TEC900

ïRD252

MAXIMUM

(hr/mth/yr)

LABORER MESSENGER PHOTO TECHNICIAN

ADMINISTRATIVE ASSISTANT II I BUILDING MECHANIC COMMUNICATIONS TECHNICIAN ASSISÏANT

cLR410 TRDOBO

GROUP C.O6

MINIMUM

(hr/mth/yr)

1,623

3,191

19,481

38,291

ADMI NISTRATIVE ASSISTANT IV

9.820

19.296

ANIMAL CARE WORKER

1,702

3,34s

EQUIPMENT OPERATOR I

GOLF IRRIGAÏION ÏECH I GREENSKEEPER II METER SERVICE REPRESENTATIVE PARK MAINTENANCE MECHANIC I PARK TECHNICIAN I PRINTER I SECURITY OPERATIONS AGENT TRAFFIC TECHNICIAN UTILITY LOCATOR UTILITY MAINTENANCE MECHANIC WATER METER MECHANIC II ZOO KEEPER I I

s66

CITY OF AMARILLO 201512016 GENERAL SALARY SCHEDULE

CLASS DESCRIPTION

TEC586

COLLECTIONS CLERK CONCRETE FINISHER EQUIPMENT OPERATOR II EQUIPMENT SERVICER II LIFT STATION MAINTENANCE MECHANIC NUÏRITION TECH II

TRD41 5

PARK PLUMBER I

TEC951 TEC400

PARK TECHNICIAN II PERMIT TECHNICIAN PLAN REVIEWER I RANGE OFFICER

cLR500 1RD222 TRD95O

TRD236 TRD341

TRDs18 TRDOSO

TRD234 TEC560 PRF57,I TEC220

cLR605 TRD24O TEC591

TEC956 GROUP C-07

cLR420 PRF43O

ctR065 TRDO42 TRD53O

cLR950 TRDO46 TEC960 TRD436 TRD98O PRF250 TEC213

ADMINISTRATIVE ASSISTANT V ATHLETIC SPECIALIST BENEFITS COORDINATOR BUILDING ATTENDANT III I

ÏREE TRIMMER

TRD954 TRD960 TRD535

UTILITY MAINTENANCE MECHANIC I UTILITY OPERATOR VAN OPERATOR

cLR121

TRDO43

ACCOUNTS PAYABLE CLERK II ADMINISTRAÏIVE SUPERVISOR ANIMAL MANAGEMENT OFFICER ÏRAINEE BUILDING MECHANIC II BUILDING TECHNICIAN II

cLR620

CLINIC AIDE

TEC133

ïRD160

COMPUTER OPERATOR I CSR INTAKE SPECIALIST

cLR535

DISPATCHER

PRF575

CLR'I67

cLRl30 TRD560 TRD9O5

40,1 36

10.284 1,783 21,391

20.190 3,500

41,99s

CUSTODIAN III DRAFTER I GOLF IRRIGATION TECH II HOUSING INSPECTOR

TRD41 1

PRFO90

20,426

BUS DRIVER BUYER I

TRD964

PRFO34

MAXIMUM

(hr/mth/yr)

SERVICER II SOLID WASTE SERVICE TECHNICIAN STD/HIV OUTREACH SPECIALIST I TRAFFIC CONTROL TECHNICIAN TRAFFIC GU IDE/PARKING ENFORCEMENT WELDER I WIC TECHNICIAN III ZOO KEEPER II

HIJMAN RESOURCE GENERALIST INSTRUMENT OPERATOR LIBRARY ASSISTANT METËR SERVICE REPRESENTATIVE RESI DENTIAL EQUI PMENT OPERATOR SECURITY OPERATIONS SUPERVISOR STD/HIV OUTREACH SPECIALIST II SÏORE CLERK TREATMENT PLANT OPERATOR

TRD335 TRD952

GROUP C-08

MINIMUM

(hr/mth/yr)

567

10.770 1,867

22,402

21.157 3,667 44,007

CITY OF AMARILLO 201512016 GENERAL SALARY SCHEDULE

CLASS DESCRIPTION TRD951

EQUIPMENT OPERATOR III

cLR085

EXECUTIVE ADMISTRATIVE ASSISTANT HEATING INSPECTOR I INFORMATION TECHNOLOGY TECHNICIAN

TRD5,19 TEC121

TRD77I TRD342 TRD171

cLR945 TRD41 O TRD41 6 TRD,ISO

TRD555 CLRgOB

TEC932

TEC225 TRD34O

ïEC160 GROUP C-09

cLR941 cLR't 13 MGT27O

TEC943 cLR951 TRD953

INVENTORY CLERK LABORATORY TECHNICIAN

ïRD920

MECHANIC APPRENTICE ODOR CONTROL TECHNICIAN PAINTER & BODY REPAIRER

TEC340 TRD233

TEC|20 TRD241

WELDER II

cLR120 cLR947 cLR615

ACCOUNTING ASSfSTANT ADMINISTRATIVE SPEC¡ALIST I ADMINISTRATIVE TECHNICIAN ANIMAL MANAGEMENT OFFICER I

TRD351

MGÏ221 cLR220 TEC222 TRD250 TRD25,I

TRD965

TRD592

23,5M

23.338 4,045 48,544

I 1.963

24.669

2,074 24,883

51,312

1,962

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

cLR779 TEC065

.319

1 1

BACTERIOLOGY TECHNICIAN

cLR166 TEC940

cLR096 TRD255

GROUP C-10

ADMINISTRATIVE TECHNICIAN ARRAIGNMENT CLERK ASSISTANT BOX OFFICE MANAGER

TEC300 TRD22O PRF592 TRD35O

TRDOTO

MAXIMUM

(hr/mth/yr)

JAIL COOK L¡FT STATION MAINTENANCE MECHANIC I METER READER II OFFICE ADMINISTRATOR PARK MAINTENANCE MECHANIC II PARK PLUMBER II PRINTER II REHAB INSPECTOR I SECRETARY I I I-UNCLASSIFIED STORM SEWER TECHNICIAN TRAFFIC CONTROL SPECIALIST UTILITY MAINTENANCE MECHANIC LEADER WIC ÏECHNICIAN IV

BUYER II COMMERCIAL EQU IPMENT OPERATOR COMPUTER OPERATOR II CUSTODIAL FOREPERSON DATA ADMINISTRATOR DISPOSAL EOUIPMENT OPERATOR DRAFTER II EQUIPMENT OPERATOR IV IMMUNIZATION OUTREACH SPECIALIST NDUSTRIAL WASTE INSPECTOR

TEC132

MINIMUM

(hr/mth/yr)

568

4,276

CITY OF AMARILLO 2O'I 51201 6 GENERAL SALARY SCHEDULE

CLASS DESCRIPTION PRF1,,I5

CASE WORKER

PRF351

CHEMISÏ

TEC905

COMMUNICATION TECHNICIAN ASSISTANT II DRAINAGE UTILITY FOREPERSON II ENGINEERING AIDE II HOUSING TECHNICIAN NFORMATION TECHNOLOGY ASSISTANT NUTRITION TECHNICIAN III OFFICE MANAGER PARK FOREPERSON I PLANNING DESIGNER ROUTE SUPERVISOR ASSIS'TANT SENIOR BUYER SERVICE WRITER SEWER FOREPERSON STREET FOREPERSON II UTILITY MAINTENANCE MECHANIC II WATER BACTERIOLOGIST WATER FOREPERSON WIC TECHNICIAN V

MGÍ224 cLR560 TECr 30

TEC588 cLR630 MGT95O PRF52O

MGT245

cLR145 cLR230 MGT34O MGT222

TRD956 TEC945 MGT33O

-tEc162 GROUP C-1I

cLR040 PRFO88

MGTO45

cLR775 TEC901 TRD52O TEC216

cLR595 TRD9,15

TEC920 TEC150 TEC555 MGÏgOO TRD44O PRFOTO

l\ÍiGT242

cLRr40 cLR090 TRD921 TEC942 TEC91B MGT2,IO TRD556 PRF145 TEC543 TEC542 TRD966 TRD33O

MAXIMUM

(hr/mth/yr)

12.576 2,180

25.941

26,1 58

53,957

BAILIFF II BENEFITS COORDINATOR II BUILDING MECHANIC III

cLR602 TRD906 cLR952 cLR030

TEC212

MINIMUM

(hr/mth/yr)

BUYER III I

AIRPORT OFFICE MANAGER AIRPORT OPERATIONS COORDINATOR ASSISTANT PRODUCTION MANAGER CIVILIAN INVESTIGATOR COMMUNICATIONS TECHNICIAN COMMUNITY IMPROVEMENT INSPECTOR DESIGN TECHNICIAN I DISPATCH SUPPORT SPECIALIST ELECTRICIAN ENGINEERING ASSISÏANT I ENVI RONMENTAL COMPLIANCE TECHNICIAN I

ENVI RONMENTAL TECHNICIAN

EVENTS SUPERVISOR GOLF EQUIPMENT MECHANIC LEGAL ASSISTANT MAINTENANCE SHOP SUPERVISOR MARKETI NG ADMINISTRATOR MARKETING COORDINATOR I

MECHANIC I PROCESS CONTROL TECHNICIAN PROJECT REPRESENTATIVE PUBLIC WORKS PROJECT COORDINATOR REHAB INSPECTOR II SENIOR BAILIFF SIGNAL TECHNICIAN TRAFFIC TECHNICIAN II TREATMENT PLANT OPERATOR III UTILITY COORDINATOR I

569

4,496

CITY OF AMARILLO 201512016 GENERAL SALARY SCHEDULE

CLASS DESCRIPTION MGT345 WATERYSEWER FOREPERSON GROUP C.12

MGT120

ïRD593 PRF42O

TRD975 TECg15

TECI r5 MGT52O

cLR953 MGT170 PRF352 TRD6OO

TECl 70 TEC450 PRF577 TRD922 TEC589

MGTI 1 7 MGT951 PRF9O2

TEC520 TRD525 PRF142

MGf241 TRD232 TECg10 PRF560

cLRl 1 8 TRD957 MGT931 MGT43O

GROUP C-13

AFTERNOON SH ELTER MANAGER ANIMAL MANAGEMENT OFFICER II AQUATICS SPECIALIST ASSISTANT GOLF COURSE SUPERINTENDENT ASSISTANT SOLID WASTE SERVICE COORDINATOR BAS CONTROLS TECHNICIAN BU LDING SAFEÏY MANAGER BUYER IV CENTRAL STORES MANAGER CHEMIST II FLEET MECHANIC I GIS TECHNICIAN I GREENHOUSE TECHNICIAN LINKAGE ÏO CARE COORDINATOR MECHANIC II NUÏRIÏION TECHNICIAN IV OPERATIONS MANAGER PARK FOREPERSON II PLANNER PLANNING TECHNICIAN PLANS EXAMINER RECREATI ON COORDI NATOR/SPECIALIST

ROUTE SUPERVISOR SENIOR WELDER SOLID WASTE TECHNICIAN SUPPORTIVE HOUSING COORDI NATOR TEEN COURT/COMMUNITY SERVICE COORDINATOR UTILITY MAINTENANCE MECHANIC III WATER & SEWER SUPERVISOR I ZOO CURATOR

EM ERGENCY COMMU NI CATIONS SPECIALI ST

ENGINEERING ASSISTANT II FACILITIES COORDI NATOR I FIRE INSPECTOR FI RE INVESTIGATOR/INSPECTOR I HAZARDOUS MATERIALS PLANNER LIBRARIAN MAINTENANCE SHOP COORDINATOR MECHANIC FOREPERSON I MEDICAL PREPAREDNESS PLANNER

TRDs14

PRFO60 PRFSOO

PRF87O PRFOSO

PRFO30 MGT26O

TRD923 PRF583

56,576

TEC921

TEC2'15

27.200 4,715

2,286 27,431

cLR770

PRF354 TEC141

13.188

TRDO60 TEC930

MGTOB2

TRDs1 1

MAXIMUM

(hr/mth/yr)

ASSISTANT LANDFILL SUPERVISOR ASSISTANT TRANSFER STATION SUPERVISOR BUILDING FOREPERSON BUILDING INSPECTOR CHEMIST-BIOLOGIST COMPUTER PROGRAMMER I DESIGN TECHNICIAN II ELECTRICAL INSPECTOR I ELECTRICIAN II ELECTRONICS/INSTRUMENTATION TECH

MGT251 MGT253

MINIMUM

(hr/mth/yr)

570

13.885 2,407 28,881

28.650 4,966

s9,s92

CIÏY OF AMARILLO 201512016 GENERAL SALARY SCHEDULE

CLASS DESCRIPTION PRF585 TRD51O

TEC040 TRD540 MGT54O

MGT54,I MGT24O

cLR665 TRD972 MGT535 TEC320

GROUP C.14

ACCOUNÏANÎ

cLR581

AIRPORT MAINTENANCE COORDINATOR ANIMAL MANAGEMENT OFFICER III ATHLETIC SUPERVISOR CHEMIST III CIVIL ENGINEER I DISEASE INTERVENTION SPECIALIST

MGT225

DRAINAGE UTI LITY SUPERVISOR

MGT32O

ELECTRONIC/INSTRUMENTATION SUPER EVENTS MANAGER FACILITIES COORDINATOR II FIRE INVESTIGATOR/INSPECTOR II FLEET MECHANIC II FOOD SAFETY SPECIALIST I JAIL MEDICAL OFFICER

PRF353 PRF3O2

MGT9O2 PRFO61 PRFB71

TRD605 PRF550 PRF77O

JA¡LOR

PRF91O

LVN

PRFSOO

MANAGEMENT ANALYST MECHANIC FOREPERSON II

MGT41 1

MGT412 MGT41O PRF4OO

MGT321 TECg19 MGT4OO MGT6O1

TEC925 MGT22O

TEC550 MGTg1O

GROUP C.15

TRD77O TRDO75

TRD230 PRF586

30,353

NUTRITIONIST II PARK HORTICULTURAL SU PERVISOR PARK MAI NTENANCE 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

MGT93O

WATER & SEWER SUPERVISOR II

PRFO52

TEC140

APPLICATION/SPECIALISÏ TRAINER CHIEF DESIGN TECHNICIAN COMMUNICATIONS SHIFT SUPERVISOR COMPUTER PROGRAMMER II

PRF57O

EDUCATION COORDINATOR

MGTO46

30.074 5,213 62,554

2,529

LANDSI DE/FLEET COORDINATOR

PRF60O

'tEc927

14.593

SIGNAL FOREPERSON SIGNS AND MARKINGS SUPERVISOR SOLID WASTE SERVICE COORDINATOR ÏELECOMMUNICAÏIONS CALLTAKER TRANSFER STATION MAINTENANCE MECHANIC TRANSIT OPERATIONS SUPERVISOR WATER OPERATIONS/COMPLIANCE TECHNICIAN

PRF125

MGT42O

MAXIMUM

(hr/mth/yr)

NUTRITIONIST I PLUMBING INSPECTOR ¡ RADIO SHOP FOREPERSON SAFETY & TRAINING OPERATIONS SUPERVSÒR

TRDO73

TRD594

MINIMUM

(hr/mth/yr)

57L

1s.289 2,650 31,801

31.525 5,464

65,572

CITY OF AMARILLO 201512016 GENERAL SALARY SCHEDULE

CLASS DESCRIPTION TEC923

ENGINEERING ASSISTANT IV

PRF3O1

TRD045

ENGINEERING DESIGN COORDINATOR FACILITIES SUPERVISOR

TRD608

FLEEÏ SUPERVISOR

TEC335

PRFO31

LIBRARIAN II

MGT941

OPERATIONS CONTROL SU PERVISOR R/T COMMUNICATION SUPERVISOR

MGT665 TEC540 MGT545 PRF582 MGTO43

MGf252 GROUP C.16

32.956 5,712 68,548

NDUSTRIAL WASTE SUPERVISOR

SIGNAL OPERATIONS TECHNICIAN SIGNAL SUPERVISOR SNS COORDINATOR

TRAINING/OUALITY ASSURANCE SUPERVISOR TRANSFER STATION SUPERVISOR ACCOUNTANT II ADMINISTRATIVE SPECIALIST II

15.986

MGTOgO

AI RPORT FACILITI ES MANAGER

33,251

MGT59O

ANIMAL MANAGEMENT FIELD SUPERVISOR BIOTERRORISM DISP VOL COORD BUILDING INSPECTOR II COURT REPORTER EDUCATORYSNS COORDINATOR

PRF126

cLR1r0 PRF581 PRF350 TRD61O PRF551

2,771

MGTslO

ENVIRONMENTAL CHEMIST FLEET SUPERVISOR II FOOD SAFETY SPECIALIST II HOUSING PROGRAM COORDINATOR JAIL SHIFT SUPERVISOR LANDFILL SUPERVISOR NEIGHBORHOOD SERVICE ADMINISTRATOR

PRF587 PRF901

NUTRITIONIST III PLANNER II

MGT56O MGTO55

PROGRAM COORDINATOR PROJECT CONSTRUCTION SUPERVISOR

MGTO44

SENIOR COMMUNICATIONS SUPERVISOR

PRFOBO

AIRPORT POLICE OFFICER

TEC500

BAS TECHNICIAN BOX OFFICE MANAGER CIVIL ENGINEER II INFORMATION TECHNOLOGY ANALYST NFORMATION TECHNOLOGY SUPPORT ANALYST

cLR610 MGT77O

MGT25O

MGTO4,I PRF3OO

TEC122 TEC123 PRFO32

PRF588 TEC137 MGTO4O PRF3O3

GROUP C.18

MAXIMUM

(hr/mth/yr)

cLR080

PRF579 TRD512

GROUP C.17

MINIMUM

(hr/mth/yr)

PRF12B PRF123 TEC135 PRF552

PRF122

16.747 2,903

34.520

34,834

71,802

17.538 3,040

38.342

5,984

LIBRARIAN III NUTRITIONIST IV PERSONAL COMPUTER SPECIALIST PRODUCTION MANAGER SENIOR PROJECTS COORDI NATOR

ACCOUNTANT III BANK CONTROL/GENERAL LEDGER ACCOUNTANT COMPUTER PROGRAMMERANALYST I

ENVIRONMENTAL HEALTH SPECIALIST I PROPERTY ACCOU NTANT ANALYST

512

36,479

6,646 79,751

CIry OF AMARILLO 201512016 GENERAL SALARY SCHEDULE

CLASS DESCRIPTION GROUP C-19

PRFO81

AIRPORT POLICE SERGEANT

PRF130

BUDGET ANALYST

TRD5OO

PRF033

COMMUNITY SAFETY INSPECTOR COORDINATOR OF PUBLIC RELATIONS & PROGRAMMING

TEC570

DIEÏITIAN I

PRF120

FINANCIAL ACCOUNTANT/GRANTS MANAGER

MGTO5O

FLEET MANAGER SENIOR PLANNER

PRF90O

GROUP C.2O

MGT23O PRFO71

PRF135

TRD545 TRDs15 TRDs13 TRDs16 MGT61O TRD5O5 MGT775

TEC134 TEC571 PRF553 MGT78O MGT87O PRF59O

PRFlOO

INTERNAL AUDITOR

TEC136

PERSONAL COMPUTER SERVICES COORDINATOR REGISTERED NURSE RESOURCE ADMINISTRATOR SAFETY COORDINATOR SENIOR INFORMATION TECHNOLOGY ANALYST

PRF572 PRFO4O

PRF160 TEC'124 MGT79O

GROUP C.21

ASSISTANT MMRS COORDI NATOR ATTORNEY I 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 ENVIRONMENÏAL HEALTH SPECIALIST I I FIELD SERVICES MANAGER FIRE MARSHAL IMM/COMM. DISEASE COORDINATOR

SPECIAL PROJECTS MANAGER

MGTO81

AIRPORT POLICE COMMANDER ATTORNEY II CIVIL ENGINEER III COMPUTER PROGRAMMING MANAGER COORDINATOR OF PUBTIC HEALTH PREPAREDNESS EPIDEMIOLOGIST

PRF3O4

MGT130 PRF5BO

PRF650

TEC125

MMRS COORDINATOR NURSE EPIDEMIOLOGIST NURSE PRACTITIONER SENIOR PROGRAMMER ANALYST

MGT58O

PROGRAM MANAGER

MGTO6O

PRF576 PRF605

MAXIMUM

(hr/mth/yr)

3,190 38,280

19.714

41.032 7,112 85,347

43.914 7,612

3,417 41,005

91,341

21.',107

48.922

3,659 43,903

8,480 101,758

SHELÏER MANAGER

TEC107

PRFO72

MINIMUM

(hr/mth/yr) 18.404

573

CITY OF AMARILLO FIRE DEPARTMENT PAY SCHEDULE

Éffective 10101115

Glass

Assign

(¡

\¡

4,965 4,965

436

5,524 5,524

485

6,044 6,044

531

5,932

3,502

FlR850 Fire Driver (40 hour week) FlR870 Fire Driver (56 hour week)

5,319 5,319

5,417 5,417

FlR840 Fire Lieutenant (40 hour week) FlR875 Fire Lieutenant (56 hour week)

5,817 5,817

5,932

FlR860 Firefìghter (40 hour week) FlR865 Firefighter (56 hour week)

Months Before Raise s4

Pat'

Step 3

Step 1 3,502

Step 5

Step 2 3,821 3,821

Job Title

4,172 4,172

Step 4 4,552 4,552

FtR830 FtR880

Fire Captain (40 hour week) Fire Captain (56 hour week)

6,606 6,606

6,732 6,732

6,860 6,860

602

FrR820 FtR885

Fire District Chief (40 hour week) Fire District Chief (56 hour week)

7,512 7,512

7,660 7,660

7,804 7,804

686

8,818

9,347

9,886

FlR810 Deputy Fire Chief "Monthly assignment pay for a 40 hour week

CITY OF AMARILLO

POLICE DEPARTMENT PAY SCHEDULE

Effective 10101115 Months Before Raise

Glass

Job Title

POL760 Police Officer

\¡ (¡

Step I

Step 2

3,903

4,095

Step 3 4,464

Step 4

Step 5

4,860

5,289

52 12

53 24

POL750

Corporal

5,543

5,660

5,759

POL740

Sergeant

6,175

6,297

6,414

POL730

Lieutenant

7,000

7,137

7,272

POL720

Captain

7,907

8,057

8,210

54 36

55 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 (1 099) Tire lndustry Association Certified Trainer (1104) 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 (1 113)

$50 $50 $75 $50 $50 $1 00

$50 $1 00

$25 $50 $75 $1 00 $1 50

FIRE AND POLICE DIVISIONS

Monthly Pay Amount

CERT¡FICATE PAY:

Fire and Police lntermediate Certificate (1 055/1 004) Advanced Certificate (1050/f 000) M aster Certificate (1 0521 1 002)

$50 $75 $1 00

EDUCATION PAY: Fire and Police 10 - 19 Hours College Credit (1064/1016) 20 - 29 Hours College Credit (1063/1014) 30+ Hours College Credit (106211012)

$15 $25 $35

60+ Hours College CrediUAssociates Degree (1061/1010)

$75

Bachelors Degree (f 059/1008) Masters Degree (1 06011 006)

$1 25 $1 50

OTHER:

Fire EMT-l ntermed iate (1 0221 101 B)

$1 00

EMT-Paramedic (1 023/1 01 9)

$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)

$s0 $50

Police Civilian Typist Piece Rate (1132)

$0.60 per minute

576

CITY OF AMARILLO

INCENTIVE/CERTIFICATION PAY PLAN

FIRE AND POLTCE DIV|S|ONS (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 certificate 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 DIV¡SION

Monthly Pay Amount

Community Development Lead lnspector (1057)

$50

Building Safety Code Level I (1120) Code Level ll (1 125) 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 (1119)

$50 $1 00

$200

Engineering Survey Technician Level I (1 071 ) Survey Technician Level ll (1072) Survey Technician Level lll (1073) Survey Technician Level lV (1074)

$25 $50 $1 00

$200

Traffic Traffic Signals I (1095) Traffic Signals ll (1096) Traffic Signs and Markings I (1097) Traffic Signs and Markings ll (1098)

$1 00

$200 $50 $1 00

MunicipalGarage Section Leader Certification (1 079)

$1 00

Monthly Pay Amount

PARKS DIVISION Certified Grounds Keeper (1080) Licensed lrrigation lnstaller (1081 ) 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)

$30 $30

$75 $75 $1 00

$75 $1 00

517

CITY OF AMAR¡LLO

INCENTIVE/CERTIFICATION PAY PLAN

Monthly Pay Amount

PARKS DTVTSTON (CONT.) Certified lrrigation License (1 087) Master Gardener Certification (1089) Aquatic Facility Operator (AFO) (1090) Certified Park Maintenance School Graduate (1091) lnstructor Trainer-Lifeguard lnstructor (1 092) Lifeguard lnstructor (1 093) Certified Chemical Applicator (1 094)

$1 00

$7s $75 $1 50 $1 00

$50 $50

MANAGEMENT & ADMINISTRATION DIVISION

Amarillo Emergency Communication Genter

Monthly Pay Amount (1028) $25 Officers on Law Enforcement Standards Texas Commission lntermediate Advanced Texas Commission on Law Enforcement Officers Standards (1029) $25 $25 Critical lncident Stress Managemenl(1}42) Telecommunicator's Emergency Response Taskforce, Tactical Dispatch (1043) $25 $rU Amarillo Emergency Communication Center Trainer I (1121) $50 Amarillo Emergency Communication Center Trainer ll (1122) $75 Amarillo Emergency Communication Center Trainer lll (1123) $100 Amarillo Emergency Communication Center Trainer lV (1124) $125 Amarillo Emergency Communication Center Trainer V (1126) $50 Quality Assurance (1127) Amarillo Emergency Communication Center Pay shall not exceed $150 per month per employee

PUBLIC SERVICES DIVISION

Monthly Pay Amount

Animal Management and Welfare National Animal Control Association I (1129) National Animal Control Association ll (1133) National Animal Control Association lll (1 134)

$25 $50 $75

Euthanasia (1 136) Field Training Officer (1138)

$50

Environmental Health Certified Chemical Applicator (1 094)

Monthly Pay Amount

Transit Commercial Driver's License "P" Endorsement ('1 131)

Monthly Pay Amount

$50

FINANCE DIVISION

MunicipalCourt

Monthly Pay Amount

Court Clerk I (1 101)

$50 $75

Court Clerk ll (1102) Court Clerk lll (1103)

$1 00

578

CITY OF AMARILLO INCENTIVE/CERTIFICATION PAY PLAN

Monthly Pay Amount

UTILITY DIVISION "4" Water (1065) "4" Wastewater (1067) "8" Water (1070) "8" Wastewater (1100) "C" Water (1105) "C" Wastewater (1110) "D" Water (1106) "D" Wastewater (1 111) Confined Space Entry (1068)

$200 $200 $1 00 $1 00

$50 $50 $25 $25

$100

National Environmental Laboratory Accreditation Conference Technical Director (1 069)

$100

Survey Technician Certification Level I (1071) Level ll (1072) Level lll (1073) Level lV (1074\

M o nthly Pay Amount

Collection System Operator Class I (1114) Class ll (1115) Class lll (1 1 16)

Monthly Pay Amount

$25

$50 $1 00

$200

$25 $50 $1 00

Environmental Lab Household Hazard Waste Processor (f 031)

$200

Utility Division Certification Pay shall be for one license only per employee.

AIRPORT DIVISION

American Association of Airport Executives (AAAE) Communications (1154) Security (1161) Airfield Lighting Maintenance (1 156)

Operations (1157) Trusted Agent (1158) Certified Member (1 1 59) Accredited Airport Executive (1 163)

$25 $25 $25 $25

$2s $50

$7s

AAAE Certification Pay shall not exceed $150 per month per employee.

TCEQ Underground Storage Tank Operator Class A (1164) Class B (1165)

$75 $75 $50

Class C (1166)

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.

579

. CITY OF AMARILLO 2O15120'16 MANAGERIAL SALARY SCHEDULE

MONTHLY

CLASS DESCRIPTION GROUP A.O1

ADMO88 ADMO47 ADMO35 ADMO25 ADMOO2

ADM551 ADM9OO ADM,125 ADMO15 ADM6,1O

ADMOl 7 GROUP A-02

ADMO41

ADM591 ADMSBO ADMO93 ADMO51

ADM171 ADM411 ADM141 ADM231 ADM241 ADM221

ADM53I ADM34O

ADM065 ADM331 ADM321 ADMO55

ADM160 ADMO42 ADMO73

ADM112 ADM150 GROUP A-03

ADM590 ADMOTB ADM5ôO ADMO31 ADMO93

ADM06,I ADM355 ADMO81

ADMSBI ADM550 ADM62O ADMO32

ADM905 ADM425 ADM541

ADM585 GROUP A.O4

ADM12I ADM6OI ADM131

ADMl 1 5 ADM5l O ADM04O

MINIMUM MAXIMUM (hr/mth/yr) (hr/mth/yr) 2,620

46.247 8,016

31,M3

96,194

16.865 ASSISTANT CIVIC CENTER 2,923 ASSISTANT DIRECTOR OF ANIMAL 35,079 ASSISTANT DIRECTOR OF PUBLIC ASSISTANT EMERGENCY MANAGEMENT COMMUNCIATIONS MANAGER ASSISTANT EMERGENCY MGMT COORDINATOR ASSISTANT MANAGER UTILITY BILLING ASSISTANT PARK SUPERINTENDENT ASSISTANT PURCHASING AGENT ASSISTANT SHOP SUPERINTENDENÏ 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 SÏORES SUPERINTENDENT CIVIC CENTER BUSINESS MANAGER DEPUry BUITDING OFFICIAL DEPUTY COURT CLERK & ASST. ADMINISTRATOR PRINTING MANAGER

51.592 8,943 107,311

ANIMAL CONTROL DIRECTOR ASSISTANT CITY ATTORNEY II / SENIOR PROSECUTOR ASSISTANT COMMUNITY DEVELOPMENT ADMINISTRATOR ASSISTANT DIRECTOR OF LIBRARY SERVICES ASSISTANT EMERGENCY COMMUNICATIONS CENTER MANAGER ASSISTANT FACILITIES MANAGER CHIEF CHEMIST: ENVIRONMENTAL PROGRAMS MANAGER DEPUTY DIRECTOR OF AVIAÏION DIRECTOR OF PUBLIC HEALTH ENVIRONMENTAL HEALTH DIRECTOR HEALTH PLAN ADMINISTRATOR LIBRARIAN IV MPO DIRECTOR PARK DEVELOPMENT MANAGER TRAFFIC FIELD SUPERINTENDENT WIC MANAGER

57.503 9,967 1 1 9,606

AIRPORT OPERATIONS MANAGER ANIMAL WELFARE SPECIALIST ASSISTANT BUILDING OFFICIAL ASSISTANT CITY SECRETARY COMMUNITY RELATIONS COORDINATOR ENVI RONMENTAL AD M N STRATOR GOLF COURSE SUPERINTENDENT INFORMATION TECHNOLOGY COORDINATOR MANAGEMENT ANALYST PUBLIC SAFETY SAFËTY MANAGER TRAINING COORDINATOR I

15.',!17

MANAGER CONTROL HEALTH

ASSISTANT CITY AUDITOR ASSISTANT DIRECTOR OF HUMAN RESOURCES ASSISTANT INFORMATION TECHNOLOGY MANAGER ASSOCIATE MUNICIPAL COURT JUDGE BUILDING OFFICIAL CIVIC CENTER MANAGER

s80

18.797

3,258 39,098

20,951

3,632 43,578

64.096 11,110 133,320

CITY OF AMARILLO 20151201 6 MANAGERIAL SALARY SCHEDULE

MONTHLY

CLASS DESCRIPTION ADM5O2 ADMO95 ADMOSO

ADM111 ADM41O ADM52O

ADM140 ADM23O

ADM240 ADM220 ADM53O

GROUP A.O5

ADI\¡\21',

ADM401 ADM3,IO ADMO2O ADMO71 ADMOBO

ADM600 ADMO30 ADMO45 ADM11O

ADM135 ADM170 ADM540 ADM345 ADM33O ADM32O

GROUP A-06

ADM1O1 ADM2O1 ADM3O1

ADMl20 ADM2lO ADM130 ADM35O

GROUP

COMMUNIry DEVELOPMENT ADMINISTRATOR EIMERGENCY COMMUNICATIONS CENTËR MANAGER EMERGENCY MANAGEMENT COORDINATOR MUNICIPAL COURT CLERK AND ADMINISTRATOR PARK SUPERINTENDENT PLANNING DIRECTOR PURCHASING AGENT SHOP SUPERINTENDENT SOLID WASTE SUPERINTENDËNT STREET SUPERINTENDENT TRANSIT MANAGER ASSISTANT CITY ENGINEER ASSISTANT DIRECTOR OF PARKS AND RECREATION CHIEF WATER UTILITIES ENGINEER CIry SECRETARY DEPUry CITY ATTORNEY DIRECTOR OF AVIATION DIRECTOR OF HUMAN RESOURCES DIRECTOR OF LIBRARY SERVICES MANAGËR OF EMERGENCY ADMINISTRATION MUNICIPAL COURT JUDGE RISK MANAGEMENT DIRECTOR UTILITY BILLING MANAGER TRAFFIC ENGINEER WASTEWATER TREATMENT SUPERINTENDENT WATER AND SEWER SYSTEM SUPERINTENDENT WATER PRODUCTION SUPERINTENDENT

23.365 4,050 48,599

71.487 12,391 148,693

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

79.716 13,817 165,809

29.050 5,035 60,424

88.880 15,406 184,870

32.390 5,614 67,371

99.816 17,301 207,617

35.950 6,231 74,776

109.991

39.910 6,918 83,013

122.086 21,162 253,939

A.O7 ADMOOS ASSISTANT POLICE CHIEF

GROUP A-08

ADMOTO

CIry ATTORNEY

ADMsOO ADM,lOO ADM4OO ADM06O ADM2OO

DIRECTOR OF COMMUNIry SERVICES D¡RECTOR OF FINANCE DIRECTOR OF PARKS AND RECREATION DIRECTOR OF PROJECT MANAGEMENT DIRECTOR OF PUBLIC WORKS DIRECTOR OF UTILITIES FIRE CHIEF INFORMATION TECHNOLOGY DIRECTOR POLICE CHIEF

ADM3OO ADMSOO

ADM137 ADMTOO

GROUP A.O9

ADMOlO ADMO11

GROUP

MINIMUM MAXIMUM (hr/mth/yr) (hr/mth/yr)

ASSISTANT CITY MANAGER. FINANCIAL SERVICES ASSISTANT CITY MANAGER. PUBLIC SERVICES

A.1O ADMO12 DEPUTY CIry MANAGER

s81

19,065 228,781

CITY OF AMARILLO 201512016 HOURLY SALARY SCHEDULE HOURLY MINIMUM MAXIMUM

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

9.253

ASSISTANT RECREATION COORDINATOR ENVIRONMENTAL HEALTH INVESTIGATOR HEAD LIFEGUARD LESSON COORDINATOR RECREATION LEADER RECREATION SPECIALIST

7.250

9.439

7.250

10.r88

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

r0.808

GROUP H-05

HRLgO1

ACCOUNT CLERK I ADMINISTRATIVE ASS ISTANT 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 ÏECHNICIAN I

7.250

11.257

ANIMAL CONTROL OFFICER BUILDING ATTENDANT CIVIC CENTER BOX OFFICE CLERK II

7.250

11.798

GROUP H.O1

HRL260 HRLO4O

HRLO39 HRLO5O HRLO31 HRL4OO

HRL4O3 HRL54O HRL541 HRL4O2

HRL413 HRL41 1

GROUP H-02

HRLO65 HRL55O HRL4O5

HRL417 HRL415 HRL414 GROUP H-03

HRL4O6 HRL9O5 HRLlOO

HRL418 HRL542

HRL9O4 HRLO2O

HRLI 1 1 HRLI 13 HRL252 HRL935 HRLO32

HRL530 HRL97O HRLO53 HRL571 HRLO33

HRL544 HRL9O2

HRL587 GROUP H-06

HRL975 HRLO42 HRLO41

582

CITY OF AMARILLO 201512016 HOURLY SALARY SCHEDULE HOURLY

MINIMUM MAXIMUM

CLASS DESCRIPTION HRL875 HRLg1 5

HRLg1 1 HRL9O3 HRL59O HRL93O

GROUP H.O7

ACCOUNT CLERK II DRAFTER I MECHANIC APPRENTICE PURCHASING CLERK SERVICER I

7.400

12.439

7.760

13.002

HRL955

COLLEGE INTERN ENGINEERING AIDE I EQUIPMENT OPERATOR I HAZMAT OUTREACH ASSISTANT LAB TECHNICIAN I OUTREACH SPECIALIST SECRETARY II SECU RITY OPERATIONS AGENT STORE CLERK I SWIMMING POOL MGR. UTILITY MAINTENANCE MECHANIC I

HRL421

ASS ISTANT AQUATIC/ELLIS INSTRUCTOR

8.130

13.632

HRL950 HRL592 HRL419

EQUIPMENT OPERATOR II NUTRITION TECHNICIAN II PLUMBER PROGRAM COORDINATOR WELDER I ADMINISTRATIVE TECHNICIAN BUS DRIVER COMMUNICATIONS TECHNICIAN HOUSING INSPECTOR LIBRARY ASSISTANT NUTRITION TECH III

8.510

14.263

EQUIPMENT OPERATOR III MECHANIC PROJECT REPRESENÏATIVE SECRETARY III SIGNAL TECHNICIAN TRANSFER TRUCK DRIVER

8.920

14.949

HRL9O6 HRL96O

HRL926 HRL140 HRL925 GROUP H.O8

HRL92O HRL2,11

HRL221 HRLOs,1

HRL94O HRLO38

HRL907 HRLOSO

HRL164 HRL4O9

GROUP H-09

HRL42O

HRL240 GROUP H-10

HRL941 HRL531 HRLgO9 HRL98O HRLO34

HRL593 GROUP H-11

CONCESSION WORKER CREW LEADER CUSTODIAN I CUSTOMER SERVICE CLERK I NUTRITION TECHNICIAN I UTILITY WORKER

HRL95,1

HRL23O HRL21 5 HRLgOB

HRL548 HRL251

GROUP H-12

HRL25O TRANSFER STATION OPERATOR

9.370

15.714

GROUP H-13

HRL585 NUTRITIONIST

9.9r0

16.591

s83

CITY OF AMARILLO 201512016 HOURLY SALARY SCHEDULE

HOURLY

MINIMUM MAXIMUM

CLASS DESCRIPTION HRLTOO

HRLl 38 HRL725 HRL545 GROUP H.14

HRL145 HRLg16 HRL555 HRL945 HRLO52 HRLO35

GROUP H.15

COMPUTER PROGRAMMER I EMERGENCY COMMUNICATIONS SPECIALIST INSPECTOR

11.500

19.271

BUDGET ANALYST DISEASE INTERVENTION SPECIALIST II HEALTH PROMOTION SPECIALIST MANAGEMENT ANALYST

12.080

20.263

COURT REPORTER NUTRITIONIST IV PUBLIC FIRE SAFETY SPECIALIST

13.240

22.211

BAILIFF INFORMATION TECHNOLOGY TECHNICIAN OFFICE MANAGER

r3.900

23.313

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

60.911

HRL52O HRL581 HRL57O

HRLI 1O HRL87O

HRLl20 HRLl 21 HRL99O

GROUP H.I9

17.454

HRL141 HRL77O

HRL582

GROUP H.I8

10.420

LVN

HRL5OO

GROUP H-I7

COLLECTIONS CLERK ELECTRICIAN I ENVIRONMENTAL TECHN ICIAN EQUIPMENT MECHANIC I HAZMAT OUTREACH COORDI NATOR LIBRARIAN I

HRL575 HRL586

HRL965 GROUP H-16

OFFICIALS SPECIALIST ATHLETICS PERSONAL COMPUTER TECHNICIAN RANGE OFFICER SCHOOL CROSSING GUARD SUPERVISOR

HRLO45

HRL775 HRL595 HRL750 HRL83O HRL871

HRL946 HRL85O

HRLI 15 HRL56O

HRL573 HRL572 HRL61O

NUTRITIONIST II

584

09/09/l5BSM

ORDINANCE NO. 7549

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF AMARILLO, ADOPTINC THE BUDGET FOR THE FISCAL YEAR OCTOBER I, 2015, THROUGH SEPTEMBER 30, 2016, FOR THE CITY OF AMARILLO; APPROPzuATING MONEY FOR THE VARIOUS FUNDS AND PURPOSES

OF SUCH BUDGET; ESTABLISHING AND ADOPTING AN OFFICIAL PERSONNEL PLAN FOR THE CLASSIFIED AND UNCLASSIFIED SERVICE AND, ABOLISHING ALL POSITIONS NOT LISTED IN SAID BUDGET; AMENDING VARIOUS PROVISIONS OF THE AMARILLO MUNICIPAL CODE TO MODIFY,INCREASE, OR DELETE VARIOUS FEES AND RATES AS FOLLOWS: CHAPTER 8-3 ADDING A SOLID WASTE TIER; CHAPTER I2.I ADDING AN ANNUAL BALL MACHINE PERMIT FEE; CHAPTER i2.7 DEFINING SPECIAL EVENT AND ADDING AN APPLICATION FEE; CHAPTER 8-5 ADDING ENVIRONMENTAL HEALTH FEE; CHAPTERS l8-2 AND l8-3, VARIOUS V/ATER AND SEWER RATES AND FEES; PROVIDING A SAVINCS AND SEVERABILITY CLAUSE; REPEALING ALL ORDINANCES AND APPROPRIATIONS IN CONFLICT; PROVIDING AN EFFECTIVE DATE. WHEREAS, a budget I'or operating the municipal government of the City of Amarillo for the fiscal year October l, 2015 through September 30, 2016 (hereafter, "fiscal year" or "FY") has been prepared by the City Manager of the City ofAmarillo; and

WHEREAS, all public notices and hearings required by State law and the City Charter have been duly and legally advertised, published and conducted as required; and

WHEREAS, said budget has been filed with the City Secretary for more than fifteen (15) days immediately prior to the public hearing heretoîore held upon said budget; and

WHEREAS, at the public hearing the fìnancial condition, comparative expenditures as filed, and public comments were duly considered;

NOW, THEREFORE, BE IT ORDAINED BY THE CITY COL'NCIL OF THE CITY OF AMARILLO, TEXAS: SECTION 1 That rhe budget as filed with the City Secretary of the City of Amarillo for the fiscal year of October 1 , 20 1 5 through September 30, 20 i 6 (hereafter, "the fiscal year"), together with

any amendments made upon motion, second, and majority vote during public hearings, is hereby approved, adopted and ratified as the Annual Budget for the City of Ama¡illo, 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 refèrence, is hereby created, established and adopted as the

offrcial plan for the classifìed service and unclassified service (managerial schedule and part-time schedule) of the City of Amarillo lor the fiscal year. Any classitìed or unclassified position which is not

585

listed in said Annual Budget is expressly found, after having been examined in budget work sessions to be a surplus position and, in order to increase efficiency ofproviding service and to reduce expenditures,

such position is hereby abolished. The number ofauthorized positions may be increased by subsequent action if grants or other revenue sources become available during the fiscal year to fund such position(s).

On October 1,2015, six (6) new patrolmen positions are deemed activated and vacant, to be

filled in accordance with civil service law and in addition, five (5) corporal positions, four (4) sergeant positions and one (l) lieutenant position will be created from existing positions.

SECTION 3. That in accordance with the annual personnel budget lor the City, effective January 1,2016, the City contribution rate to the Texas Municipal Retirement System will be ten point ninety percent (10,90%). Effective January 1.2016, the City contribution rate to the Amarillo Firemen's

Relief and Retirement Fund will be eighteen point eight-threepercent (1S.83%). Effective January I, 2016, the City contribution rate towards the City's Other Post Employment Benefirs (OPEB) liability

will be two point forty-three percent (2.43%). This does not change the amounts contributed by employees each payroll period.

SECTION 4. That in accordance with the adoption of the annual budget for the City, all organizational Divisions and Departments shall abide by the fee schedules and guidelines promulgated by the State, pursuant to Texas Govemment Code, chapter 552, Subchapter F (sec. 552.261et. seq.), as amended, in calculating and collecting fees from requestors for copies of public information. A receipt

shall be issued for each fee and such monies accounted for in the manner provided for by the City Finance Director. Provided however, if the fee due is less than ten dollars ($10.00) it is hereby waived in the interest of govemment efficiency, unless there is a clearly documented pattem of a requestor making serial requests for portions of information in an attempt to avoid the fee. The City Attomey's office shall prepare a standardized letter for Divisions to use for notifying requestors of itemized fee

estimates of

$40.00 or more (or such other sum as Subchapter F may be amended to provide) and, a letter requiring a

fifty percent (50%) fee deposit on any request involving an estimated fee of $100.00 or more, before staff commences work on the request.

586

SECTION 5. That, in accordance with the annual budget adopted for the Solid Wasre

Department of the Public Works Division, Chapter 8-3, Article IV, Division 2, Section 8-3-93, of the

Amarillo Municipal Code is hereby amended to read as follows: Sec. 8-3-93. - Commercial collection and disposal.

(a)

Table oJ'charges. Commercial collection and disposal charges shall be based on the size, type and number oicontainers and frequency of service established for such commercial collection. The monthly charges per container for commercial collection are as set out below:

TABLE NUMBER TWO Per Container

Container Pickups Per Week Not More Than

$63.73

$87.t7

$1r5.39

st43.62

$171.84

$107.66

$159.88

s212.00

s264.43

$3r6.s2

$l16.39

$r72-84

$229.29

$285.73

$342.18

Container Volume (In Cu. Yds.) Single container charge: 3

$146.9t

(b){d)

$290.85

[No TEXTCHANCE]

SECTION 6. That, in accordance with the annual budget adopted for the Pa¡ks and Recreation Department, that Chapter 12-1, Article l, Section l2-l-2 of the Amarillo Municipal Code is hereby amended in part to insert into the table a new category and fees to read as follows:

Sec. l2-l-2. Tennis center. The following fees are authorized to be collccted for tennis. Annual permits are valid for one year from date of purchase.

Court fees (per 90 minutes per person)

$2.00, before 5:30 p.m. $2.50 after 5:30p.m.

Senior Court, Monday--Friday

$1.s0, 9:00 a.m. to 3:00 p.m.

Indoor Court additional fee

$2.00 (Seniors, $1.00, 9am-3pm, Mon.-Fri. only)

Annual Court permits

$100.00, Adult (Outdoor) $50.00, Junior

587

$25.00, add'l family member $100.00, Indoor court fee

Annual Combo permits (Indoor/Outdoor)

Adult (18 and older) S150.00

Add'l Family Member $75.00 Before 5;30 p.m. $25.00 (outdoor only; indoor

Punch Card (20 visits)

add $2)

After 5:30p.m. $35.00 (outdoor only; indoor add $2)

Indoor card $35.00

Ball Machine

$15.00 per hour

Annual Ball Machine Permit

$ 1 00.00/ per person

SECTION 7. That, in accordance with the annual budget adopted for the Parks and Recreation Department, that Chapter l2-7, Article IIl, Section 12-7-8 of the Amarillo'Municipal Code is hereby amended in part to read as follows:

Sec. l2-7-8. - Park operating policy; permits; Fees (a) -

(i)

(h)

[No TEXT cHANcE]

Special Evenl - A Special Event shall be defined as an event requirine a permit as set

forth in this section that involves a group of two hundred (200) persons or more. A

t*enty-fìue dolla, ($25.00) p.ocessing fee shall be paid and must acçompanv a application qualifvine as a Special Event as defined herein. SECTION 8' That, in accordance with Annual budget adopted for the Environmental Health Department, Amarillo Municipal Code, Chapter 8-5, Article IV, Section 8-5-15 be and hereby is amended in part 1o read as follows:

Sec. 8-5-15. - Fees. (a.) - (p.) [No TEXT CHANGE]

588

lÐ Annual permit (year round usaee) lor Public pools and spas, PIWF; Semi;public pools, spas, PIWF........$250.00 or, if more than one at the same address,

then $125.00 for each unit after the first. Fees will not be pro-rated. Permits are non-transferable.

(l) Seasonal permit (Menlorial Day throush Labor Day usage only) for Public pools. spas. PIWF: Semi-public pools. spas. PIWF ....$125.0 or. if more than one at the same address. then $75.00 for each unit after the fìrst

(s.) Re-inspections to re-open a closed pool: $50.00 Every effort will be made to re-inspect the same day ofnotification that the violation(s) has been corrected. Re-inspections of closed pools will be made within one working day.

It)

Late fees for annual public pool permits will be $50 and for seasonal permits will be $25.

lu)

Cost per seat in the Certified Pool Technician course will be $ 125. Payments must be made in advance and are non-refundable.

(v)

Application and plan review for new conslruction. modification. or reoair of a public swimminq pool. spa. or PIFW: $50.

SECTION 9. That, in accordance with the annual budget adopted for the Utility Division, the water rates and charges in Chapter l8-2, Article III, Section 18-2-56 of the Amarillo Municipal Code are hereby amended in part to read as follows;

Sec. 18-2-56. - Water meter and main tap fees.

The Water Department shall collect trom each person the i'ollowing tèes for the various services and hardware described in this section.

(a) - (c) INO TEXT CHANGE]

andfe+€d-+ll€ys",

(!)(.rÐ INOTEXTCHANGE] SECTION 10. That, in accordance with the annual budget adopted for the Utility Division, the water rates and charges in.Chapter I 8-2, Article lll, Section 18-2-57 of the Amarillo Municipal Code are hereby amended in part to read as fbllows:

s89

Sec. l8-2-57. - Monthly rates.

(a) The following minimum monthly meter service charges include the first three thousand (3,000) gallons consumption: ¡^:- -'-

Meter Size (inches)

[wái.i nut. I

lSrze

l\ilater Rate 2 ioutside City $ {4-1019.61

ilnside City

E,Y

i-* $ 1zJ1t3.rl i fi,eg n..60 -i= zuse$ ,i 344235.04qg +2sJ4 çE ''. 158*+ 163.57

FA G,J,K,M,W

+3+45 214,51 3+736337.18

518 or%

1V2

2 3 or FH Meter

I -',-___

T' r I

L,H,X

8 or larger

z+ææ49._, 32A433.83

5r+3 !lq_

+$34ryê! nÆ245.36

3s#6rygþ +91-0+505.77

(b) In addition to the monthly meter charge set forth in subsection (a) above, the i'ollowing shall apply to the amount ofwater used in excess ofthree thousand (3,000) gallons per month: ilnside Citv

Ouantity

b* lJ00*

(eallons)

iGallons

nui¡auùiot,

i Mini*urn Charge i - s,z++z:q

0-3,000 3,901'' r0,009 r 0,00 r

.]'-- ++La6 :, t4E2 sg

-30,000

30,001-50,000 Over 50,000

C o mm e r c i a I/ I n du.s t r i a

1éS 7.73

5.15

Over 3,000 !111s9!y9-n (qtt yrvj99 srgyrs)

Minimum charge I

10,001-30,000 30,00_l-50,000 Over 50,000

$3J+ 4.0r I

0-3,000

3,00r-t 0,000

Minimum Charge

_Minimgm Charge $?.592.67

9_1,00¡

s_z_se?g

Minimg.qlþry-e__

$+811E

449 4.53

4494Åe: 6-qq¡q_

+00 5.15

7-54 7.73

_-++73.06 I

I I

SECTION I l. That, in accordance with the annual budget adopted for the Urility Division, the water rates and charges in Chapter I 8-3, Article lV, Section 18-3-73 of the Amarillo Municipal Code are hereby amended in part to read as follows:

Sec. l8-3-73. - Rates inside corporate limits. Every User whose Premises, within the City, is served by a connection with the Wastewater system

of the City, whereby the Wastewater is disposed of by the City, shall pay a service charge as f'ollows:

) A monthly service charge shall be charged to all Users based on the water meter size as follows:

s90

Meter Size (inches)

Charge flor the ¡hrst 3,000 gal lons

518 or%

$r4+?

.14-89

+Æ 15.74 +#9

lV" 2

+8,76

-z?4228.24

4æ5

8or

(2) For usage in excess ofthree thousand (3,000) gallons, a monthly service charge shall also be charged to all Residential users in the amount olone dollar and seventy-Èwo seven cents

($+?2 I .77) per one thousand ( I ,000) gallons of water used over the initial allotment of 3,000 gallons. The service charge lor all Commercial and Industrial users shall be one dollar and

eigh+fsix ninety- two cents ($tr-86 1.92) pu one thousand (l,000) gallons over the initial allotment, unless the Wastewater is metered in which case the service charge shall be nvo dollars and six twelve cents ($2$6 2.12) per thousand over the initial allotment as more

specifically set forth hereinafier. (a.)- (d) [No TEXT CHANGE] (3) -

(4)

INO TEXT CHANCEI

SECTION 12. That, in accordance with the annual budget adopted for the Utility Division, the water rates and charges in Chapter l8-3, Article IV, Section 18-3-74 of the Amarillo Municipal Code are hereby amended in part to read as follows:

Sec. 18-3-?4. - Rates beyond corporate limits.

(r)

[No TEXT CHANGE]

{2\

A monthly service charge shall also be charged to residential Users outside the corporate limits in the amount of two dollars and Sftyeight sixty-six cents ($2J$ 2.66) per one thousand (1,000) gallons of water used over the initial allotment of 3,000 gallons. The service charge for all Commercial and Industrial users outside the corporate limits shall be two dollars

and

eir¡hty-eisht cents ($+.+9 2.88) per one thousand (t,000) gallons over the

initial allotment of 3,000 gallons, unless the wastewater is actually metered, in which case the service charge shall be three dollars and ¡rine eishteen cents ($3-09 3.18) or as contracted.

591

S[ìC'l'l()N 13. "l'hat shoulcl tuy palt. portion, section" ltc. charge. or expenclitirlc cntrctccl by ur cont¿rinccl r'vithin either thi,,ì orclin¡nce or thc bLrdget that it;rdopts. bc declarcil inopcrativc. Lrnconslilutìonal. iilvalid. ol voicl lìrr atty Lcasort by a coult ol'corn¡rctcnt.juriscliction. thcll sLrch dccìsion,

o¡rinion. or juclgnrent shall irr nt) lv¡ty al'l'cct thc rcrrraining ¡rortions. ¡ralts. sccti<lns. lccs. chalges. or' ex¡renclilurcs

ol'either this ortlinartce or thc liudgct. *,hich renraining plovisions shall bc âltd icnlain in

lirll t'orce and cff'ect. SÍrcl'llON 14. 'l'hat all ol'clinauccs. resolutions, arìcl approl)riations {bt'which plcli,isic)ns lìav-c heretofbre bccrr tnacle ¿ìte hercby cx¡rressly repcaled to tlle extent ol'any confìict rvith tlrc plovisions ol' this ordinance.

SEC'|[ON 15. That thc ('ity iVlanager is aulliorizeci to ap¡lnvc traiisl'ers bcnvccll linc iten,s in any de¡rartnretrtal budget ancl to ¡r'¡akc transl'els bctrvccn fìrnd.s wjrhin tlrc hudger tvhich ivill ncilher decrease a progralr or serviçe adopted in saicl lrudget. nor inct'ease cxpenrlitures over the tot¡lÌ ¿tlìlount ül'

expenclitules apploved in saicl budgct. in oldcr to ureet unânricipatcd expentlirirrcs ivithin any departrnent" progra¡n. ìlr scruicc.

SECTION 16. That this oldinance shall b,.'efleclive on ¿ucl atìcr its adoplionl providecl. horvevet'. that the ¡\nntr¿rl Budg,et ndo¡:rtecl hercirr. along rvith lecs arrrl cliarges establishcci herein. shall

bc efïectivc on Oclober l. 20 I5. r¡nless a clil'l'crcnt ellì:ctive clate is s¡rccjlìcd fìrr a parliculat.Scction hereot'.

IN-l"fìODUCED AND I)ASSIID by the Cit1, ('r¡uncil ol'thc ('ity ol'r\ulalillo. l-cxas. o¡ llir.sr Reading the Stlr day o1'Se¡rtenrbct,20151 and IIASSUD on Second ¡nci Irinal lìeacling thc l5th clny ç1, Septenrbcr'- 20 l5

t\ l)atrl flar¡ro

A't'fES',t:

Frances t'libbs, City Sectctary

s92

¿'¡

1() I

9/S/15BSM

ORDINANCE NO.7550

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF AMARILLO, TEMS: APPROVING TAX ROLL; SETTING THE TAX RATE AND LEVYING A TAX UPON ALL PROPERTY SUBJECT TO TAXATION WITHIN THE CITY OF AMARILLO FOR THE TAX YEAR 2015; ESTABLISHING AN EFFECTIVE DATE; REPEALING CONFLICTING ORDINANCES.

WHEREAS, the Chief Appraísers of the Potter and Randall Counties Tax Appraisal Districts have prepared and certified the appraisal roll for the City of Amarillo,

Texas, said roll being that portion of the approved appraisal roll from each rax Appraisal District which lists property taxable by the City of Amarillo within each respective county; and

WHEREAS, the chief Appraisers of the potter and Randall counties Tax Appraisal Districts have performed the statutory calculatíons required by Section 26.04 of the Texas Propelry Tax Code and has submitted said rates to the City Council of said City prior to its adoption of this ordinance; and,

WHEREAS, the City has published the effective tax rate, the rollback tax rate, and other information as allowed or required by the Texas Local Government Code, and has fulfilled all other requirements for publication and postings as required by law, in a manner designated to call to the attention of all residents of said citr and,

WHEREAS, the City Council has complied with all applicable posting, hearing, filing, and meeting requirements of Texas law prior to the setting of the tax rate for 2015; and WHEREAS, a quorum of the City Council is present in a regular meeting open to

the public; Now THEREFORE, BE tr ORDA|NED By rHE crry couNctL 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 2015, there is hereby levied on all of the property

located in the city of Amarillo, Texas, on the first day of January, 201s, and not exempted from taxation by the Constitution and Statutes of the State of Texas, an ad

valorem tax of $0.02506 for debt expenses plus g0.32566 for maintenance and operation expenses (total of $0.35072, per S100.00 valuation of all such property to provide revenue for carrying on the City Government and the current expenses thereof.

THIS TAX RATE WILL RAISE MORE TAXES FOR MAINTENANCE AND OPERATIONS THAN LAST YEAR'S TAX RATE. THE TAX RATE WILL

EFFECTIVELY BE RAISED BY 4.50% PERCENT AND WILL RAISE

ÏAXES FOR MAINTENANCE AND OPERATIONS ON A $1OO,OOO HOME BY APPROXIMATELY $6.51

s93

SËCTION 3 Monies collected pursuant to this ordinance shall be expended in accordance with the ordinance adopting the City of Amarillo budget for fiscal year 2015-

2016, and any motties collected which are not specifically appropriated shall be deposited in the general fund. SECTION 4. All ordinances or parts thereof that conflict with this ordinance are hereby repealed to the extent of such conflict. SECTION 5. Thls 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 councit of the city of Amari[o, Texas, on First Reading the 8rh day of Septembe r,2015 upon a voice roll call voie as follows; Mayor Paul Harpole

Councilmember Place 1 Elisha Demerson

AyE

Councilmember Place 2 Brian Eades

ABSENT

Councilmember Place 3 Randy Burkett

AyE

Councilmembel Place 4 Mark Nair

AyE

and PASSED on second and Finai Reading the'1 5th day of september, 2015 upon a voice roll call vote as follows: Mayor Paul Harpole

Councilmember Place 1 Elisha Demerson

AyE

Councilmember Place 2 Brian Eades

AyË

Councilmember Place 3 Randy Burkett

AYE

Councilmember Place 4 Mark Nair

AYE

Paul

ATTEST;

Frances Hibbs, City Secretary

594

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 incur obligations against and to make expenditures of governmental resources. Appropriations are usually made for fìxed amounts and are typically granted for a one year period. APPROPRIATION ORDINANCE: The official enactment by the City Commission establishing the legal authority for the City officials to obligate and expend resources. 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 ihe 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{ype 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-term 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 feaiure modifies the maturity date. The bond call feature is exerc¡sable immediately or it is deferred for some time. BUDGET CALENDAR: The schedule of key dates or milestones, which the City follows in the preparation and adoption of the budget.

BUDGET: An annual plan of financial operation embodying an estimate of proposed expenditures and the estimated means of financing them. The approved budget is authorized by ordinance and thus specifies the legal spending limits for the fiscal year. BUDGET DOCUMENT: The official written statement prepared by the Budget Officer and supporting staff, which is presented by the City Manager to the City Commission as the proposed Annual Budget. CAPITAL IMPROVEMENT BUDGET: A plan of proposed capital expenditures and the means of financing them. The basis of the capital improvement budget is the capital improvement program (ClP).

CAPITAL IMPROVEMENT PROGRAM: A five year financial plan for construction, acqu¡s¡tion, or major renovation of physical assets such as buildings, streets, sewers and recreational facilities. CAPITAL OUTLAY: Expenditures for the acquisition of fixed assets wh¡ch 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.

Clry MANAGER'S MESSAGE (TRANSMITTAL LETTER): A general discussion of the proposed budget presented in writing as a part of or supplement to the budget document. The message explains principal budget issues against the background of financial experience in recent years and presents recommendations made by the chief executive. CONTINGENCY: A budgetary reserve set aside for emergencies or unforeseen expenditures. CONTRACTUAL SERVICES: Operational expenses related to maintenance agreements, professional or technical services and other outside organizations.

595

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 specific 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 l¡fe 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 ¡n 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 CiÇ and proximate area. Water is obtained from a number of well fields, together with an allocation of water from the Canadian River Municipal Water Authority. DRAINAGE UTILITY FUND: To account for the provísion 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 in accordance with budgeted appropriations on assets or goods and services obtained. EXPENSES: A decrease in net total assets. Expenses represent the total cost of operatio¡s during a per¡od regardless of the timing of related expenditures. FIDUGIARY FUNDS: Funds used to account for assets held by the City in a trustee or agency capac¡ty. 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 City streets, alleys and property in providing iheir 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 expend¡tures associated with a specific purpose. FUND BALANCE: Fund Balance is the excess of assets over liabilities. GENERAL FUND: The fund established to account for those resources devoted to financing the general administration of the City and traditional services provided to citizens. Service activities include fire and police protection, library facilities, street, drainage, park maintenance, and recreational opportunities. GENERAL OBLIGATION BONDS (G.O.Bonds): Legal debt instruments which finance a variety of public projects such as streets, buildings, and improvements. These bonds are backed by the full faith and credit of the issuing government and are financed through property tax revenues. 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.

s96

CITY OF AMARILLO GLOSSARY OF TERMS INTERGOVERNMENTAL REVENUE: Contributions 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 accumufated 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 for the production of income in the form of interest, dividends, rentals or base payments.

LEW: 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 BUDGEï: 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. OBJEGT: Expenditure classifìcation according to the types of items purchased or services obtained. ORDINANCE: A formal legislative enactmeni 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. OPERATING BUDGET: Plans of current expenditures and the proposed means of financing them. The annual operating budget is the primary means by which most of the financing acquisition, spending, and service delivery activities of the City are controlled. The use of annual operating budgets is required by State Law. OTHER CHARGES: Costs of a fixed or semi{ixed nature over which the City Commission has little or no control. PERSONAL PROPERTY: Property classifìed by the State Property Tax Board including non-business vehicles, utilities, businesses and other tangible and intangible personal properties.

PERSONAL SERVICES: Costs related to compensating employees, including salaries, wages, insurance, payroll taxes and retirem ent contributions.

PROPERTY TAX: Taxes levied on all real and personal properiy 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 PROPERW: 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 specifìc future use. RESOURCES: Total dollars available for appropriation including estimated revenues, fund transfers and beginning fund balances.

597

CITY OF AMARILLO 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 instruments which finance public projects for such services as water or sewer. Revenues from the public project are pledged to pay principal and interest of the bonds. 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 restricted to expenditure for specified purposes, other than debt service or capital projects. SUPPLIES: Costs of goods consumed by the City in its operations. TÆ( LEVY: 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 party benefiting from the service.

598

CITY OF AMARILLO LIST OF ACRONYMS USED Annex W:

Pantex Response Plan

AC:

Amarillo College

ADA:

Americans wiih Disabilities Act

AED:

Automatic External Defibrillator

AEDG:

Amarillo Economic Development Corporation

AHFC:

Amarillo Housing Finance Corporation

AIP:

Agreement in Principle

AISD:

Amarillo lndependent School District

APD:

Amarillo Police Department

ARC:

Alcoholic Recovery Center

ASA:

Amateur Soft ball Association

ASTM:

American Society for Testing and Materials

AUTS:

Amarillo Urban Transportation Study

BRG:

Bureau of Radiation Control

CAD:

Computer Aided Dispatch

CAFR:

Comprehensive Annual Financial Report

GDBG:

Community Development Block Grant

GHDO:

Community Housing Development Organization

CVD:

Cardio Vascular Disease

CPR:

Cardio Pulmonary Resuscitation

GPSC:

Consumer Product Safety Commission

CRMWA:

Canadian River Municipal Water Authority

DOE:

Department of Energy

DPH:

Department of Public Health

DWG/ABBA:

Downtown Women's Center/ABBA House

EMS:

Emergency Medical Services

EOG:

Emergency Operations Center

EPA:

Environm ental Protection Agency

FEMA:

Federal Emergency Management Agency

FSS:

Family Self Sufficiency

GAAP:

Generally Accepted Accounting Principles

GASB:

Governmental Accounting Standards Board

GGSAA:

Golf Course Superintendenis Association of America

GFOA:

Government Finance Officers Association

GIS:

Geographical lnformation Systems

HIV:

Human lmmune Virus

IGPMS:

lnduction Coupled Plasma Mass Spectromeier

599

CITY OF AMARILLO LIST OF ACRONYMS USED

tso:

lnsurance Services Organization

MG:

Million Gallons

MC:

Municipal Court

MGD:

Million Gallons per day

MOC:

Mobile Operations Center

NACA:

North Amarillo Community Association

NPDES:

National Pollutant Discharge Elimination System

PC:

Personal computer

PFP:

Pay for Performance

PGA:

Professional Golfers Association

PID:

Public lmprovement District

PPD:

Purified Protein Derivative

PRRA:

Panhandle Revenue Recovery Association

R&M:

Repair & Maintenance

SGADA:

Supervisory Control & Data Acquisition

SCBA:

Self Contained Breathing Apparatus

STD:

Sexually Transmitted Disease

STEP:

Selective Traffic Enforcement Program

TAAF:

Texas Amateur Athletic Federation

TGEQ:

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 inistration

TSRC:

Tyler Street Resource Center

TVFC:

Texas Vaccine For Children

USGA:

United States Golf Association

USSSA:

United Staies Specialty Sports Association

VFD:

Variable Frequency Drive

W/G:

Workers Compensation

WMD:

Weapons of Mass Destruction

WTAMU:

West Texas A & M University

600