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 $1,587,957 which is a 2.62 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 $740,251. The record vote of each member of the governing body by name voting on the adoption of the budget as follows: FOR: Mayor Ginger Nelson, Councilmember Cole Stanley, Councilmember Freda Powell, Councilmember Howard Smith AGAINST: None PRESENT and not voting: None ABSENT: Councilmember Eddy Sauer The municipal property tax rates for the preceding year and current year are as follows: Preceding Current Fiscal Year Fiscal Year Property Tax Rate $0.44334 $0.40628 No-New-Revenue Tax Rate $0.38884 $0.39694 No-New-Revenue Maintenance and Operations Tax Rate $0.33839 $0.32565 Voter-Approval Tax Rate $0.44334 $0.49086 Debt Tax Rate $0.07911 $0.07549 The total amount of debt obligation as follows: City of Amarillo Debt Obligation 2010 Certificate of Obligation 2017 Refunded General Obligation 2017 General Obligation 2017 Certificate of Obligation 2018 General Obligation 2020 Certificate of Obligation 2020 General Obligation 2020 Tax Notes 2021 General Obligation 2022 Tax & Revenue Notes 2022 Certificate of Obligation 2022A Tax Notes Fiscal Agent Fees Debt Service Reserve Funds Total Debt Obligation
Principal $73,000 1,505,000 625,000 550,000 620,000 135,000 130,000 490,000 1,495,000 2,265,000 0 0 7,888,000
Interest $20,483 325,800 663,944 131,150 730,964 212,719 211,169 62,600 1,310,350 250,333 306,950 11,624,029 15,850,491 7,500 (555,000) $23,190,991
ANNUAL BUDGET October 1, 2022 – September 30, 2023
CITY OF AMARILLO, TX MAYOR
Ginger Nelson CITY COUNCIL
Cole Stanley
Eddy Sauer
Freda Powell
Howard Smith
CITY MANAGER
Jared Miller
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished Budget Presentation Award PRESENTED TO
City of Amarillo Texas For the Fiscal Year Beginning
October 01, 2021
Executive Director
CITY OF AMARILLO ANNUAL BUDGET
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Readers Guide .......................................................................................................................................................................... 9 City Manager's Budget Message ............................................................................................................................................ 11 Accounting Policies and Practices ........................................................................................................................................... 17 Budget Calendar ..................................................................................................................................................................... 74 COMMUNITY PROFILE Community Statistics .............................................................................................................................................................. 75 Profile of Amarillo .................................................................................................................................................................... 79 SUMMARIES City Organization Chart........................................................................................................................................................... 94 Summaries - All Funds............................................................................................................................................................ 95 Summary of Resources and Expenditures, All Funds ............................................................................................................. 96 Graphic Summary of Resources and Expenditures, All Funds ............................................................................................... 98 General Fund Revenue and Expenditure Graph ..................................................................................................................... 99 General Fund Revenue Summary ........................................................................................................................................ 100 General Fund Revenue Detail............................................................................................................................................... 101 Sales Tax Collections ........................................................................................................................................................... 107 Property Tax Collections ....................................................................................................................................................... 108 Ratio of Tax Collections to Current Year’s Levy, All Funds ................................................................................................... 109 Assessed Property Values .................................................................................................................................................... 110 General Fund Summary of Expenditures .............................................................................................................................. 111 Summary of Resources and Expenditures – Enterprise Funds ............................................................................................ 112 Water and Sewer Utility Revenue and Expenditure Graph ................................................................................................... 113 Water and Sewer Utility Revenue Summary .......................................................................................................................... 114 Water and Sewer Utility Revenue Detail ................................................................................................................................ 115 Water and Sewer Utility Expenditure Summary Graph ......................................................................................................... 117 Airport Revenue and Expenditure Graph .............................................................................................................................. 118 Airport Revenue Summary .................................................................................................................................................... 119 Airport Revenue Detail .......................................................................................................................................................... 120 Drainage Utility Revenue and Expenditures Graph............................................................................................................... 122 Drainage Utility Revenue Summary ...................................................................................................................................... 123 Drainage Utility Revenue Detail ............................................................................................................................................ 124 Summary of Resources and Expenditures – Internal Service Funds .................................................................................... 125 Fleet Services Revenue Detail .............................................................................................................................................. 126 Information Technology Revenue Detail ............................................................................................................................... 127 Self-Insurance Revenue Detail ............................................................................................................................................. 128 Employee Insurance Revenue Detail .................................................................................................................................... 129 Special Revenue Funds Revenue Graph .............................................................................................................................. 131 Summary of Resources and Expenditures – Special Revenue Funds .................................................................................. 132 Revenue Summary ............................................................................................................................................................... 135 Summary of Expenditures by Activity Classification.............................................................................................................. 142 Summary of Expenditures by Object Classification............................................................................................................... 151 Relationship of City Organizations ........................................................................................................................................ 165
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PUBLIC SAFETY Public Safety Summary of Expenditures by Activity Classification ........................................................................................ 167 Police ................................................................................... 1610-1680,22150-22160,2610,2620,26610 ............................ 169 Fire.......................................................................................................................................... 1910,1940 ............................ 179 Animal Management and Welfare .................................................................................................... 1710 ............................ 187 Amarillo Emergency Communications Center (AECC) .................................................................... 1270 ............................ 192 Emergency Management .................................................................................... 1232,2400,2430,26710 ........................... 198 Municipal Court .......................................................................................................... 1305, 1306, 20800 ............................ 204 Judicial .................................................................................................................................. 1040,20910 ............................ 211 ADMINISTRATION Administration Summary of Expenditures by Activity Classification .................................................................................... 216 Mayor and Council ........................................................................................................................... 1011 ............................ 217 City Manager........................................................................................................................... 1020,1030 ............................ 220 City Attorney (Legal) ....................................................................................................................... 1210 ........................... 224 City Secretary .................................................................................................................................. 1220 ............................ 229 Public Communications ................................................................................................................... 1023 ............................ 233 SUPPORT SERVICES Support Services Summary of Expenditures by Activity Classification ................................................................................. 237 Facilities .................................................................................................................................. 1251-1253 ............................. 238 Finance ............................................................................................................................................ 1315 ............................ 244 Accounting ....................................................................................................................................... 1320 ............................ 249 Purchasing ....................................................................................................................................... 1325 ............................ 253 Central Stores .................................................................................................................................. 1345 ............................ 257 General Fund Transfers ................................................................................................................... 1350 ............................ 261 Fleet Services ..................................................................................................................... 61110-61120 ............................ 263 Information Technology ................................................................................................................... 6200 ............................ 268 Human Resources ........................................................................................................................... 1110 ............................ 281 Risk Management (Self-Insurance)......................................................................................... 1120,6300 ............................ 286 Benefits (Employee Insurance) ...................................................................................... 1340,6400,6500 ............................. 293 LEISURE SERVICES Leisure Services Summary of Expenditures by Activity Classification ................................................................................. 301 Civic Center ............................................................................................................................ 1241-1249 ............................ 302 Library .............................................................................................................................................. 1260 ............................ 310 Golf Courses .................................................................................................................................... 1811 ............................ 316 Parks and Recreation - Administration............................................................................................. 1820 ............................ 320 Parks and Recreation - Tennis.......................................................................................................... 1830 ........................... 325 Parks and Recreation - Aquatics....................................................................................................... 1840 ........................... 329 Parks and Recreation - Recreation Services (Programs) ................................................................ 1850 ............................ 333 Parks and Recreation - Warford ...................................................................................................... 1855 ............................ 338
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Parks and Recreation - Parks Maintenance ..................................................................................... 1861 ............................ 342 Parks and Recreation - Zoo .................................................................................................... 1862-1863 ............................ 347 Parks and Recreation - Athletics ............................................................................................. 1870-1877 ............................ 351 Parks and Recreation - Senior Services .......................................................................................... 1880 ............................ 356 TRANSPORTATION Transportation Summary of Expenditures by Activity Classification...................................................................................... 360 Transit ..................................................................................................................................... 1761-1764 ........................... 361 Street ............................................................................................................................................... 1420 ............................ 371 Traffic .................................................................................................................................... 1731,24250 ............................ 377 Airport ................................................................................................................................... 26630,5400 ............................ 386 UTILITY SERVICES Utility Services Summary of Expenditures by Activity Classification ..................................................................................... 393 Utility Billing.................................................................................................................................... 52100 ............................ 394 Director of Utilities .................................................................................................... 52110,52120-52123 ............................ 400 Water Production ................................................................................................................ 52200-52220 ............................ 404 Water Distribution .......................................................................................................................... 52230 ................ ............ 410 Wastewater Collection ................................................................................................................... 52240 .............. .............. 414 Wastewater Treatment........................................................................................................ 52260-52270 ............... ............ 418 Enviornmental Lab .......................................................................................................................... 52281 ............................ 422 Solid Waste Collection ..................................................................................................................... 1431 ............................ 427 Solid Waste Disposal ....................................................................................................................... 1432 ............................ 432 Drainage Utility.................................................................................................................... 56100-56200 ............................ 436 DEVELOPMENT SERVICES Development Services Summary of Expenditures by Activity Classification ......................................................................... 441 Public Works .................................................................................................................................... 1410 ........... ................. 442 Capital Projects and Development Engineering (CP&DE) .................................................... 1415,52115 ............................ 445 Planning & Development Services. ....................................................................................... 1720,24200 ............................ 452 Building Safety ................................................................................................................................. 1740 ............................ 459 Environmental Health....................................................................................................................... 1750 ............................ 464 Fire Marshal ......................................................................................................................... 1930, 26620 ............................ 471 HEALTH AND HUMAN SERVICES Health and Human Services Summary of Expenditures by Activity Classification .................... ........................................... 475 Vital Statistics................................................................................................................................... 1335 ............................ 477 Community Development.................................................................... 2010-2040,2065,2070,2075,2300 ............................ 482 Public Health ....................................................................................................................... 25011-25045 ............................ 502 Women, Infants, and Children ............................................................................................ 25311-25323 ............................ 526 PUBLIC IMPROVEMENT DISTRICTS Public Improvement Districts Summary of Expenditures by Activity Classification ............................................................... 533 Public Improvement Districts............................................................................................... 27100-27900 ............................ 534
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DEBT SERVICE Debt Service ......................................................................................................................................................................... 539 Statement of Total Debt Service ........................................................................................................................................... 547 Computation of Legal Debt Margin ....................................................................................................................................... 549 General Obligation Debt Service Fund…………………………………………………………………………………….………….550 Tax Supported Debt Interest and Redemption ...................................................................................................................... 551 Special Assessments & Other Revenue Supported Debt……………………………………………………………………………552 Hotel Occupancy Tax Revenue Bonds ................................................................................................................................. 553 Statement of Bonded Indebtedness and Expenditures by Issue - General Obligation Debt ................................................. 554 Schedule of Maturities: Interest and Redemption Fund - General Obligation Bonds ............................................................555 Schedule of Maturities: Tax and Revenue Certificates of Obligation .................................................................................... 559 Schedule of Maturities: Tax Notes ........................................................................................................................................ 563 Schedule of Maturities: Hotel Occupancy Tax Revenue Bonds ............................................................................................ 564 Provision for Compensated Absences .................................................................................................................................. 566 Statement of Bonded Indebtedness and Expenditures by Issue - Water Revenue ............................................................... 568 Schedule of Maturities: Interest and Redemption Fund - Water Revenue ........................................................................... 569 Statement of Bonded Indebtedness and Expenditures – Drainage Utility ............................................................................ 577 Schedule of Maturities: Interest and Redemption Fund – Drainage Utility ........................................................................... 578 CAPITAL PROJECTS Capital Projects ..................................................................................................................................................................... 584 PERSONNEL SUMMARY Human Resources Summary ................................................................................................................................................ 600 Recapitulation of Recommended Personnel ......................................................................................................................... 601 Employees by Function Chart ............................................................................................................................................... 603 Employees by Functional Group ........................................................................................................................................... 604 General Salary Schedule Excluding Police and Fire Personnel ............................................................................................ 605 Salary Schedule Fire and Police Personnel .......................................................................................................................... 615 Incentive/Certification Pay Plan ............................................................................................................................................ 617 Executive and Managerial Salary Schedule ............................................................................................................ ............. 622 Hourly Salary Schedule ........................................................................................................................................................ 623 ORDINANCES Ordinance (Budget)............................................................................................................................................................... 628 Ordinance (Tax Rate) ........................................................................................................................................................... 666 GLOSSARY Glossary of Terms................................................................................................................................................................. 668 List of Acronyms Used .......................................................................................................................................................... 672
City of Amarillo Reader’s Guide This reader’s guide describes the structure of the City of Amarillo’s annual budget book and outlines its content. The budget is designed to present budget information in a structured and engaging way. It is designed to help all users from residents, media, and city officials easily understand and participate in the budget deliberations. The budget is used by elected officials and city staff in the course of their regular job duties. The Budget’s foundation is the City of Amarillo’s Mission, Vision, and Core Value statements (included in the Entity and Basis of Account). The budget also is directly aligned to the City Counsel adopted 2018 Future Vision – BluePrint for Amarillo that established a long‐term strategic vision for the city. There are extensive details in the budget. To help mitigate the high level of detail, certain sections of the budget contain summary information. These summaries give a good overarching picture of the budget, the budget process, the organization, and the community. The 2022‐2023 Budget This document is a description of the approved budget for 2022‐2023 and contains introductory sections including the Transmittal Letter and Policy Statements, budget changes, and discussions on future priorities. That is followed by the Entity and Basis of Account which includes the City of Amarillo's Mission, Vision, and Core Values. Community Profile Demographics Profile Geographic and climate information Historic timeline
Economic data Quality of life School districts and higher education Parks and recreation
Municipal services and administration Enhancement projects
Summary Section City organizational chart Summary of funds including resources and expenditures Data graphs including revenues, tax collections, property values, and expenditures Three‐year history of revenue by fund by revenue expenditure and category Comparison of current and previous year budget Comparison of last year’s actual expense listed by department by fund and by expenditure category by fund including narrative about those Explanation table of the relationships of fund structure to organization structure Budget comparison by organization by fund Capital Projects o Major capital acquisitions o Impact of projects on operating budget Debt Service o Current bond obligations o Future bond issues
City of Amarillo Reader’s Guide Department Budgets Budget appropriations are presented by department and program. Each section’s narrative includes the department’s mission followed by goals and objectives. Then the allocations are detailed by the program along with performance measures and how it aligns to the BluePrint for Amarillo’s strategic pillars and initiatives.
October 1, 2022
Honorable Mayor Ginger Nelson and Members of Amarillo City Council 601 S. Buchanan Street Amarillo, TX 79101 Dear Mayor Nelson and Members of the City Council: Transmitted herewith is the City of Amarillo Annual Budget for Fiscal Year 2022/2023 (Budget). The Budget is balanced in accordance with the Amarillo City Charter and laws of the State of Texas. The Budget totals approximately $490.8 million, with $308.1 million approved for operation and maintenance functions, $114.4 million in capital, and $68.3 million for required debt service payments. The annual Budget is the most important policy document for consideration by the Council. It identifies required funding to deliver more than 250 programs and services to the citizens of Amarillo. The 2022/2023 Annual Operating Budget is presented to Council as a program‐based budget, i.e., the various programs offered by City departments are presented with program descriptions and performance measures to define the level and quality of services delivered to Amarillo citizens. The Budget represents maintenance of current service levels for the more than 250 programs funded by the City. All programs have a demonstrated connection to the BluePrint for Amarillo and supporting Council pillars. The City has rebounded well from the COVID‐19 pandemic in most areas; however, rising costs in several vital areas including commodities, materials, supplies, construction, and attracting and retaining personnel have placed challenges on the budget process. Key areas of focus in the 2022/2023 Budget include addressing aging infrastructure throughout City operations, attracting and retaining a skilled labor force, and rising costs in most operational areas. The Budget reflects revenues in line with pre‐COVID‐19 numbers, with slight increases, and rate increases in certain areas to support the rising costs of doing business and aging infrastructure. On the expenditure side, the Budget includes enhancements that focus on funding for critical capital projects, pay enhancements for personnel to help in attracting and retaining employees, and amounts to cover increased costs of doing business. Details of the consolidated budget are as follows.
CONSOLIDATED BUDGET Our 2022/2023 Budget is $490.8 million, which is an increase of 17.0%, or $71.3 million, as compared to our 2021/2022 Budget of $419.5 million. The areas of specific increase/decrease in the Budget are:
Budget Category General Fund Operating
FY 2021/2022 $
209,291,084
FY 2022/2023 $
% Change
239,300,951
14.3%
Water & Sewer Operating
54,970,455
58,614,367
6.6%
Capital Improvement Projects
95,670,179
114,352,664
19.5%
Special Revenue Operating
32,796,287
39,875,546
21.6%
Fleet Services Operating
11,530,069
12,530,989
8.7%
Insurance Operating
39,378,618
39,801,333
1.1%
Debt Service
47,821,067
68,298,159
42.8%
Airport Operating
12,751,670
14,188,377
11.3%
Drainage Utility Operating
3,807,218
3,940,026
3.5%
Information Technology Operating
7,479,721
9,046,519
20.9%
Capital Improvement Transfers
3,214,718
3,216,767
0.1%
(99,181,032)
(112,335,250)
13.3%
490,830,448
17.0%
LESS: Interfund Transfers TOTAL BUDGET
$
419,530,054
$
Municipal government is a service business and the predominant expense category in the Budget is always personnel and the associated salary and benefit expenses. Personnel costs comprise 33%, or $198.6 million, of the 2022/2023 net Budget. Personnel costs in the Budget are 10.2% more than the prior year budget due to salary increases and reclassifications described below. The increase in personnel costs accounts for most of the increase in each operating budget noted above. The Budget also reflects a 10% increase in medical insurance costs related to increasing claims and insurance costs. The second largest category in the Budget is Capital Improvement Projects at $114.4 million, or 23.2% of the Budget. Capital Improvement Projects reflect a 16.6% increase from the prior year and include major
street and traffic administration projects, funding for a new fire station, funding for landfill cell development, funding for parks and Recreation assets and facilities, water and sewer system projects, drainage utility system projects, airport projects that are eligible for additional federal funding, and more. The Capital Improvement Program section provided in the budget document provides more details of the proposed projects. Debt Service accounts for just over 13.6%, or $68.3 million, of the net Budget. Debt service expenditures include all funds with outstanding debt. The Debt Service category includes a 42.8% increase which is due to the debt service related to bonds issued in FY2022 for the City Hall renovation, athletic field lighting, a planned additional bond issue in the Water and Sewer fund for water rights and system expansion and repairs, a small bond issue for the landfill cell development, and additional bonds for drainage system improvements. Special Revenue operating costs have increased 66.4% due to additional grant/relief funding availability from the CARES Act and American Rescue Plan to help address costs and revenue loss associated with COVID‐19. Property and Sales Taxes Taxable property values remain strong with an over 13% increase for the 2022 tax year, when comparing 2022 certified values to the 2021 certified values. The total 2022/2023 approved tax rate is $0.40628 per $100 taxable value versus the 2021/2022 rate of $0.44334. A historical review of the rate reflects that the City Council increased the property tax rate by $0.01 to $0.32009 for the 2011/2012 and 2012/2013 fiscal years after three years with the same property tax rate, by $0.02 in the 2013/2014 fiscal year, by $0.005 in the 2014/2015 fiscal year, and by $0.00563 to $0.35072 for the 2015/2016 and 2016/2017 fiscal years. The rate increases associated with 2017/2018 and 2018/2019 were directly related to the debt service portion of the tax rate. City Council increased the operations and maintenance portion of the tax rate in 2019/2020 by $0.01750 in addition to increasing the debt service portion of the tax rate. In 2020/2021, the debt service portion of the tax rate was the only portion of the tax rate increased. In 2021/2022, City Council increased the property tax rate by $0.047 to $0.44334. Sales tax is the City’s largest revenue source. Amarillo has long enjoyed a history of steadily increasing sales tax, which has offset the City’s low property tax rate. The City’s sales tax rebounded well from the effects of COVID‐19. The Budget includes sales tax at an increase of $7.0 million over the current year original budget of $61.0 million. The sales tax revenue budget for next year has been normalized to sales tax collection experience for the past two years since COVID. Sales tax and property tax revenues make up the largest percentage of funding for General Fund operations. However, each revenue source alone, property tax or sales tax, is not sufficient to fund the budgets for Public Safety. Therefore, the City must rely on multiple revenue sources to support General Fund operations. Franchise Fees, User Fees and Charges During 2016, the City initiated a $140 million five‐year Community Investment Program with corresponding rate increases for water and sewer and drainage. For water and sewer rates, there was a 3% rate increase in 2016/2017, 2017/2018, and 2018/2019 to fund the first three years of the program. The 2019/2020 Budget included a 7% water and sewer rate increase, which funded the addition of automated metering infrastructure (4%) and provided for an increase in operating and maintenance (3%). The 2020/2021 Budget included the fourth year of the planned 3% rate increases. The 2021/2022 Budget included the final year of the original five‐year Community Investment Program with a 3% rate increase for water and sewer infrastructure and a 2% rate increase for maintenance and operations to cover
increases in operational costs. The 2022/2023 budget includes a 10% water and sewer rate increase to cover inflation and additional debt issuances described above. The water rate structure is designed so that customers who only use water for domestic purposes still have very reasonable rates. A residential 10,000‐gallon water user will have a monthly water and sewer bill of approximately $93.25, an increase of $8.48, which is low compared to other Texas cities. For drainage rates, there have been 4% rate increases for the past five years for the capital costs related to the five‐year Community Investment Program. The 2022/2023 budget includes as 6% drainage fee increase to cover inflation and the additional debt issuance described above. The drainage fee increase will increase the average monthly residential charge by $0.18. The Budget also includes an increase in the Solid Waste rates of 14%. Residential customers will see a slight increase in their monthly bill, which for the average customer will be $2.82. The additional funding will be used to cover increased operational costs related to the solid waste program and debt service related to the landfill cell development project noted above. Other areas with fee increases include Parks and Recreation, Civic Center, Building Safety, Environmental Health, Fire Marshal, and Golf. The fee increases in each area are needed to adjust for increases in the Consumer Price Index (CPI) to cover the related cost of providing goods or services. Employee Staffing The 2022/2023 Budget consists of 2,307 permanent and 351 part‐time employee positions. Permanent positions have increased by 29 positions over the current year and part‐time positions have increased by 1. Several of the changes are reclassifications of current positions to better meet departmental needs. New positions include Building Safety employees to enhance customer service and to address the increased construction in our area, 15 fire fighter positions in preparation for a new fire station staffing needs, 4 police officer positions for additional operations support, and a few other positions in various departments to support operations. Below is a summary of the staffing changes for permanent positions for the 2022/23 Budget:
Position Title AIRPORT LAND & BUSINESS DEVELOPMENT COORD ANIMAL MANAGEMENT & WELFARE VETERINARIAN
RESCUE MANAGER RESCUE SPECIALIST COMMUNITY SAFETY INSPECTOR PROJECT REPRESENTATIVE II PROJECT REPRESENTATIVE II PROJECT MANAGER PRODUCTION TECH ASSISTANT PROPERTY & EVIDENCE MGR HEALTH SPECIALIST I FIRE INVESTIGATOR I
Department
AIRPORT OPERATIONS ANIMAL MANAGEMENT & WELFARE ANIMAL MANAGEMENT & WELFARE ANIMAL MANAGEMENT & WELFARE BUILDING SAFETY CAPITAL PROJECTS & DEVELOPMENT CAPITAL PROJECTS & DEVELOPMENT CITY MANAGER CIVIC CENTER OPERATIONS CIVILIAN PERSONNEL ENVIRONMENTAL HEALTH FIRE MARSHAL
Full Time
1 ‐1 1 1 3 0.4 0.6 1 1 1 1 1
FIRE INVESTIGATOR II PLANS EXAMINER FIREFIGHTER DISTRICT FIRE CHIEF – EMS ADMINISTRATATIVE ASST. II PAINT & BODY REPAIRER CASE WORKER HR GENERALIST 311 CUSTOMER SERVICE REP II 311 CUSTOMER SERVICE SUPERV CASE WORKER DEPUTY COURT CLERK II INNOVATION COORDINATOR POLICE OFFICER UTILITIY WORKER UTILITIY WORKER UTILITIY WORKER PLANNER I 311 CUSTOMER SERVICE REP II 311 CUSTOMER SERVICE SUPERV ASSISTANT PROGRAM COORDINATOR CUSTODIAN I
FIRE MARSHAL FIRE MARSHAL FIRE OPERATIONS FIRE OPERATIONS FLEET SERVICES OPERATIONS FLEET SERVICES OPERATIONS HSS ‐ Social Services HUMAN RESOURCES IT TELECOM IT TELECOM LIBRARY MUNICIPAL COURT OFFICE OF PUBLIC COMMUNICATION POLICE SOLID WASTE COLLECTION SOLID WASTE DISPOSAL STREET DEPARTMENT TRANSIT ADMINISTRATION UTILITIES OFFICE UTILITIES OFFICE WARFORD ACTIVITY CENTER WARFORD ACTIVITY CENTER
‐1 1 15 1 1 ‐1 0.5 1 ‐1 ‐2 0.5 ‐1 1 4 ‐2 ‐3 ‐1 1 2 1 2 ‐1 29
Employee Compensation 1) 5% pay increase for civilian employees as pay‐for‐performance 2) 5% pay increase for Police and Fire employees 3) an annual leave buy back option for eligible tenured employees The total cost of the pay plan improvements noted above and related benefits, along with funding to address specific positions throughout the organization, is what makes up the 10.4% overall increase in the costs associated with personnel. The budget also includes funding for discretionary retention pay, given to employees based on longevity during the holiday season, and a 10% increase in medical insurance costs to cover increasing claims and other insurance costs. Capital Improvement Program The 2022/2023 capital improvement program budget is $114.4 million ‐ $33.0 million in general government capital projects, $59.2 million in water and sewer system projects, $6.3 million in airport projects, $8.9 million in drainage system projects, and $7.0 million in fleet services projects. The general government projects are funded from excess operational funds, property taxes, and solid waste collection fees related to the landfill cell development project. The water and sewer and drainage system projects are funded through the rate increases and excess operational funds planned for capital improvements. The airport projects are funded with excess operational funds planned for capital projects and grant money received from the FAA. The fleet services projects are funded with excess operational funds planned for capital.
Future Priorities The 2022/2023 Budget has prioritized enhancements to compensation to employees, funding of capital projects including rising construction costs, and increased costs of commodities, materials, and supplies. Going forward, the City will need to identify additional budget dollars to address the maintenance of aging city facilities and aging infrastructure throughout the City, including streets. Conclusion Thank you each for your leadership of our City. I appreciate the extensive time and effort you undertake to study and understand the complexities of the varied operations of our organization. Your vision, guidance and service are invaluable and truly make Amarillo a great community! I want to thank you for the comprehensive review of the 2022/2023 Budget process and thank the entire management team for their hard work in preparing the annual Budget. Difficult choices were made to ensure we can efficiently and effectively manage our resources to address Council pillars and to continue our commitment to serve the citizens of Amarillo.
City Manager
CITY OF AMARILLO
ENTITY AND BASIS OF ACCOUNTING
DEFINITION AND SCOPE OF THE ENTITY The City of Amarillo was chartered in 1913 as authorized by a statute enacted by the Texas Legislature that year. It was the first city in Texas, and the fifth city in the United States, to adopt the commission-manager form of government. The principal governmental services of the City include: public safety and health, streets, sanitation, culture-recreation, mass transit operations, planning and zoning, and general administrative services. In addition, the City maintains the water and sewer system and the airport. For financial statement presentation, the City of Amarillo is considered the primary governmental unit for other reporting entities; however, none of those entities have been included in this budget presentation. MISSION Create the best environment possible for every Amarillo resident to find and achieve their potential for greatness. OUR VISION Building on our heritage, our vision for Amarillo is that of a community that is cohesive and competitive. These objectives will be met through developing the following: Healthy, Vibrant Community: Where people feel safe, basic human needs are met, diverse educational opportunities are available, diversity is cultivated, citizens are interested, informed, and involved, the environment is clean and aesthetically appealing, and the arts, culture and recreational offerings flourish. Sustainable, Diverse Economy: Where educational opportunities support and promote economic development, existing businesses are nurtured, the environment supports new business development, the community links globally and older neighborhoods remain vital. Orderly Growth: Where regular investment in existing infrastructure and neighborhoods sustain their vitality, proper planning for new infrastructure projects and strengthens our quality of life and promotes economic development, national resources are sustained, and the essential values and visions of the community remain intact. OUR CORE VALUES • Honesty and Integrity: Commit to the highest standard of ethical and legal behavior. • Excellent Customer Service: Recognize that we exist for our customers. • High Performance: Instill pride and professionalism in the workplace and the community; demonstrate the quality and value of our work and results. • Openness and Teamwork: Work together toward common goals, building on each other’s strengths. • Respect for Diversity: Cultivate a public awareness and appreciation for diversity within our community and organization. • Forward Thinking: Identify trends, anticipate problems and develop innovative and cost-effective solutions; recognize that today’s public policy decisions will determine tomorrow’s community.
CITY OF AMARILLO
LONG RANGE GOALS AND ACTION STRATEGIES The goals and recommended action strategies that follow were created by City Council along with the City Managers. Named ‘BluePrint for Amarillo’, the Council Pillars were authorized by City Council in March 2018. BluePrint for Amarillo sets the strategic direction the City of Amarillo will take in terms of focus, priorities and allocation of resources. By following a Community Engagement model, City staff will develop the processes to pursue the BluePrint for Amarillo’s objectives in a way that can be measured. Many of the pillars are already underway while others require further staff evaluation or participation with partners in the private sector, educational institutions and other community groups. City Council Pillars: Vision for the Future of Amarillo • • • • • • • •
Public Safety Economic Development and Redevelopment Civic Pride Highly Educated Population Fiscal Responsibility Customer Service Excellence in Communication Transportation
PUBLIC SAFETY Amarillo is among the safest cities in the nation and our police, fire, emergency medical, and emergency management statistics demonstrate leadership in each discipline. Our first responders are recognized throughout the nation as some of the most professional, most highly trained, and best equipped, offering training to other first responders on the best practices to build safer communities. Our community is committed to enhancing public safety to ensure that Amarillo is regarded as one of the safest communities in the nation. To meet this objective, our community leaders have recognized that we must build innovative and enhanced public safety programs to address critical issues that are instrumental to building a safer community. Focus must be placed on addressing the City Council framework for public safety by… • • •
Reducing our City’s crime rate, domestic violence rate, and traffic accidents, especially those resulting in fatalities; Implementing neighborhood policing programs in disadvantaged areas of the community; and Addressing budget issues within public safety departments to meet the demands of a growing community.
In addition to the core elements of the public safety pillar, our community must continue to make strides in addressing the hub issue of poverty that contributes to health and disease issues, drug and alcohol abuse, domestic violence, and child abuse. Even though poverty rates have improved nationally and statewide, they continue to be a significant and generational issue for portions of our community. Addressing the hub issue of poverty through enhanced educational attainment, positive social programs, and living wage job opportunities will have a dramatic impact on enhancing public safety’s ability to address framework objectives.
CITY OF AMARILLO
ECONOMIC DEVELOPMENT AND REDEVELOPMENT Amarillo is the heart of the Panhandle – a pioneering ag-tech, life science, and manufacturing region that elevates businesses and families through quality education, infrastructure, and a multigenerational lifestyle. The following strategic priorities are established to facilitate achieving the pillar objectives… • • • •
Infrastructure: Amarillo is an attractive city – with infrastructure, planning and support systems in place that make it easy for businesses to grow and residents to get around. Innovation: Amarillo is a global center for agricultural and life science research – recognized for its pioneering spirit and culture of entrepreneurship. Quality of Life: Amarillo is a family-friendly community – rooted in Western heritage but offering modern housing, cultural, and recreational options for all ages. Marketing Amarillo: Residents of Amarillo celebrate their community, which is recognized as a top destination for businesses and skilled workers and their families. CIVIC PRIDE
Every Amarillo citizen proudly owns our city and participates to identify and solve community problems. Citizens are empowered to innovate and implement their own solutions. The following strategic priorities are established to facilitate achieving the pillar objectives… • • • •
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Improve Community Appearance and Beautification: We are proud of our community with a focus on improving community appearance and promoting beautification. Embrace Culture, Arts, and Recreation: Our community embraces the diversity of our neighborhoods, promoting unique experiences that highlight art, entertainment, and recreation. Increase Volunteerism: Encourage citizens to participate through philanthropy, volunteerism, or getting involved in City government. Enhance Health and Wellness: As a community we recognize disparities in the health and wellness of our citizens. We aspire to be more proactive in addressing these disparities by promoting healthy behaviors, improving infant health, and reducing risky sexual behavior and teen pregnancy rates in our community. Reduce Poverty: As previously listed, our community must continue to address the hub issue of poverty. As part of Civic Pride, our community must embrace positive social programs that assist in reducing poverty rates and ending homelessness. HIGHLY EDUCATED POPULATION
Every Amarillo citizen values learning, especially post-high school learning. We create unique, local learning opportunities, and students come from around the world to study and live in Amarillo. As a community we hold that educational attainment is the pathway to unlocking Amarillo’s potential. Nearly every piece of research on the topic holds that the more formal education you have, the more opportunity that exists for you over time. Promoting educational attainment will reduce poverty and enhance workforce development, positioning Amarillo for future growth. Our community is committed to the goal of every Amarillo citizen earning their high school diploma or equivalent. Further, we are committed to partnering with the No Limits No Excuses program to promote postsecondary educational opportunities to fuel our community’s future success.
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This pillar encompasses two major components: an external focus on improving educational attainment in the community at large and an internal focus on expanding opportunities for City of Amarillo employees to achieve goals related to education and professional development. FISCAL RESPONSIBILITY Amarillo responsibly manages its finances and resources with transparency. The following strategic priorities are established to facilitate achieving the pillar objective… • • • • •
Enhance transparency and accountability in the stewardship of public funds. The City budget serves as a policy document for the City Council. Annual review and revision by City Council allow the City to address Council priorities during the budget process. Financial policies are the framework for the fiscal management of the City of Amarillo. The City of Amarillo strives for best practices in financial policies. Budget process that ensures effective communication to the City of Amarillo citizens. Budget process that addresses budget challenges and opportunities, allowing the City to adapt quickly to changing economic and financial conditions. CUSTOMER SERVICE
Our city lives by the Golden Rule. Every citizen, student, employee, business, non-profit organization and school applies the Golden Rule to achieve excellence in customer service. Businesses model their training by Amarillo standards. The following strategic priorities are established to facilitate achieving the pillar objective… • • • • • •
Identify who our customers are, and the unique needs of each group. Develop a customer service motto/slogan to be used organization-wide. Establish a benchmark and evaluate our organization against the benchmark. Utilize technology to ensure effective and efficient customer service experiences. Initiate customer service trainings to encourage consistent customer experiences across the organization and provide customized trainings to address specific departmental needs. Create processes and policies that facilitate clear communication with all customers, including follow-up after customer service encounters.
EXCELLENCE IN COMMUNICATION Amarilloans constantly think about improving communication and innovate new methods for communication, which leads to success in problem-solving and leadership opportunities. The following strategic priorities are established to facilitate achieving the pillar objective… • •
Communication: Enhance communication to be proactive and prompt, building relationships with media partners and key stakeholders, to get accurate and timely information to the public. Marketing: Develop a marketing capability to produce quality multi-media products that enhances communication and promotes City programs.
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Networking: Build relationships, applying innovative methods as needed, to better communicate our community’s message to the public and beyond. Technology: Utilize technology to enhance our messaging and create a communications ecosystem that promotes our community. TRANSPORTATION
Amarillo embraces its aeronautics history and focuses on developing the best transportation systems for its citizens. The following strategic priorities are established to facilitate achieving the pillar objective… • • • • •
Community Focused Customer Service: Communicate with the community to learn from past success and strive to meet current and future needs. Management Best Practices: Efficiently manage the existing transportation system and be prepared to implement future plans. Long-Term Planning: Address the future needs and future liabilities of the community and make the best use of existing and proposed capital funding. Economic Development: Identify opportunities for the transportation network to provide for community growth and mutual benefit to the private and public sectors. Community Mobility: Consider all aspects of the transportation network and coordinate the interaction of the largest to the smallest infrastructure to the benefit of the community. 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 (GFOA). The accounting policies of the City of Amarillo conform to generally-accepted accounting principles applicable to governmental entities. Accordingly, the accounts of the City are organized on the basis of funds and account groups. Each fund is considered a separate accounting entity. Funds are used in governmental accounting to segregate sources and uses of monies. The operations of each fund are accounted for with a separate set of accounts. The fiduciary funds are not included in the budget since they are not subject to appropriation and are governed by a separate trust document or board. In addition to the above-described fund accounting structure, we make several adjustments to build the entity-wide financial statements required by GASB statement 34 (GASB 34). Governmental Funds: General Fund: The General Fund is the general operating fund of the City and the City’s most significant fund. It is used to account for all financial resources except those that are required to be accounted for in another fund. Most common City functions such as public safety, parks, library and administration are contained in the General Fund. Temporary grant programs that will ultimately have to be funded by the General Fund are included in the 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 specified 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
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Public Improvement Districts (PID) 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, the Coming Home Program, the Police Seized Property Funds, other law enforcement grants, the law enforcement and firefighter training grants, the Home Program, Urban Transportation Planning Grants, Public Health and Women, Infants & Children grants, and the Emergency Management Pantex Agreement in Principle (AIP) 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 PID budgets along with the Court Technology Fund, the Court Security Fund, the Coming Home Program, and the Police Seized Property Fund are subject to appropriation and approved by the City Council in the budget process. Debt Service Fund: The Debt Service Fund is used to account for accumulation of resources for, and the payment of, general long-term debt-related costs. The City has three debt service funds. The General Obligation Bonds and our 2010 and 2017 Certificates of Obligation are supported by annual property tax assessments. The Certificates of Obligation Bonds issued for Public Improvement District improvements are supported by annual PID assessments and are reported in the Debt Service Fund. This City has used Certificates of Obligations to rebuild a golf course. Annual debt service associated with this bond is supported by golf revenue. 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 Enterprise Fund debt. However, Enterprise Fund bonded debt is budgeted and paid in the respective Enterprise Fund. In keeping with our policy of funding long-term obligations on an annual basis, we have a separate debt service fund to provide for our sick leave and annual leave obligation. Capital Projects Funds: Capital Projects Funds are used to account for financial resources to be used for the acquisitions or construction of major capital improvements and facilities. Approved Capital Projects are detailed in the Capital Projects section of the budget and include the General Construction Fund, the Street Improvement Fund, the Civic Center Improvement Fund, the Golf Course Improvement Fund, the Bivins Improvement Fund, the Animal Shelter Improvement Fund, and the Solid Waste Improvement Fund. Capital projects for Proprietary Funds (Enterprise and Internal Service Funds) would be budgeted in those individual funds. Proprietary Funds: 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 the water and sewer system. Internal Service Funds: Internal 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. Internal
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Service Funds are used to account for the activities of the Fleet Services, Information 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 type. In the governmental funds (above), expenditures are recognized when the related liability is incurred; however, budgets are encumbered when contracts are awarded. Governmental funds accumulated unpaid vacation and sick pay are recorded as liabilities on the entity-wide financial statements and not at the fund level. All proprietary funds listed above are accounted for using the accrual basis of accounting. Their revenues are recognized when they are earned, and their expenses are recognized when they are incurred. The liability for compensated absences is recorded as an operating expense when incurred and reported as a liability on the balance sheet for the applicable fund. In a proprietary fund, a capital expenditure would be recorded as an asset on the balance sheet of the proprietary fund and depreciated over its useful life. As previously mentioned, we used the modified accrual method for both accounting and budgeting in the governmental funds. However, we operate with two types of capital budgets: nominal capital and capital projects. Nominal capital is defined as capital items under $25,000. The nominal capital is budgeted in a department’s operational budget in both governmental and proprietary funds. For a governmental fund, nominal capital would be recorded as an expenditure in the governmental fund and recorded as an asset in the general fixed assets group of accounts. 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. In determining proprietary funds available resources, both the nominal capital (which is included in the operating budgets) and capital projects would be shown as expenditures. However, depreciation would be shown as a reduction of expenditure since it is a non-cash item. As previously mentioned, all capital items (both nominal capital and capital projects) would be recorded as assets on the balance sheet of the proprietary fund and depreciated over their useful life for accounting purposes. It should be noted that the budget of a proprietary fund is a management tool as opposed to a legally adopted appropriation of funds. For lack of a better term, the budgets of the proprietary funds are a hybrid, using elements of full accrual and elements of modified accrual. Like the modified accrual, 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.
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Another important difference in our method of accounting and budgeting is in the fiduciary funds. We do not budget fiduciary funds since they are not available for appropriation by our governing body. A trust document or other governing body governs fiduciary funds. FINANCIAL POLICIES The purpose of the City of Amarillo’s financial policies is to establish and maintain effective long-term management of the City’s financial resources. As a result of the City’s financial policies, the City should be able to retain a sound financial condition, retain favorable bond rating to provide future generations with the ability to borrow capital at favorable interest rates, and balance the needs of communities with their ability to pay. A more detailed explanation of the City of Amarillo’s Financial Policies will follow the summary below. SUMMARY OF FINANCIAL POLICIES • • • • • • • • • • • • • •
Maintain a balanced budget Maintain an adequate tax rate comparable with similar cities Maintain budgetary control over revenue and expenditures Stabilize rates and fees Charge user fees to cover at least a portion of the cost of a service Provide reserves for unforeseen items Charge administrative services to grants and proprietary funds Process General Fund payments from the Water and Sewer System Only request grant funding when the purpose of the grant is consistent with the goals of the City of Amarillo Plan and make capital acquisitions in an orderly fashion Provide debt financing when needed Adhere to a prudent Investment Policy Make annual provisions of long-term obligations Maintain a minimum number of funds to report the activities of the City of Amarillo
Balanced Budget: The City of Amarillo will develop a balanced budget for all funds subject to appropriation. Current resources (current revenues plus appropriated reserves) will equal or exceed budgeted expenditures. Long-term debt will not be used to fund current operating expenses. Moreover, non-recurring resources will only be used to fund non-recurring expenditures. Tax Rate: The tax rate should be comparable with similarly sized Texas cites and should be adequate to produce the revenues needed for traditional City services included in the City of Amarillo’s General Fund. Also, the City strives not to exceed the rollback rate as computed in the Truth in Taxation calculations. The City grants an $8,600 / age 65 exemption or disability exemption. Moreover taxes are frozen for age 65 or disability. Annual Budget and Budgetary Control: The City will prepare a detailed budget for public hearings that delineates the sources and uses of funds. The City will be prudent in preparing the annual budget. The City will seek to prepare a conservative budget where revenue estimates are reasonably attainable and not aggressive. Expense budgets should also be reasonable, but should also provide for unforeseen expenditures. Year-end excess of revenue over expenditures not needed
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for reserve requirements will be used to finance the City’s capital requirements in subsequent years in accordance with the City’s pay-as-you-go financing of capital. The City will establish and maintain a traditional line-item budget as one of management’s means of monitoring both revenue and expenditures throughout the fiscal year. Rate Stability: The City strives to not have large rate increases in taxes or other user fees and charges. When possible, large rate increases should be anticipated and phased-in gradually to be less burdensome on our constituents. User Fees: In order to minimize the cost of services to our citizens in the form of property taxes, user fees will be used to recoup the cost of services to the extent economically possible where the levels of desired city services are beyond basic city services. 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. The City will also consider annual CPI adjustments in order to minimize the impact of changes to user fees. While not restricted to the budget process, user fees are reviewed as a part of the budget process. The City will adopt annual utility rates that will generate revenues adequate to provide for operations of the system including depreciation, legal requirements of bond covenants, capital replacement and expansion of the system. Reserves: The City seeks to maintain reserves, which should be sufficient to provide financing for capital or special projects and meet unforeseen contingencies such as lawsuits, tax roll tie-ups, fluctuations in sales tax, receipts from the city-owned utilities, and other fiscal emergencies. While many cities enjoy the stability of the majority of the revenues being generated by property taxes, most of the City of Amarillo’s revenues are heavily dependent on the local economy (e.g., 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 that of a city that is more dependent on property taxes as its major revenue source. Accordingly, the target reserve balance for the General Fund would be about three months of the current operating budget. For proprietary funds, the target reserve balance would be three months of the operating budget plus at least one year’s capital. If large capital needs are anticipated in the near future, reserves may be accumulated to provide for at least a portion of the needed financing. For the Public Improvement Districts maintained by the City, the long-term reserve would also be at least three months operating expenses and could also have a capital replacement reserve. General Fund balances greater than needed for the purposes stated above are transferred to Capital Projects funds in our normal budgetary process to provide for current and future capital needs. In calculating reserves, the City of Amarillo uses “Available Funds” as opposed to Fund Balance. With Available Funds, the City only includes those items readily convertible to cash, less liabilities and encumbrances. The main items excluded from Available Funds would be inventories and unrealized changes in the value of investments. Inventories should remain at about the same levels from year to year and would not be available for appropriation. The City generally holds investments to maturity and temporary increases or decreases in the value of these investments are not germane to the budget process. Since the calculation is different from Fund Balance, the actual beginning of the year calculation is included on the “Summary of Resources and Expenditures” presentation.
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General and Administrative Charges: The General Fund should be compensated by all enterprise funds and internal services funds for the administrative services provided, such as management, finance, personnel and other general administrative costs. Also, to the 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 Indirect Cost Allocation Plan. The Indirect Cost Plan is modified to recognize the General Government 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 Indirect Cost Plan. General Fund Payments from the Water and Sewer Utility and the Drainage Utility: The Water and Sewer Utility is operated in a manner similar to a Public Utility. Accordingly, the Water and Sewer Utility makes corresponding payments to the City of Amarillo General Fund that a private utility would be required to make. The Water and Sewer Utility makes payments in lieu of tax payments for property taxes and 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 Index and any increase in water and sewer rates. The account charge reduces weather-related fluctuations in payments and makes the payment more predicable for both the General Fund and the Water and Sewer Utility. It should be noted that the Drainage Utility pays an administrative fee to the City as well. Grant-in-Aid Policy: The securing and/or approval of federal and state assistance will be based on the following criteria: • • • •
What benefit does the project have to the community? What will be the future impact to the city due to acceptance of the funding, and what is the level of local funding? How does the project relate to current operations and/or other future plans of the organization? With very few exceptions, grants are expected to pay their fair share of overall City administrative costs in the form of the indirect cost rate.
Capital Acquisition/Improvement 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 by auction.
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Planning for major capital improvements is on a five-year basis and is updated annually. The City uses pay-asyou-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 Improvement 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 ($25,000 or greater), 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 operating budget. The approved projects for the first year of the five-year capital improvement program are incorporated in the City's budget in the "Capital Projects" section of the budget. The functions of the Capital Improvement Program are as follows: 1. Planning for the eventual replacement of capital items and estimating the cost of replacement; 2. Scheduling all capital projects over a fixed period with appropriate planning and implementation; 3. Budgeting priority projects and developing revenue sources for proposed improvements; 4. Coordinating the activities of various departments in meeting project schedules; 5. Monitoring and evaluating the progress of capital projects; and 6. Informing the public of projected capital improvements. The following questions are considered when justifying a project: 1. What is the relationship of the project to the progress of the entire city? 2. Is this project part of a large program? How does the project relate to the goals of the program? 3. How many citizens will be helped by it? How many citizens will be harmed or inconvenienced if the project is not considered? 4. Will it add to the value of the surrounding area? Will it increase the valuations of local property? 5. Will it increase the efficiency of the performance of a service? Will it reduce the ongoing costs of a service or facility? 6. Will it provide a service required for economic development of the community? What improvements would be of the most value in attracting commercial and industrial firms? 7. Is this project required to complete a major public improvement? 8. Will rapid urban growth in the area of the proposed project increase the costs of land acquisition if the project is deferred? 9. Is the project well identified by the citizens? Does it have established voter appeal?
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10. Is the project needed to protect public health or safety? Consistent with the City’s philosophy on user fees, the City passes a portion of the cost of extending utilities and improvements in subdivisions to developers of the subdivisions rather than to the general public. Additionally, where the levels of desired city services are beyond the norm for a subdivision, Public Improvement Districts have been created to provide enhanced services without burdening the entire community. Capitalization Policy: Factors to be considered in determining items to be capitalized are as follows: 1. The expected normal useful life is 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. The capital cost of an integrated system, such as a personal computer, should be capitalized as one unit, including all the applicable costs to make the unit function properly. Debt Policies: The City of Amarillo prefers to 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 current revenues over operating expenses and debt service will be used for capital expenditures. When capital needs exceed funding of a pay-as-you-go basis, debt will be issued. The City will not use long-term debt to finance current operations. The level of indebtedness the City can reasonably expect to incur is analyzed to make sure that the City's high credit standing is not jeopardized. Accordingly, long-term debt will be used only for capital projects (replacements, expansions, improvements, and acquisitions). Short-term debt will be used only as interim financing for projects that will result in capital improvements. When debt is issued, the City of Amarillo will employ competent financial advisors and bond counsel. The City shall use a competitive bidding process in the sale of debt unless the use of a negotiated process is warranted due to market timing requirements (refunding), or a unique pledge or debt structure. The City will award competitively issued debt on a true interest cost (TIC) 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 service payments and avoid debt that provides for balloon payments. The City of Amarillo maintains a good rapport and communication with bondholders and rating agencies at all times and follows a policy of full disclosure on every financial report. Currently, all bonded debt for the City’s Water and Sewer System and the Drainage Utility Fund 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 Improvement Districts are fully supported by Public Improvement District assessments.
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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 three years after the final redemption date of the bonds: • • • • •
Basic records relating to the bond transaction (including the trust indenture, loan agreements, and bond counsel opinion); Documentation evidencing expenditure of bond proceeds; Documentation evidencing use of bond-financed property by public and private sources (i.e., copies of management contracts and research agreements); Documentation evidencing 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 reserve requirements and issuance costs. Accordingly, the City will utilize premiums and/or discounts on various serial maturities to meet its funding goal. However, Recovery Zone Development Bonds and Recovery Zone Facilities Bonds will be issued at par. Other Build America Bonds (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 2%. 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. Issuance costs, and a reasonably required reserve, can be paid from bond proceeds. In determining a reasonably required reserve fund for purposes of this provision, the rules under § 148(d)(2) will apply. The balance of bond proceeds can only be used for capital (as defined in Treas. Reg. § 1.150-1(b)). An eligible financing of capital expenditures includes a reimbursement of capital expenditures under the reimbursement rules contained in Treas. Reg. §1.150-2. Up to 2% of the proceeds from the Build America Bonds will be used for issuance costs and a reasonably required reserve fund could be funded from the bond proceeds. In determining a reasonably required reserve fund for purposes of this provision, the rules under §148(d)(2) will apply. The balance of the proceeds (100%) will only be used for capital improvements (as defined in Treas. Reg. §1.150-1(b)). An eligible financing of capital expenditures includes a reimbursement of capital expenditures under the reimbursement rules contained in Treas. Reg. §1.150-2. Bonds will only be issued in an amount that can reasonably be spent within the three-year temporary period. The project manager will receive monthly reports on the spending progress to comply with this rule. The City will hire a competent firm to calculate the arbitrage rebate annually and prepare timely filings with the IRS. The corresponding liability, if any, will be adjusted annually on the City’s financial statements for the proprietary funds and be recorded as a GASB 34 adjustment in the Government Wide Financial Statements, if material. The firm will also monitor the spending on all issues that still have bond proceeds for yield restriction. The refundable credit reported on Form 8038-CP will be prepared by the City and submitted to the IRS. The City intends to issue fixed rate debt. Accordingly, the 8038-CP will be filed at least 45 days before the applicable
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interest payment date, but not earlier than 90 days before the applicable interest payment date. The City will be listed in part 1 of the 8038-CP to receive the payment and will elect to have the funds electronically deposited into the debt service account. Deposits and Investment Policies: State statutes govern the City’s investment policies, as well as the City’s own written investment policy and strategy. In accordance with state law and the City Investment Policy, the City’s investment objectives are to preserve capital, provide liquidity, and maximize earnings within the constraints of capital preservation and liquidity. City funds are deposited in FDIC-insured banks located within the city. All funds held at the City’s authorized depository are fully collateralized with securities held by a third party. Permissible investments include the following: 1. Time deposits, certificates of deposit, other interest bearing accounts, and bank money market accounts at the City of Amarillo's authorized depository, not to exceed the amount of collateral pledged by the depository. 2. Time deposits and certificates of deposit held outside the City depository with 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 70% plus any unused portion of the taxable municipal securities limit below. 5. No-load money market mutual funds that are continuously rated AAA or AAAm by at least one nationally recognized rating agency, 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, mortgagebacked securities that pay only principal, obligations where the interest rate is determined by an index that adjusts opposite to changes in a market index, obligations related to foreign currency or foreign market interest rates or indices and obligations with maturities greater than 5 years. In accordance with GASB Statement 31, interest income will be recorded in the related fund that holds the investment. Accordingly, capital project funds will report interest income derived from investments in the capital project fund that holds the investment. However, capital project funds that rely solely on General Fund transfers for funding will transfer all interest income to the General Fund (the actual source of the funding) annually. Interfund 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. Interfund 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.
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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 transferred from the General Fund as a part of the budgetary process. For proprietary funds, the liability for unpaid vacation and sick leave will be reflected on the individual fund’s balance sheet and the proprietary fund will provide for the future obligation on an annual basis through the fund’s charge structure. The cost of both the pension and the obligation for unpaid vacation and sick leave would be funded over the career of the employee earning the benefit instead of at termination. The City of Amarillo administers a multi-employer agent, defined benefit post-employment health plan (Plan). The Plan provides for medical insurance of eligible retirees and their dependents through the City’s group health insurance plan, which covers both active and retired members. In January 2013, the City began prefunding a portion of its Other Postemployment Benefits (OPEB) liability via an irrevocable multi-employer agent OPEB trust (PEB Trust) in additional to pay-as-you-go costs. Assets in the PEB Trust can only be used to fund other postemployment benefits, such as medical costs for eligible retires and any eligible spouse or children. The City increased the rate of prefunding contributions for 2017 to 2.43% of payroll. The City continues to fund the PEB Trust at the same level for the 2021/2022 fiscal year. This contribution is budgeted at a department level. Number of Funds: The City seeks to have the minimum number of funds necessary to account for the financial activities of the City. Government resources are allocated to, and accounted for in, individual funds based upon the purposes for which they are to be spent and the means by which spending activities are controlled. When possible, the City of Amarillo will separate activities into different departments within a fund as opposed to setting up a new fund. BUDGET PROCESS The City uses a traditional line item budget approach, giving the highest level of detail and accountability. The 2022/2023 Annual Operating Budget is presented to Council as a Program Budget, i.e. the various programs offered by City departments is presented with program descriptions and performance measures to define the level and quality of services delivered to Amarillo citizens. The proposed Budget represents maintenance of current service levels for the more than 250 programs funded by the City. All programs have a demonstrated connection to BluePrint Amarillo and supporting Council Pillars. The Government Funds above are prepared on a modified accrual basis. The budgets of Proprietary Funds above are prepared on an accrual basis. In the budget process, City departments present a base budget and supplement to the base budget. The base budget is the funding needed to continue programs and departments at their current service level. Supplements to the base budget represent program additions, enhancements, or capital requests including new and replacement capital. The City Council adheres to the following procedures in establishing the budget: 1. Under the City Charter, the City Manager is responsible for preparing and recommending a budget for the City Council’s consideration. The City Manager, working with staff in all departments, reviews and evaluates the base budget and supplemental requests to determine whether they fulfill City Council’s goals and objectives, improve management effectiveness, improve service to our citizens or increase productivity. The proposed budget that the City Manager submits to the City Council includes
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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 2022/2023 budget was filed July 12, 2022, which was more than 30 days prior to the scheduled adoption of the property tax rate. The proposed budget is available for public inspection. The City Council considers the City Manager's recommended budget in multiple work sessions and public hearings. The media is always represented and the public is welcome at all the budget work sessions. Public hearings are conducted to provide for citizen comments. Additional or supplemental information is available upon request. 3. The budget for the next fiscal year is legally enacted by the City Council through passage of an ordinance prior to October 1. Annual budgets are legally adopted for all governmental funds. The budgets for the Capital Project Funds and other special projects are adopted for specific projects rather than on a fiscal year basis. The proprietary funds budgets are not legal appropriations, but instead they are a financial plan for management purposes. The grant budgets are not formally adopted until the City Council approves the granting agency’s contract. Estimates of grant funding are included to present an estimate of all funds available to the City of Amarillo in the budget. 4. Expenditures may not legally exceed appropriations at the fund level for each legally adopted annual operating budget. The City Manager may transfer appropriation balances from one expenditure account to another within a department or fund. The City Manager may also increase revenue and expenditure budgets by a corresponding amount when unanticipated outside funding is received. This adjustment must have no net effect on a fund’s budget. The City Council must approve revisions that alter total expenditures of a fund. Under the City's budget ordinance, the City Council has authority to make such changes in the budget as it deems warranted. 5. At the close of each fiscal year, any unencumbered appropriation balance will lapse or revert to the undesignated fund balance. However, the encumbered appropriation balance in the Capital Projects Funds does not lapse at a year-end. At the end of each project, Capital Project budgets lapse. BUDGET POLICIES AND GUIDELINES Annual budgets are prepared for all funds except trust funds. Trust fund revenues and expenditures are governed by the trust requirements. The City of Amarillo utilizes a decentralized operating and capital budget process in preparing the budget. All departments have an opportunity to participate in the budget process. In 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. In preparing the budget, the City will identify major policy issues and provide for the City Council to annually review and determine the budget policies. Such policies will be incorporated by management in preparing the annual budget and determining the City’s financial policies. The following are those policies and guidelines: 1. The City will consider the long-term aspirational goals of the Council approved Pillars of Success when prioritizing each department’s mission and budget needs. 2. The City will annually undergo a detailed analysis of departmental budgets focusing on each department’s mission and operational programs. 3. The City will consider innovative changes and other methods to offer services to the citizens and to increase efficiencies in its operations and the budget.
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4. The City will annually review its current level of service to the citizens. 5. The City will maintain a diversified revenue system with a stable source of income. 6. The City will maintain a property tax rate adequate to produce the revenues for City services included in the City of Amarillo’s General Fund according to best practices. 7. To the extent economically possible, services that are based on a user-fee concept should make every effort to be self-supported by those fees. The City will adopt an annual balanced budget in the context of a long-term financial plan and maintain adequate reserve levels. 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 and three years' historical expenditure data are provided to the department head at budget preparation. In estimating departmental expenses, department heads base their estimate on historical data adjusted for trends and possible rate increases. All expenditure projections are reviewed by the Finance Department for mathematical accuracy and by the City Manager for propriety. AVAILABLE FUNDS OR FUNDS AVAILABLE FOR APPROPRIATION Not all of the fund balance is available for appropriation. A portion of fund balance may be in inventories or prepaid expenses. If these assets were expected to remain at about the same level at the end of the year, 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. Citizen Input to the Budget: In addition to individual citizen input, the City uses various citizen boards as a means of obtaining direct citizen involvement. These citizen boards participate in the budget process of their respective functional area. Before actual budget hearings, the City prepares and files with the City Secretary, a detailed 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
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requires the City to publish various tax rates and fund balances in the local newspapers before any public hearings on the budget. During the 86th Texas Legislative Session, Senate Bill 2 was passed bringing extensive changes to the truth-in-taxation process. If a proposed tax rate is an increase over the no-new-revenue rate (the rate that would produce the same amount of taxes if applied to the same properties taxed in both years, formerly known as the effective tax rate), the City Council must have a meeting to discuss the proposed tax rate and have a public hearing on the tax rate. If a proposed tax rate is greater than the voter-approval rate, formally known as the rollback rate, the City is required to hold an election on the tax rate. Since the City of Amarillo budget and tax rate are formally approved by ordinance, the City Council must have two meetings to consider the ordinances on the budget and tax rate. The City also publishes two public notices in the local newspaper and includes 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 monthly Council Connect session. Many of the citizen’s requests and concerns are incorporated in the budget. BUDGET PRIORITIES AND SHORT-TERM INITIATIVES Service Levels/Demands and Staffing Changes: The Budget addresses the BluePrint Amarillo Council priority of Employee Compensation. The Budget includes dollars to fund 5% raises for the Police and Fire Department and 5% raises for civilian employees as pay-forperformance, based on annual evaluations. It also provides for the continuation of longevity, holiday vouchers, and discretionary retention pay for civilian employees. The total cost of the pay plan improvements and benefits, along with funding to address specific positions throughout the organization, is 10.4% overall increase in the costs associated with personnel.. Most of the cost ($4.6 million) is in the General Fund. Of the total $7.5 million, $3.2 million will address wages for positions that have been historically hard-to-fill, require a skilled trade, commercial driving positions and a minimum wage increase. The 2022/2022 Budget consists of 2,307 permanent and 351 part-time employee positions. Permanent positions have increased by 29 positions over the current year and part-time positions have decreased by 1. Several of the changes are reclassifications of current positions to better meet departmental needs. New positions include Building Safety employees to enhance customer service and to address the increased construction in our area, 15 fire fighter positions in preparation for a new fire station staffing needs, 4 police officer positions for additional operations support, and a few other positions in various departments to support operations. Below is a summary of the staffing changes for the 2022/2023 Budget: Position AIRPORT LAND & BUSINESS DEVELOPMENT COORD ANIMAL MANAGEMENT & WELFARE VETERINARIAN RESCUE MANAGER RESCUE SPECIALIST COMMUNITY SAFETY INSPECTOR PROJECT REPRESENTATIVE II PROJECT REPRESENTATIVE II
Department AIRPORT OPERATIONS ANIMAL MANAGEMENT & WELFARE ANIMAL MANAGEMENT & WELFARE ANIMAL MANAGEMENT & WELFARE BUILDING SAFETY CAPITAL PROJECTS & DEVELOPMENT CAPITAL PROJECTS & DEVELOPMENT
Full Time 1 -1 1 1 3 0.4 0.6
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PROJECT MANAGER PRODUCTION TECH ASSISTANT PROPERTY & EVIDENCE MGR HEALTH SPECIALIST I FIRE INVESTIGATOR I FIRE INVESTIGATOR II PLANS EXAMINER FIREFIGHTER DISTRICT FIRE CHIEF – EMS ADMINISTRATATIVE ASST. II PAINT & BODY REPAIRER CASE WORKER HR GENERALIST 311 CUSTOMER SERVICE REP II 311 CUSTOMER SERVICE SUPERV CASE WORKER DEPUTY COURT CLERK II INNOVATION COORDINATOR POLICE OFFICER UTILITIY WORKER UTILITIY WORKER UTILITIY WORKER PLANNER I 311 CUSTOMER SERVICE REP II 311 CUSTOMER SERVICE SUPERV ASSISTANT PROGRAM COORDINATOR CUSTODIAN I
CITY MANAGER CIVIC CENTER OPERATIONS CIVILIAN PERSONNEL ENVIRONMENTAL HEALTH FIRE MARSHAL FIRE MARSHAL FIRE MARSHAL FIRE OPERATIONS FIRE OPERATIONS FLEET SERVICES OPERATIONS FLEET SERVICES OPERATIONS HSS - Social Services HUMAN RESOURCES IT TELECOM IT TELECOM LIBRARY MUNICIPAL COURT OFFICE OF PUBLIC COMMUNICATION POLICE SOLID WASTE COLLECTION SOLID WASTE DISPOSAL STREET DEPARTMENT TRANSIT ADMINISTRATION UTILITIES OFFICE UTILITIES OFFICE WARFORD ACTIVITY CENTER WARFORD ACTIVITY CENTER
1 1 1 1 1 -1 1 15 1 1 -1 0.5 1 -1 -2 0.5 -1 1 4 -2 -3 -1 1 2 1 2 -1 29
In total, staffing has increased by 118 positions from 2,539 in 2016/2017 to 2,657 in 2022/2023. Over the past several years, Public Safety has been a priority for the City Council. Of the 1118 new positions graphed below, fifteen are additional Fire personnel, fourteen are Animal Management & Welfare, and twelve are sworn and civilian staff for the Police Department. Below is a graph of total staffing:
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Total Staffing 2,680
2,671
2,660
2,657
2,640
2,632
Positions
2,620 2,600
2,592
2,580
2,563
2,560 2,540 2,520 2,500
2018
2019
2020
2021
2022
Employee Compensation: Employee compensation is always a budgetary issue. The City of Amarillo is a service-based organization and must recruit and retain dependable employees to accomplish its mission. For 2022/2023 compensation changes include: 5.0% pay increase for Fire and Police sworn positions and 5.0% pay increase for civilian employees as pay-for-performance, based on annual evaluations. Below is a recap of prior budget year pay increases 2022/2023 2021/2022 2020/2021 2019/2020 2018/2019 2017/2018 2016/2017 2015/2016 2014/2015 2013/2014 public safety 2013/2014 civilians 2012/2013 2011/2012 2010/2011 2009/2010
5.00% 2.00% 2.00% 2.00% 1.00% Employees were eligible for a 1% lump sum payment 1.00% 0.00% Employees were eligible for a 1% lump sum payment 2.00% 2.75% 3.75% 3.50% 2.75% 2.00% 2.00% 0.00%
For 2016/2017 & 2018/2019, the City identified one-time dollars to fund a 1% pay adjustment for all employees. This adjustment was in the form of a lump sum payment and did not increase the base pay rates. The additional
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increases in 2013/2014 above the 2012/2013 rate were funded by a 1 cent property tax increase approved by the City Council. In 2010/2011 and 2011/2012, the City approved a 2% employee pay raise. Moreover, top management was excluded from the 2010/2011 increases. The City had to forgo employee raises in the 2009/2010 budget. The only way the City could afford raises in the 2010/2011 budget was to revise the TMRS benefit. The City dropped the retiree COLA in the 2010/2011 budget, which saved the City about $2.1 million in the 2010/2011 budget and helped fund a 2% pay raise. Through all the challenging years, the City was 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. With the implementation of a new pay schedule, the City has adjusted the current incentive pays to only include those pays that are over and above the requirement of the positions. The City has also kept the Discretionary Retention Pay (DRP) for civilian employees, which is similar to longevity pay for police officers and firefighters. The City has shift differential pay for evenings, nights and weekend shifts. Employees that work on holidays can also receive double-time pay. Benefits: The City has a valuable benefit package. Police officers and firefighters start their career with three weeks paid vacation and can earn up to five weeks. Civilian employees start their career with two weeks of vacation time and can earn up to five weeks. Employees will earn additional vacation days for each year of service. Moreover, employees are allowed to use up to three days per year of their accumulated sick leave for personal time off. The City also recognizes ten holidays per year as well as a “floating holiday” that can be used at an employee’s discretion with supervisory approval. Civilian employees receive 12 sick days per year. Unused sick days can be banked and used in the future. Civilian employees can accumulate up to 60 sick days. Police officers and firefighters receive 15 sick days per year and can bank unused days without limit. All full-time employees are covered by 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 was notified that the annual required contribution to TMRS would be over 23% in January 2010. 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 17.83% in 2010 to 18.83% in 2011. The City estimated that it would cost approximately an additional $2.1 million. The City dropped the repeating COLA and the repeating Updated Service Credit in 2011 causing the City’s TMRS rate to drop to 14.09%. The repeating COLA was a great benefit for retirees; however, the City does 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. The City’s benefit package is still appealing compared to the private sector. In 2011, the Texas Legislature combined the three TMRS funds into one fund with a resulting decrease in contributions. The City’s 2012 rate would have decreased to less than 10%; however, the City kept the rate at 14% in the budget to be able to provide for future enhancements. The TMRS rate was scheduled to drop again in 2013 to 8.75%. With the decrease in TMRS rate in 2013 the City added five-year vesting and restored the repeating updated service credits, helping active employees. The City believes these changes will help attract and retain active employees. These revisions increased the TMRS rate to 12.04% of pay, which left 1.96% of pay to start funding a post-retirement health care benefit in 2013. The 2014 TMRS rate dropped slightly to 11.57% leaving 2.43% for the post-retirement healthcare benefit. In 2021 the TMRS rate ws 12.32%. For calendar year 2022, the City’s TMRS rate decreased slightly to 11.85% and the City continues to fund 2.43% for the postretirement healthcare benefit (OPEB).
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The City has historically provided subsidized health insurance to retirees. The City has funded this benefit on a pay-as-you-go basis. The GASB Statement 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 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. In January 2013, the City began prefunding a portion of its Other Postemployment Benefits (OPEB) liability via an irrevocable multi-employer agent OPEB trust (PEB Trust) in additional to pay-as-you-go costs. Assets in the PEB Trust can only be used to fund other postemployment benefits, such as medical costs for eligible retires and any eligible spouse or children. The City increased the rate of prefunding contributions for 2017 to 2.43% of payroll. The City continues to fund the PEB Trust at the same level for the 2022/2023 fiscal year. Part-time employees contribute to a deferred compensation plan in lieu of social security. Full-time employees also have the option of contributing to a deferred compensation plan in addition to their retirement. All full-time employees, except police and fire, are covered by social security. Full-time employees are covered by the City’s health plan. The health insurance plan is one of the better plans offered in the community. A $1,500 deductible is one of the lower deductibles in the area. Moreover, the City has always strived to keep the plan affordable to the employees. This is the eighth year of an employee-only clinic: CityCare. Any person on the health plan can go to the clinic without a co-pay. While the $1,500 deductible is low for a hospital stay, it was a barrier to primary care for many of the lower paid employees. The clinic has been good for both the employees and the City. CityCare gave all employees, and their dependents on the 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 employees and has boosted morale. CityCare has also been an important employee recruiting and retention tool, especially of lower paid employees. The City started a safety footwear program the same year as the clinic. The City a has large self-insurance retention ($1.5 million) on Worker’s Compensation claims and slip-and-fall injuries had been significant in number. The safety footwear program ensures field employees have the proper footwear for their job. Slip-andfall injuries have decreased, and the City feels it is directly attributable to the safety footwear program. The cost of the safety footwear program is funded by the City’s Self-Insurance Fund and is estimated to cost approximately $103,500 in 2022/2023. Insurance and Self-Insurance: The City is self-insured for many lines of coverage and usually has large self-insurance retentions and high deductibles when insurance is purchased. Health insurance, including dental, is in one fund (Employee Insurance Fund) and other exposures are accounted for in a separate fund (Risk Management Fund). The strategy is to manage cost and assume some of the risk while being self-insured. While we do have large deductibles and selfinsurance retentions, we do have sufficient coverage to protect the organization. Historically, the City has made significant changes to control costs that has shifted some of the medical cost to the employee that included raising the employee’s annual deductible, increasing the annual out-of-pocket maximum amount, increasing insurance premiums, and conducting dependent eligibility audits. In addition, the City has negotiated and put in place cost-saving contracts with local facilities/providers for hospital, physician and lab services and pharmacy. Beginning in July 2014, the City entered into a wrap network that implemented lower negotiated rates for healthcare services outside of the City’s local network. Through 2015, the City continued to see claims increasing on average by 10% in the last four years. The Employee Insurance Fund ended the 2014/2015 budget year with approximately $31,060 in reserves. This
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amount was well below the targeted reserve balance of $5 million. In addition to the premiums assessed to City departments, employees, and retirees; the City transferred additional funds into the Health Insurance Fund during the 2014/2015 year. As a result of the rising claims costs, the City reviewed the financial stability of the Employee Insurance Fund in 2015. The outcome of the review resulted in the City deciding to issue a Request for Proposal (RFP) in July 2015 in search of a third-party administrator (TPA) for the medical, dental, and flexible spending plans. The City anticipated that a national carrier would have more favorable discounts with network providers and offer other cost saving measures in the City’s efforts to control rising costs to the medical plan. The RFP was awarded to Aetna Life Insurance Company for the administration of the medical and dental plans with an effective date of January 1, 2016. This change moved the administration of these benefits from being performed in-house by the Benefits Department to an outside vendor. The Flexible Spending Accounts began being managed with the same effective date by ASI in 2016. Administration of the pharmacy benefit continued with Maxor Pharmacy through this transition to Aetna. At the end of the 2015/2016 fiscal year, which was the first year with Aetna, the City had a $5.1 million net reduction in health plan costs. This reduction was primarily driven by a decrease in medical claims from $24.2 to $18 million and the onset of the contract with Aetna. Claims have remained consistent since the initial reduction corresponding with the beginning of the Aetna contract. Nevertheless, the total claims are increasing year-over-year, with the ever-increasing cost of healthcare. For the 2018/2019 fiscal year, medical claims rose to $21 million due to an increase of high cost claims that year. Extracting these high cost claims, total expenses have remained flat as compared to previous years. To fund these increases the City included a seven percent employer health plan increase as well as a two percent employee premium increase. The City ended the 2018/2019 fiscal year with $8 million in reserves, well over the $5 million target. For the 2019/2020 fiscal year, the City’s claims decreased slightly from the previous year to $20.8 million, down $190,000. Due to the COVID-19 Pandemic, the City experienced lower than expected medical claims due to medical procedures and/or regular medical care being delayed or cancelled in 2020/2021, which should result in the City coming in under the budget of $23.4 million. Overall, the City is pleased with the cost saving measures resulting from the change to Aetna during the last five years. However, as the City is in the last extension on the Aetna contract for calendar year 2020, the City is aware of the realities of healthcare costs in the current market. The City has been working with a healthcare consultant to ensure that the next contract is negotiated fairly and with cost control and savings in mind. The City is also evaluating the current benefit plans to ensure any recommended changes meet the needs of employees, pre-65 retirees and their family members while controlling healthcare costs. After, an extensive search, the City approved a three-year contract (starting in 2022 and ending in 2024) with a renewal option for two additional one-year term with Aetna. The City Care Clinic has been a great benefit to employees where it offers free services to the enrolled members under the medical plan. With the rising cost in healthcare for both the employer and employee the use of the Clinic offers another option for employees for their primary care physician (PCP) services including preventive care. This is a great alternative to employees who have not established a PCP and were getting healthcare only by visiting an Urgent Care facility or the Emergency Room (ER). The City Care Clinic is funded out of the Employee Health Insurance fund and it costs approximately $750,000 each year to operate the clinic for employees. In keeping with our general philosophy of an incremental approach to medical rate increases, the City increased the employer contribution by 15% in October 2014 and the employee/retiree portion by 15% in January 2015. Deductibles and out-of-pocket amounts remained the same for fiscal year 2015/2016 and increased to $1,500 for the 2017 year. On January 1, 2015, all Medicare eligible retirees and their eligible spouses enrolled in the medical plan (age 65 and older) were moved off the City’s medical plan and onto a Medicare Supplemental plan. This benefit provides an annual amount into the retiree and eligible spouse’s Health Reimbursement Account
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(HRA) to use for reimbursement of Medicare premiums and eligible healthcare expenses. For 2019, the employer contribution was increased by 7% and the employee premiums by 2%. For 2020/2021, the budget did not include a cost increase on either the employee or employer side. The City is pleased that the 2021/2022 budget does not include a cost increase on the employee side, however, it does include a 5% increase on the employer side. Beginning in 2022, the City will offer a second option (buy up plan) to employees for medical coverage. The new medical plan option features a co-pay for outpatient services that are not subject to the $1,500 deductible associated with the original plan. Employees opting for the medical buy up plan will have a cost increase from 5% for employee-only benefits, to 20% for employee plus spouse, children, or family. The employer contribution will increase by 5%, which is the same for both plan options. To protect against catastrophic claims under the medical plan, the City has stop loss coverage with a $750,000 deductible that must be met each calendar year. Thus, if a claim crossed into the next year, two deductibles would apply. Therefore, the specific stop loss would only protect the plan for catastrophic claims. The City does not have aggregate stop loss coverage, which would attach after total claims reached a certain point. The dental plan is entirely employee funded. Like the medical plan, rates increased by 15% for the 2015/2016 fiscal year and again by 10% in 2017. However, premiums for 2017/2018 through 2021/2022 remained flat. Beginning in 2022, the City will offer a second option (buy up plan) to employees for dental coverage. The buy up plan option for dental coverage includes orthodontia benefits for adults. Employees opting for the dental buy up plan will see a cost increase of 10%. For employees who chose the original plan option, there is no increase in cost over the previous year. As with other health related costs, the City believes that the long-term trend is related to higher costs. Since 2005/2006 fiscal year, there had not been the need to transfer monies from the General Fund to the Risk Management Fund. In 2021/2022, the Risk Management Fund had revenues of $11.8 million and expenditures of $8.4 million. For the 2022/2023 budget, the City is estimating revenues of $8.7 million and $9.0 million in expenditures. The largest line of coverage in the Risk Management Fund is workers compensation. The City budgeted $3.0 million for workers compensation claims in 2022/2023 plus another $1.1 million for insurance, protective clothing, safety, and other costs. The workers comp rates multiplied by the workers comp payroll should produce revenues of about $3.1 million in 2022/2023. The City has a self-insurance retention of $1.5 million per worker’s comp occurrence with full statutory limits. Therefore, the City should not receive a workers comp claim back once it has been transferred to the insurance carrier. During 2017, the City transferred the administration of the workers compensation claims to a third-party administrator (TPA); however, the City will remain self-insured for funding purposes. The insurance coverage, along with healthy reserves, should be sufficient for workers comp claims. General Liability, Auto Liability, and Auto Physical Damage combined are budgeted at $1.7 million in 2022/2023. The City has purchased police officer and cyber liability insurance. The police liability coverage protects both the City and the officer. Most of the insurance purchased is for property insurance. Property insurance has a $250,000 per occurrence deductible. During the 2018 renewal, the City’s deductible for wind and/or hail damage was adjusted to 5% of the total insured value of the property per location, subject to a minimum $1,000,000 deductible per occurrence. During the 2020 renewal, the premium increased 120% from the last renewal. This is the reality of the current property insurance market and the City is cognizant of the increased cost of coverage. The City is currently reviewing the property carried on the policy and is working towards bolstering reserves in the case of a catastrophic loss. The City is also working with a dedicated broker to evaluate policy renewal dates to increase opportunities to secure more favorable coverage premiums.
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Street Maintenance: Street maintenance came to the forefront as a major budgetary issue in 2011/2012. In fact, most of the tax increase in the 2011/2012 budget was for streets. The Council became increasingly concerned that deferred maintenance of streets would result in spending significantly more for street repairs in the future. This increased funding was maintained in the Street Department budgets for the subsequent years. During November 2016 the City voters approved $89 million in bond funding to address street infrastructure and improvements. Moreover, in the 2019/2020 budget, part of the property tax increase was allocated to be used to increase funding for street maintenance. This funding continued in the 2020/2021 budget, but due to budgetary restraints brought about by the COVID-19 Pandemic, the street overlay project for 2019/2020 was cancelled. Going forward with the end of the voter approved bond issuances for street improvements in 2021, the City has budgeted $2.3 million in 2022/2023 for various street resurfacing. Capital Improvement Program: The Capital Improvement Program is one of the most important parts of the budget and the budgetary process. The City has historically funded capital projects on a pay-as-you-go basis, with budgetary surpluses being earmarked to fund the Capital Improvement Program. With the pay-as-you-go philosophy of capital improvements, it is very important to identify and anticipate future capital needs so that they can be provided for in an orderly fashion. In conjunction with the budget, we update the five-year capital program. The first year of the five-year program becomes the capital budget. As more fully discussed in the Capital Improvement section, the Capital Improvement Program addresses various needs in the community. Like most cities, we have an aging infrastructure and many of the projects in the Capital Projects Budgets are much needed replacements. In the short-term, we should see some reduced maintenance costs, as they relate to the infrastructure that was replaced. However, with the continued deterioration of the aging system, there will not be any staff or budget reductions from the replacement of the aging infrastructure. Any savings in staff time or materials will be utilized on other aging infrastructure. In 2016 the Council called for a $340 million general obligation bond election on November 8, 2016. The bond election included seven propositions: Streets, Public Safety, Municipal Facilities, Neighborhood Parks, Civic Center improvements, Fleet Services, and Athletic Facilities. This was the first general obligation election since 2001 when the voters approved expansion to the City library facilities. Voters approved Propositions 1 and 2 for Streets and Public Safety with $109 million. The ability to issue voter approved debt has allowed the City to begin addressing aging infrastructure and will provide budgetary relief to future budgets. General Capital – The General Construction fund includes $23 million in projects. The City’s ability to fund payas-you-go capital has been severely limited in the last several fiscal years due to budgetary constraints in the General Fund. Of the $23 million, $10 million is from 2022 General Obligation (GO), $0.2 million is covered by State or Federal Grants, $7.4 is covered by other outside sources, $30,000 from the Photo Traffic Enforcement Fund, and the remaining $9.2 million from General Fund cash funding. Projects approved include funding of $3.5 million for various Park Maintenance projects, the participation of $2.3 million in a Public Private Partnership for the development of a Multi-Sport Youth Athletic Complex, $7 million for the selection and implementation of a new financial ERP software, $2.2 million for various facilities improvements, The $10 million in funding from 2022 General Obligation (GO) is to address the rehabilitation of the Athletic Fields including the lighting and other related equipment. With voter approval of $109.5 million to address street and public safety infrastructure, the City will issue these bonds over a five-year period with the first issue in April 2017 of $21.2 million, the second issue in July 2018 of $22.1 million, and the third issue in May 2020 of $8.1 million. The City made the final issuance of $52.9 million in January 2021 and it provided the final funding for Proposition 1 for street infrastructure.
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Water and Sewer Capital - The Utilities Fund includes $59.2 million in capital projects, including $28.5 million in bond funding. The City Council has approved a 3% rate increase to fund the capital program. The five-year plan is to be funded with annual 3% rate increases. 2021/2022 is the final year of the original five-year plan. The implementation of an Advanced Metering Infrastructure (AMI) project will begin in Spring 2022. These meters are commonly known as radio-read. The project will see the creation of the infrastructure necessary to support the meters, and the replacement of all City meters. Amarillo now has nearly 1,400 miles of water mains in the City and an additional 1,030 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. Airport Capital – The Airport includes $6.3 million to address infrastructure and other Airport operation’s needs. FAA Grants will be covered $2.6 million. The largest project is $5.8 million for Parking Facility Expansion and Rehabilitation Phase I. Drainage Utility Capital - The $8.9 million in drainage improvement projects will fund targeted drainage improvements along with maintenance and extensions to the storm sewer drainage system. There is a 4% rate increase that was approved. This is the fifth year of the five planned 4% rate increases to support a five-year capital improvement plan. Other Capital - Projects include $2.3 million to fund the overlay of various streets, $2.4 in civic center facility improvements, $8 million for routine replacements of rolling stock and computer equipment. COMMENTARY ON MAJOR REVENUE CATEGORIES Property Taxes: The maximum tax rate provided by City Charter is $1.80, of which $1.30 may be levied for general purposes; the remaining $.50 may be used only for waterworks purposes. The Potter-Randall Appraisal District assesses taxes. The City of Amarillo has contracted with both Potter and Randall Counties to collect taxes. Taxes are due October 1, and become delinquent February 1. Delinquent taxes are subject from 12% to 18% per annum interest plus a penalty of 5% to 10% and attorney fees in accordance with statutes. In the 2019 Legislative Session the Texas Legislature passed Senate Bill 2. This legislation reformed the system of property taxation in Texas in three primary ways: 1) lowering the tax rate the City can adopt without voter approval and requiring a mandatory election to go above the lowered rate; 2) making numerous changes to the procedures by which the City adopts a tax rate; and 3) making several changes to the property tax appraisal process. These changes did not affect the 2019/2020 budget or tax rate setting process but did affect the 2020/2021 and 2021/2022 budget and tax rate setting processes. The property tax implementation process begins with the calculation of and publication of tax rates. A taxing entity in Texas must calculate their no-new-revenue tax rate (formerly the effective tax rate) and voter-approval tax rate (formerly the rollback rate). The no-new-revenue tax rate enables the public to evaluate the relationship between taxes for the prior year and for the current year, based on a tax rate that would produce the same amount of taxes if applied to the same properties in both years. Although the actual calculation is more complex, a taxing unit’s no-new-revenue tax rate generally is equal to the last year’s taxes divided by the current taxable value of properties that were also on the tax roll last year. The resulting tax rate, used for comparison only, shows relation between the last year’s revenue and the current year’s values. Generally, if property values rise, the no-new-revenue tax rate will decrease; however, there are other factors affecting the no-new-revenue tax rate calculation. Changes in the tax status of property, tax refunds, and changes in exemption will also affect the rate. The voter-approval tax rate is a calculated maximum rate allowed by law without voter approval. The rate divides the overall property taxes into two categories, maintenance and operation (M&O) and debt service.
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The tax rate provides cities with about the same amount of tax revenue it spent the previous year for day-to-day operations plus and extra three and a half percent for operations and sufficient funds to pay debts in the coming year. The debt rate portion of the rate is the current year’s debt payments divided by the current year’s property values. Taxing units are required to publish and file their calculated no-new-revenue and voter-approval tax rates along with the proposed tax rate. After the taxing unit publishes the required notice, taxpayers must have the opportunity to express their views on tax increases at hearings. A public hearing is required, and notice of the hearing must be published in the newspaper and on the City’s website. The tax rate ordinance requires two readings to pass. After the second reading, the governing body must ratify the tax rate. A taxing unit must adopt its tax rate before September 30 or the 60th day after the taxing unit receives the certified appraisal roll. The taxing unit is required to hold an election to approve the tax rate on the next uniform election date if it adopts a tax rate that exceeds the voter-approval rate. If the proposal passes, the tax rate for the current year is the rate that was adopted. If it fails, the taxing unit may not adopt a tax rate that exceeds the voter-approval tax rate. In addition to being a significant revenue source, property taxes have been the 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 98% to 99% of the current role. Combining the delinquent collections with the current collections, total collections approach 100%. Property taxes are also received early in the fiscal year; most of property tax is collected by the end of December or early January. Property taxes increased in 2011/2012 to $0.32009. In 2012/2013, the City kept the same tax rate of $0.32009. For 2013/2014, the City Council approved a 2 cent property tax increase bringing the rate up to $0.34009. In 2014/2015, the rate was increased to $0.34509. In 2015/2016, the rate was increased to $0.35072. This increase helped fund additional police officers. For the 2016/2017 fiscal year the City tax rate remained the same as the prior year at $0.35072. For the 2017/2018 fiscal year the tax rate increased to $0.36364 with the increase in the rate related to $21.2 million General Obligation Bonds issued in April 2017. This bond issue was the first of five planned annual bond issues related to the November 2016 bond election where the voters approved $109 million in projects to address streets and public safety. For the 2018/2019 fiscal year the tax rate increased to $0.36838 with the increase in the rate related to a $22.1 million General Obligation Bonds issued in July 2018. For the 2019/2020 fiscal year the tax rate increased to $0.38851 with the increase in the rate related to a 1.75 cent increase in the operations and maintenance (O&M) rate and a 0.263 cent increase in the interest and sinking (I&S) rate for a total increase of 2.013 cents. The increased O&M rate funded additional personnel in the Fire and Animal Management and Welfare departments directly related to the voter-approved Proposition 2 Public Safety projects. Additionally, the increased O&M rate also provides for more funding for street improvement and maintenance. The increase in the I&S rate is directly related to the City’s debt service on the voter-approved bond projects. For the 2020/2021 fiscal year the tax rate increased to $0.39681 with the increase again related to debt service on the voter-approved bond projects as well as debt service on the Thompson Pool replacement project and the South Johnson Street property purchase. For the 2021/2022 the tax rate will increase to $0.4433 (voter-approval tax rate), after a failed election to approve the City’s proposed rate of $0.48404. In 2022/2023 the tax rate will decrease to $0.40628. The proposed tax rate would have generated an additional $1.5 million, and was planned to fund additional capital for Parks & Recreation, Public Safety personnel and equipment, other personnel wage increases and street improvements. The goal is to stage increases over time to be less burdensome on the citizens. However, it should be noted that even with the increase in the current year, Amarillo residents still enjoy one of the lowest tax rates as compared to major cities in Texas. The 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
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remain in the same home and are at least age 55 at the time of the death of their spouse. For 2022/2023, the taxable property value subject to tax levy is $13.7 billion. The amount subject to levy excludes the property value of homes that have frozen taxes since they are not subject to levy. The total taxable value is $16.6 billion, which is up over last year’s value of $14.6 billion. The tax rate of $0.40628 per $100 valuation will produce a total levy of $62.9 million in 2022/2023 including the frozen taxes of $7.1 million. The City should collect $61.9 million with a collection rate of 98.5%. Also, based on a tax rate $0.40628, the City will transfer taxes of $447,498 to the Tax Increment Reinvestment Zone (TIRZ) Number 1 and $80,348 to TIRZ #2. Sales Taxes: On November 7, 1989, the Amarillo voters approved a 1% increase in the local sales tax. One-half percent (1/2%) of the increase took effect April 1, 1990. The 1/2% 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 1/2% sales tax for economic development. The 1/2% sales tax for economic development is not included in the City of Amarillo's budget. The other 1/2% increase in the sales tax was approved by the voters to reduce property taxes in the City of Amarillo. The 1/2% sales tax increase to reduce property taxes was effective October 1, 1990. The 1/2% increase in sales tax used to offset property taxes is reflected in the City's 1990/1991 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 2%. Sales tax is the City’s most significant single revenue source and provides 30.2% 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 decreased with the recession during 2008 and 2009. Since that time sales tax revenue seems to have stabilized. The 2014/2015 and 2015/2016 years were record years in terms of sales tax receipts while 2016/2017 experienced a slight dip. The 2017/2018 year experienced a rebound coming in approximately 3.3% above 2016/2017 and at a new record. The 2018/2019 year set yet another record coming in 3.1% above 2017/2018. Going into the 2019/2020 fiscal year the City budgeted a 2.5% increase in sales tax bringing the budget up to $60.3 million. However, with the onset of the COVID-19 Pandemic the City saw year-over-year decreases in each month starting in April 2020 with the largest decrease being 8.95% in June 2020. The City is pleased to report that sales tax receipts began to rebound, and August 2020 receipts were 6.87% over the prior year. The City revised the 2019/2020 estimate down from the original budget to $58.9 million. With the future still uncertain, the City decided to leave the 2020/2021 budget flat with the revised estimate for 2019/2020 at $58.9 million. The actual sales tax receipts for 2019/2020 came in higher than anticipated at $60.5 million, and 2020/2021 receipts were at $74.1 million. The 2021/2022 budget for sales tax is estimated at $72.9 million. The 2022/23 budget for sales tax is $69.0 million. . The City will closely monitor the monthly receipts and will be able to quickly react to budget versus actual performance as the fiscal year progresses. As Sales Tax is our largest single source of revenue in the General Fund any changes in collections versus budget can have sweeping effects on our ability to provide city services. A graph of the sales tax collections follows below.
CITY OF AMARILLO
Millions
Sales Tax $80.0 $70.0 $60.0
$67.5
$71.9
$68.0
$59.8
$50.0 $40.0 $30.0 $20.0 $10.0 $-
2019/20
2020/21
2021/22
2022/23
Gross Receipts Business Taxes: Gross receipts business taxes are franchise fees imposed on the various public utilities and the hotel occupancy tax revenue. The revenues are based on a three-year average of receipts adjusted for current trends. The current franchise taxes on the gas, electricity and cable television are 5% of gross receipts. The franchise tax on cable television does not include installation charges. The City receives a per-line fee on land line telephone service. The hotel occupancy tax is a 7% room tax on non-permanent residents with an additional 2% tax for the 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. Another legislative change during the 2019 Texas Legislative Session negatively affected the City’s Franchise fee revenues. Senate Bill 1152 is related to telecommunications and cable television providers. The legislation authorizes a cable or phone company to stop paying the lesser of its state cable franchise or telephone access line fees. Overall, 2022/23 gross business taxes of $31.2 million are estimated to increase compared to the revised 2021/2022 projection of $30.1 million: an increase 3.5%. During the 2018/2019 year the City saw a decrease in electric utility franchise tax from $8.8 million to $8.2 million. This was due to a mild summer and low fuel costs. Revenue for 2019/2020 came in at $7.6 million, with a slight rebound to $7.7 million for the 2020/2021 fiscal year. The decrease for 2019/2020 was due to continued low fuel cost and another mild summer. Furthermore, the shelter-in-place mandate related to the COVID-19 Pandemic also played a role. We are expecting the franchise tax on the natural gas utility to increase to $3.6 million for 2021/2022 compared to a revised 2020/2021 estimate of $3.5 million. 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 $3.96 monthly water payment in lieu of franchise fee will generate about $6.4 million in 2022/2023; the $3.68 monthly sewer payment in lieu of franchise fee will generate about $1.3 million in 2022/2023. We had increased our 2019/2020 budget for the telephone utility franchise tax slightly to $0.9 million. 2020/2021 revenues are estimated at $0.7 million and the 2021/2022 budget will remain flat. Overall, we have been experiencing decreases in the number of phone lines as customers switch to cell phones as well as new limitations on collections due to recent State legislative actions. However, the decrease in collections was less than anticipated. While Cable TV appears fairly stable, we are also concerned with the Cable TV franchise tax as satellite TV and streaming services gain in popularity. Receipts for 2020/2021 franchise tax on the Cable TV trailed the original budget of $1.8 million. For the 2021/2022 year we have forecasted revenue at $1.6 million, with a 2022/2023 budget of $1.6 million. Below is a breakdown of the City’s gross receipt business tax revenues by category:
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Gross Receipt Business Tax Telephone 2% Sewer 5%
Cable 4% Hotel 29%
Water 12%
Gas 14%
Electric 34%
In 1998, the City’s telephone franchise tax revenue calculation was changed. The assessment method changed from a gross receipts charge to a per line charge for business and residential lines. The net result of the change 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. Moreover, as discussed earlier legislative changes during the 2019 Texas Legislative Session have further limited our ability to collect telephone franchise tax. The changes allow a cable company to pay only the greater of their cable TV or telephone utility franchise tax. Due to these changes, we adjusted our assumptions going forward. This decrease is permanent. The electricity franchise tax would also be handled in a similar manner to the per line charge for telephone utility beginning in 2002; however, the Texas Panhandle was exempted from the change for five years. The exemption was extended due to the lack of competing electric companies in the Panhandle. However, our citizens enjoy better rates in the regulated environment than most of the State in the deregulated environment. We expect that eventually, the electricity franchise tax revenue will be converted to a per kilowatt-hour charge. While the full effect of the change in the electric franchise tax has not been determined, the resulting franchise tax receipts should not change significantly. Consistent with the above fixed unit franchise tax, the City has also modified its franchise fee on the Water and Sewer Utility. Beginning in the 2001/2002 fiscal year, the City changed to a per account charge. The 2021/2022 franchise tax will be $3.96 for each water account and $3.68 for each sewer account. The change in franchise tax for water and sewer resulted 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 occupancy tax (HOT) revenue has been steadily increasing and more hotel properties have been added to our city. Actual 2012/2013 revenue was up to $5.7 million, $5.9 million for 2013/2014, $6.3 million for 2014/2015, and $6.8 million for 2015/2016. We experienced a slight dip in hotel tax revenue for 2016/2017 at $6.6 million but saw a rebound in 2017/2018 to $6.9 million and a continued increase into 2018/2019 to $7.2 million. Going into 2019/2020 we had budgeted a 3.0% increase over the prior year as we had been experiencing year-over-year increases. However, with the onset of the COVID-19 Pandemic we began to see the occupancy rates and HOT receipts decline. Beginning in February 2020, the City experienced year-over-year declines in each month’s receipts. These declines hit hard through the normally busy summer months, with the
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low point in occupancy percentages hitting in April 2020. Since that point we have seen occupancy rates and receipts rebound and even begin exceeding pre-pandemic levels in early 2020/2021. With this unprecedented decrease in HOT revenues the City had to make cuts to programs funded through these revenues to maintain proper funding of debt service supported by HOT revenues. These include the subsidy to the City’s Civic Center, additional capital for the Civic Center, and funding for the Convention and Visitors Council (CVC). The City went from an original HOT budget of $6.4 million down to $4.7 million with most cuts being made to additional capital for the Civic Center and the CVC’s budget. As the pandemic continued and events were cancelled, the subsidy required for the Amarillo Civic Center increased. While the City did see a significant decrease in HOT revenue, we are pleased to say that we are still able to make all required bond payments for the multi-purpose events venue and downtown parking garage using HOT receipts and debt service reserves as originally planned. HOT revenues rebounded in 2020/2021 with an estimated total of $6.9 million. We recognize the uncertainty still surrounding the COVID-19 Pandemic and are closely monitoring both receipts and occupancy rates for local hotels. For 2022/2023 the City has budgeted $9.1 million. Budgets for the use of HOT revenues have been reset and can be quickly scaled back based on budget versus actual performance if needed. We are cognizant of our annual debt service requirements using the HOT receipts in addition to other needs for the funds going forward for continued CVC and Civic Center operations. The Hotel Occupancy Tax is a significant single revenue source, but as discussed above, its use is limited. Hotel Occupancy Tax receipts can only be spent on items related to convention and tourist-type activities. The HOT funds are used for our contract with the Chamber of Commerce for promoting convention and tourism in the city (CVC). Beginning in 2020/2021, the contact with the Chamber of Commerce for convention and tourism activities was not renewed. Instead, the City is creating a standalone entity that will handle the promotion of convention and tourism in the city, the Convention and Visitor’s Bureau (CVB). The HOT also offsets the operating loss at our Civic Center complex and provides funds for capital at the complex. The City has an incentive agreement with the developer of the Convention Center Hotel to rebate local hotel occupancy taxes; the City anticipates $1,009,872 in rebates for the 2022/2023 fiscal year. Our current estimates are that the City still should be able to cover any operating loss at the Civic Center Complex, but the revenue source would have to grow to provide additional capital. 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 2012/2013 in construction due to a hail storm that damaged thousands of roofs in the City. In years since the peak, revenue has been returning to a more normal level. Overall, we expect business and non-business licenses and permits to decrease compared to our revised estimates for 2021/2022. The construction industry has remained strong since the onset of the COVID-19 Pandemic. All these fees combined are not a significant source of revenue for the City. There were a few minor rate increases in Building Safety fees but no significant revenue changes. In recent years, with other budget challenges, the City Council has made cost recovery a priority for developmental services departments. These rate increases are related to the implementation of this strategy and the City’s focus on improving the customer service experience. 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 $527,498. Federal transit assistance is expected to increase to $3.4 million. Under our normal cost sharing arrangement, we continue to receive about 80% of those funds through our operating assistance grant. However, beginning in the 2019/2020 fiscal year in response to the COVID-19 Pandemic, the Federal Transit Administration allowed us to receive 100% reimbursement for operating and maintenance costs during the pandemic. We expect this increased funding to last through the end of 2022/2023. In the past, the transit system was accounted for in an enterprise fund. After further review, the transit system was merged into the General Fund. The transit system did not truly belong in an enterprise fund; the transit system was not self-supporting and it is the City’s policy to only have the minimum number of funds necessary to
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account for the City’s financial activities. Another governmental revenue for the General Fund is from the school districts using a total of 16 officers in the School Liaison Program, this is up two from last fiscal year at the request of Amarillo ISD. With this program, the schools pay the officers’ salary during the school year and the City pays the salaries during the summer. The School Districts’ share of the program is expected to be $1.4 million in 2022/2023. 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 intergovernmental transfers as a match for the Public Health Delivery System Reform Incentive Payments (DSRIP) program. We anticipate these dollars will fund both the DSRIP program and the local portion of Public Health costs. For 2019/20 Public Health received $3.2 million, for the 2020/2021 fiscal year, Public Health received $2.9 million and for the 2021/2022 fiscal year, Public Health received $2.9 million. These dollars are directly related to the expected deliverables of the DSRIP program. Public Health has seen increasing reserves with funding from the DSRIP project, however we are entering the last year of funding for this project. Going forward these reserves will be used to continue this project. 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 Development (HUD). The HUD grants include our Community Development Block Grant Program (CDBG), HOME Investment Partnership program, and various Housing programs. Overall, revenues recorded in the Special Revenue Funds are anticipated to increase from $35.9 million in 2021/2022 to $53.9 million in 2022/2023. Several of the increases seen previously were related to additional funding awarded by the Federal and State government in response to the COVID-19 Pandemic. We are estimating decrease funding levels for Community Development Block Grant at $3.5 million for 2021/2022, and budget for 2022/2023 reflects normal revenues of $1.6 million. Law enforcement grants are expected to remain flat at $180,832 in 2021/2022 to $176,376 in 2022/2023. Our Women, Infant, and Children (WIC) nutrition grant includes a slight increase from $2.2 million in 2021/2022 to $3.3 million in 2022/2023. Urban transportation planning remains flat at $0.35 million for 2021/2022 to a budgeted amount of $0.35 million for 2022/2023. While not a significant portion of the Special Revenue Fund budget, we currently have eight Public Improvement Districts with a combined 2022/2023 budget of $7.1 million. These districts were created to provide special landscaping amenities to the residents of these subdivisions. PID revenue is increasing for next year due to new plats brought on during the current year and assessment increases. The assessments fund the operation and maintenance of the PIDs along with any related debt service. The Court Security Fund was created in 2003/2004 to pay for the Municipal Court bailiffs; a three-dollar fee, which is added to offenses, funds these positions. The fee was intended to produce some surplus over the cost of bailiffs, which would be used for security improvements at the Court; however, in the past few fiscal years, the fee has not produced enough to cover the costs of the bailiffs. 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 mostly flat for 2022/2023. The Police Department’s Seized Property Fund is being used for the operations portion of our local narcotics task force. The salaries and officers are included in the Police Department budget in the General Fund; the other operating costs are funded from seized property. Seized funds are received from the courts and are difficult to estimate. A graph of the budgeted governmental revenues included in the Special Revenue Funds follows.
CITY OF AMARILLO
Urban Transp 0.9%
Court HOME 0.7% 2.5% WIC 7.0%
CDBG 4.1%
Housing 31.7%
Public Health 30.4%
PIDS 18.3% Photo Traffic 0.0%
Other 4.4%
Public Safety and Health: We are anticipating Public Safety and Health revenue to remain flat at $3.2 million for 2022/2023. 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 remain flat at $2.1 million in 2022/2023. The reimbursement is calculated from our Cost Allocation Plan. Warrant fees are expected to remain flat at $0.4 million. Warrant production has been one of the priorities of our Municipal Court and Police Department. In 2003/2004, 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 2014/2015 the City moved the warrant collection in house, warrant collections have remained strong and the cost to the defendants is reduced as there is no associated 30% collection fee. 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 to increase slightly to $285,000 for 2022/2023. 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 Improvement Fund to provide for ongoing capital costs at the city landfill. Over the next five years, these annual landfill improvements are expected to average close to $1.0 million. In 2006/2007, we budgeted $8.0 million to begin opening a new cell at our landfill and making improvements in our transfer station. In 2007/2008, another $2.5 million was budgeted for the liner at the new cell. With the 2016/2017 $5.5 million gas collection and control system project; the City’s ability to support this level of capital expenditure will necessitate larger transfers in the future. For 2017/2018 through 2018/2019 the City has been allocating approximately $1.0 million a year for additional improvements and expansion. With the budget constraints brought about by the COVID-19 Pandemic, the transfer for the 2019/2020 through 2022/2023 fiscal years have been reallocated to address other needs. While this deferral allowed us to free up funds for other uses in the General Capital funds, we will still have to come up with additional funding for future landfill expansion. The City is currently looking into alternative options for funding future expansions including the issuance of debt.
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Sanitation charges are billed along with the water and sewer charges to residential and commercial customers. Residential customers receive twice-a-week service year-round. Service varies with commercial accounts and can be as much as six pick-ups per week. Landfill charges are collected at the landfill or are separately billed. Sanitation revenues decreased from 2014/2015 to 2015/2016 due to landfill revenues going back to a normal level after the 2013 hailstorm. Since monthly billing is fixed, the revenue is very predictable. The 2022/2023 budget includes a 5% rate increase for residential collection which will be used to fund a new residential roll-off program. The landfill tipping fees will remain flat. We expect the increased utilization as well as increased rates to bring in slightly increased revenues in 2022/2023. The graph that follows shows the trend of sanitation collections.
Millions
Sanitation Revenue $28
$27.24
$27 $26 $25 $24
$23.05
$23.50
$24.05
$24.51
$23 $22 $21 $20
2019/2020
2020/2021
2021/2022
2021/2022
2022/2023
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. Prior to 2019/2020 we had been experiencing slight annual decreases. However, with the onset of the COVID-19 Pandemic and the related stay-at-home orders, we had to shut down all our culture and recreation facilities including our golf courses and Civic Center Complex. In addition to these closures, due to the budget restraints brought about by the Pandemic as well as social distancing requirements, we did not open any of our outdoor swimming pools for the 2020 Summer season. The golf courses and Civic Center complex, as well as libraries and other recreation facilities, reopened in 2020/2021 at full capacity. Revenues in 2021/2022 came in at $6.6 million and in 2022/2023 revenues are anticipated to reach $7.5 million. We do recognize that the COVID-19 Pandemic is still a fluid situation, but the design of our culture and recreation programs allows us to make adjustments to staffing and supplies as we go thus helping to offset any loss of revenues we may experience related to future stay-at-home orders or COVID-19 prevention measures. A graph of culture and recreation revenue follows.
CITY OF AMARILLO
Millions
Culture & Recreation $8.0 $7.5
$7.48
$7.19
$7.0
$6.55
$6.5 $6.0 $5.5
$5.06
$5.0
$4.68
$4.5 $4.0 $3.5 $3.0
2019/2020
2020/2021
2020/2021
2021/2022
2022/2023
The combined golf fees make up the largest portion of culture and recreation revenue. In 2017/2018, the City focused on reducing the General Fund subsidy to the golf course program. The City took over direct operation of the Golf Courses from our contractors in the 2017/2018 fiscal year, in this process several changes to the fee structure have been made and the impact these changes would have were difficult to project. The City has been working with a committee to revamp the Golf Courses offerings and fee structure. As discussed above, with the onset of the COVID-19 Pandemic and the associated stay-at-home orders, the City had to shut down operations at both of our golf courses in 2020. Both complexes have since reopened at full capacity and have been experiencing higher than normal rounds and attendance. We believe this is due to the outside nature of golf and several initiatives introduced by the City to help drive interest in non-peak times including “happy hour” specials. We have also made important changes to the structure of the golf operations, especially on the maintenance side, moving to utilize more seasonal staff than permeant at significant savings to the City. With these changes in mind, we expect golf revenue in 2021/2022 to increase to $3.59 million and to remain mostly flat in 2022/2023 with a slight increase to $3.76 million. We also expect to see an almost 41% decrease in the General Fund subsidy for golf versus 2018/2019.
Millions
Golf Revenue $4.0 $3.76
$3.8 $3.53
$3.6
$3.59
$3.4 $3.2 $3.0 $2.8
$2.70
$2.6 $2.4
2019/2020
2020/2021
2021/2022
2022/2023
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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. Again, as mentioned above, the Civic Center operations are another area that has had significant impacts from the COVID-19 Pandemic. The Amarillo Civic Center complex was closed for approximately four months in 2020 and several events were cancelled or postponed as a result. While the complex is now open at full capacity, we continue to experience cancellations and postponements of events. With this in mind, we have increased our revised estimate for 2021/2022 to $1.6 million. We do anticipate the collections to rebound in 2022/2023 to $2.21 million, but not to reach pre-pandemic levels. Rental rates were increased by 20% in both 2011/2012 and 2012/2013. 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.
Millions
Civic Center Revenue $2.5
$2.21
$2.0 $1.5
$1.60
$1.42
$1.0
$0.56
$0.5 $-
2019/2020
2020/2021
2021/2022
2022/2023
Fines and Forfeitures: Fines and forfeitures for 2020/2021 are estimated to increase slightly over 2019/2020 but come in lower than the previous years. Most of the fines and forfeitures are related to traffic violations with the major revenue source being traffic fines. The City has an internal collection program. In 2003/2004, we added $3 to each ticket for the Court Security Fund; this fee should generate about $87,000 next year. The Court Security Fund will partially pay for the bailiffs at the court. In addition to the $3 Court Security Fund, we added $4 on each ticket for the Court Technology Fund. The Court purchased and installed new court software in 2009/2010. The Court Technology Fund paid for the upgrade and the ongoing maintenance. The Court Technology Fund generates about $110,600 from the $4 fee on each ticket. Both the Security Fund and Court Technology Fund are accounted for in the Special Revenue Funds. We have been experiencing a year-over-year decline in fines and forfeitures collected through our Municipal Court over the last several fiscal years. Due to legislative changes and an increased emphasis on criminal justice reform our ability to collect revenue on tickets and violations has been decreasing each year. We expect this trend to continue. As the revenues collected by our Municipal Court decrease, we anticipate continuing to find ways to streamline our collections and reduce related operating costs as needed. Additionally, the large decrease in collections in 2019/2020 can be partially attributed to the COVID-19 Pandemic. The Municipal Court was closed for several months during 2020 with collections on outstanding items continuing only over the phone or online. Additionally, our annual warrant round-up was cancelled which is usually a significant boost to our collections. A graph of the court related revenue excluding the Security Fund and Court technology Fund follows.
CITY OF AMARILLO
Millions
Fines and Forfeitures $3.51
$3.6 $3.4
$3.23
$3.44
$3.31
$3.2 $3.0 $2.8 $2.6 $2.4 $2.2 $2.0
2019/2020
2020/2021
2021/2022
2022/2023
Forfeited discounts are the next largest single revenue source in the Fines and Forfeitures category. Water, sewer, sanitation, and drainage charges incur a late fee if they are not paid on time. If a payment is three or more days late a 10% late fee is added to the account. Once an account reaches 63 days delinquent a $25 penalty is added to the account and then another once it is 93 days delinquent. After 93 days, the City reserves the right to disconnect service for non-payment. Payment arrangements can be made before this occurs and customers are always encouraged to reach out if they are having trouble paying their bills. The purpose of these late fees is to encourage prompt payment of the bill and reduce bad debt losses. For 2022/2023, we are anticipating $1.75 million in forfeited discounts, compared to $1.73 million in 2021/2022. During 2020 because of the COVID-19 Pandemic, the City waived late fees starting in March 2020 through August 2020. A graph of forfeited discounts revenue follows and reflects the lower collection value for the 2019/2020 fiscal year.
Millions
Forfeited Discount $1.84
$1.9 $1.8 $1.7
$1.73
$1.75
2021/2022
2022/2023
$1.63
$1.6 $1.5 $1.4 $1.3 $1.2 $1.1 $1.0
2019/2020
2020/2021
Interest Earnings: In the past, interest earnings were a significant revenue source to all funds. In 2018/2019, $8.0 million was generated in investment income. The City portfolio has a short-weighted average maturity and is dependent on short-term interest rates which have been very low but were showing signs of increase until the onset of the COVID-19 Pandemic. Thus, interest earnings were beginning to see an increase. In investing City funds, our objectives are to preserve capital, to
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provide liquidity, and maximize return within the constraints of capital preservation and liquidity. Short-term rates have been at historic lows, and we anticipate them to continue to stay low over the next year. We are anticipating interest income of $737,346 in 2022/2023, compared to our revised estimate of $657,485.00 in 2020/2021. Interest earnings for the 2018/2019 fiscal year are higher than earnings in 2019/2020 and beyond, because the City had significant bond proceeds during this time period and as the funds are spent the earnings are decreasing with the lower amount of investments. The above-mentioned investment income projections can be seen in the graph below.
Millions
Interest Income 4.5
$4.17
4.0 3.5 3.0 2.5 2.0 1.5 1.0
$0.47
0.5 -
2019/2020
2020/2021
$0.66
$0.74
2021/2022
2022/2023
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 Indirect Cost Allocation Plan. The administrative charge to Water and Sewer, Airport, and Drainage are derived from the Indirect Cost Plan. The actual indirect cost reimbursement to the General Fund represents the various grant portion of General Fund overhead. Airport administrative charges will hold at $144,784 in 2022/2023. Water and Sewer administrative fees will also hold at $1,851,075 in 2022/2023, the same amount charged in 2021/2022. Indirect costs charged to City activities and grants will decrease from $2,815,909 in 2021/2022 to $2,638,185 in 2022/2023. As a general rule, indirect cost changes are exacerbated by annual carryover adjustments. If an over or under recovery occurs, the indirect cost is adjusted to the new calculated cost and the over or under recovery is also applied. Applying the carryover 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 $4,757,736 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 $4,116,543 for 2022/2023, which includes Vehicle Rental Tax of $1,061,874 and Hotel Occupancy Tax of $2,885,349. This is up from $398,004 in 2021/2022. 2020/2021. Operating Transfers: An equity transfer involves the closing of a fund and the transfer of the closed fund’s entire fund balance to
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another fund. Operating transfers involve the transfer of assets from one fund to another in the normal course of the fund’s operations. Historically, the interest income from Capital Project Funds that relied on the General Fund for support was recorded as General Fund Income. The City adopted GASB Statement 31, which requires investment income to be reported in the fund that held the investment. 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 95% of total water and sewer revenue. Water and sewer revenues are very difficult to predict because they are so weather dependent. With the exception of the minimum or base charge, water sales are completely based on consumption. Moreover, we utilize an increasing block structure to encourage water conservation. The increasing block structure creates additional consumption-based revenue, which makes it more difficult to estimate. Sewer revenue is somewhat more predictable since the residential charge is set for the year based on the winter water consumption. However, sewer commercial accounts are based on water consumption each month, usually with a separate meter for irrigation. When estimating water and sewer charges, we use a normal year of about 16 billion gallons in sales as opposed to trying to anticipate high or low consumption. Water and sewer charges are billed monthly and are very collectable. However, since the revenue is consumption-driven, it can vary 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 2010/2011; the first new supply in about 50 years. Consistent with our incremental approach, we have been raising water and sewer rates over the last several years. In 2001/2002 and 2003/2004, Water and Sewer Utility revenue had a 5% increase in water and sewer rates. Our 2006/2007 rate increase was expected to generate about an 8% increase in water and sewer revenue. The 2006/2007 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.
CITY OF AMARILLO
The 2007/2008 rate structure was designed to generate a 10% water and sewer increase in a normal year. The third tier rate (added in 2006/2007) 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 2007/2008, the 2008/2009 rate structure was also designed to generate a 10% water and sewer increase in a normal year and encourage conservation. In fact, many residential customers did not even see an increase. For 2008/2009, 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 2008/2009, the rate was $1.35 per thousand gallons for commercial wastewater and $1.25 per thousand gallons for residential wastewater after the first 3 thousand gallons. Commercial accounts are billed for their sewer volume based on their water consumptions. Residential customer’s sewer usage is estimated from a winter average of water usage. As with water, the low volume customers saw less of an increase. Water and sewer customers that use more water, incurred most of the rate increase in 2008/2009. 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 2008/2009 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 2009/2010 and all customers saw the 10% increase. The City was successful in obtaining the balance of the Potter County Well Field project ($47.4 million) from Texas Water Development Board (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 borrowing still has to be repaid. Therefore, we had another 10% rate increase in 2010/2011. We had a great opportunity in 2010/2011. The Canadian River Municipal Water Authority (CRMWA) purchased over 213 thousand acres in water rights from Mesa water. Most of the water rights were contiguous with CRMWA’s holdings in Roberts County. Since the holdings are contiguous, future development of the holdings can take advantage of existing infrastructure. While purchasing water rights is expensive, developing the rights is even more costly. However, the portion in Ochiltree County was contiguous with the City of Amarillo’s water rights. In fact, CRMWA would have to cross the City of Amarillo’s water rights to develop the field. Thus, it made more sense for the City of Amarillo to own the Ochiltree County water rights than CRMWA and the City purchased the rights from CRMWA. The City issued $16.3 million in Water and Sewer bonds to purchase the Ochiltree County water rights from CRMWA and the City’s portion of the CRMWA debt is another $38.1 million. This transaction necessitated another rate increase. In total, we needed an 11% rate increase to service the debt. In order to avoid another double-digit rate increase, the debt was structured so that we could have a 6% increase in 2011/2012 and another 5% increase in 2012/2013.
CITY OF AMARILLO
We included a 2% increase in water rates for the 2013/2014 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 2015/2016 fiscal year the City implemented at 3% rate increase to fund additional debt associated with the Arden Road transmission line project. For the 2016/2017, 2017/2018, and 2018/2019 fiscal years the City has increased rates by 3% anticipating approximately $28 million in bond issues to fund capital projects. In the 2019/2020 fiscal year the City increased rates by 7%. Of that, 4% of the increase was to issue bonds for the implementation of the Advanced Metering Infrastructure (AMI) project to modernize the City’s metering infrastructure by purchasing radio‐read meters and constructing the related infrastructure. The remaining 3% was a general operations and maintenance increase to help offset increased operating costs of the system. In 2021/2022 the City has increased rates by 3% anticipating $28.5 million in bond issues to fund capital projects. While the rate increases have been substantial, we are still staging the increases in an attempt to be less burdensome on our customers. Even with the above rate increases, our citizens enjoy some of the lowest water and sewer rates in the State. The following chart graphs the actual water and sewer sales for 2019/2020 and 2020/2021 as well as the sales for 2021/2022 and 2022/2023. Rainfall has a significant impact on the water usage. Actual precipitation for the 2017/2018 year is the 12th driest year on record (records go back to 1892), whereas the rainfall for the 2018/2019 fiscal year is the 21st wettest on record. The change in revenue was $78.8 million to $72.7 million for these two years. The 2019/2020 year had a hot, dry summer driving increases in revenue as opposed to 2018/2019. However, because of the COVID‐19 Pandemic and the related stay‐at‐home orders, we experienced lower than normal commercial demand. This lower demand on the commercial side was partially offset by increased residential consumption but not totally. 2022/2023 revenues are projected to be $96.39 million, up slightly from 2021/2022 revenues of $90.75 million. We projected our 2022/2023 budget at $96.39 million which reflects anticipated usage over 2021/2022 budget plus the 6% rate increase.
Water and Sewer Sales $100.0
Milli
$95.0
$96.39 $90.
$90.0 $85.0 $80.0
$81.
$80.
$75.0 $70.0 2019/2020
2020/2021
2021/2022
2022/2023
Airfield Revenues: Airfield revenues include fees charged for use of the airfield. Landing fee revenue is the now the second largest revenue source in this category. Landing fees are based on the number of flights and the weight of the aircraft. Overall, we are estimating an increase in landing fees from $600,000 in 2021/2022 to $750,000 in 2022/2023. In 2008/2009, 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 $1.40 million in revenue in 2013/2014, $1.35 million in 2014/2015, $1.32 million 2015/2016, $1.22 million in 2016/2017, $1.30 million in 2017/2018, $1.40 million in 2018/2019, $0.8 million in 2019/2020, $978,215 in 2020/2021, and $1,327,703 in 2021/2022.
CITY OF AMARILLO
The PFC is expected to generate $1,360,000 in 2022/2023. The PFC will be used to service the debt on the $17.4 million bond issue in 2008/2009 for terminal improvements. The 2021/2022 and 2022/2023 numbers for both landing fees and PFC collections are trending up towards pre‐pandemic numbers. Decreased revenues in 2019/2020 and 2020/2021 were due to the decrease in air travel caused by the COVID‐19 Pandemic. Flight schedules by the major carriers in and out of Amarillo’s airport and airports worldwide decreased significantly as demand decreased due to government restrictions and passenger comfort levels. We expect it to take several years for activity to increase back to pre‐pandemic levels. The Federal Aviation Administration, as part of the CARES Act, awarded the City of Amarillo $7.8 million to help maintain the operations and maintenance of the airport though the COVID‐19 Pandemic. 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 has negotiated an increase in fees to reflect increases in cost. Historically, the parking concession has been our most significant single source of operating income. Depending on the year, either airline rental income or airport parking revenue is the number one revenue source. Next year, we expect airline rentals to be $2.856 million. With the construction (during 2014/2015) of a common facility to service all the rental cars, and car rental customers are charged $3 on car rentals to pay for the facility. We estimate Customer Facility Charge revenue at approximately $582,000 for 2022/2023. Parking revenue is budgeted at $4 million for 2022/2023 which is a sharp increase from the 2021/2022 revised estimate of $2.1 million. The restaurant and bar located inside the terminal generate about $149,000 in revenue. Car rental revenue is expected to be $0.7 million in 2020/2021 as well as 2021/2022. Again, as mentioned above due to the decrease in travel demand from the COVID‐19 Pandemic, these revenue sources have increased as compared to prior years. We do anticipate that it will take several years to return to pre‐pandemic levels of demand. A graph of terminal building revenue follows.
Terminal Building Revenues Othe r Airline Rent Auto Parking
Car Rent
Other Building and Grounds Revenue: Other building and grounds revenue is a significant airport revenue source. Most leases have provisions to increase with the Consumer Price Index on some periodic basis. Grounds rental revenue is from various ground lease agreements with car rental companies, charter aircraft companies, corporate hangars, grazing leases, tower leases, and farming leases. As mentioned above, these leases have an annual increase built into the lease agreements and the projected amounts are based on the individual leases. Similar to the ground leases revenue
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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 Airport other building and ground rentals to remain flat from 2020/2021 at $1.8 million for 2022/2023. We did grant several delays of rent payments to lessees related to the COVID‐19 Pandemic that will caused revenues for 2019/2020 to fall below our original budget and prior years; however, we do expect these to fully rebound in 2021/2022 closer to prior experience as these revenues are less dependent on commercial passenger travel at the airport. Fleet Services and Information Services Interdepartmental: The equipment rental revenue source represents the departmental user charge for fleet owned vehicles, trucks, and rolling stock. The revenue source is calculated from departmental budgetary estimates. The fleet user rate has two components: an operating rate and a replacement rate. In conjunction with converting to a new automated fleet system, rental rates were converted from a per mile rate to a monthly rate. Since anticipated usage in miles can be difficult to estimate, the monthly rate is easier to budget. During 2010/2011, fleet rental rates were lowered 10%, even though the City continued to experience increased cost in repair parts and erratic fuel prices. The decrease in rates was to give some much needed budgetary relief in other areas. While individual department budgets can vary, we increased rates by 5% overall in 2011/2012 and 2012/2013 and by 7% in 2013/2014 and 2014/2015 to help make up for the decrease. During 2013/2014, 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 increased fleet rental rates again in 2015/2016 and 2016/2017. In 2019/2020 we increased fleet rental rates by 2% on both the operating and replacement side. In 2020/2021 we did not directly increase Fleet Rates, but we did update several replacement cost projections to be more in line with recent experience. This caused several fluctuations in the replacement rate but did not increase rates significantly overall. In 2021/2022 we increased fleet rental rates again by 2% on both the operating and replacement side. Fleet Services Fund is in good shape and should still have about $8.3 million in available funds at the end of 2021/2022 well over their target reserves of $8.0 million. We expect Fleet Services interdepartmental charges to increase from $18.2 million in 2021/2022 to $19.47 million in 2022/2023. Our Information Technology Fund operates similar to our Fleet Services 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 2013/2014, 4% in 2014/2015 and 3% in 2015/2016. Beginning in 2013/2014, our telecommunications department and related user fees have been moved into our Information Technology Fund. For 2019/2020 and 2020/2021 we increased rates by 2%. User fee revenue is expected to increase to $8.5 million for 2022/2023. As with the Fleet Services Fund, we expect future rate increases in the Information Technology Fund. COMMENTARY ON AVAILABLE FUNDS General Fund: The General Fund began the year with $72,563,925 in available funds. We anticipate ending the 2022/2023 fiscal year with $50,666,015. We had targeted the 2019/2020 fund balance at $41,970,146 and budgeted $4.5 million in transfers to capital projects funds. However, with the onset of the COVID‐19 Pandemic, the City reacted quickly and implemented several cost saving measures in order to reduce expenses to offset expected revenue shortfalls. The City’s fiscal response plan identified around $12.0 million in expense reductions to help offset revenue losses and build‐up reserves in order to be better positioned to weather the storm. The bulk of these reductions were related to personnel expense, they General Fund’s largest expense area. A hiring freeze was implemented, including public safety positions, that saved the City $6.0 million in 2019/2020. In addition to this, the City deferred capital transfers and capital expenditures for the remainder of the 2019/2020 fiscal year.
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With these measures in place, even with the revenue shortfalls (over $7.0 million) we experienced, we were able to grow our fund balance almost $14 million above our original budget projection for 2020/2021. This put us in a better position going into the 2021/2022 fiscal year and allowed flexibility in response to further budget challenges in the future related to COVID‐19 or any other unexpected situation. Historically, year‐end surpluses have been earmarked mainly for capital projects. However, as we discussed the surplus at the end of 2020/2021 was left in reserves in order to bolster our fund balance and ability to offset further revenue reductions related to COVID‐19 or any other unexpected situation. The 2022/2023 transfer to the Street Improvement Fund is $2.34 million, $13.8 million to the General Construction Fund, and $3.9 million is budgeted as a transfer to the Civic Center Improvement Fund. After the 2022/2023 transfers, the City should have $50.67 million in available funds. The 2022/2023 available fund balance is consistent with our targeted reserve ($50.63 million) of three months operating expenditures excluding dollars allocated as “one‐time” expenditures. Moreover, due to our conservative budgeting practices, we generally end the year with a reserve that is more than three months operating expenditures. The transfer to the Compensated Absences Fund was eliminated in 2010/2011 and not budgeted for 2011/2012 or thereafter. The balance in the compensated absences fund was depleted during the 2018/2019 fiscal year; however, the City located unspent budget allocations to fund the remainder of 2018/2019 and 2019/2020. The funding again ran out during the 2020/2021 budget year further stressing the General Fund. The City was able to reallocate funding from other sources and transfer $1.0 million in 2020/2021 to cover the deficit and establish a small fund balance. The 2022/2023 budget includes an additional $1.25 million transfer to further bolster the fund. Going forward, the City will have to continue to locate dedicated funding for this benefit or operating budgets will need to begin funding the unused sick and annual leave benefit. 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. This became especially apparent building the budget during the COVID‐19 pandemic. We were able to react quickly to the revenue shortfalls we experienced and by freezing positions and deferring capital and transfers along with our strong reserve policies we have been able to grow our fund balance and create a 2022/2023 budget without having to cut service levels or programs. We feel that we stand in a sound financial position in case of further revenue challenges created by the continued COVID‐19 pandemic or other unforeseen events. General Interest and Redemption: The General Interest and Redemption Fund is used to accumulate funds for the payment of the general long‐ term obligations of the City. Relatively speaking, the City of Amarillo still has very little tax supported debt. Our tax supported debt consists of a bond issue for library improvements that was refunded with the 2020 General Obligation Refunding Bonds. The 2017 General Obligation Refunding Bonds refunded the 2007 Certificates of Obligation that funded various improvements for fire stations, libraries, and streets. The 2010 Certificates of Obligation were issued for the Grand Street Bridge project. During 2017 the City issued the 2017 Certificates of Obligation to fund public safety radios. The City issued the 2017 General Obligation Bonds and the 2018 General Obligation Bonds for the first two years of the November 2016 voter approved debt to fund streets and public safety. During 2020 the City issued the 2020 General Obligation Bonds for final issuance of the November 2016
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voter approved debt to fund public safety and the 2020 General Obligation Refunding Bonds to refinance existing obligations at a lower interest rate. Moreover, we issued the 2020 Certificates of Obligation for the replacement of the Thompson Park pool and the 2020 Tax Notes to finance the purchase of a property downtown on South Johnson Street. Our tax supported debt will require a property tax of $0.04403 per $100 valuation in 2019/2020, $0.05233 in 2020/2021, and $0.44334 in 2021/2022. This rate will decrease to $0.40628 per $100 in 2022/23. We anticipate that we should end 2022/2023 with $1,942,881 in our General Interest and Redemption Fund. Since property taxes are both highly collectable and predictable, we target a modest amount of available funds in the General Interest and Redemption Fund. The City has historically used the Certificates of Obligation structure when issuing self‐supporting debt to obtain more attractive interest rates. In 2010/2011, 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. Both issuances were refunded with the 2020 General Obligation Refunding Bonds. The City has had six Certificates of Obligation issues for improvements at the Greenways Public Improvement District and for improvements at the Colonies Public Improvement District. The Certificates of Obligation issued for Greenways and Colonies improvements are funded by special assessments on the property owners of those subdivisions and do not require the levy of a property tax. All but two of these issuances were refunded with the 2020 General Obligation Refunding Bonds. Historically, most of the funds accumulated in our debt service funds are to satisfy the City’s obligation to pay accumulated vacation, sick pay, and comp time. State law allows police officers and firefighters to accumulate unused sick leave without limit and requires that they be paid for up to 90 days of unused sick leave at termination. In addition to accumulating unused sick leave, all full‐time employees can also accumulate up to 65 days of unused vacation pay. Traditionally, the City of Amarillo personnel rules had extended the 90‐day payment of unused sick leave provision to full‐time civilian employees with at least 10 years of service. However, beginning in 2007, the City of Amarillo changed its sick leave and vacation leave policy for new civilian employees. Civilian new hires after 2007 will be allowed to accumulate up 60 days of unused sick leave and 30 days of unused vacation pay. 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 identify and prefund liabilities as opposed to a pay‐as‐you‐go funding. In the past, the City has prefunded the liability for sick leave and vacation so that funds are available at termination to pay the benefit. The City only partially funded the sick leave and vacation benefit in 2009/2010 and has not funded the benefit since then until we transferred surplus from the General Fund over to the Compensated Absences fund in 2018/2019. The initial funding and the additional transfer in 2018/2019 were completely depleted in the 2019/2020 fiscal year. We transferred $1.2 million from the General Fund 2019/2020, and $1.7 million in 2020/2021 to cover expenses and create a small fund balance. The 2021/2022 fiscal year allowed for $1.9 million transfer to the Compensated Absences Fund in order to fund the ongoing expense on a pay‐as‐you‐go basis. The transfer for 2022/2023 will be $1,250,000. One of the best reasons to prefund a benefit is that the earnings on the accumulated funds can be used to reduce the cost. Unfortunately, there are not much earnings in this low interest rate environment and less of an incentive to prefund the sick leave and vacation benefit. In any event, we will have to continue funding this obligation annually on a pay‐as‐you‐go basis unless we can identify sufficient funding to prefund these expenses. 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
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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 1.96% of all full‐time salaries to the new trust for calendar year 2013. The rate increased to 2.43% beginning January 1, 2014 and will remain the same through fiscal year 2022/2023. 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 year’s normal capital expenditures as a capital reserve. In total, Enterprise Funds began the year with $62.45 million in available funds. Ending the 2022/2023 fiscal year, available funds are estimated to be $49.95 million, a decrease of $12.5 million. Most of the above change in available funds would be attributable to the Water and Sewer Fund. Of the above $62.45 million in beginning available Enterprise Funds, the Water and Sewer Fund represents $47.3 million. At the end of 2022/2023, we expect the Water and Sewer Fund to decrease to $40.37 million. After considering our reserve for sick and annual leave of $0.9 million and our legal reserves of $14.8 million, our net operating reserve would be $24.75 million. We will be well over the three‐month operating reserve of $14.65 million and a one‐year capital reserve of $9.0 million in our Water and Sewer Fund. Even with revenue challenges presented by the COVID‐19 Pandemic we were able to maintain adequate reserves for the Water and Sewer Fund. 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, investments, and other current assets at the beginning of the year of approximately $216.3 million, but after subtracting liabilities and capital project budgets of $153.86 million, we consider available funds to be $62.45 million. Please refer to the Enterprise Fund Summary of Resources and Expenditures for more detail on the available funds calculation. The Airport Fund began the year with approximately $9.16 million in available funds. We expect the available funds to decrease to $5.88 million by the end of 2022/2023. As discussed earlier, the global pandemic significantly lowered the demand for commercial air travel thus lowering the revenues of our airport. In 2022/2023, we expect airport available funds to decrease to $5.88 million. The above $5.88 million of estimated available funds in 2022/2023 is greater than our target of three months operating expenditures plus one year’s normal capital expenditures. The target balance is approximately $5.55 million: $3.55 million for a three‐month operating reserve and $2.0 million for a one‐year capital reserve. We anticipate using these dollars to fund future capital needs. The Drainage Utility Fund began the year with approximately $5.96 million in available funds and we expect available funds to increase to $3.23 million by the end of 2022/2023. During the 2020/2021 fiscal year the Drainage Division made it a priority to streamline the billing process of the assessment and we are pleased to
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see this hard work, along with a rate increase, resulted in increased revenues for the fund. The drainage assessments began October 1, 2012. Our targeted reserve is $2.985 million: $985,007 for a three‐month operating reserve and $2.0 million for a one‐year capital reserve. Internal Service Funds: Internal Service Funds are similar to enterprise funds above in that they are used for business‐like activities. However, the Internal Service Fund’s customer is the sponsoring governmental entity. Internal Service Funds are used for activities where it is important to recognize the full cost of a function on the accrual basis. The City of Amarillo Internal Service Funds consists of the Fleet Services Fund, the Information Technology Fund, the Risk Management Fund, and the Employee Insurance Fund. Like an Enterprise Fund, an Internal Service Fund provides for both operating and capital funding of their respective activities. Thus, the reserve of an Internal Service Fund consists of an operating reserve and a capital reserve. By policy, we target three months operating expenditures as an operating reserve plus one year’s normal capital expenditures as a capital reserve. The Risk Management Fund and the Employee Insurance Fund do not generally have capital expenditures; therefore, these funds would not need to provide for a capital reserve. However, we need available funds for large, out‐of‐ ordinary claims that may occur. In total, the Internal Service Funds began the year with approximately $21.3 million in available funds. We are estimating that by the end of 2022/2023 fiscal year available funds will increase to $22.3 million. In sum, our targeted reserve for the Internal Service Funds should be about $22.3 million: Fleet Services $8.1 million, Information Technology $2.56 million, Risk Management Fund $5.5 million, and $6 million for the Employee Insurance Fund. During 2016, 2017 and 2018 the City successfully reduced the upward trending claims costs in the Employee Insurance Fund and was able to rebuild reserves. Current year projections and going forward the City anticipates that the claims will trend upward and continues to monitor health provider networks and plan design; however, this is an area that will continue to see funding increases. The Fleet Services Fund started with $7.68 million in available funds. We increased fleet rental rates by 7% and restructured Enterprise Fund rates, including Solid Waste, in 2013/2014, 2014/2015 and 2015/2016. In 2016/2017 we increased fleet rental rates by another 7% and in 2019/2020 we increased rates by another 2%. In 2020/2021 we adjusted the replacement costs of several vehicle and equipment types which did results in a small effective increase in some rates. In 2020/2021 rates were increased again by 2%. We expect 2022/2023 fleet available funds at $7.4 million. All capital purchases for 2019/2020 were postponed to help address revenue shortfalls in other areas of the City’s budget due to COVID‐19. This left the fund in a healthy condition and allowed us to budget for additional capital above normal in 2020/2021 at $8.6 million. The 2022/2023 available funds of $7.4 million, after sick and annual leave reserves, is below the targeted reserve of $8.1 million. Like the Fleet Services Fund, the Information Technology Fund has experienced abnormally large capital expenditures in the past few years, which has depleted their available funds. Beginning available funds for the Information Technology Fund were approximately $2.9 million. We expect Information Technology’s available funds to decrease to $2.6 million for the 2022/2023 fiscal year. Our estimated 2021/2022 available funds of $2.3 million after subtracting a reserve for sick and annual leave are slightly below a three‐month operating and one‐year capital reserve of $2.2 million. The Risk Management Fund (sometimes referred to as the Self‐Insurance Fund) provides coverage for most of the City’s exposures including general liability, worker’s compensation, employer’s liability, police officer liability, public official liability, auto liability and auto physical damage. The Risk Management Fund purchases
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property insurance including boiler and machinery, police office liability, malpractice insurance for our clinic and carries excess worker’s compensation insurance. We generally have very high deductibles or self‐insurance reserves with our purchased coverage. State law protects the City with an overall liability limit of $250 thousand per occurrence; therefore, the City has not purchased excess coverage for auto or general liability. The City’s main liability exposure would be in Federal Court. Our greatest exposure in Federal Court would be involving a police officer, thus we have purchased police officer liability coverage that protects both the officer and the City. Overall, our claims experience has been improving. The Risk Management Fund began the year with $6.3 million in available funds. We expect to end 2022/2023 with available funds of $6.03 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 with changes in our property insurance policy deductibles we would like to have about $5.5 million in available funds for these claims. Therefore, we will end 2022/2023 over our targeted reserves. With the ever‐increasing cost of insurance and claims, this fund will be monitored going forward to determine if funding increases are necessary. The City is also working a dedicated broker to evaluate policy renewal dates to increase opportunities to secure more favorable coverage premiums. The Employee Insurance Fund provides life and employee medical coverage, including dental, to City employees and retirees along with their dependents. The Employee Insurance Fund purchases life coverage, but is self‐ insured for medical and dental. However, we have individual stop‐loss coverage, which resets annually, if a claim is more than $750 thousand. Dental is entirely employee/retiree funded. Employee healthcare is largely employer‐funded, but employees and retirees are also required to make contributions. During 2013, 2014 and 2015 the Health Plan saw a significant increase in claims. In 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 $1,500 per person, and the maximum out‐of‐pocket expense is $5,000. The maximum out‐of‐pocket is all an employee/retiree would be required to pay in a calendar year before the plan pays at 100%. We would rather make smaller incremental changes to the Plan in an effort to refrain from having to make more drastic changes in plan design. However, the federal healthcare reform bill has and will continue to add future costs to the Plan. 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. We increased the employer contribution by 5% in October 2014, the employee/retiree portion by 3% in January 2015, and the employer contribution by 5% in October 2018. The 2019/2020 budget included 7% employer increase in October 2019 and a 2% employee increase in January 2020. While there was no increase in the 2021/2022 budget, there is 5% increase on the employer side for health insurance in 2022/2023. Employees will not see and increase unless they opt for the medical or dental buy‐up‐plan. We do anticipate that future increases will be necessary to maintain adequate reserve levels going forward. 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 currently have high generic utilization, over 80%. During 2015 the City reviewed the financial stability of the Fund. Since 2013 the City has made significant changes to control 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
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negotiated rates for healthcare services outside of the City’s local network. The measures taken did not produce 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 anticipated that a national carrier will have more favorable discounts with network providers. Effective January 1, 2016 Aetna Life Insurance Company began to provide the plan administration for the medical and dental programs. For the 2015/2016 the city saw $5.1 million net reduction in health plan costs driven by a reduction in claims from $24.2 million to $18.0 million, we believe directly related to the Aetna contract. For the 2019/2020 fiscal year claims were $21.7 million, which includes a decrease over the prior years related to decreased utilization of the plan during the COVID‐19 Pandemic. The plan saw fewer procedures and routine visits during 2019/2020 which we believe to be caused by the ongoing pandemic. For 2022/2022 we budgeted claims at $25.75 million. Employer health plan premiums for the 2022/2023 fiscal year will increase to $22.8 million and we anticipate ending the 2022/2023 fiscal year with $5.98 million in reserves, below the $6 million target. Overall, the City is very pleased in the cost saving measures experienced by the Health Plan during the last several years. And, will continue to monitor claims and funding levels in future budget years. We estimate the liability for IBNR claims in the Employee Insurance Fund based on a claims lag report. The Employee Insurance Fund’s IBNR claims are calculated by the City’s health plan consultant based on actual claims. We target a $5.5 million reserve for catastrophic claims. We are estimating that we will end 2022/2023 with available funds of $5.98 million. During the 2018/2019 audit process, the City changed the estimate, as recommended by the City’s health plan consultant, used to calculate the IBNR liability resulting in the reduction of the liability by approximately $3.8 million. Special Revenue Funds: With the exception of the Public Improvement Districts, the Special Revenue Funds do not have a target reserve balance. Most of the Special Revenue Funds are grant funds that are bound by the grant agreement and operate on a pay‐as‐you‐go basis. If funds are accumulated in a grant fund, they will usually be spent the following year(s). Funds accumulated in the Housing Assistance Program and the Home Program are rolled over to future years in the budget process. Monies in the Court Technology Fund will be used to upgrade the software at the court. The Court Security Fund is used to pay the salary and benefits of the court’s bailiffs and security improvements at the court. The accumulated funds in the APD (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 Department’s budget. APD Seized Property is derived from court ordered forfeitures. At the current rate of expenditures, the seized funds would be sufficient through 2022/2023. LEOSE Fund is a Law Enforcement Training grant and available funds will be spent in future budgets. The target reserve for the Public Improvement District is three months operating expenditures, unless funds are being accumulated for some type of improvement. Public Health has seen increasing reserves with funding from the DSRIP project; however, we are entering the last year of funding for this project. Going forward these reserves will be used to continue operations. Capital Improvement Funds: Capital Improvement Funds are set up to provide for the addition, improvement, and renovation of the City’s fixed assets and infrastructure. Like most Cities, we have an aging infrastructure and most of our capital spending is for replacement capital. While there may be some incremental improvement in operating costs for the particular improvement, it most likely will not be noticed with our aging infrastructure. Generally, our target reserve for a capital improvement fund is one year’s capital spending. Our main 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 $9.4 million are consistent with our
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targeted balance. One year of capital expenditures in this fund are typically between $5.0 million and $6.0 million. Traditionally, the Golf Improvement Fund was funded by $1 of the green fee being set aside for course improvement. Beginning in 2011, the fee was raised to $2 to help pay the Certificates of Obligation issued for course improvements. We also implemented a premium green fee to pay for the renovated courses. The increase in the premium green fee goes to the Golf Improvement Fund for debt service. The Golf Improvement Fund is expected to end 2022/2023 with approximately $133,150 in available funds. We would like to accumulate at least a half year of debt service, $125,000 before any golf improvement funds are used for the courses. The Civic Center Improvement Fund is funded by the hotel occupancy tax (HOT). The HOT is first used to pay the outstanding debt service associated with the multi‐purpose events venue and downtown parking garage, then to offset the net operating cost of the Civic Center complex including the Civic Center and the Globe News Center. The remaining funds are transferred to the Civic Center Improvement Fund to be used for future improvements. The Civic Center Improvement Fund should end 2020/2021 with $2.4 million. The City anticipates ending 2022/2023 with about $3.37 million in available funds. One‐year capital spending would be approximately $1.0 million to $2.0 million, and the $1.8 million estimated 2021/2022 available is consistent with this target. During the COVID‐19 Pandemic, HOT collections were one of the hardest hit revenue sources. In response to decreased HOT receipts, every open project in the Civic Center Improvement fund was reevaluated and several were closed to bolster available fund balance to cover the debt service of the downtown multi‐ purpose events venue and parking garage. Moreover, all the 2019/2020 planned capital was cancelled. We are pleased to say we were able to make the 2019/2020 debt service payments using the available fund balance and HOT receipts as planned. Capital funding for 2020/2021 was greatly reduced in the fund with only $884,000 approved. While we hope to be able to dedicate more funding to capital in the future, we believe this conservative approach will us to make our required debt service payments and still maintain adequate reserves for the future. The Bivins Improvement Fund is specifically set aside for improvements of the historic Bivins home that houses our Chamber of Commerce and several not‐for‐profit organizations. The Bivins Improvement Fund should have about $235,000in available funds at the end of 2022/2023, which should be sufficient for any major expenditure. We have been accumulating funds in our Solid Waste Improvement Fund for some major improvements at our landfill and improvements to our transfer station, which began in 2006/2007. Funds have been transferred annually from the General Fund, representing part of the sanitation charge for improvements at the landfill. Due to the budget constraints brought about by the COVID‐19 Pandemic, the planned 2019/2020 and the 2020/2021 transfer were eliminated. At the end of 2022/2023 we anticipate having a fund balance of roughly $0.5 million. We recognize that future capital needs will require more funding in the future. If continued General Fund transfers cannot be made, we will have to investigate alternative funding methods including the possible issuance of debt. BUDGET CHANGES AND HIGHLIGHTS An important change for the 2016/2017 Annual Operating Budget was that the budget was presented as a Program Budget. The programs offered by City departments were presented with program descriptions and performance measures to define the level and quality of services delivered to Amarillo citizens. The City hopes that the reader will find a programmatic presentation useful in facilitating a review of City departmental programs. Development of the 2017/2018 Budget was a challenge with flattening sales tax revenues. The City continued the funding of the Pay and Compensation Study implemented in the prior year, funded dollars towards
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addressing compression caused by implementation of the Pay Study, and funding for year one of the Amarillo Police Officer Association (APOA) Meet and Confer agreement. These challenges continued in the development of the 2018/2019 Budget. However, we did get slight relief with a trend of increased sales tax and strong property values. Going into the 2019/2020 Budget the City continued to see sales tax revenue projections increase slightly (2.5%) over the prior year numbers. Taxable property values remained strong with a 3% increase for 2019. These sources of revenue make up the largest percentage of our funding for general government expenses. However, with the onset of the COVID-19 Pandemic in early 2020 we saw our major sources of revenue begin to decline. The City reacted quickly to project the impact the COIVD-19 Pandemic would have on the City’s 2019/2020 budget. We quickly identified $12.0 million in expense reductions to respond to the projected revenue shortfalls while protecting our reserves. The largest measure in this toolbox was an immediate hiring freeze on all positions, including public safety. This measure is estimated to have saved the City $6.0 million. Other measures taken include the deferral of capital purchases and transfers and the cancellation of all travel. While the impacts of COVID were felt throughout the City’s operations, the General Fund remains the hardest hit as it is dependent on sales tax as its largest revenue source. In addition to the measures taken above, the City cancelled all summer 2020 recreation activities through our Parks Department as well as deciding to keep our public swimming pools closed for the 2020 season. With the help of these and the other measures mentioned above, as well as re-openings in 2021, we believe we have set the City up for success going into the 2022/2023 budget year. We were able to increase available funds almost across the board. We do recognize the uncertainty that lies ahead regarding the continued impact the COVID-19 Pandemic on our major sources of revenue and expense as well as the citizens of our City. Every effort has been made to maintain current levels of service throughout the City within available revenues. This Budget represents a $26.8 million increase from the prior year. The Budget addresses the BluePrint for Amarillo. Budget enhancements focus on funding for capital projects including the continuation of year five of the capital improvement program. The current Budget addresses revenue challenges created by COVID-19 but includes funding for pay enhancements for personnel, funding for compensated absences, increased Solid Waste funding, parks improvements, and increased Fleet replacement to help address an aging fleet. The Budget addresses the BluePrint Amarillo Council priority of Employee Compensation. The Budget includes dollars to fund 2.0% raises for the Police and Fire Department and civilian employees and continuation of longevity and discretionary retention pay. Additionally, wages were increased for skilled labor, commercial drivers and entry level positions. The current Budget includes the addition of 41 positions in areas where resources are needed. The City continues to provide our current basic programs. However, there is little, if any flexibility left in the Budget to address unanticipated needs. Our current financial constraints limit the City in the ability to deliver new programs and services. This Budget allows us to take care of what we have at current service levels, with limited flexibility to address other needs. 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. This rate increase will fund a debt issuance for year five of a five year, $140 million, capital program. It is anticipated that the five-year program will be funded with five annual 3% rate increases with the last year in 2021/2022. The City tax rate decreased over the prior year to $0.40628 per $100 of valuation from $0.4433 per $100 of valuation. The increase was in the interest & sinking portion of the tax rate. The interest and sinking increase was related to three debt issuances: the November 2016 voter-approved bond projects, the Thompson Pool replacement project, and the purchase of a property downtown on South Johnson Street. With increasing property values and new properties added to the roll, we estimate an increase of $4.5 million for the property tax related to the General Fund. The increase in the debt service portion of the tax rate will fund increased debt service requirements. Sales tax collections from 2016/2017 were down from record levels in the prior fiscal
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years. However, 2017/2018 increased slightly by 3.3% with collections at $57.4 million. The 2018/2019 year saw yet another increase of 3.1% with collections at $59.2 million. Going into 2019/2020 we projected a 2.5% increase over the prior year. However, with the onset of the COVID‐19 Pandemic in early 2020 we began to experience year‐over‐year monthly declines in sales tax receipts. 2019/2020 sales tax revenues came in $49.9 million, under our original budget at $58.9 million. 2020/2021 sales tax revenues were $68.4 million and we have budgeted sales tax in 2022/2023 at $69 million. Unfortunately, we had to drop the TMRS Cost of Living Adjustment (COLA) for retirees in 2010/2011. 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 current COLA benefit. We have tried in the 2009, 2011, 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. 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 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 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 Insurance Company began provide the plan administration for the medical and dental programs. The City was able to take advantage of better discounts by contracting with a national carrier For the 2015/2016 the city saw $5.1 million net reduction in health plan costs driven by a reduction in claims from $24.2 million to $18.0 million, we believe directly related to the Aetna contract. For the 2017/2018 fiscal year we recorded claims at $20.1 million. The 2018/2019 claims increased slightly to $22.1 million. For the 2019/2020 we had expected to see another increase in claims but due to the COVID‐19 Pandemic we saw a decrease in claims to $21.7 million. We are projecting claims to increase in the 2020/2021 fiscal year as plan members resume procedures and routine care that had been put off because of the pandemic. We are expecting claims to increase to $24.0 million. Employer health plan premiums for the 2019/2020 fiscal year were increased 7% while employee health plan premiums increased 2%. Overall, the City is very pleased in the cost saving measures experienced by the Health Plan during the last few years. 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. During the summer of 2016 the City completed a three month long community engagement program titled Wise Investment. In November 2016 the voters approved $109 million in tax supported debt to fund street and public safety infrastructure. This approval allows the City to begin addressing aging infrastructure and will provide budgetary relief to future budgets. The Council also approved a 3% increase in Water and Sewer rates and a 4% increase and Drainage assessments to fund year five of a five‐ year capital improvement plan. About $133 million new property was added to the tax roll this year compared to 197 million last year and
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$199 million the year before. Our taxable values increased to $14.6 billion. However, due to the frozen taxes, $12.1 billion was subject to levy at the 2021/2022 tax rate of $0.4433. The previous year’s tax rate was $0.38851. FUTURE OUTLOOK Amarillo is the 14th‐largest city, by population, in the state of Texas and the largest in the Texas Panhandle. Amarillo was originally known for agriculture and oil and gas production, and these activities are still very important to our economy. However, Amarillo now has a more diversified local economy. Amarillo is a regional trade center and medical center for a vast area including the Panhandle of Texas, parts of New Mexico, Colorado, Oklahoma and even southern Kansas. Amarillo also has diverse major industries in the defense industry, aviation/aerospace, food production, traffic and transportation, medical & health care and business and financial services. Amarillo started as a railroad town and the railroad is still important. 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. Interstate 40 runs through Amarillo, making for easy access from California all the way to North Carolina. Interstate 27 bisects the city from north to south. Amarillo is the only major city between Albuquerque and Oklahoma City going east‐west. Also, Amarillo is the only major city to the ski resorts of New Mexico and Colorado from the Dallas/Fort Worth Metroplex. The large traffic volume from Interstate 40, Interstate 27, and State Highway 287 helps support our hotel industry along with restaurants and tourism. A large portion of our hotel tax is allocated to support and encourage travel and tourism in our community through our newly created Convention and Visitors Bureau (CVB). While the effect of the COVID‐19 Pandemic on our hotel tax revenue has affected the amount of funding we have available to allocate to the CVB, the 2021/2022 budget includes an appropriation of $1.3 million for their efforts with an additional $494,292 to subsidize events at our Civic Center. Our 2018/2019 year was a record year for hotel tax collections. We had anticipated increased collections for 2019/2020 but with the COVID‐19 Pandemic we instead saw historic lows. We do expect to see a continued increase next year as the industry begins to recover. Amarillo also serves as a regional airport for the area. The Rick Husband Amarillo International Airport has an average of 36 flights daily, with destinations to major airline hubs including Dallas, Ft. Worth, Denver, and Houston. In 2011, our remodeled air terminal was in service. The remodeled terminal is a big improvement over the 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. For 2018/2019 we saw a slight increase in airline boardings at 367,628, compared to 2017/2018 airline boardings of 358,819. Prior to this, continuous decreases were due in large to the expiration of the Wright Amendment and Southwest restructuring their service network, which resulted in a decrease of flights from AMA. We had expected to see the increase continue, but the COVID‐19 Pandemic has depressed the airline industry and passenger volumes were low through 2020/2021. We expect to see continued increases in enplanements as the industry recovers. 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
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Texas Hospital is home to the area’s only level III designated trauma center. As the population continues to age, we expect the medical community to become more important in the future. Texas Tech University has a consolidated 20‐acre medical center comprising the schools of pharmacy, medicine and allied health located in west Amarillo. The allied health school trains students in physical therapy. The medical school produces family physicians, pediatricians, obstetrics and gynecology doctors and doctors specializing in internal medicine. Historically, oil and gas production were major industries in the Panhandle. According to the September 2022 Amarillo Economic Analysis, we now have eight active drilling rigs in the Panhandle. Oil prices have been increasing, compared to this time last year, oil is up at $85.08 per barrel compared to $69.72 for the same month last year. Natural gas is at $8.27 per mcf compared to $4.93 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 AgriLife Extension Office, the area consists of 14 million acres of agricultural land with 9 million acres in pasture and 5 million acres in crops. Agriculture is still an important industry in the Panhandle have gone from drought conditions in 2011 (driest year on record), 2012 and 2013 to 2015 when the City received 34.63 inches of precipitation and the 4th wettest year on record. Principal crops are corn, wheat, cotton, and sorghum. However, more than 25 crops are grown commercially in our trade area according to AgriLife Extension Office. Most local commodity prices are doing well compared to last year. According to the September 2022 Amarillo Economic Analysis, area wheat was at $9.05 per bushel up from $7.09 the year before; corn is at $6.78 per bushel compared to $5.32 last year. Cotton is $91.30 per pound, compared to $73.00 last year. In recent years, the Panhandle has also become a major hog and dairy production area. Milk prices are up slightly at $20.25 compared to $16.50 the year before. The Texas Panhandle is often referred to as the Cattle Feeding Capital of the World. The Texas Cattle Feeders Association is located in Amarillo and represents cattle feeders in Texas, Oklahoma and New Mexico, an area known as Cattle Feeding Country. According to the Texas Cattle Feeders Association, the above cattle feeding area is the largest in the nation. Also according to the Texas Cattle Feeders Association, this cattle feeding area produces about 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 September 2022 Amarillo Economic Analysis reported fed cattle at $142.00 per hundred weight which increased from $124.00 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 2018/2019 year was a record year for sales tax receipts surpassing our 2017/2018 previous record. We had expected sales tax for 2019/2020 to be another record year, but due to the COVID‐19 Pandemic we did experience a slight decrease in collections. We have left our projections for 2021/2022 flat with 2020/2021 budgets, as there is still much uncertainty surrounding the COVID‐19 Pandemic and the economic condition. Historically, sales tax receipts have done well. Our unemployment rate is still one of the lowest in the State. Due to the COVID‐19 Pandemic, our unemployment rate increased in July 2020 coming in at a preliminary rate of 5.1%. In July 2021, that rate fell to 4.5%. As of 2022, the Amarillo unemployment rate is 3.00%, below the state of Texas average of 4% and US average of 3.5%. Amarillo has experienced continued growth in population. We expect the population to continue to grow by 1.5% to 2% annually. Amarillo’s census population for the year 2000 was 173,627 compared to 157,615 in 1990. The 2022 population is estimated to be 202,363.
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Construction during the last ten years has remained strong. The new residential construction for the ten‐year period has fluctuated with a high $161 million to a low of $76 million with average new residential of $132 million for the ten‐year period. Likewise, new commercial building as fluctuated with a high $193 million to a low of $48 million with average new commercial of $113 million for the ten‐year period. Building slowed down slightly for 2019 with new residential permits of $76 million and new commercial permits of $97 million, with both areas below the ten‐year average. The 2020/2021 fiscal year reflects revenue of $2 million in building permits, up from the prior year. The estimate for the 2022/2023 fiscal year reflects stable projections of $2.5 million. The City has taken a multi‐pronged approach to redevelop downtown. One of the most important steps was the creation of a downtown Tax Increment Reinvestment Zone #1 (TIRZ #1). Taxes from the increase in property value in the TIRZ #1 are earmarked for, and reinvested in, the TIRZ #1. Since three other taxing entities participate in the TIRZ #1, more funds will be invested in the TIRZ #1. Ever since the creation of the TIRZ #1 we have seen steady increase in the TIRZ #1 property values. In 2006, the base year, TIRZ property values were $139 million. In 2021, TIRZ values are $254.1 million. In 2022, TIRZ values are $269.7 million. The TIRZ #1 has helped with funding for downtown projects, which were some of the anchors identified in our Downtown Strategic Action Plan, as well as residential housing, convention hotel(s), more retail, commercial and office development, and family venue(s). We 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. Construction improvements to downtown are in process with the 2017 completion of 373,000 square foot building for Southwestern Public Service at an estimated value of $42.7 million was completed in April 2017. The convention hotel (226 rooms) opened in August 2017. And, the LGC completed the parking garage and retail space of $15 million during April 2017. The City secured the funding of $45.4 million multipurpose event venue (MPEV). The MPEV project completed during 2019 and is the home of the Amarillo Sod Poodles who ended their first season as the 2019 Texas League Champions (Double‐A). The ballpark was selected as the Best Double‐A Ballpark by Ballpark Digest. The construction of the ballpark was the final piece of the City’s downtown initiative that also included the construction of a convention hotel and parking garage. The City has contracted with Center City of Amarillo Inc. for several years. Center City Inc. is dedicated to the revitalization of Downtown Amarillo by focusing on community, social, recreational, and economic interests. Center City is a nationally recognized member of both the Texas and National Main Street programs. The City contracted with Center City Inc. for $185,000 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. While these events were cancelled for 2020 due to the COVID‐19 Pandemic, they returned begininng in 2021. The Amarillo Economic Development Corporation (Amarillo EDC) was created to foster economic development in the City and to manage the revenues from the 0.5% City sales tax increase that Amarillo voters approved in 1989. The mission of Amarillo EDC is to attract businesses to Amarillo which offer highly skilled, highly paid positions; to expand and retain existing local primary 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. Economic development strategies are 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 five‐member board appointed by the City Council. Amarillo EDC Operating Fund expenses consist of all administrative, promotional, and marketing costs associated with operating the entity. The Amarillo EDC’s Project Fund invests in capital projects, issues job creation grants, loans, and other incentives to local and outside industry to create primary jobs and capital investment in the Amarillo community. The Amarillo EDC has been instrumental in bringing new business and
CITY OF AMARILLO
industry to Amarillo and assisting existing companies via a variety of incentive programs that provide grants and loans. In FY2021, Amarillo EDC approved a location incentive agreement which included a job creation incentive of up to $750,000 with MWI Veterinary Supply Co. for the expansion of up to 50 full‐time employees. Amarillo EDC also approved a $2.5 million location incentive agreement with Amazon.com Services LLC to locate in Amarillo and provide up to 500 full‐time jobs. Amazon.com Services LLC will have a minimum capital investment of $50,000,000 under this agreement to build and equip the distribution facility. Amarillo EDC approved a $8.775 million location incentive agreement with Cacique Foods LLC to locate a dairy products manufacturing facility in Amarillo. This agreement includes land conveyance, job creation incentive on up to 500 jobs, and job relocation reimbursements. Amarillo EDC also approved a total of $50,000 for matching funds to access the Texas Workforce Commission High Demand Job Training grant program designed to assist school districts with Career and Technical education programs. Amarillo EDC approved a location incentive agreement of $3,000,000 with American Quarter Horse Association to maintain and retain Amarillo operations with an annual payroll of at least $9 million. Amarillo EDC approved a $250,000 location incentive agreement with North Heights Linen Service, LLC to locate their laundry operations in Amarillo. Amarillo EDC also approved a $1,022,500 location incentive agreement with Torkworx, L.P. to locate their wind power generator service and repair operations in Amarillo. This agreement includes job creation incentive on up to 80 jobs and potential job relocation reimbursements. Lastly, Amarillo EDC approved a location incentive agreement of up to $550,000 with Roberson Cartridge Co., LLC to expand Amarillo operations and provide additional employment of up to 50 full‐time employees. Roberson Cartridge Co., LLC manufactures high‐quality reloading brass cartridges for vintage, obsolete, hard to find, and wildcat calibers. In addition to these efforts to attract new business to Amarillo, Amarillo EDC assisted Encompass Health Texas Real Estate, LLC and NX Amarillo MOB LLC locate new facilities in Amarillo through the property tax abatement process with local taxing jurisdictions. By contractual agreement, Texas Panhandle Regional Development Corporation (TPRDC) acts as the small business financing arm of Amarillo EDC. TPRDC provides small business financing for owner‐occupied commercial real estate. This Certified Development Company approved three Small Business Administration 504 loans totaling over $4.4 million, which leveraged $2.2 million in bank financing and $633,739 in owner equity. For the year, this program was responsible for the creation of 24 new jobs. TPRDC also funded two loans in FY2021 totaling $3.035 million. In addition to employment and business opportunities, Amarillo offers a high quality of life for our citizens. The arts are well represented in Amarillo. The 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 10‐story, 70,000 square‐foot facility has a 1,300‐seat auditorium with state‐of‐the‐art acoustics. The theater has a full proscenium stage and stage equipment. The Center also serves as an education center, has a large rehearsal hall and support facilities such as offices, dressing rooms, and wardrobe rooms. The Globe News Center serves as an education center for a five‐state region of Texas, Oklahoma, New Mexico, Colorado, and Kansas. The Center’s ‘Window on a Wider World’ works with arts, science, cultural organizations, and educational institutions to promote excellence in interdisciplinary arts, science and cultural programs. Its primary goal is to integrate arts, science and cultural programming into the core curriculum of math, science, language arts and social studies. The Globe News Center above is a part of our Civic Center Complex. Our Civic Center has a coliseum, auditorium, and meeting room space. The coliseum has 4,870 permanent seats and an additional 1,800 seats can be added to the floor. The auditorium seats 2,500. The Civic Center has conventions, concerts, musicals, and plays; and is home to our hockey team and arena football team. In February 2020, the City Council called for a bond election to be held in May 2020 on a $275 million bond issue to fund a proposed $319 million Civic Center expansion and renovation project. The project was for an expanded, and up‐to‐date facility that would meet the demands and needs that have changed significantly over the past five decades. However, with the onset of the COVID‐19 Pandemic, the City Council, with authorization from the State, postponed the May 2020 election to November 2020. Unfortunately, this project was not approved by voters in November 2020.
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The fairground is also home to the Amarillo National Center (ANC). The ANC is an 113,400 square foot livestock area with approximately 4,900 fixed seats. The ANC has attracted and hosted several large livestock events, the American Quarter Horse Association’s Adequan Select Championship, the West Texas Futurity Cutting and the Tri‐State Fair Rodeo. The ANC has made us very competitive in attracting new events to Amarillo. The American Quarter Horse Association’s home is in Amarillo. The American Quarter Horse Association is the world’s largest equine bread registry and membership organization. The American Quarter Horse Association hosts the Quarter Horse Museum, which is adjacent to their headquarters on Interstate 40. The Amarillo Museum of Art is located on the Amarillo College campus and features painting, prints and sculptures. The Panhandle Plains Historical Museum, which is located in nearby Canyon, Texas is the largest museum in the State of Texas. The Panhandle Plains Museum has archeology, paleontology and geology exhibits, an art collection and hosts traveling exhibits. For the children, we have the Don Harrington Discovery Center and Space Theater, which has several hands‐on exhibits and a planetarium. In 2020 the Discovery Center also finished the construction of an outdoor science park that includes dinosaurs, hands‐on learning, and engineering marvels. There are several outdoor activities in the Amarillo area. We now have 64 parks in Amarillo. The Palo Duro Canyon State Park, Caprock Canyon State Park and the Alibates Flint Quarries National Monument are all in the Amarillo area. The outdoor musical drama, Texas, is held each summer at Palo Duro Canyon State Park. We have a zoo, an amusement park, a water park, two skate parks, and the Amarillo Botanical Gardens. Amarillo has a state‐of‐the‐art shooting complex facility located on 34.8 acres of land. The site includes a 5,000 square‐foot building, 36 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 third and fourth year medical students and offers residency training in family and community medicine, obstetrics and gynecology, internal medicine and pediatrics. The Texas Tech School of Allied Health Sciences currently offers a master's degree in physical therapy. The School of Pharmacy has a four year Doctor of Pharmacy degree. Amarillo’s community college is Amarillo College. West Texas A & M University (WTAMU) is located in nearby Canyon. With help from the AEDC, WTAMU now has a campus in downtown Amarillo. Both Amarillo College and West Texas A & M University are known for producing high quality graduates. Additionally, in September 2019, Texas Tech broke ground on a new Veterinary School in Amarillo in the medical center area. The school opened in the fall of 2021 with an initial enrollment of approximately 60 students. The project could not have been accomplished without the help of AEDC and other generous donors raising more than $90 million toward infrastructure, construction, and scholarships. 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.
CITY OF AMARILLO CALENDAR FOR BUDGET PREPARATION
March 15, 2022
Budget training begins.
April 15, 2022
Division Directors submit operating and capital budget requests to Finance.
May 23, 2022
Audit of Departmental operating and capital budgets are complete.
May 27, 2022
Finance submits operating and capital budgets with cash flows to City Manager for review.
July 8, 2022
City Manager submits operating and capital budgets with related budget material to City Council. Operating and capital budgets filed with City Secretary for public inspection.
July 12, 2022 – July 14, 2022
City Manager reviews operating and capital budgets with City Council.
August 2022
Various hearings on the operating and capital budgets and the adoption by the City Council.
October 1, 2022
Budget goes into effect.
CITY OF AMARILLO COMMUNITY STATISTICS DEMOGRAPHICS
POPULATION
AGE
RACE/*ETHNICITY
1890
482 Under 18
26.8% White
53.5%
1900
1,442 18 thru 64
59.4% Black
6.8%
1950
74,246 65 and older
13.8% Hispanic
33.2%
1990
157,615
Asian
4.1%
2000
173,627
American Indian
0.8%
2010
190,695
Pacific Islander
0.1%
2022 (projected)
202,434
2 or more races
5.4%
LABOR FORCE
ZONING PROPORTIONS
HOUSING UNITS
Agriculture
23% August 2022
133,290 Single Family
67,470
Residential
38% Employment
129,322 (97.0%) Multi-Family
18,738
Office
2%
Retail
5% Amarillo MSA
2.8% Total
Commercial
11% Texas
3.8%
Industrial
22% United States
3.3%
Unemployment:
Mobile Homes
PUBLIC SAFETY
3,602 89,810
PHYSICAL INFRASTRUCTURE
Annual calls for Police services
97,427 Miles of streets
1,050.16
Annual calls for all Fire services
22,343 Miles of alleys
507.87
Number of fire stations
13 Number of street lights
10,894
Number of fire hydrants
4,594 Signalized intersections
274
Number of outdoor warning sirens
76 Miles of storm sewers
AMARILLO INTERNATIONAL AIRPORT
161.57
SOLID WASTE MANAGEMENT Number of solid waste customers (residential and commercial)
Number of passenger airlines
3
Scheduled flights (weekday commercial flights)
17 Landfill acreage
68,440 662
Annual number of passengers
356,381 Tons of waste collected
157,716
Annual Aircraft Operations
41,456 Tons of waste landfilled
281,096
CITY OF AMARILLO COMMUNITY STATISTICS CULTURE AND RECREATION Number of libraries
5 Rounds of golf played annually (2 courses)
Total library holdings
413,250 Municipal swimming pools
Library items loaned annually
602,770 Annual swimming pool attendance
Civic Center (auditorium, coliseum, Grand Plaza and Globe News Center)
410,000 SF Tennis Courts
Civic Center event days
412,107 Soccer fields
Number of Parks and Playgrounds
48,129
10,889 17
55 Jogging trail mileage
Park acreage
4
30
1,407 Tennis Center attendance
Civic Center annual attendance
83,000
37.76
2,403 Baseball and softball fields
31
TRANSIT SYSTEM
MUNICIPAL SEWER UTILITY Number of wastewater treatment plants
2 Number of fixed route buses
17
Daily average of sewage treated (gallons)
16,317,750 Miles of fixed route service (annual)
444,225
Daily average of reclaimed water sold to industries (gallons)
5,199,000 Fixed route passengers (annual)
204,674
Wastewater collection mains (miles)
1,193.81 Spec-Trans passengers (annual)
47,998
MUNICIPAL WATER UTILITY Active water accounts
72,213 Water distribution mains (miles)
Daily average water production (gallons)
49,241,678 Number of water wells
Maximum daily production capacity (gallons)
Surface water allocation (gallons) (Lake Meredith) 128,000,000 Roberts County (CRMWA) water allocation (gallons)
1,409 129 10,383,000,000
9,919,360,000
CLIMATE Annual Average Temperature
57° Annual Average Snowfall
18"
Annual Average Rainfall
20" Average Wind Speed (miles per hour)
13
PROFESSIONAL SPORTS Amarillo Bombers – US Arena Pro Soccer League Amarillo Wranglers – North American Hockey League Amarillo Sod Poodles – Texas League (Double A Baseball) Amarillo Venom – Champions Indoor Football League
CITY OF AMARILLO COMMUNITY STATISTICS PUBLIC SCHOOLS Intermediate/ Middle Schools
Elementary Schools
High Schools
Amarillo Independent School District
37
12
6
Canyon Independent School District
10
5
3
River Road Independent School District
1
1
1
Bushland Independent School District
1
1
1
Highland Park School District (same facility)
1
1
1
HIGHER EDUCATION FACILITIES West Texas A & M University Amarillo College Texas Tech University Health Sciences Center - School of Medicine Texas Tech University Health Sciences Center - School of Allied Health Texas Tech University Health Sciences Center - School of Pharmacy Texas A & M Research and Extension Center Wayland Baptist University Amarillo Campus
TEN LARGEST TAXPAYERS (2021 TAX ROLL) Taxpayer
Type of Business
Taxable Value
Percent of Total
Southwestern Public Service
Electric Utility
$221,833,535
1.520%
Bell Helicopter Textron
Aerospace
$209,899,584
1.438%
BSA Hospital
Hospital
$129,421,024
0.887%
Atmos Energy
Natural Gas Utility
$97,767,890
0.670%
BNSF Railway Company
Railroad
$94,468,852
0.647%
UHS of Amarillo INC
Hospital
$59,227,819
0.406%
Bell Textron INC
Aerospace
$48,621,549
0.333%
Amarillo National Bank
Bank
$46,732,903
0.320%
Walmart
Retail
$43,553,093
0.298%
Jamal Enterprises LP
Convenience Stores
$35,091,315
0.240%
CITY OF AMARILLO COMMUNITY STATISTICS MAJOR EMPLOYERS IN AMARILLO Taxpayer
Type of Business
Estimated Number of Employees
Amarillo Independent School District
Public School
4,500
Tyson Foods Inc.
Meat Packing
4,300
CNS Pantex
Department of Energy Contractor
3,844
BSA Health System
Hospital
3,100
City of Amarillo
Municipality
1,953
Northwest Texas Hospital
Hospital
2,150
Xcel Energy
Power
1,431
Canyon Independent School District
Public School
1,168
Texas Department of Criminal Justice
Prisions
850
Bell Helicopter
Aerospace
900
CITY OF AMARILLO CITY OF AMARILLO SNAPSHOT
Location The City of Amarillo (COA) is located on the boundary of Potter and Randall counties in the Texas Panhandle and is the largest city in the Texas Panhandle. COA is located at the crossroads of I-40 and I-27 with the Burlington Northern and Santa Fe Railway intersecting the heart of the city. Amarillo is approximately 120 miles north of Lubbock, 360 miles northwest of Dallas-Fort Worth, 285 miles east of Albuquerque, N.M. and 265 miles west of Oklahoma City, Oklahoma. Underneath Amarillo and the Texas Panhandle is the Ogallala Aquifer, a primary water source for the Texas Panhandle, providing irrigation for industry and municipal water for the area.
Climate Amarillo is known for its spacious skies and clean air. Amarillo has a dry, semi-arid climate with four distinct seasons. Temperatures vary depending on the season. Temperatures range from an average low of 23 degrees (in January) to an average high of 91 degrees (in July). Humidity averages are low, occasionally dropping below 15 percent in the spring. Low humidity moderates high summer afternoon temperatures and provides many pleasant evenings and nights. The average annual precipitation for Amarillo is 20.36 inches. Measurable precipitation falls on an average of 72 days per year. Snowfall averages 18 inches annually. 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. Westerly winds flow over the Rocky Mountains and low-pressure forms to the east of the mountains. This persistent low pressure leads to strong average wind speeds of 13.1 mph from predominately south and southwest directions.
History The City of Amarillo has its beginnings in 1887 near a bend in the Fort Worth and Denver (FW&D) Railroad, then under construction. This railroad was the first in the Texas Panhandle, opening the way for settlers. The local economy was based on cattle. The location became one of the largest cattle shipping points in the world. The point where the FW&D Railroad crossed the Santa Fe Railroad (completed in 1898) was a logical site for what was to become Amarillo. Amarillo was incorporated in 1899 and grew quickly. The early 1900s were a time of growth when the discovery of natural gas 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. In 1913, following state 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. In the 1920s, the city boomed when the construction of Route 66 passed through Amarillo, connecting Chicago to Los Angeles. West Sixth Street was paved as part of Route 66 in 1921. The interstate highway system allowed Americans to become more mobile, and since the early days of automobile travel, Amarillo has been an important stopping point for travelers. 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 southwest portion of the city. Downtown became the financial heart of the city with banks and office buildings. Amarillo’s next link to the world was heralded by the opening of the Amarillo Army Air Base in 1942 (later known as the Amarillo Air Force Base). With the Air Base closing in 1968, Amarillo’s population decreased by approximately 11,000 people by 1970. Strong leadership helped the city survive and thrive despite this setback. The base would become what is now Rick Husband Amarillo International Airport. In the 1950s, due to the increase in traffic along Route 66, the highway moved from Sixth Street to Amarillo Boulevard. I-40 opened in 1976, continuing Amarillo’s tradition as a respite for travelers and further connecting the region. Other changes in the 1960s included a bond election 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 population and development grew. 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. A maximum-security prison located east of the city, named the Clements Unit, became operational in 1990. In 1994, the Neal Unit, a new women’s prison was completed. In 1997, this unit was changed to a men’s facility. In 2008, Amarillo finalized a Downtown Strategic Action Plan. Key goals include maintaining downtown as a financial, government, and public center with an urban-type lifestyle, including quality hotels to draw a wide array of conventions and conferences. In 2006, a Tax Increment Reinvestment Zone was established to support downtown efforts. Amarillo has a population average increase of one percent to two percent each year. 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 COA’s commitment to meeting the needs of surrounding communities.
Economy Although Amarillo was built 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
CITY OF AMARILLO 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 or City of Amarillo was ranked by the following companies: • •
24 of 201 large cities (2021 Milken Institute Best Performing Cities Index) 195 of 384 Metropolitan Statistical Areas economic strength ranking (2021 POLICOM Corporation)
COA adheres to a policy of a balanced budget and conservative management of resources. Construction is carefully budgeted on a “pay as you go” basis. COA has maintained a strong financial condition for the benefit of taxpayers. Another indicator of the city’s traditionally stable and strong economy is total sales tax collections. In 1980, the city’s tax receipts for retail sales were $7.7 million. In 1989, the citizens of Amarillo displayed their pro-business attitude by approving a one percent sales tax increase. Half of this total is dedicated to property tax relief and half is dedicated to economic development, bringing the total city sales tax rate to two percent. Tax receipts for retail sales remain strong. Not including the half-cent Economic Development sales tax, city collections for 2012-13, 2013-14 and 2014-15 fiscal years were at an all-time high of $48.01 million, $51.68 million, and $54.42 million, consecutively. City sales tax collections for 201516, 2016-17, and 2017-18 fiscal years were well over $55 million. Collections for the 2018-19 fiscal year were $59.0 million, and collections for the 2019-20 fiscal year increased to $60.5 million. Currently, sales tax collections for 2021/2022 are $66.8 million and estimated at $73.8 million – a new record high for the city. More than 25 crops are grown commercially in the Amarillo area, including over half of the state’s ensilage production. Other major crops in this area include corn, wheat, grain sorghum, 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, and fertilizer and pesticide distribution. 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. 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’s facility in Amarillo is the final assembly and delivery site for the V-22 Osprey, the UH-1Y Yankee, and the AH-1Z Zulu — all destined for the Armed Forces of the United States. Because of numerous attractions, tourism is a major industry in Amarillo. Some of the more prominent tourist attractions are Palo Duro Canyon State Park, which hosts the annual production of TEXAS Outdoor Musical in the Pioneer Amphitheater, Amarillo Sod Poodles Double AA Baseball at Hodgetown, Panhandle-Plains Historical Museum, Don Harrington Discovery Center, Amarillo Museum of Art, 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 4 fireworks show, Tri-State Fair and Rodeo, Good Times Celebration Barbeque Cook-off, and various professional sporting
CITY OF AMARILLO events bring numerous visitors to Amarillo each year. The variety of attractions in this portion of Texas not only adds to the economy but also to Amarillo’s quality of life.
Cost-of-Living The cost-of-living index measures relative price levels for consumer goods and services in many cities. The cost-of-living index does not measure inflation, but it does compare relative prices at a single point in time using a national average of 100 as a base. The following table shows the differences between Amarillo’s overall cost of living and that of other Texas cities. Cost-of-Living Comparison City Amarillo Abilene Austin Corpus Christi Dallas Lubbock Midland Odessa San Antonio Wichita Falls
Composite Index Percent Difference* 84.9 Base 90.0 +5.1% 100.2 +15.3% 90.1 +5.2% 102.1 +17.2% 90.4 +5.5% 89.2 +4.3% 92.4 +7.5% 90.3 +5.4% 89.5 +4.6%
*Between Amarillo and other cities Source: C2ER Cost-of-Living Index (COLI), 2nd Quarter, 2022.
Consumer Price Index The consumer price index (CPI) represents price changes for items individuals purchase for living such as food, clothing, automobiles, homes, home furnishings, fuel, etc. This index measures only prices and does not consider changes due to quantity or quality differences. Many times, CPI is used by economists to determine whether prices are increasing or decreasing from month to month. A variation of this national index has been developed for the Southern Region to measure the prices of a fixed basket of goods and services representing consumption patterns of the region. It is realized that in a dynamic economy, measures such as CPI are complicated by the fact that many factors vary including price levels, employment, output, value of assets and demographic patterns. The Regional CPI is an individual region index which measures the change in prices in a particular region. It does not determine whether prices or living costs are higher or lower compared to other locations.
CITY OF AMARILLO The South Region’s CPI is as follows: Annual Average CPI for South Region Year South Urban CPI 2009
207.845
2010
211.338
2011
218.618
2012
223.242
2013
226.721
2014
230.552
2015
230.147
2016
232.692
2017
237.456
2018
242.737
2019
246.265
2020
248.639
2021
267.160
2022
287.608
Source: Consumer Price Index, South Region — July 2022 : Southeast Information Office : U.S. Bureau of Labor Statistics (bls.gov)
Quality of Life The City of Amarillo has a high quality of life that makes living and working in the area very attractive. Educational institutions in Amarillo, from public elementary schools to 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, in addition to a new veterinary school. Amarillo is home to Amarillo College (AC). Wayland Baptist and Vista College also have campuses in Amarillo. West Texas A&M University is less than 20 miles from Amarillo with a satellite campus located in downtown Amarillo. Within the city limits, there are five independent school districts. The Amarillo Independent School District (AISD) is made up of 37 elementary schools including one magnet school centering on mathematics, science, and the arts; three 6th 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
CITY OF AMARILLO home high school campuses and offers classes in the following specialized areas: Animal Science, Arts, Audio-Visual Technology and Communications, Automotive Technology, Engineering, and Health Sciences. North Heights Alternative School focuses on credit recovery and preparing students to become self-directed learners. In addition to AISD, Amarillo is served by the Canyon Independent School District, River Road Independent School District, Highland Park Independent School District, and Bushland Independent School District. There are also several private, religious, and vocational schools that meet the educational needs of the community. Amarillo College (AC) is an accredited community college offering 143 degree and certificate programs, instruction on six campuses as well as one outreach center. 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, is located north of the Amarillo Medical Center and is the primary location for Allied Health, Nursing, and Criminal Justice training. An 8-acre downtown campus houses the Business and Industry Center while the East Campus, located near the Amarillo International Airport, mainly focuses on Industrial and Transportation Technologies. Amarillo is also home to the Texas Tech University Health Sciences Center (TTUHSC). In 2007, the Laura W. Bush Institute 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. The institute builds research, education and outreach programs to improve the lives of women and their families. TTUHSC at Amarillo is also home to InfantRisk Center, the Amarillo Breast Center of Excellence, SiMCentral and the West Texas Influenza 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. In 2019, the 86th Legislature earmarked the operating dollars necessary to establish a veterinary medicine school in Amarillo as part of the Texas Tech University System. Through donations and a pledge from the Amarillo Economic Development Corporation, Texas Tech raised the estimated $90 million needed for the construction of the new facility in the Amarillo Medical District near the existing TTUHSC. Texas Tech broke ground on the new facility in September 2019. 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. The Texas A&M Veterinary Diagnostic Laboratory, located next door, assists veterinarians, feed yard managers and cattlemen in diagnosing the causes of diseases and other health problems affecting livestock in the region. In Spring 2019, COA welcomed back affiliated baseball for the first time since 1982. The Amarillo Sod Poodles are affiliated with the Arizona Diamondbacks and play the $45.5 million MPEV – nicknamed
CITY OF AMARILLO “Hodgetown.” The new state-of-the-art facility is located in downtown Amarillo and offers yet another affordable family entertainment option for the community and surrounding area. In their inaugural season, the Sod Poodles claimed the Texas League Championship. Parkland, open space, and recreational facilities serve an important function. 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 parkland and open space can be beneficial to Amarillo’s image by providing a visual improvement to a neighborhood. 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 two golf complexes that combined with areas of developed recreation open space total 2,168 acres which is 74 percent 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. Other areas of recreational opportunity include three public swimming pools (one indoor, two outdoor, and one aqua park, two concrete skate parks, 15 water spray grounds, the Warford Activity Center, the Amarillo National Tennis Center, and the Amarillo Zoo. In addition to Amarillo’s parks system, recreational areas of the community are supplemented by the various improvements found on elementary, middle school, and high school sites. These sites are located throughout the city and provide athletic-type facilities for students. Middle school sites contributing to Amarillo’s open space include Austin, Bonham, Bowie, Crockett, Fannin, Houston, Mann, Travis, De Zavala, and Westover. Facilities for recreational activities such as baseball, soccer, 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, Amarillo Netplex, numerous health clubs, as well as the Amarillo Country Club and Tascosa Golf Club also provide community recreation and leisure services. As of September 2022, 19 murals have been installed through the Mural Grant Program and one statue through the Art Pad Program.
Numerous major recreational areas are located in the Texas Panhandle and provide Amarillo citizens the opportunity to participate in outdoor activities such as boating, fishing, camping, hunting, etc. Even though the regional facilities may be up to 55 miles from Amarillo, they are considered supplemental to Amarillo’s park system due to the type, size, and quality of recreational opportunities. Area lakes, such as Greenbelt Reservoir located north of Clarendon, Lake McClellan south of Pampa, Lake Mackenzie east of Tulia, and Lake Meredith near Fritch, offer public fishing and boating recreation. The Canadian River, located north of Amarillo, provides areas for hunting and off-road driving and riding. Buffalo Lake Conservation area, a wildlife refuge near Canyon, and Wildcat Bluff Nature Center, west of Amarillo, provide both active and passive recreational areas from hiking trails to picnic areas. Palo Duro
CITY OF AMARILLO Canyon State Park, located southeast of Amarillo, is one of Texas’ most spectacular scenic features. 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 drama TEXAS The Musical is performed during the summer months.
Municipal Administration Municipal administration services are housed in Amarillo City Hall, the Simms Municipal Building, and associated public buildings known as the Municipal Complex. The Complex is located in the vicinity of S.E. 7th Ave. and Buchanan Street and includes City Hall, the Amarillo Civic Center, Simms Municipal Building, Centennial Plaza, Central Library, Globe News Performing Arts Center, Facilities Administration Building, and associated parking areas.
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. It is now the home of 21 city governmental offices and has four levels that incorporate 84,000 square feet of floor space. The Municipal Building, like the Auditorium-Coliseum combination being constructed to the north, was financed through the sale of bonds authorized by the voters in 1964. It cost $2,126,427, including the land, architect fees, paving, lighting, and storm sewer relocation. The outside finish consists of pre-cast concrete panels in which marble chips have been mingled and it will conform architecturally with the Auditorium-Coliseum.” The Municipal Building today is known as the Amarillo City Hall Building and is currently home to over ten 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, City Manager, Finance, Accounting, Purchasing, Public Communications, Utility Billing, Vital Statistics, Parks and Recreation Administration, Human Resources, Risk Management, Benefits, Information Technology, City Secretary, and the City Attorney offices. As established in 1968, the City Hall building remains a focal point for the citizens to access their city officials and services.
Simms Municipal Building On January 22, 2016, the City of Amarillo hosted the grand opening of the Jim Simms Municipal Building. The opening of the Simms Municipal Building represented a $4.25 million renovation project and provided an addition of 62,000 in square footage for municipal office space. The Simms Municipal Building is home to the City Care Clinic, Amarillo Emergency Communications Center (AECC), Office of Emergency Management (OEM), Community Development, Environmental Health, Building Safety, Public Works, Engineering, Traffic, Planning, and Utilities Engineering departments. The remodeled municipal building was named after the late Councilman Jim Simms, who passed away November 12, 2014, at the age of 73 following a lengthy illness. In a unanimous vote by a previous Amarillo City Council, the new facility was renamed in his honor, marking his accomplishments and efforts as a public servant.
CITY OF AMARILLO
Amarillo Civic Center Complex When the Amarillo Civic Center opened in 1968, it housed a coliseum (7,000 capacity) and an auditorium (2,324 capacity). In 1978, the first expansion of the Civic Center added what is now known as the South Exhibit Hall and Regency Room. In 1989, the coliseum was renamed the Cal Farley Coliseum in memory of Mr. Farley. In 1990, the Grand Plaza was added. This unique venue for banquets, parties, and dances enclosed an outdoor area, giving the Civic Center its first indoor ballroom complete with Texas shaped terrazzo floor and Gulf of Mexico fountain. In 2003, the most recent expansion was completed, adding the North Exhibit Hall and the Heritage Ballroom. 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, stateof-the-art facility was designed by Holzman Moss Architects and hosts an average of 100 ticketed performances annually. The Amarillo Civic Center and the Globe-News Center of the Performing Arts are the centers of cultural activity in Amarillo; including symphonies, concerts, ballets, Broadway shows, and sporting events. Totaling over 400,000 square feet, nine separate events can be accommodated at any one time within the complex.
Amarillo Police Department and Municipal Courts Building In 1992, the Police Department and Municipal Courts relocated to a newly renovated building located at S.E. 3rd Avenue and Taylor Street in downtown Amarillo. This facility was purchased from private owners who absorbed the entire cost of renovation. The facility allows for most police department functions to be in one building. In 2019, the Police Annex at 116 S. Fillmore and Police Vehicle Parking Lot projects were completed. These expansions provided for secure parking of police vehicles and additional indoor space for law enforcement equipment and evidence processing. During this same time period, a new employee fitness facility was created in the basement of the main building. Regardless of the aging building, the ongoing improvements to the police facility has improved the working conditions for police employees and enhances the quality of work being done to keep Amarillo a safe place to live work and play.
Solid Waste Collection The COA Solid Waste Collection division provides for the safe and efficient collection of residential and commercial solid waste within the City limits. The Solid Waste Collection division ensures the health, safety, and welfare of residents, commercial customers and employees while acting in compliance with state regulations and Amarillo Municipal Ordinances. The City Solid Waste Collection division utilizes a fully automated, containerized trash collection system for the majority of residential and commercial customers. The City of Amarillo also has a curbside big/bulky collection program and a roll off container program that is being used for large cleanup events.
CITY OF AMARILLO Amarillo Sanitary Landfill The Sanitary Landfill for the City of Amarillo is five miles west of the city limits in Potter County. Sanitary landfilling is a method of disposing solid waste on land without creating nuisances or hazards to public health or safety. Principles of engineering are used to confine the waste to the smallest practical volume and to cover it with layers of earth at pre-set intervals. The current landfill site is permitted by the Texas Commission of Environmental Quality to include 662 acres, of which 486 acres are suitable for disposing of solid waste. The existing site is ideal and is expected to be utilized for over 100 years. Amarillo, therefore, has a long-term commitment to burying its solid waste at this location. The landfill disposes of approximately 250,000 tons of waste per year.
Amarillo Animal Management and Welfare Department The following services are provided by Amarillo’s Animal Management and Welfare Department (AAMW): • • • • • • • • • • • • • • •
Open admissions animal shelter (158 dog kennels/80 cat kennels) Veterinarian services provided to all animals in custody Impoundment of stray and citizen surrendered animals 24-Hour Public Safety/Animal Management field services Enforcement of City ordinances and state laws Investigation of cruelty and welfare cases Capture and relocation of wild animals Investigation of animal bites/attacks Quarantine for rabies observation Deceased animals pick up services Pet owner education and awareness programs Community Outreach and Engagement Shelter animals’ adoption services Animal Rescue outreach/placement Response to citizen complaints
Rick Husband Amarillo International Airport The Rick Husband Amarillo International Airport became a public-use airport in 1941 when COA purchased the current airfield portion of the airport in order to receive development assistance from the federal government. The military utilized the airport in World War II and the airport became the Amarillo Air Force Base in 1951. The airport operated as a joint-use facility through 1968. In February of 2003, Amarillo City Council voted to change the name of the Amarillo International Airport to Rick Husband Amarillo International Airport in memory of Astronaut Col. Rick Husband, who was born and raised in Amarillo. Col. Husband was the commander of the space shuttle Columbia and died alongside his entire crew, ironically over Texas, on Feb. 1, 2003, as the shuttle disintegrated upon reentry after their 16-day mission in space. In 2011, the Rick Husband Amarillo International 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 area, a spacious security screening checkpoint,
CITY OF AMARILLO new passenger boarding bridges and a new inline baggage screening system. In 2012, the terminal building storm water drainage system was significantly upgraded, and the upper-level terminal drive roadway was rebuilt. The airport is served by three airlines: American Airlines, United Airlines, and Southwest Airlines.
Amarillo Public Library Amarillo citizens have enjoyed library service since 1902, when a group of women known as the JUG (Just Us Girls) Club formed a lending library of 123 books. The Amarillo Public Library System consists of the Downtown Library and four branches, serving over 1,000 people a day. The library collection includes over 400,000 books, magazines, and media materials which circulate 600,000 times per year. The library maintains 64 public computers and provides free Wi-Fi access to cardholders, both of which supply over 19,000 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. Amarillo Public Library (APL) also offers many other resources and services: • APL’s Community Reading Program, AMARILLO READS, offers English as a Second Language and citizenship classes, adult reading skills tutoring, a summer reading club for all ages, and the annual Community Reads. • A MakerSpace where cardholders can create new items or repair old ones with supplies and tools for sewing, paper crafts, leather working, jewelry making, and metal working. • The Seed Library, a partnership between APL, Canyon Area Library, and Randall County Master Gardeners, provides seeds for planting vegetables, herbs and flowers appropriate for the area, along with information on how to garden successfully. • Multiple Storytimes for young children are available each week at various times and locations. • Additional activities take place each month for school-age kids and teens, including science, music, art and social activities. • Programs for adults include book discussion groups, film series, craft programs, fraud prevention classes, technology workshops and health and financial literacy programs. • Self-check kiosks are available at all five APL locations. • Family passes can be checked out for free admittance to Wildcat Bluff Nature Center, Don Harrington Discovery Center and the Amarillo Zoo. • APL cardholders may check out mobile hotspots for broadband internet access. 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 close to 140 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 APL to increase the quality and quantity of resources available to the citizens of Amarillo and to serve as a leader in library innovations.
Amarillo Fire Department In the 2021/2022 fiscal year, the Amarillo Fire Department (AFD) had 22,883 emergency responses. This call total was a 4.8 percent increase from the 21,838 responses made in the year prior.
CITY OF AMARILLO Of these incidents, 15,675 (68.5 percent) were Emergency Medical Services (EMS) responses. The AFD is also responsible for mitigating emergencies involving structural and wildland fires, vehicle accidents, hazardous materials, heavy & technical rescue, aircraft emergencies, and various non-emergency assistance calls. Prompt fire department response times are emphasized organizationally by the layout and location of fire stations throughout Amarillo. In the last 50 years, Amarillo has experienced significant growth geographically — from 38 square miles to 103 square miles. During that time, the population also increased by 74,000 (36 percent). Until 2009, the City had not opened a new fire station to keep up with this growth. City leaders addressed this problem by adding Fire Station #11 (2009) in the Westcliff subdivision, Fire Station #12 (2011) near The Shores subdivision, and Station #13 (2013) in John Stiff Park. COA has approved the construction of Fire Station #14, to be located in the hospital district. To support this new station, COA has also authorized the hiring of fifteen additional firefighters. In addition, crews will staff a new ladder truck as part of this undertaking. These projects help ensure firefighters will continue to arrive quickly at the scene of emergency incidents.
Major Medical Facilities Amarillo is a major health care center for 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. (Medical Center)
Amarillo Medical Center In 1959, Amarillo began developing into a regional health care center and continues to be committed to providing an array of health care services to a large geographic area. Under the sponsorship of the Amarillo Area Foundation and other generous supporters, the medical center is the product of cooperation and interaction among private enterprises, local and county governments, and voluntary nonprofit groups. This multi-purpose medical complex — consisting of facilities that 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, VA Hospital, Baptist Saint Anthony’s Hospital, and Northwest Texas Healthcare System. Texas Tech University has a consolidated 20-acre medical center comprising the schools of pharmacy, medicine, allied health, and school of veterinary medicine. Amarillo is home to a Veteran’s Hospital with 55 beds. The VA also houses a veteran’s nursing home. Baptist Saint Anthony’s Hospital (BSA) is a general medical and surgical hospital in Amarillo with 445 beds. BSA has the region’s first designated level three neonatal intensive care unit, was listed as one of the nation’s 100 Top Hospitals® by IBM Watson Health, and is a Certified Primary Stroke Center. Northwest Texas Healthcare System is also a major general medical and surgical hospital in Amarillo with 431 beds. Northwest Texas Healthcare System is the area’s Designated Advanced Level 3 Trauma Facility and home to LIFESTAR. NWTHS is also a Certified Primary Stroke Center and an Accredited Wound and Hyperbaric Oxygen Therapy provider.
CITY OF AMARILLO
Amarillo Economic Development Corporation The Amarillo Economic Development Corporation (AEDC) was created to foster economic development and to manage revenues from the 0.5 percent sales tax increase that Amarillo voters approved in 1989. Amarillo EDC operating fund expenses consist of all administrative, promotional, and marketing costs associated with operation. The AEDC’s Project Fund invests in capital projects, issues grants, loans, and other incentives to local and outside industries to create jobs and capital investment. The corporation consists of a five-member board appointed by City Council.
Center City of Amarillo, Inc. In 1989, a group of community leaders began to share their concerns about the decline of Amarillo’s historic downtown. Center City of Amarillo, Inc. grew out of this process. Center City is a nonprofit organization dedicated to the historic preservation and revitalization of Downtown Amarillo Center City spearheaded the application and designation of the Amarillo Cultural District of the Texas Commission on the Arts in 2016. Center City’s vision is that Amarillo’s historic downtown will be a destination neighborhood that bridges the past and the future. Center City projects include: • High Noon on the Square, a series of free outdoor summer concerts on the grounds of the historic Potter County Courthouse. • Jazztober, a downtown music event held weekly during the month of October. • Center City Electric Light Parade, a holiday parade in downtown. • Amarillo Community Market, a downtown market with fresh produce, baked goods, arts and crafts all produced within a 150-mile radius of Amarillo. • Hoof Prints of the Great American Quarter Horse, an art in public places project. The project places full-size fiberglass horses throughout Amarillo to celebrate Amarillo’s western heritage. • Design Review, a partnership with COA to provide façade grants. The cumulative façade grants since 1996 topped $1.4 million in fiscal year 2021-2022. • Restoration of historical signs along Polk Street including the Paramount sign, the Braceros sign and the Kress sign, • Partnerships with other downtown organizations including the Center City Tax Increment Reinvestment Zone and Downtown Amarillo, Inc. • Partnerships with other nonprofit organizations and city departments for events downtown, including the Amarillo Museum of Art, the Coors Cowboy Club Rodeo and Longhorn Cattle Drive, the Working Ranch Cowboy Association, Amarillo Convention & Visitor Bureau, the Mayor’s Beautification Committee, Hoodoo Mural Festival and the Amarillo Chamber of Commerce. • Historical preservation efforts with the Amarillo Historical Preservation Foundation, the Texas Historical Commission, the Texas Downtown Association and Preservation Texas. Center City has won six Texas Downtown Association Presidential awards for restoring or adapting historical downtown buildings. • Center City hosted the Texas Historical Commission Regional Meeting to develop the statewide Historic Preservation Plan for the state of Texas. • A street banner program to welcome residents and visitors to the downtown neighborhood. • Downtown business memberships to retain and recruit new businesses to the downtown area.
CITY OF AMARILLO
Enhancement Projects Neighborhood Planning Initiative This initiative was created through an interlocal agreement in 2016 by the COA and Potter County to help revitalize Amarillo’s older neighborhoods through the development of area-specific plans. Throughout the planning process, the city and neighborhoods collaborate to identify concerns, opportunities, a vision, goals and project priorities. Completed plans are adopted as amendments to the Amarillo Comprehensive Plan and neighborhood planning staff continue to assist neighborhood associations with project implementation after adoption. The four participating neighborhoods are North Heights (2017), Barrio (2018), San Jacinto (2020), and Eastridge (2022). Plans are primarily developed in-house by staff and implementation funding is provided through a variety of sources. A number of programs have been created or are in the process of being created where funding can be directed when available. This includes Community Building Grants, Projects in Motion, Capital Improvement Program (CIP), and a new Business Improvement Grant (BIGrant). The 22/23 budget includes $240,000/$60,000 per neighborhood for these programs. Strategic Action Plan for Downtown In 2008, the COA adopted the Strategic Action Plan for Downtown Amarillo after almost two years of research and community meetings. The plan accounts for nearly a 116-square block area. Recommendations in the Plan included the formation of a Tax Increment Reinvestment Zone, which was established in 2006 and a proposed Business Improvement District for downtown. Other goals in the plan include developing approximately 400 to 600 new housing units in downtown, attract multiple retail centers, draw family-friendly venues, develop one or more quality hotels with at least 300 rooms to support and meet needs of the revitalized downtown area, and retain and grow downtown as a financial, business, and government center. An update to the Strategic Action Plan was completed and approved by City Council on December 17, 2019. Much has been accomplished since the plan was first adopted – the completion of Hodgetown, construction of a convention center hotel, the adoption of urban design standards and the reactivation are achieved goals. Encouraging residential development will continue to be an important focus. New goals include relocation of bus services, renovation and expansion of the Civic Center including rehabilitation of the Santa Fe Depot Complex and implementation of the downtown wayfinding plan. Related to the above, COA adopted the Downtown Amarillo Urban Design Standards (DAUDS), 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. Amendments to DAUDS were proposed as part of the 2019 Downtown Strategic Action Plan update. There were two primary changes to the standards: 1) requiring walkway improvements for the construction of new parking lots; and 2) providing some language to assist the LHD&DD in reviewing requests for exceptions to the light pole style requirements. The amended standards were approved by City Council on Tuesday, January 7, 2020. A Local Government Corporation Board was formed to encourage, implement, and manage downtown projects. This board explores the feasibility of potential projects. These have included the Embassy Suites Convention Center Hotel, City Multi-level Parking Garage and retail space and the Multi-Purpose Entertainment Venue known as Hodgetown.
CITY OF AMARILLO Completed downtown development/redevelopment projects include: • • • • • • • • • • • • • • • • • • • • •
Courtyard by Marriott near Polk St. and 8th Ave. Ellwood Park near Washington St. and Park Pl. Happy State Bank near Pierce St. and 10th Ave. Cal Farley’s Alumni Housing near Monroe St. and 11th Ave. Toot ‘n Totum Convenience Store near Buchanan St. and 9th Ave. Potter County Courthouse near Fillmore St. & 6th Ave. Amarillo College parking lot near the Downtown Campus. The Lofts on 10th Ave. near Tyler St. and 10th Ave. Multi-level parking garage and retail space near Buchanan St. and 7th Ave. Buchanan St. walkway improvements from 10th Ave. to 6th Ave. Xcel Energy Amarillo Headquarters Office near Buchanan St. and 7th Ave. Embassy Suites Convention Center Hotel near Pierce St. and 6th Ave. Herring Bank near Pierce St. and 6th Ave. Woolworth Building at 636 S. Polk St. Levine’s Building at 800 S. Polk Street Firestone Building at 1004 S. Tyler St. West Texas A&M University Downtown Amarillo Campus near Tyler St. and 7th Ave. Dubs Development restaurant space near Polk St. and 7th Ave. Multi-Purpose Entertainment Venue near Buchanan St. and 7th Ave. - now known as Hodgetown. Police Department improvements as part of the 2016 bond election. The Barfield Hotel, 600 S. Polk St.
CITY OF AMARILLO, TEXAS Organization Structure
Amarillo Citizens Mayor & City Council City Manager
Boards & Commissions
City Attorney
Municipal Court Judge
Facilities
City Secretary
Floyd Hartman
Laura Storrs
Andrew Freeman
Rich Gagnon
Assistant City Manager
Assistant City Manager/CFO
Assistant City Manager
Assistant City Manager/CIO
Public Works
Fire
Police
Information Technology
Water Utilities
AM&W
Municipal Court
Library
CP&DE
Human Resources
Building Safety
Broadband/ 311
Airport
Finance
Fire Marshal
Emergency Management
Development Customer Service Coordinator
Parks & Recreation
Planning
Public Health
Environmental Health
Civic Center
Public Improvement Districts
Transit Community Development
WIC Public Communications
CITY OF AMARILLO SUMMARIES - ALL FUNDS 2022/2023 RESOURCES
12% 12% 13%
$69,022,229 $66,594,783 $76,364,189
SALES & MIXED BEVERAGE TAX WATER SALES PROPERTY TAXES
5% 5% 7%
$31,214,411 $27,235,932 $39,685,835
GROSS RECEIPTS BUSINESS TAXES SANITATION CHARGES OTHER GENERAL FUND REVENUE
1%
$7,509,602
DRAINAGE ASSESSMENT
5% 3% 3% 3% 6% 5% 7%
$29,800,112 $17,559,596 $19,813,477 $18,845,793 $31,236,522 $29,745,525 $41,051,070
SEWER CHARGES AIRPORT FLEET SERVCIES ALL OTHER REVENUE SPECIAL REVENUE FUNDS CAPITAL PROJECTS EMPLOYEE INSURANCE
11%
$62,050,000
0%
10%
$ 567,729,076 112,335,250 455,393,826
BOND PROCEEDS
20%
30%
40%
50%
60%
70%
80%
90%
100%
90%
100%
TOTAL REVENUE (Before Interfund Transfers) INTERFUND TRANSFERS NET REVENUE Budget fund graphs with narratives 2022/23
EXPENDITURES 46%
$239,300,951
6%
29,636,043
GENERAL FUND DEBT SERVICE
29%
153,875,569
WATER AND SEWER UTILITY
20,523,316
4%
AIRPORT
15,090,940
3%
DRAINAGE UTILITY
9,046,519
2%
INFORMATION SERVICES FLEET SERVICES
4%
19,830,989 39,801,333
8%
39,875,546
8%
36,184,492
7% 0%
$603,165,698 112,335,250 $490,830,448
10%
EMPLOYEE INSURANCE RISK MANAGEMENT SPECIAL REVENUE CAPITAL PROJECTS 20%
30%
40%
50%
60%
70%
80%
TOTAL EXPENDITURES (Before Interfund Transfers) INTERFUND TRANSFERS NET EXPENDITURES
Budgeted expenditures exceed estimated revenues by $35.4 million for the 2022/2023 fiscal year. Excess reserves will be used to fund capital projects in the General Fund, the Water and Sewer Fund, the Internal Service Funds, and the Capital Projects Funds. Total expenditures do not include non-cash budgeted items such as depreciation.
CITY OF AMARILLO SUMMARY OF RESOURCES AND EXPENDITURES ALL BUDGETED FUNDS ‐ FISCAL YEAR 2022/2023
eDocs 4769744 12/19/22 11:18 AM
Description General Fiscal Year 2021/2022 Available Funds at 10/01/21 Revenues: Sales, Receipts and Revenues Bond Proceeds Other Sources Total Revenues Total Available Resources Expenditures: M & O Expenditures Less: Depreciation Capital Expenditures Debt Service Payments Total Expenditures Fiscal Year 2022/2023 Available Funds at 10/01/2022 Revenues: Sales, Receipts and Revenues Bond Proceeds Other Sources Total Revenues Total Available Resources Expenditures: M & O Expenditures Less: Depreciation Capital Expenditures Debt Service Payments Total Expenditures Available Funds at 10/01/23 Detail of Available Balances at 10/01/23 Reserves for S/L & A/L Debt Service Reserves* Committed for Future Capital/Projects Available Funds at 10/01/23
General Interest & Redemption
$ 66,827,744 $
Enterprise Funds
Internal Service Funds
Special Revenue
Capital Improvements
Budget Total before Interfunds
1,436,944 $ 58,349,316 $ 23,093,059 $ 35,918,282 $ 24,212,436 $ 209,837,781 $
235,141,623 ‐ 4,724,570 239,866,193 306,693,937
16,222,904 ‐ ‐ 16,222,904 17,659,848
116,435,158 28,500,000 13,022,683 157,957,842 216,307,158
67,130,567 5,000,000 ‐ 72,130,567 95,223,626
7,731,940 ‐ 46,157,917 53,889,857 89,808,139
40,827,310 4,000,000 ‐ 44,827,310 69,039,746
483,489,501 37,500,000 63,905,171 584,894,672 794,732,453
234,130,011 ‐ ‐ ‐ 234,130,011
‐ ‐ ‐ 15,307,754 15,307,754
89,684,398 (21,344,373) 56,905,939 28,615,947 153,861,912
69,110,098 (8,225,072) 13,000,000 ‐ 73,885,026
71,533,607 ‐ ‐ ‐ 71,533,607
2,537,213 ‐ 57,010,807 ‐ 59,548,020
466,995,328 (29,569,445) 126,916,746 43,923,701 608,266,330
$ 72,563,925 $
2,352,094 $ 62,445,246 $ 21,338,599 $ 18,274,532 $
9,491,726 $ 186,466,122 $
213,094,983 ‐ 4,308,058 217,403,041 289,966,966
29,226,830 ‐ ‐ 29,226,830 31,578,924
121,531,399 51,500,000 5,323,354 178,354,753 240,799,999
69,717,381 ‐ ‐ 69,717,381 91,055,980
6,876,475 4,250,000 27,215,611 38,342,086 56,616,618
29,745,525 6,300,000 ‐ 36,045,525 45,537,251
470,192,593 62,050,000 36,847,023 569,089,616 755,555,738
239,300,951 ‐ ‐ ‐ 239,300,951
‐ ‐ ‐ 29,636,043 29,636,043
99,592,817 (21,490,047) 74,384,939 38,362,116 190,849,825
69,237,799 (7,858,958) 7,000,000 300,000 68,678,841
34,490,546 ‐ 5,385,000 ‐ 39,875,546
3,216,767 ‐ 32,967,725 ‐ 36,184,492
445,838,880 (29,349,005) 119,737,664 68,298,159 604,525,698
$ 50,666,015 $
1,942,881 $ 49,950,174 $ 22,377,139 $ 16,741,072 $
9,352,759 $ 151,030,040 $
$
‐ $ 1,270,874 $ 631,954 $ ‐ $ 1,942,881 14,727,676 ‐ ‐ ‐ 33,951,624 21,745,185 16,741,072 1,942,881 $ 49,950,174 $ 22,377,139 $ 16,741,072 $
‐ $ 1,902,828 ‐ 17,457,195 9,352,759 131,670,017 9,352,759 $ 151,030,040 $
‐ $ 786,638 49,879,377 $ 50,666,015 $
Interfund Transfers
Net Budgeted Funds ‐ $ 209,837,781
(149,255,967)
334,233,534 37,500,000 63,905,171 435,638,705 645,476,486
(149,255,967) (149,255,967) (149,255,967)
317,739,361 (29,569,445) 126,916,746 43,923,701 459,010,363
(149,255,967)
‐ $ 186,466,122 (112,335,250)
357,857,343 62,050,000 36,847,023 456,754,366 643,220,488
(112,335,250) (112,335,250) (112,335,250)
333,503,630 (29,349,005) 119,737,664 68,298,159 492,190,448
(112,335,250)
‐ $ 151,030,040
$
1,902,828 17,457,195 ‐ 131,670,017 ‐ $ 151,030,040
CITY OF AMARILLO SUMMARY OF RESOURCES AND EXPENDITURES ALL BUDGETED FUNDS ‐ FISCAL YEAR 2022/2023
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Description General Calculation of Available Funds at 10/01/2021: Cash & Investments (Appreciation) Depreciation in Investments Assets to be converted to Cash Less: Liabilities & Encumbrances Less: Construction in Progress Balances Available Funds at 10/01/21
General Interest & Redemption
$ 62,562,469 $ (9,791) 17,966,136 (13,691,070) ‐ $ 66,827,744 $
Enterprise Funds
Internal Service Funds
Special Revenue
Capital Improvements
1,139,385 $ 218,551,320 $ 54,092,410 $ 35,519,178 $ 82,398,078 ‐ (33,583) (8,286) ‐ ‐ 356,792 20,702,940 4,606,766 6,036,518 190,220 (59,233) (52,335,470) (29,018,497) (5,637,414) (4,533,850) ‐ (128,535,891) (6,579,334) ‐ (53,842,012) 1,436,944 $ 58,349,316 $ 23,093,059 $ 35,918,282 $ 24,212,436
*The Debt Service Reserve in the General Fund is an appropriation of the maximum potential lease payment to the Venue District.
Budget Total before Interfunds
Interfund Transfers
Net Budgeted Funds
CITY OF AMARILLO ALL FUNDS 2022/2023 RESOURCES
SALES & MIXED GROSS RECEIPTSBEVERAGE TAX 12% BUSINESS TAXES 5%
PROPERTY TAXES 13%
UTILITY SALES, SANITATION CHARGES & DRAINAGE ASSESSMENT 18% RENTAL CHARGES 3%
BOND PROCEEDS 11% OTHER REVENUE 4% TRANSFERS 5%
$567,729,076
OTHER GOVERNMENTAL REVENUE 16%
HEALTH & FLEX CONTRIBUTIONS 7% INTERDEPARTMENT AL RENTAL & USE 5%
TOTAL RESOURCES
EXPENDITURES
SALARIES & BENEFITS 33%
SUPPLIES 6% CONTRACTUAL SERVICES 14%
OTHER CHARGES 12%
TRANSFERS 2% DEBT SERVICE 11%
$603,288,197
CAPITAL 20%
TOTAL EXPENDITURES
Utility sales, sanitation charges, and drainage assessment make up the largest source of revenue at $103,904,497. This includes water and sewer sales along with charges for solid waste collection and drainage utility assessments. The second largest revenue source is other Governmental revenue of $88,277,153. Budgeted salaries and benefits make up $198,617,850 of the City’s total budgeted expenditures. Non-cash items such as depreciation are not included in the above graph, and interdepartmental reimbursements of $3,915,326 are netted against other charges.
CITY OF AMARILLO GENERAL FUND 2022/2023 REVENUES $ 69,022,229
32%
50,244,635
23%
34,712,013
16%
31,214,411
14%
3,442,404
GROSS RECEIPTS BUSINESS FINES & FORFEITURES
28,767,349
$217,403,041
PROPERTY TAXES CHARGES FOR
2%
OTHER REVENUE
13% 0%
SALES & MIXED BEVERAGE
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
TOTAL REVENUE
EXPENDITURES $ 106,878,293
44.7%
10,175,830
4.3%
13,403,851
5.6%
PUBLIC SAFETY ADMINISTRATION SUPPORT SERVICES
26,519,626
11.1%
LEISURE SERVICES
23,388,993
9.8%
TRANSPORTATION
20,299,870
8.5%
UTILITY SERVICES
10,044,835 136,596
4.2% 0.1%
HEALTH AND HUMAN SERVICES
28,453,059
11.9% 0%
$239,300,953
DEVELOPMENT SERVICES
10%
20%
GENERAL FUND TRANSFERS
30%
40%
50%
60%
70%
80%
TOTAL EXPENDITURES
Public Safety, which includes Police, Fire, Animal Management and Welfare and Municipal Court departments, requires the greatest funding, which is over quadruple the next largest category of Leisure Services. No single revenue source will fund Public Safety, although the sales tax comes nearest. Of the $106,878,293 budgeted for Public Safety, Police is $54,659,927 and Fire is $40,264,025.
90%
100%
Millions
CITY OF AMARILLO GENERAL FUND REVENUE SUMMARY $80 $70 $60 $50 $40 $30 $20 $10 $-
Ad Valorem Taxes
Sales Tax Business Sanitation Culture & Fines & Receipts Recreation Forfeits 2020/21 $186,934,469
2021/22 $239,866,193
Interest
Other
2022/23 $217,403,041
The above graph compares actual 2020/2021 revenues to budgeted 2021/2022 and budgeted 2022/2023. Sales tax makes up the largest portion of General Fund revenue for the 2022/2023 fiscal year at 32%, followed by property taxes at 23%. Actual sales tax receipts, including mixed beverage sales tax, for the 2020/2021 fiscal year were up to $68.5 million, and are projected to increase to approximately $72.9 million for the 2020/2021 fiscal year. We have left them at $69.0 million for the 2022/2023 budget year due to the uncertainty of the COVID-19 Pandemic. Business receipts and sanitation receipts account for approximately 27% of total General Fund budgeted revenue for the 2022/2023 fiscal year. All other revenue categories make up approximately 18% of total revenue.
City Of Amarillo General Fund 2022/2023 Actual 2019
Actual 2020
Rev Est 2021
Budget 2022
Ad Valorem Tax Collections 30300 Current Year's Levy 30320 Prior Year's levy 30330 Penalty and Int-Delinquent Tax 30200 Ad Valorem Tax Collections
43,870,091 349,102 335,041 44,554,234
45,316,455 408,854 383,576 46,108,885
48,881,628 312,924 490,935 49,685,487
49,471,014 350,926 422,695 50,244,635
Gross Recepits Business Taxes 30410 Electricity Utility 30420 Gas Utility 30430 Water Utility 30435 Sewer Utility 30440 Telecommunications Util 30450 Cable TV 30470 Hotel Occupancy Tax 30471 HOT Rebate 30400 Gross Receipts Business Taxes
7,583,335 2,522,229 2,962,719 1,263,320 870,476 1,759,296 5,431,173 (552,008) 21,840,540
9,548,996 3,560,259 3,387,370 1,445,316 763,019 1,577,611 9,284,380 (746,460) 28,820,491
10,302,208 4,233,708 3,141,910 1,334,668 667,992 1,330,741 9,900,707 (825,306) 30,086,628
10,714,297 4,403,056 3,594,106 1,530,810 647,952 1,235,341 10,098,721 (1,009,872) 31,214,411
Sales Tax 30610 General Sales Tax 30611 Sales Tax Rebate 30620 Mixed Beverage Sales Tax 30600 Sales Tax
59,831,000 (45,858) 727,691 60,512,833
73,027,696 1,039,307 74,067,003
71,861,808 (21,046) 1,028,392 72,869,154
68,002,701 (50,000) 1,069,528 69,022,229
89,673 17,569 805,776 47,312 36,878 3,794 7,953 7,500 300 2,400 65 7,300 350 7,840 4,600 40,040 1,378 3,270 77,034 250 2,882 2,880
114,020 873,271 85,476 41,032 7,065 8,960 11,062 204 24,245 9,224 153 4,328 9,584 46,879 1,734 775 4,143 78,784 5,050 4,475 4,363
103,000 920,276 75,000 48,416 19,382 7,672 10,310 153 2,398 5,712 51 1,541 10,110 44,667 2,596 775 3,652 78,356 1,000 1,835 6,052
92,000 921,904 74,700 48,234 19,382 9,000 9,756 2,428 8,008 279 9,009 5,084 41,836 2,570 3,292 77,000 5,620 1,622 9,303
Description Total Revenues
Business License and Permits 31510 Alcoholic Beverages 31520 Beer & Wine Licenses 31610 Retail Food Permits 31620 Food Safety Trainings 31630 Public Pool Permits 31640 Pool Safety Trainings 31650 Group Care 31710 Electrical Contractors License 31720 Plumber's License & Reg 31725 Irrigation License & Reg 31730 Dance Hall License 31740 Heating & Air Conditioning License 31745 Insulation Regulation 31750 Roofer's License 31755 Commercial Roofer's Registration 31760 Builders/Contractors License 31765 Glass/Glazing Registration 31770 Taxicab Licenses 31773 OCH Permits 31775 Tire Shop Registration 31780 Right Of Way License 31790 Right Of Way License Application 31795 Certifcate of Appropriateness 31797 FMV Pmts - Vacated Property 31800 Other Business Licenses
Description 31400 Business License and Permits
Actual 2019 1,167,044
Actual 2020 1,334,827
Rev Est 2021 1,342,954
Budget 2022 1,341,027
Non-Business License & Permits 31910 Building Permits 31920 Electrical Permits 31930 Plumbing and Gas Permit 31940 Heating & Air Conditioning Permit 31945 Inusulation Permits 31950 Sewage Disposal Permits 31960 Mobile Home Park Permit 31970 Transient Business Permit 31980 Solicitation Permits 31990 After Hour Inspection Fees 32000 Right of Way Permit 32010 Flood Plain Development Permit 32020 Commercial Sidewalk Waivers 32030 Residential Sidewalk Waivers 32035 Subdivision Improvement 32040 Drainage Report Fees 32050 Construction Plan Fees 32060 Construction Permit App Fee 32070 Network Nodes App Fee 32080 Annual Network Node Site Rent 31900 Non-Business License & Permits
1,735,674 82,220 363,975 175,758 1,694 261,541 49,662 850 1,155 31,821 2,280 800 1,600 320 6,755 145,808 2,980 1,250 2,866,143
2,884,476 80,278 367,002 158,330 300 370,056 30,991 930 959 31,546 1,540 200 800 80 11,991 165,925 9,510 25,000 500 4,140,414
2,744,475 84,659 399,253 181,843 100 370,000 27,358 956 779 9,704 1,080 996 2,400 804 1,596 9,996 213,438 4,000 2,496 250 4,056,183
2,500,000 113,282 396,165 150,125 1,405 350,000 39,391 928 5,144 33,539 2,024 1,496 3,867 844 1,596 11,461 188,700 6,065 13,496 375 3,819,903
Other Governmental Revenues 32825 TxDOT Assistance 32830 Transit Oper/Cap Assistance 32840 Highway Signal Maintenance Reimbursement 32860 County Emergency Mgmt Participation 32870 Police School Liason Par 32880 Arrest Fee Collection 32900 Fiscal Agent Fees 32800 Other Govenmental Revenues
521,928 4,125,269 35,250 270,649 1,082,272 2,650 100,043 6,138,061
518,225 4,788,768 35,250 286,565 1,339,235 2,249 95,097 7,065,389
619,625 2,781,489 47,000 258,335 1,296,582 2,420 107,112 5,112,563
527,498 3,354,881 47,000 258,335 1,437,848 2,700 112,776 5,741,038
General Government 33210 Zoning Platting Fees 33220 Zoning Board App Fees 33227 Credit Access Business App Fee 33230 Sale of City Publications 33200 General Government
69,186 6,000 470 75,656
84,880 9,500 350 94,730
86,593 11,500 300 30 98,423
91,266 3,000 400 96 94,762
Public Safety and Health 33310 Fire Inspection Fees 33320 Traffic Accident report 33330 Warrant Fees 33335 Preparation Appeal Fee 33339 Microchipping Fee 33340 Animal Shelter Fee 33342 Euthanasia Fee 33343 Dog Vaccination on Intake 33347 Surrender Fee 33349 Adoption Fee 33350 Vital Statistic Fees 33360 DCS Admin Fee 33370 Water Sample Collection
95,895 22,149 340,534 41 3,409 30,286 1,645 11,641 38,991 268,649 23,060 1,066
105,737 13,624 260,899 5,850 37,186 1,580 18,385 21,875 268,611 21,439 1,380
83,963 13,240 300,462 27 8,706 38,001 3,130 24,005 32,310 275,000 19,396 500
217,959 30,000 365,750 8,000 42,000 3,500 20,004 55,000 285,000 20,060 -
Description 33380 Vet Clinic Disposal Fee 33381 Medical Reclaim Fees 33400 Fire Service Fee -Airport 33300 Public Safety and Health Sanitation 33510 Collection and Disposal 33512 Comm Ceollection & Disposal Fee 33515 SW Commercial Permit Fees 33520 Landfill Charges 33530 Recyclable 33500 Sanitation
Actual 2019
2,125 1,997,267 2,836,758
Actual 2020
857 2,243,982 3,001,405
Rev Est 2021
-
Budget 2022
40 2,112,423 2,911,203
2,112,423 3,159,696
13,285,557 5,918,234 199,255 3,622,875 28,746 23,054,667
15,031,933 6,089,753 287,442 4,019,427 75,920 25,504,475
14,511,475 5,640,000 310,650 3,967,708 84,534 24,514,367
16,685,589 6,427,378 200,000 3,851,163 71,802 27,235,932
Operating Revenues 33610 Passenger Fees 33615 Organization-Paid Fares 33620 Demand Response Fee 33640 Miscellaneous Bus Revenues 33600 Operating Revenues
70,318 20,833 13,795 22,614 127,560
17,478 17,478
24 121,101 121,125
223,502 72,000 13,795 309,297
Culture and Recreation 33410 Parking Fees 33710 Civic Center Rentals 33711 Civic Center Facility Fee 33715 Extra Charge 33720 Civic Center Concessions 33725 Equipment Charges 33730 Civic Center Advertising 33735 Civic Center Novelties 33740 Box Office Fees 33750 Library Late Charges 33760 Library Copy Charges 33765 No Res Lib Fee 33780 Golf Green Fees TOM 33785 Golf Freen Fees WH 33790 Golf Green Fees ARR 33795 Golf Green Fees MUS 33800 Golf Annual Passes 33803 Golf Food/Beverage Sales 33804 Golf Merchandise Sales 33805 Golf Cart Sales 33806 Golf Beverage Sales 33807 Driving Range Sales 33810 League Entry Fees 33815 Tournament Revenue 33820 Admission Fees 33830 Player Membership Fees 33850 Swimming Pool Revenues 33855 Swimming Lessons 33856 Group Fitness Fees 33860 Field Rentals 33861 Soccer Field Rentals 33865 WAC Rental Fees 33870 Shooting Complex Revenue 33880 Shooting Merchandise Sales 33890 Tennis Center Fees
18,653 688,651 160,947 7,163 258,181 64,888 18,041 219,265 52,665 24,425 8,922 190,589 305,554 167,208 271,621 186,844 140,337 366,669 771,697 237,761 60,913 136,863 12,090 16,518 16,268 155 9,486 26,330 6,060 8,543 53,444 3,998 9,452
30,040 340,266 51,330 3,865 111,652 41,348 9,679 47,114 46,390 19,860 13,656 259,118 398,298 278,297 383,681 273,026 239,174 626,335 1,147,911 341,363 90,202 107,853 6,577 39,784 23,071 191,736 53,930 845 19,798 10,140 8,973 33,631 2,091 31,981
44,921 853,663 198,508 8,988 259,116 88,408 16,984 170,943 53,807 25,562 15,302 228,202 346,772 243,198 354,931 263,424 203,990 563,529 1,006,113 294,889 81,257 143,139 1,733 31,369 29,458 300,000 34,006 21,600 56,908 27,731 29,745 45,764 2,112 30,500
52,016 1,168,574 250,000 12,943 309,041 122,601 26,236 325,000 51,500 26,000 10,999 253,424 381,574 269,478 368,051 266,225 212,000 572,002 1,038,401 310,000 87,437 117,851 17,500 31,500 30,000 551,468 34,006 21,600 23,500 5,000 30,000 78,540 5,000 24,715
Description 33900 Tennis Memberships 33920 Adult Zoo Admission 33930 Child Zoo Admission 33940 Senior Zoo Admission 33970 Group Zoo Admission 33980 Season Pass Zoo Admisison 33990 Special Zoo Event 33991 Birthday Parties Revenue 34686 Special Event Application Fees 37160 Concession 33700 Culutre and Recreation Interdepart Rental & User Charges 34910 Fleet Equipment Rental 34900 Interdepart Rental & User Charges
Actual 2019 4,128 83,703 23,721 3,915 932 2,315 27,136 860 9,345 4,676,256
20 20
Actual 2020 23,586 178,866 53,312 9,533 3,929 1,560 12,649 7,200 2,321 220,102 5,796,073
-
Rev Est 2021 19,959 140,000 39,000 7,200 2,657 2,500 35,520 2,700 228,632 6,554,740
-
Budget 2022 12,548 140,000 39,000 7,200 2,657 2,500 3,500 15,000 169,494 7,476,081
-
Fines and Forfeitures 35105 Admin Fee - Defensive Driving 35106 Teen Court 35110 Traffic Fines 35115 Other Traffic Court Costs 35120 Misdemeanor Fees 35130 Parking Fines 35133 Auto Theft Investment Fee 35135 Violation of City Ordinance 35140 Court Technology Fee 35142 Local Truancy Prevention 35144 Municipal Jury Fund 35146 Traffic Probation 35157 MC Assessed - Child Safe 35175 Judicial Fund Local 35210 Bond Forfeiture 35215 Forfeited Disct-Sanitation 35220 Expunction Fees 35000 Fines and Forfeitures
1,975 40 2,300,082 38,334 235,794 124,730 112,954 6 49,163 983 7,211 7,766 8,443 345,406 3,232,887
2,410 2,490,510 41,861 253,144 137,829 92,726 96,176 1,940 100 9,365 2,005 2,447 563,915 90 3,694,518
2,350 2,384,192 41,270 271,527 146,849 16 84,847 (791) 102,632 2,070 100 11,711 2,854 978 455,338 3,505,943
2,407 2,264,982 26,561 233,820 122,000 325,175 34,200 798 11,700 13,641 2,121 404,999 3,442,404
Construction Partcipation 35430 State Participation 35435 Potter County Participation 35436 Randall County Participation 35300 Construction Participation
90,915 12,560 12,560 116,035
158,595 15,960 15,960 190,515
125,000 15,200 15,200 155,400
15,000 15,000 30,000
Other Governmental Revenues 35510 AECC - AMR Rate 35515 Medical Director Services 35520 AECC - Potter Randall 911 35530 AECC - BSA Participation 35610 Grant in Aid Federal 35700 Grants - State 35500 Other Governmental Revenues
877,587 79,200 91,113 87,074 10,584,638 11,719,612
964,806 82,500 45,623 96,114 40,172 1,229,215
850,000 85,800 126,753 91,695 40,172 1,194,420
881,292 79,200 174,996 87,960 425,679 1,649,127
30,866 30,866
8,876 8,876
29,431 29,431
48,600 48,600
Chamber revenues 36520 Contract Income 36520 Chamber Revenues Interest Earnings
Description 37110 Interest Income 37115 Unrealized G/L 37125 Other Interest Income 37109 Interest Earnings
Actual 2019 631,286 47,519 229,852 908,657
Actual 2020 1,793,719 (123,651) 246,533 1,916,601
Rev Est 2021 121,761 246,232 367,993
Budget 2022 232,707 229,999 462,706
Rent 37151 Amusement Park Lease 37152 Municipal Building Rent 37153 Polk Street Rental 37154 Other Rental Income 37155 Surface Land Rental 37170 Payment in Lieu of Property Tax 37150 Rent
45,906 117,180 78,037 524,641 41,182 4,278,294 5,085,240
160,509 27,833 719,186 43,537 5,040,026 5,991,091
85,000 33,350 463,146 41,340 4,823,547 5,446,383
125,000 33,350 448,996 41,400 5,579,008 6,227,754
Administrative Charges 37210 Water and Sewer Utility 37220 Airport 37225 Weed Collection 37230 Weed Mowing Services 37231 Bad Debt Exp/Recovery 37240 State Court Cost 37245 Court Cost-Arrest Fees 37246 Dismissal Fee - Driver's License 37247 Municipal Court Time Pmt Fee 37248 Judicial Admin Efficiency 37250 Indirect Cost Reimbursement 37265 Technology Fee 37199 Administrative Charges
1,652,772 159,569 111,247 104,650 (372,223) 180,440 102,673 8,380 55,388 8,652 1,792,723 187,305 3,991,576
1,952,139 134,547 113,758 114,935 (205,969) 154,711 105,862 5,980 63,447 2,773 2,362,552 196,059 5,000,794
1,976,689 144,784 124,042 114,099 (301,913) 159,105 111,735 10,560 79,599 2,426 2,908,703 191,078 5,520,907
1,851,075 144,784 275,000 150,000 (250,000) 190,884 99,443 10,977 59,733 10,441 2,493,123 198,195 5,233,655
Miscellaneous Revenue 37130 Discounts Earned 37140 Returned Check Fees 37141 Merchant Service Fees 37145 - Insurance Recoveries 37410 Miscellaneous Revenue 37412 Auction Expense Recovery 37413 Seized Property or Cash 37416 Other Outside Restitution 37417 Wrecker Service Contract 37420 Donations 37428 Procurement Card Rebate 37430 Sale of Property 37435 Sale of Scrap 37441 Unclaimed Property or Cash 37442 Sponsorships 37445 Sales to Outside Utilites 37448 Private Development/ETJ Engineering Charges 37455 Events Dist Oper Asst 37460 G/L on Property Disposal 37463 Parks Tree Workshop 37465 NBV Asset Disposal 37466 Education 37400 Miscellaneous Revenue
5,823 451 (172,430) 155,149 5,910 17,745 39,095 506,989 102,118 191 47,271 3,547 5,510 11,691 398,004 2,664 1,050 790 1,131,568
11,477 262 (256,578) 15,375 283,465 7,670 9,036 47,984 53,685 83,626 161 1,173 6,504 9,479 47,512 464,338 4,630 559 2,350 22,040 814,748
12,138 202 (236,512) 211,365 6,930 53,004 50,250 100,891 288 8,042 75 14,614 30,000 398,002 2,753 21,996 674,038
4,001 504 (222,261) 190,048 14,000 53,004 65,000 100,000 250 13,000 398,002 21,996 637,544
188,802
14,792
14,792
12,000
Operating Tranfers In 39350 Tsf In from Gen Construction
Description 39370 Tsf In from St & Drainage 39390 Tsf In from Park Improvements 39490 Tsf In from Information Services 39560 Tsf in from Special Revenue 39598 Tsf In from PID 39670 Tsf In from Photo Traffic Enforcement 39100 Operating Transfers In TREVENUE Total Revenues
Actual 2019 7,230 4,291 2,516 8,952 211,791 194,278,004
Actual 2020
78 57
85,000 99,927 214,897,455
Rev Est 2021
78 57
25,518,919 85,000 25,618,846 239,866,188
Budget 2022 120 120 12,240 217,403,041
Millions
CITY OF AMARILLO SALES TAX COLLECTIONS $80
$71.9 $67.5
$70 $60
$54.4
$55.5
$56.1
$55.5
$57.4
$59.2
$68.0
$59.8
$50 $40 $30 $20 $10 $ESTIMATED
During the 1990/1991 fiscal year a ½ cent sales tax increase was implemented. After implementing the additional ½ cent, sales tax revenue became one of the most significant revenue source compromising 15% of total City funds and 38% of the General Fund revenue. Sales tax revenue has remained extremely strong for the City with year‐over‐year increases until the onset of the COVID‐19 Pandemic. Projections for the 2022/2023 fiscal year have increased approximately 0.73% over 2021/2022.
Millions
CITY OF AMARILLO PROPERTY TAX COLLECTIONS $80
$74.1
$70 $59.9 $60 $50 $40
$44.3 $35.4
$37.0
$39.0
$40.8
$46.0
$49.9 $39.5
$30 $20 $10 $-
ESTIMATED
From 1990 to 1994 the City’s tax base eroded. However, during this period other revenue sources, especially the sales tax revenue, mitigated this decrease in property values. During 1995, the tax base increased over the previous high 1991 level by 2.6%. Annually from 1995, the City has seen modest increases in the tax base, which is reflected in the above graph with slight yearly property tax collection increases. We expect this trend towards higher tax base values to continue and expect to see a modest increase in property values next year. During May of 2000, City of Amarillo voters approved a 12% pay increase for Police Officers and Fire Fighters and a corresponding 20% property tax increase, which will be used to fund the 12% salary increase. Also during the 2000 fiscal year, voters approved the issuance of General Obligation bonds to pay for the construction of a new library branch. During 2007 the City Council approved the 2007 Certificates of Obligation bonds. During 2016 City of Amarillo voters approved two propositions to fund $109 million in capital improvements to City streets and public safety departments over a five‐year period. Due to the 2016 election, the debt service property tax rate increased from $0.04140 to $0.05921 during 2020/2021. During 2021/2022, the debt service property tax rate will go from $0.05921 to $0.07911. This increase is related to three debt issuances, the first related to the 2016 bond election, second related to the construction of the new Thompson Pool, and the third for downtown property purchased by the City. For 2021/2022, the M&O rate will increase to $0.44334. The tax rate for the 2022/2023 fiscal year is $0.40628 per $100 property value with a maintenance and operating rate of $0.33079 and a debt service rate of $0.07549.
CITY OF AMARILLO RATIO OF TAX COLLECTIONS TO CURRENT YEAR'S LEVY ALL FUNDS FISCAL YEAR
LEVY
2012/2013 2013/2014 2014/2015 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021 2021/2022(Est) 2022/2023(Est)
32,832,489 35,664,675 37,270,434 39,236,666 40,948,124 44,623,248 46,446,992 50,422,921 53,173,874 60,647,149 63,510,850
* * * * * * * * * *
% LEVY
CURRENT ROLL COLLECTIONS AMOUNT % LEVY
PRIOR ROLL COLLECTIONS AMOUNT % LEVY
TOTAL TAX COLLECTIONS AMOUNT % LEVY
100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00%
32,288,606 35,118,419 36,704,939 38,577,745 40,435,788 44,002,881 45,664,877 44,219,193 45,567,388 49,194,552 49,821,940
449,309 312,444 293,544 456,697 349,004 332,348 323,829 5,689,994 6,977,452 10,664,000 23,226,991
1.4% 0.9% 0.8% 1.2% 0.9% 0.7% 0.7% 11.3% 13.1% 17.6% 36.6%
32,737,915 35,430,863 36,998,483 39,034,442 40,784,792 44,335,229 45,988,706 49,909,187 52,544,840 59,858,552 73,048,931
99.7% 99.3% 99.3% 99.5% 99.6% 99.4% 99.0% 99.0% 98.8% 98.7% 115.0%
98.3% 98.5% 98.5% 98.3% 98.7% 98.6% 98.3% 87.7% 85.7% 81.1% 78.4%
** *** **** ***** ******
ANALYSIS OF PROPERTY VALUATIONS AND TAX RATE ASSESSED VALUE
YEAR
REAL ESTATE AMOUNT
2012/2013 2013/2014 2014/2015 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021 2021/2022 2022/2023
10,941,419,006 11,063,215,720 11,489,089,001 11,896,261,823 12,372,427,053 13,069,862,666 13,472,051,057 14,010,925,947 14,532,887,588 15,092,319,574 17,824,182,309
%
BUSINESS PERSONAL AMOUNT
%
TOTAL AMOUNT
%
GENERAL
I&R
TOTAL
88.5% 88.0% 87.9% 87.8% 87.5% 87.8% 88.0% 88.2% 88.0% 88.0% 88.7%
1,417,493,921 1,510,766,292 1,579,344,589 1,650,461,901 1,767,776,977 1,820,657,962 1,842,147,371 1,873,109,857 1,981,618,042 2,063,554,910 2,276,367,809
11.5% 12.0% 12.1% 12.2% 12.5% 12.2% 12.0% 11.8% 12.0% 12.0% 11.3%
12,358,912,927 12,573,982,012 13,068,433,590 13,546,723,724 14,140,204,030 14,890,520,628 15,314,198,428 15,884,035,804 16,514,505,630 17,155,874,484 20,100,550,118
100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%
0.29276 0.31335 0.31915 0.32566 0.32698 0.32698 0.32698 0.34448 0.34448 0.36423 0.36423
0.02733 0.02674 0.02594 0.02506 0.02374 0.03666 0.04140 0.04403 0.05233 0.07911 0.07911
0.32009 0.34009 0.34509 0.35072 0.35072 0.36364 0.36838 0.38851 0.39681 0.44334 0.44334
CITY TAXES AND PROPERTY VALUATIONS From 1990 to 1993, the City's tax base had eroded; however, during this period, other revenue sources -- especially the sales tax revenue -- mitigated this decrease in property values. From 1994 to 2020, the City's assessed values have increased annually. As the chart above reflects, we have seen increasing assessed values for the last ten years from $12.3 billion in 2012/13 to $17.2 billion in 2021/22. *The City is participating in the Downtown Tax Increment Reinvestment Zone (TIRZ #1) and the East Gateway Tax Increment Reinvestment Zone (TIRZ #2). The City’s participation will be: 2012/2013 $164,493 2013/2014 $178,714 2014/2015 $173,400 2015/2016 $186,602 2016/2017 $182,363 2017/2018 $216,691 2018/2019 $311,804 2019/2020 $437,974 2020/2021 $493,668 2021/2022 $583,885 2022/2023 $712,596 **Included in the tax levy is a property tax increase to fund the 2018 General Obligation bonds issue. ***Included in the tax levy is a property tax increase to fund the 2019 General Obligation bonds issue as well as a M&O increase of $0.0175. ****Included in the tax levy is a property tax increase to fund the 2020 General Obligation bonds issue, the 2020 Certificates of Obligation issue, and the 2020 Tax Notes issue *****Included in the tax levy is a property tax increase to fund the 2021 General Obligation bonds issue. ******Included in the tax levy is a property tax increase to fund the 2022 Certificates of Obligation issue, and the 2022 Tax Notes issue
** *** **** *****
Billions
CITY OF AMARILLO ASSESSED PROPERTY VALUES $20 $16.6
$18 $16 $14
$12.6
$13.1
$13.5
$14.1
$14.9
$15.3
$17.2
$15.9
$12 $10 $8 $6 $4 $2 $-
ESTIMATED
Property taxes decreased during the 1990/1991 fiscal year from 40.40 cents per $100 of assessed property value, to 27.20 cents. In that same fiscal year an additional ½ cent sales tax was implemented to offset the property tax decrease. Assessed values have annually increased from $12.1 billion in the 2011/2012 fiscal year to $20.1 billion for the 2022/2023 fiscal year. For the current fiscal year, the tax rate is $0.40628 cents per $100 of property value. The debt service portion of the property tax rate is $0.07549 cents per $100 of property values for the 2022/2023 fiscal year.
Millions
CITY OF AMARILLO GENERAL FUND SUMMARY OF EXPENDITURES $120 $100 $80 $60 $40 $20 $-
2020/2021
2021/2022
2022/2023
$193,880,717 $234,128,973 Actual Budgeted
$239,300,948 Budgeted
The above graph compares actual 2020/2021 expenditures to budgeted 2022/2022 and budgeted 2022/2023 expenditures. Public Safety expenditures are the most significant portion of the total budget, representing 43% of total budgeted expenditures. Public Safety budgeted expenditures for the 2022/2023 fiscal year include $52.7 million for the Police department and $37.8 million for the Fire department. Leisure services represents 17.4% of the General Fund total budgeted by expenditures with the majority of the expenditures going towards the Parks and Recreation ($17.3 million) and Library departments ($4.2 million).
CITY OF AMARILLO SUMMARY OF RESOURCES AND EXPENDITURES ENTERPRISE FUNDS ‐ FISCAL YEAR 2022/2023
TOTAL
WATER & SEWER UTILITY
AIRPORT
$ 58,349,316
$ 39,537,454
$ 10,110,202
116,435,158 28,500,000 13,022,683 157,957,842 216,307,158
94,857,153 28,500,000 ‐ 123,357,153 162,894,607
14,576,722 ‐ 13,022,683 27,599,405 37,709,607
7,001,283 ‐ ‐ 7,001,283 15,702,943
68,340,025 56,905,939 28,615,947 153,861,912
52,719,665 36,210,000 26,639,916 115,569,581
12,352,071 16,195,939 ‐ 28,548,010
3,268,290 4,500,000 1,976,031 9,744,321
$ 62,445,246
$ 47,325,026
121,531,399 51,500,000 5,323,354 178,354,753 240,799,999
100,425,015 46,500,000 ‐ 146,925,015 194,250,041
13,596,782 ‐ 5,323,354 18,920,136 28,081,733
7,509,602 5,000,000 ‐ 12,509,602 18,468,225
78,102,770 74,384,939 38,362,116 190,849,825
58,614,367 59,200,000 36,061,202 153,875,569
15,548,377 6,334,939 ‐ 21,883,316
3,940,026 8,850,000 2,300,914 15,090,940
$ 49,950,174
$ 40,374,472
Description Fiscal Year 2021/2022 Available Funds at 10/01/21 Revenues: Sales, Receipts and Revenues Bond Proceeds Other Sources Total Revenues Total Available Resources Expenditures: M & O Expenditures, less depreciation Capital Expenditures Debt Service Payments Total Expenditures Fiscal Year 2022/2023 Available Funds at 10/01/2022 Revenues: Sales, Receipts and Revenues Bond Proceeds Other Sources Total Revenues Total Available Resources Expenditures: M & O Expenditures, less depreciation Capital Expenditures Debt Service Payments Total Expenditures Available Funds at 10/01/23 Detail of Available Balances at 10/01/23 Reserves for S/L & A/L Debt Service Reserves* Committed for Future Capital/Projects Available Funds at 10/01/23 Calculation of Available Funds at 10/01/2021: Cash & Investments (Appreciation) Depreciation in Investments Assets to be converted to Cash Less: Liabilities & Encumbrances Less: Construction in Progress Balances Available Funds at 10/01/21
$
$
$
1,270,874 $ 897,436 $ 14,727,676 14,727,676 33,951,624 24,749,360 $ 49,950,174 $ 40,374,472 $
9,161,597
6,198,417
DRAINAGE UTILITY $
$
8,701,660
5,958,623
$
3,377,285
319,726 $ ‐ 5,878,691 6,198,417 $
53,712 ‐ 3,323,572 3,377,285
$ 218,551,320 $ 174,957,056 $ 14,571,835 $ 29,022,429 (33,583) (32,464) (1,119) ‐ 20,702,940 15,483,127 4,319,359 900,454 (52,335,470) (45,292,319) (5,429,143) (1,614,008) (128,535,891) (105,577,946) (3,350,730) (19,607,215) $ 58,349,316 $ 39,537,454 $ 10,110,202 $ 8,701,660
CITY OF AMARILLO WATER AND SEWER UTILITY 2022/2023
REVENUE $ 68,660,194
46.7%
30,480,221
WATER SALES
20.7%
192,500
0.1%
527,000
0.4%
565,100
0.4%
SEWER CHARGES INTEREST EARNINGS SALE OF RECLAIMED WATER OTHER REVENUE
46,500,000
BOND PROCEEDS
31.6%
0% $146,928,015
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
TOTAL REVENUE
EXPENDITURES $ 20,046,006
SALARIES & BENEFITS
11.8%
MAINTENANCE AND OPERATIONS
27.1%
45,929,366
35.0%
59,200,000
CAPITAL OUTLAY DEBT SERVICE
21.3%
36,061,202
CRMWA AMORTIZATION & INTEREST
4.8%
8,128,709 0%
$169,365,283
10%
20%
30%
40%
50%
60%
70%
80%
90%
TOTAL EXPENDITURES
Water sales and sewer charges of $99.1 million account for 67% of the Water and Sewer Fund revenues. Total expenditures do not include non-cash items such as depreciation.
100%
Millions
CITY OF AMARILLO WATER AND SEWER REVENUE SUMMARY $80 $70 $60 $50 $40 $30 $20 $10 $-
Water Sales
Sewer Sales Bond Proceeds
Interest
2020/21
2021/22
2022/23
$84,657,372 Actual
$123,357,153 Budgeted
$146,925,015 Budgeted
Other
The above graph compares actual 2020/2021 revenues to budgeted 2021/2022 and budgeted 2022/2023 revenues. Water and Sewer sales account for 67.8% of the total revenue budgeted in the Water and Sewer Fund for the 2022/2023 fiscal year. The 2022/2023 budget includes a 10% increase in water and sewer charges which will be used to help fund capital improvements to the water and sewer.
City Of Amarillo Water and Sewer Fund 2022/2023
Description
Actual 2019
Actual 2020
Rev Est 2021
Budget 2022
Total Revenues Business Licenses and Permits 31615 Grease Trap Permits 31400 Business License and Permits
95,175 95,175
94,426 94,426
108,503 108,503
116,600 116,600
56,701,641 24,928,246 214,324 165,880 356,420 634,740 27,935 83,029,186
54,937,272 25,528,454 349,419 158,175 693,094 1,310,473 140,945 83,117,832
63,135,592 27,618,729 295,817 147,285 532,632 1,435,142 67,490 93,232,686
66,594,783 29,800,112 286,520 157,000 527,000 1,435,000 68,000 98,868,415
157,322 66,438 12,704 102,539 339,003
165,448 81,235 23,683 104,930 375,296
256,149 128,867 15,646 6,461 91,440 498,562
193,000 92,000 15,000 3,000 106,000 409,000
Fines and Forfeitures 35216 Forfeited Disc.-Water&S 35000 Fines and Forfeitures
1,161,657 1,161,657
1,283,633 1,283,633
1,182,113 1,182,113
1,240,000 1,240,000
Construction Participation 35420 Owner Participation 35300 Construction Participation
90,659 90,659
174,892 174,892
146,542 146,542
147,000 147,000
Interest Earnings 37110 Interest Income 37115 Unrealized G/L 37125 Other Interest Income 37109 Interest Earnings
1,365,777 195,013 90,885 1,651,675
271,051 (201,652) 823 70,222
175,187 370 175,557
192,000 500 192,500
Rent 37154 Other Rental Income
62,190
64,056
65,634
66,000
Utility Sales & Services 34010 Water Metered Sales 34030 Sewer Charges 34040 Ind Waste Sewer Surchar 34045 Liq. Waste Disp. Fee 34060 Sale of Reclaimed Water 34070 Water Service Charges 34080 Door Tag Fees 3400 Utility Sales and Services Tap Fees and Frontage Charges 34210 Water Tap Fees 34220 Sewer Tap Fees 34230 Water Frontage Charges 34240 Sewer Frontage Charges 34266 Lab Fees 34200 Tap Fees and Frontage Charges
Description 37155 Surface Land Rental 37150 Rent Miscellaneous Revenue 37130 Discounts Earned 37140 Returned Check Fees 37141 Merchant Service Fees 37410 Miscellaneous Revenue 37418 Non City Damage Claim 37435 Sale of Scrap 37400 Miscellaneous Revenue Proceeds from LT Debt 39810 Proceeds from LTerm Debt 39800 Proceeds from LT Debt TREVENUE Total Revenues
Actual 2019 108,341 170,531
Actual 2020 126,826 190,882
Rev Est 2021 86,331 151,965
Budget 2022 86,000 152,000
28,809 6,930 (592,660) 50 67,106 24,344 (465,421)
30,419 23,220 (702,332) 500 63,265 24,898 (560,030)
29,614 30,195 (792,225) 540 53,102 40,000 (638,774)
30,000 31,000 (850,000) 61,500 27,000 (700,500)
0
0
28,500,000 28,500,000 123,357,154
46,500,000 46,500,000 146,925,015
86,072,465
84,747,153
Millions
CITY OF AMARILLO WATER AND SEWER EXPENDITURE SUMMARY
$25
$20
$15
$10
$5
$-
2020/2021
2021/2022
2022/2023
$63,624,139 Actual
$73,897,449 Budgeted
$82,632,651 Budgeted
The above graph compares actual 2020/2021 expenses to budgeted 2021/2022 and budgeted 2022/2023 operating expenses. The Wastewater Treatment line includes the River Road Water Reclamation Plant ($3.9 million), the Hollywood Road Wastewater Treatment Plant ($5.3 million), and Laboratory Administration ($2.1 million) for the 2021/2022 fiscal year.
CITY OF AMARILLO AIRPORT 2022/2023 REVENUE $ 9,412,625
54%
3,963,354
GRANTS IN AID
23%
1,821,126
HANGAR, BUILDING AND GROUND RENTALS
10%
2,357,320
AIRFIELD REVENUE
13%
5,171
INTEREST REVENUE
0% 0%
$17,559,596
TERMINAL BUILDING AREA REVENUE
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
90%
100%
TOTAL REVENUE
EXPENDITURES MAINTENANCE, UTILITIES AND SUPPLIES
10%
$ 5,190,512
OTHER OPERATING EXPENSES
8%
1,658,804
10%
2,112,423
FIREFIGHTING CAPITAL
31%
6,334,939
SALARIES
25%
5,226,638 0%
$20,523,316
10%
20%
30%
40%
50%
60%
70%
80%
TOTAL EXPENDITURES
Terminal building related revenues of $9.4 million account for 54% of the Airport Fund revenues. Grants in Aid of $3.9 million, or 23% 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.
Millions
CITY OF AMARILLO AIRPORT REVENUE SUMMARY $14.0 $12.0 $10.0 $8.0 $6.0 $4.0 $2.0 $0.0 Airfield
Hanger Bld
Terminal
Interest
Grants
2020/21
2021/22
2022/23
$14,762,861 Actual
$27,561,905 Budgeted
$17,559,596 Budgeted
Other
The above graph compares actual 2020/2021 revenues to budgeted 2021/2022 and budgeted 2022/2023 revenues. Revenue budgeted from the terminal building area accounts for approximately 53% of total receipts budgeted for the Airport during the 2022/2023 fiscal year. The airfield revenue represents 13% of total budgeted funds, while hanger and grounds, interest, and other revenue account for 11% of total revenue. For the 2022/2023 fiscal year, grant revenues of $3.9 million (23% of total revenue) are estimated to fund capital projects.
City Of Amarillo Airport/PFC Fund 2022/2023
Description
Actual 2019
Actual 2020
Rev Est 2021
Budget 2022
Total Revenues Other Governmental Revenues 32825 TxDOT Assistance 32800 Other Governmental Revenues
-
-
37,500 37,500
37,500 37,500
Airfield Fees and Commissions 34310 Landing Fees 34315 Passenger Facility Charge 34320 Fuel Flowage Comm 34340 Fuel & Oil Commission 34350 Cargo Landing Fees 34360 Gen Av and Military Landing Fee 34300 Airfield Fees and Commissoins
677,088 815,726 111,728 4,240 30,679 1,639,461
611,719 978,215 125,815 4,295 84,291 1,804,335
749,903 1,359,000 144,375 4,000 87,733 2,345,011
750,000 1,360,000 150,000 4,200 93,120 2,357,320
Terminal Building Area Rental 34410 Airline Rentals 34420 Restaurant Commissions 34460 Other Terminal Building 34470 Car Rental Commissions 34471 Customer Facility Charge 34472 CONRAC Fuel Revenue 34480 Auto Parking Commission 34400 Terminal Building Area Rental
2,776,512 138,676 130,425 590,059 419,235 199,854 1,794,426 6,049,187
2,795,071 157,161 112,596 526,859 411,816 146,068 2,258,155 6,407,726
2,852,392 224,406 110,000 1,296,891 500,000 199,336 3,037,041 8,220,066
2,856,000 225,000 110,000 1,300,000 582,000 232,800 4,000,000 9,305,800
Other Building and Ground Rental 34620 Krams Inc Lease 34630 Leading Edge Lease 34631 Wilmax Lease 34632 Apollo Medflight Lease 34640 Bell Helicopter Rents 34650 Fixed Base Operator Lease 34660 Other Building Rentals 34665 PRANA Master Lease 34670 Fuel Storage Rentals 34680 Ground Rentals 34715 Ground Transportation Fees 34600 Other Building and Ground Rental
305,099 295,754 13,507 497,419 314,661 40,835 162,521 61,867 18,028 1,709,691
332,838 399,771 15,000 45,000 503,978 189,203 39,809 174,757 188,730 35,249 26,800 1,951,135
345,545 444,480 17,500 45,000 545,287 219,924 48,000 216,936 225,152 22,420 30,000 2,160,244
345,545 444,000 15,004 45,000 533,000 220,000 48,000 117,977 22,420 30,180 1,821,126
37,500 37,500
2,000 2,000
12,985,183 12,985,183
3,875,854 50,000 3,925,854
Other 34700 Advertising Commissions 34800 Other Other Governmental Revenues 35610 Grant in Aid - Federal 35700 Grants - State 35500 Other Governmental Revenues
21,000 21,000
5,028,898 49,255 5,078,153
-
4,496,776 44,038 4,540,814
Description
Actual 2019
Actual 2020
Rev Est 2021
Budget 2022
Interest Earnings 37110 Interest Income 37115 Unrealized G/L 37109 Interest Earnings
132,717 26,661 159,378
45,335 (35,742) 9,593
9,861 9,861
5,710 5,710
Rent 37155 Surface Land Rental 37150 Rent
1,000.00 1,000.00
2,500.00 2,500.00
1,625.00 1,625.00
2,125.00 2,125.00
Miscellaneous Revenue 37140 Returned Check Fee 37141 Merchan Service Fee 37410 Miscellaneous Revenue 37451 TSA LEO Reimbursement 37465 NBV Asset Disposal 37400 Miscellaneous Revenue
60 (41,728) 35,248 104,540 98,120
(41,380) 50,496 109,500 (23,197) 95,419
60 (58,205) 67,550 110,700 120,105
(58,000) 50,000 110,700 102,700
Operating Transfers In 39676 Tsf in fr Airport PFC Fund 39100 Operating Transfers In TREVENYE Total Revenues
809,763 809,763 15,565,753
930,000 930,000 15,741,522
1,359,000 1,359,000 27,276,095
1,360,000 1,360,000 18,920,135
CITY OF AMARILLO DRAINAGE UTILITY 2022/2023 REVENUE $ 5,000,000
40%
BOND PROCEEDS
7,403,572 59% 106,030
INTEREST REVENUE
1% 0%
DRAINAGE ASSESSMENT
10%
20%
30%
$12,509,602
TOTAL REVENUE
$15,090,940
TOTAL EXPENDITURES
40%
50%
60%
70%
80%
90%
100%
Drainage Utility Fund recurring revenues are entirely composed of $7.4 million in drainage assessment fees. Additionally, the fund will receive $5 million in proceeds from LT Debt in FY 22/23. Total expenditures do not include non-cash budgeted items such as depreciation.
Millions
CITY OF AMARILLO DRAINAGE UTILITY REVENUE SUMMARY $8.0 $7.0 $6.0 $5.0 $4.0 $3.0 $2.0 $1.0 $0.0
Drainage Assessment
Other
Interest
2020/21
2021/22
2022/23
$7,156,760
$7,001,283
$12,509,602
Bond Proceeds
The above graph compares actual 2020/2021 revenues to budgeted 2021/2022 and budgeted 2022/2023 revenues. The Drainage Utility Fund began collecting assessments on October 1, 2012. Drainage assessments account for 59% of the total revenue budgeted in the Drainage Utility Fund for the 2022/2023 fiscal year. The 2022/2023 budget includes a 6% increase in drainage assessments which will be used to help fund capital improvements to the drainage system.
City Of Amarillo Drainage Fund 2022/2023 Actual 2019
Actual 2020
Rev Est 2021
Budget 2022
Other 34755 Drainage Assessment 34800 Other
6,220,367 6,220,367
6,428,931 6,428,931
6,904,131 6,904,131
7,403,572 7,403,572
Fines and Forfeitures 35218 Forfeited Disc.‐Drainage 35000 Fines and Forfeitures
119,444 119,444
100,032 100,032
89,241 89,241
102,000 102,000
Construction Participation 35420 Owner Participation 35300 Construction Participation
3,900 3,900
618,463 618,463
‐ ‐
‐ ‐
124,693 (6,872) 117,821
22,653 (13,319) 9,334
7,912 ‐ 7,912
4,030 ‐ 4,030
‐ ‐ 6,461,532
‐ ‐ 7,156,760
‐ ‐ 7,001,284
5,000,000 5,000,000 12,509,602
Description Total Revenue
Interest Earnings 37110 Interest Income 37115 Unrealized G/L 37109 Interest Earnings Proceeds From LT Debt 39810 Proceeds from LT Debt 39810 Proceeds from LT Debt TREVENUE Total Revenues
CITY OF AMARILLO SUMMARY OF RESOURCES AND EXPENDITURES INTERNAL SERVICE FUNDS ‐ FISCAL YEAR 2022/2023
Description TOTAL Fiscal Year 2021/2022 Available Funds at 10/01/21 Revenues: Sales, Receipts and Revenues Bond Proceeds Other Sources Total Revenues Total Available Resources Expenditures: M & O Expenditures, less depreciation Capital Expenditures Debt Service Payments Total Expenditures Fiscal Year 2022/2023 Available Funds at 10/01/2022 Revenues: Sales, Receipts and Revenues Bond Proceeds Other Sources Total Revenues Total Available Resources Expenditures: M & O Expenditures Capital Expenditures Debt Service Payments Total Expenditures Available Funds at 10/01/23 Detail of Available Balances at 10/01/23 Reserves for S/L & A/L Debt Service Reserves* Committed for Future Capital/Projects Available Funds at 10/01/23 Calculation of Available Funds at 10/01/2021: Cash & Investments (Appreciation) Depreciation in Investments Assets to be converted to Cash Less: Liabilities & Encumbrances Less: Construction in Progress Balances Available Funds at 10/01/21
$ 23,093,059 $
FLEET SERVICES
INFORMATION RISK TECHNOLOGY MANAGEMENT
EMPLOYEE INSURANCE
9,641,310 $
2,962,046 $
2,793,980 $
7,695,723
67,130,567 5,000,000 ‐ 72,130,567 95,223,626
18,611,108 5,000,000 ‐ 23,611,108 33,252,418
8,353,193 ‐ ‐ 8,353,193 11,315,239
11,775,918 ‐ ‐ 11,775,918 14,569,898
28,390,347 ‐ ‐ 28,390,347 36,086,070
60,885,026 13,000,000 ‐ 73,885,026
12,573,238 13,000,000 ‐ 25,573,238
8,448,801 ‐ ‐ 8,448,801
8,258,426 ‐ ‐ 8,258,426
31,604,561 ‐ ‐ 31,604,561
7,679,180 $
2,866,438 $
6,311,472 $
4,481,509
69,717,381 ‐ ‐ 69,717,381 91,055,980
19,813,477 ‐ ‐ 19,813,477 27,492,657
8,852,834 ‐ ‐ 8,852,834 11,719,272
8,734,329 ‐ ‐ 8,734,329 15,045,801
32,316,741 ‐ ‐ 32,316,741 36,798,250
61,378,841 7,000,000 300,000 68,678,841
12,530,989 7,000,000 300,000 19,830,989
9,046,519 ‐ ‐ 9,046,519
8,982,357 ‐ ‐ 8,982,357
30,818,976 ‐ ‐ 30,818,976
$ 22,377,139 $
7,661,668 $
2,672,753 $
6,063,444 $
5,979,274
$
265,363 $ ‐ 7,396,305 7,661,668 $
366,591 $ ‐ 2,306,162 2,672,753 $
‐ $ ‐ 6,063,444 6,063,444 $
‐ ‐ 5,979,274 5,979,274
8,170,707 $ 19,406,626 $ ‐ (5,945) 463 2,502,629 (506,107) (19,109,330) (4,703,017) ‐ 2,962,046 $ 2,793,980 $
8,078,126 (970) 2,096,716 (2,478,149) ‐ 7,695,723
$ 21,338,599 $
631,954 $ ‐ 21,745,185 $ 22,377,139 $
$ 54,092,410 $ 18,436,951 $ (8,286) (1,371) 4,606,766 6,958 (29,018,497) (6,924,911) (6,579,334) (1,876,317) $ 23,093,059 $ 9,641,310 $
City Of Amarillo Fleet Services Fund 2022/2023 Actual 2019
Actual 2020
Rev Est 2021
Budget 2022
17,219,890 17,219,890
17,681,148 17,681,148
18,226,418 18,226,418
19,468,709 19,468,709
Interest Earnings 37110 Interest Income 37115 Unrealized G/L 37109 Interest Earnings
182,968 6,455 189,423
37,317 (17,908) 19,409
10,414 ‐ 10,414
8,055 ‐ 8,055
Miscellaneous Revenue 37130 Discounts Earned 37145 Insurance Recoveries 37410 Miscellaneous Revenue 37435 Sale of Scrap 37460 Gn/Loss on Prop Disposal NBV Asset Disposal 37400 Miscellaneous Revenue
‐ 131,732 ‐ 3,350 53,313 (340,295) (151,900)
‐ 43,158 1,889 3,154 302,611 (47,765) 303,047
‐ 34,618 1,889 12,769 325,000 ‐ 374,276
13 ‐ ‐ 11,700 325,000 ‐ 336,713
1,500 ‐ ‐ ‐ 56,146 ‐ ‐ ‐ 57,646
466,969 1,800 ‐ 949,419 48,640 26,523 1,600 19,891 1,514,842
‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
‐ ‐ ‐ ‐ ‐
‐ ‐ 17,315,059
‐ ‐ 19,518,446
Description Total Revenues Interdepart Rental & User Charges 34910 Fleet Equipment Rental 34900 Interdepart Rental & User Charges
Operating Transfers In 39110 Tsf In from General Fund 39350 Tsf In from Gen Construction 39410 Tsf In from Solid Waste 39420 Tsf In from CO Bond Proceeds 397470 Tsf In from Water & Sewer 39500 ‐ Tsf In from Risk Management 39530 ‐ Tsf In from Airport Tsf In from Emergency Mgt Grant 39100 Operating Transfers In Proceeds from LT Debt 39810 Proceeds from LT Debt 39800 Proceeds from LT Debt TREVENUE Total Revenues
5,000,000 5,000,000 23,611,108
‐ ‐ ‐
‐ ‐ 19,813,477
City Of Amarillo Information Technology Fund 2022/2023 Actual 2019
Actual 2020
Rev Est 2021
Budget 2022
6,918,940 6,918,940
7,048,123 7,048,123
8,025,707 8,025,707
8,528,204 8,528,204
Interest Earnings 37110 Interest Income 37115 Unrealized G/L 37109 Interest Earnings
61,221 1,170 62,391
13,295 (6,877) 6,418
4,938 ‐ 4,938
3,444 ‐ 3,444
Miscellaneous Revenue 37410 Miscellaneous Revenue 37460 Gn/Loss on Prop Disposal 37465 NBV Asset Disposal 37400 Miscellaneous Revenue
‐ ‐ (22,112) (22,112)
‐ ‐ (8,094) (8,094)
66,363 ‐ ‐ 66,363
65,000 ‐ ‐ 65,000
158,001 ‐ 200 113 158,314 7,117,533
124,249 63,803 ‐ ‐ 188,052 7,234,499
120,554 63,654 71,978 ‐ 256,186 8,353,194
120,554 63,654 71,798 ‐ 256,006 8,852,654
Description Total Revenues Interdepart Rental & User Charges 34920 Interdepartmental Chg 34900 Interdepart Rental & User Charges
Operating Transfers In 39110 Tsf In from General Fund 39470 Tsf In from Water & Sewer 39530 Tsf In from Airport 39592 Tsf In from Court Technology 39100 Operating Transfers In TREVENUE Total Revenues
City Of Amarillo Risk Management Fund 2022/2023
Description
Actual 2019
Actual 2020
Rev Est 2021
Budget 2022
235,857 21,881 257,738
75,239 (48,894) 26,345
26,175 ‐ 26,175
17,592 ‐ 17,592
3,812,424 2,644,320 6,456,744
4,474,908 2,774,593 7,249,501
5,484,065 2,765,678 8,249,743
5,812,776 2,903,961 8,716,737
Total Revenues Interest Earnings 37110 Interest Income 37115 Unrealized G/L 37109 Interest Earnings Administrative Charges 37310 Self Insurance Premium 37315 W/C Premium City Pay 37199 Administrative Charges Miscellaneous Revenue 37409 Accident Damage Revenue 37418 Non City Damage Claim 37465 NBV Asset Disposal 37400 Miscellaneous Revenue Operating Transfers In 39110 Tsf in from General Fund 39510 Tsf In from Employee Insurance 39100 Operating Transfers In TREVENUE Total Revenues
‐ ‐ ‐ ‐
540 2,452,050 2,452,590 9,167,072
‐ ‐ (1,382) (1,382)
‐ ‐ ‐ 7,274,464
‐ ‐ ‐ ‐
3,500,000 ‐ 3,500,000 11,775,918
‐ ‐ ‐ ‐
‐ ‐ ‐ 8,734,329
City Of Amarillo Employee Insurance Fund 2022/2023
Description
Actual 2019
Actual 2020
Rev Est 2021
Budget 2022
3,224,219 1,316,649 48,640 1,333,087 20,329,181 1,045 746 1,460,138 27,713,705
3,158,834 1,281,697 55,425 1,318,140 19,818,334 151,113 ‐ 2,064,680 27,848,223
3,200,000 1,319,500 50,698 1,250,000 20,013,000 3,036 ‐ 2,000,000 27,836,234
3,491,710 1,372,200 48,900 1,326,000 22,825,000 ‐ ‐ 2,700,000 31,763,810
114,334 10,206 124,540
32,557 (19,930) 12,627
10,824 ‐ 10,824
9,460 ‐ 9,460
180 (27) 153 27,838,398
60 86 146 27,860,996
90 3 93 27,847,151
180 ‐ 180 31,773,450
Total Revenues Other 34810 Employee Health Ins Premium 34820 Retiree Health Ins Premium 34830 Cobra Health Ins Premium 34840 Dental Insurance Premium 34850 City Paid Health Premium 34865 City Health Stop Loss 34870 Claim Refund 34890 Drug Rebate Revenue 34800 Other Interest Earnings 37110 Interest Income 37115 Unrealized G/L 37109 Interest Earnings Miscellaneous Revenue 37140 Returned Check Fees 37410 Miscellaneous Revenue 37400 Miscellaneous Revenue TREVENUE Total Revenues
City Of Amarillo Employee Flexible Spending Fund 2022/2023
Description
Actual 2019
Actual 2020
Rev Est 2021
Budget 2022
Total Revenues Other 34875 Day Care Contributions 34880 Flex Plan Health 34800 Other
38,259 400,545 438,804
30,885 404,954 435,839
52,800 490,000 542,800
52,800 490,000 542,800
Interest Earnings 37110 Interest Income 37109 Interest Earnings TREVENUE Total Revenues
804 804 439,608
345 345 436,184
397 397 543,197
491 491 543,291
CITY OF AMARILLO SPECIAL REVENUE FUNDS 2022/2023 REVENUES $ 15,991,702
COMMUNITY DEVELOPMENT AND HOUSING
41%
348,813
URBAN TRANSPORTATION
1%
14,583,256
37%
7,105,564
HEALTH GRANTS
18%
PUBLIC IMPROVEMENT DISTRICTS
309,850
1%
-
0%
SUMMER LUNCH PROGRAM
576,252
1%
PUBLIC SAFETY AND OTHER GRANTS
0%
$38,915,437
EMERGENCY
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
TOTAL REVENUES
Most of the City’s grant funding is from the Housing and Urban Development Department, which is reflected in our Community Development and Housing Grant ($15.9 million). Public Safety and Other Grants includes $576,252 in Police related grants and $267,251 in Municipal Court related funding. Health Department functions reflect funding in the amount of $14.5 million including $11.8 million for the Health Department and $2.7 million for the WIC grants.
City of Amarillo Special Revenue Funds Estimated Receipts, Expenditures Available Cash
Available Funds 10/01/2021 (see below)
$
Total
Community Development 2010
35,918,282
$
41,718
Housing Assistance Payments Program 2020 $
1,528,409
HOME Investment Partnership 2030 $
69,089
Shelter Plus Care 2040
Housing Stability Svcs Fund 2045
$
$
-
-
COC Planning 2050 $
-
Coming Home Project 2065
TX Emergency Solution 2070
$
$
-
-
HMIS 2075 $
5
Fiscal Year 2021/2022 Sales, Receipts and Revenues Bond Proceeds Other Sources Total Revenues
7,731,940 46,157,917 53,889,857
132,561 3,394,147 3,526,708
54,200 11,590,542 11,644,742
119,481 706,565 826,046
74,975 74,975
-
35,272 35,272
175,224 498,860 674,084
973,267 973,267
202,486 202,486
M & O Expenditures Capital Expenditures Total Expenditures
71,533,607 71,533,607
2,793,357 2,793,357
11,640,113 11,640,113
800,144 800,144
74,912 74,912
-
31,149 31,149
477,246 477,246
973,131 973,131
201,026 201,026
Available Funds 10/01/2022
18,274,532
775,069
1,533,039
94,990
63
-
4,123
196,838
136
1,465
Fiscal Year 2022/2023 Sales, Receipts and Revenues Bond Proceeds Other Sources Total Revenues
6,876,475 4,250,000 27,215,611 38,342,086
90,000 1,506,600 1,596,600
52,823 11,492,979 11,545,802
149,794 828,236 978,030
70,261 70,261
573,350 573,350
35,272 35,272
218,224 704,930 923,154
106,000 106,000
163,232 163,232
M & O Expenditures Capital Expenditures Total Expenditures
34,490,546 5,385,000 39,875,546
1,408,378 1,408,378
11,545,636 11,545,636
940,511 940,511
70,261 70,261
489,941 489,941
35,272 35,272
921,336 921,336
106,000 106,000
163,232 163,232
Available Funds 10/01/2023 Available Funds Calculation: Cash & Investments Assets to be converted to Cash Less: Liabilities & Encumbrances Balance 10/01/21
$
16,741,072
$
963,291
$
1,533,205
$
132,509
$
63
$
83,409
$
4,123
$
198,656
$
136
$
1,465
$
35,519,178 6,036,518 (5,637,414)
$
103,146 469,586 (531,014)
$
1,548,362 36,644 (56,597)
$
32,066 140,023 (103,000)
$
1,615 8,562 (10,177)
$
1,615 8,562 (10,177)
$
870 130 (1,000)
$
22,995 14,755 (37,750)
$
9,556 489,178 (498,734)
$
1,073 104,729 (105,797)
$
35,918,282
$
41,718
$
1,528,409
$
69,089
$
-
$
-
$
-
$
-
$
-
$
5
City of Amarillo Special Revenue Funds Estimated Receipts, Expenditures Available Cash Court Technology Fund 2080 Available Funds 10/01/2021 (see below)
$
26,130
Court Security Fund 2090 $
-
Police Safe&Sober TXDOT Grant 2210
Urban Transportation 2420
Photo Traffic Enforcement 2425
$
$
$
-
90
1,222,674
Homeland Security 2430 $
PREP Program 2470
COVID 19 2450
105,883
$ 19,848,668
$
Women, Infants and Children 2530
Public Health 2500 -
$
9,544,610
$
8,577
Fiscal Year 2021/2022 Sales, Receipts and Revenues Bond Proceeds Other Sources Total Revenues
37,181 37,181
203,335 203,335
36,542 168,377 204,919
108,562 108,562
1,204,115 1,204,115
459,694 459,694
31,648 19,838,159 19,869,807
36,000 36,000
3,054,043 4,373,531 7,427,574
3,000 3,332,082 3,335,082
M & O Expenditures Capital Expenditures Total Expenditures
(12,730) (12,730)
176,376 176,376
192,125 192,125
24,976 24,976
1,198,225 1,198,225
450,228 450,228
39,718,475 39,718,475
35,466 35,466
6,512,434 6,512,434
3,334,590 3,334,590
Available Funds 10/01/2022
76,040
26,959
12,794
83,676
1,228,564
115,350
0
534
10,459,750
9,069
Fiscal Year 2022/2023 Sales, Receipts and Revenues Bond Proceeds Other Sources Total Revenues
85,506 85,506
181,745 181,745
36,542 146,149 182,691
348,813 348,813
-
104,522 104,522
-
-
3,129,967 8,710,919 11,840,886
2,742,370 2,742,370
M & O Expenditures Capital Expenditures Total Expenditures
106,621 106,621
191,284 191,284
157,275 157,275
355,952 355,952
1,000,000 1,000,000
104,522 104,522
-
-
11,840,873 11,840,873
2,742,152 2,742,152
$ 10,459,763
$
9,287
Available Funds 10/01/2023 Available Funds Calculation: Cash & Investments Assets to be converted to Cash Less: Liabilities & Encumbrances Balance 10/01/21
$
54,925
$
17,420
$
38,210
$
76,537
$
228,564
$
115,350
$
0
$
534
$
26,130 -
$
8,876 (8,876)
$
1,344 33,656 (35,000)
$
2,000 80,472 (82,382)
$
1,643,826 (421,152)
$
14,514 103,850 (12,481)
$ 19,865,911 2,382,756 (2,399,999)
$
-
$
8,643,829 1,591,846 (691,065)
$
(1,045) 441,495 (431,873)
$
26,130
$
-
$
-
$
90
$
1,222,674
$
105,883
$ 19,848,668
$
-
$
9,544,610
$
8,577
City of Amarillo Special Revenue Funds Estimated Receipts, Expenditures Available Cash
Available Funds 10/01/2021 (see below)
Police Justice Assistance Grant 2610 $
-
APD Seized Property 2620
Texas Narcotics Seizure Fund 2630
Federal APD Seizure Fund 2640
LEOSE Training Program 2660
$
$
$
$
70,605
607
217,438
45,932
Public Improvement Districts Summary 27PID
AIP Pantex Project 2670 $
-
$
3,187,847
Fiscal Year 2021/2022 Sales, Receipts and Revenues Bond Proceeds Other Sources Total Revenues
228,106 228,106
51,347 51,347
18 18
21,427 21,427
18,272 18,272
170,862 137,293 308,155
2,418,684 2,418,684
M & O Expenditures Capital Expenditures Total Expenditures
48,106 48,106
53,250 53,250
-
83,192 83,192
16,120 16,120
307,806 307,806
2,403,891 2,403,891
Available Funds 10/01/2022
180,000
68,703
625
155,673
48,084
348
3,202,641
Fiscal Year 2022/2023 Sales, Receipts and Revenues Bond Proceeds Other Sources Total Revenues
50,000 50,000
50,000 50,000
-
-
26,310 26,310
205,328 205,328
2,855,564 4,250,000 7,105,564
M & O Expenditures Capital Expenditures Total Expenditures
50,000 50,000
90,350 90,350
-
-
22,640 22,640
205,670 205,670
2,432,581 5,385,000 7,817,581
Available Funds 10/01/2023 Available Funds Calculation: Cash & Investments Assets to be converted to Cash Less: Liabilities & Encumbrances Balance 10/01/21
$
180,000
$
28,353
$
625
$
155,673
$
51,754
$
6
$
2,490,624
$
15,000 (15,000)
$
79,821 (9,216)
$
20,222 604 (20,219)
$
217,438 -
$
45,932 -
$
903 123,441 (124,344)
$
3,212,557 4,851 (29,561)
$
-
$
70,605
$
607
$
217,438
$
45,932
$
-
$
3,187,847
City Of Amarillo Revenue Summary 2022/2023 Description 1000 - General Fund 30200 Ad Valorem Tax Collection 30400 Gross Receipts Business Taxes 30600 Sales Tax 31400 Business License and Permits 31900 Non-Business License & Permits 32800 Other Governmental Revenues 33200 General Government 33300 Public Safety and Health 33500 Sanitation 33600 Operating Revenues 33700 Culture and Recreation 34900 Interdepart Rental & User Charges 35000 Fines and Forfeitures 35300 Construction Participation 35500 Other Governmental Revenues 36520 Chamber Revenues 37109 Interest Earnings 37150 Rent 37199 Administrative Charges 37400 Miscellaneous Revenues 39100 Operating Transfers In TREVENUE Total Revenues
Actual 2020/2021
Revised Estimate 2021/2022
Budgeted 2022/2023
46,108,885 28,820,491 74,067,003 1,334,827 4,140,414 7,065,389 94,730 3,001,405 25,504,475 17,478 5,796,073 3,694,518 190,515 1,229,215 8,876 1,916,601 5,991,091 5,000,794 814,748 99,927 214,897,455
49,685,487 30,086,628 72,869,154 1,342,954 4,056,183 5,112,563 98,423 2,911,203 24,514,367 121,125 6,554,740 3,505,943 155,400 1,194,420 29,431 367,993 5,446,383 5,520,907 674,038 25,618,846 239,866,188
50,244,635 31,214,411 69,022,229 1,341,027 3,819,903 5,741,038 94,762 3,159,696 27,235,932 309,297 7,476,081 3,442,404 30,000 1,649,127 48,600 462,706 6,227,754 5,233,655 637,544 12,240 217,403,041
2010 CBG Fund 35300 35500 TREVENUE Total Revenues
57,598 2,443,065 2,500,663
99,496 3,427,212 3,526,708
60,000 1,536,600 1,596,600
2020 - Housing 35000 Fines and Forfeitures 35500 Other Governmental Revenues 37000 Non-Operating Revenues 37400 Miscellaneous Revenue TREVENUE Total Revenues
721 12,083,181 2,866 58,333 12,145,101
11,605,542 4,200 35,000 11,644,742
11,507,979 2,823 35,000 11,545,802
2030 - Home Investment Partnership 35500 Other Governmental Revenues 39100 Operating Trasnfers In TREVENUE Total Revenues
340,002 340,002
709,065 116,981 826,046
830,736 147,294 978,030
2040 Shelter Plus Care Fund 35500 Other Governmental Revenues
24,567
74,975
70,261
City Of Amarillo Revenue Summary 2022/2023
TREVENUE Total Revenues
24,567
Revised Estimate 2021/2022 74,975
2050 - COC - Planning Fund 35500 Other TREVENUE Total Revenues
26,862 26,862
35,272 35,272
35,272 35,272
2060 - COC - TPC Supported 35500 Other Governmental Revenue TREVENUE Total Revenues
-
-
-
2065 - Coming Home Project 35500 Other Governmental Revenue 37400 Miscellaneous Revenue 39100 Operating Transfers In TREVENUE Total Revenues
170,412 45,051 147,208 362,671
498,860 7,000 168,224 674,084
704,930 50,000 168,224 923,154
2070 - TX Emeergency Solutions Grant 35500 Other Governmental Revenue 39100 Operating Transfers In TREVENUE Total Revenues
781,378 8,151 789,529
973,267 973,267
106,000 106,000
2075 - HMIS 35500 Other Governmental Revenue 37400 Miscellaneous Revenue TREVENUE Total Revenues
235,669 235,669
202,486 202,486
163,232 163,232
2080 - Court Technology Fund 35000 Fines and Forfeitures TREVENUE Total Revenues
80,542 80,542
37,181 37,181
85,506 85,506
2090 - Court Security Fund 35000 Fines and Forfeitures 39100 Operating Transfers In TREVENUE Total Revenues
93,691 78,545 172,236
108,593 94,742 203,335
87,003 94,742 181,745
2210 - Safe and Sober TxDOT Program 35500 Other Governmental Revenues 39100 Operating Transfers In TREVENUE Total Revenues
149,159 41,137 190,296
168,377 36,542 204,919
146,149 36,542 182,691
1,327,475 104 1,327,579
1,203,926 189 1,204,115
-
Description
2425 - Photographic Traffic Enforcement 35000 Fines and Forfeitures 37109 Interest Earnings TREVENUE Total Revenues
Actual 2020/2021
Budgeted 2022/2023 70,261
City Of Amarillo Revenue Summary 2022/2023 Description
Revised Estimate 2021/2022
Actual 2020/2021
Budgeted 2022/2023
2430 - Homeland Security Grant Fund 35500 Other Governmental Revenues 39100 Operating Transfers In TREVENUE Total Revenues
304,946 1,150 306,096
459,694 459,694
104,522 104,522
2450 - COVID 19 35500 Other Governmental Revenue 37000 Non-Operating Revenues 39100 Operating Transfers In TREVENUE Total Revenues
2,380,530 10,508 214,785 2,605,823
19,838,159 31,648 19,869,807
-
36,000 36,000
-
2470 - PREP Program 35500 Other Governmental Revenue TREVENUE Total Revenues
-
-
2500 - Public Heallth Fund 32800 Other Governmental Revenues 35500 Other Governmental Revenues 37000 Non Operating Revenues 37400 Miscellaneous Revenue 39100 Operating Transfers In TREVENUE Total Revenues
5,846,932 3,911 62,722 5,913,565
7,338,034 6,898 82,642 7,427,574
2,935,139 8,767,919 7,200 130,628 11,840,886
2530 - WIC Grant Fund 35500 Other Governmental Revenue 37400 Miscellaneous Revenue TREVENUE Total Revenues
1,810,411 16,500 1,826,911
3,332,082 3,000 3,335,082
2,742,370 2,742,370
2610 - Justice Assistance Grant Fund 35500 Other Governmental Revenues TREVENUE Total Revenues
201,345 201,345
228,106 228,106
50,000 50,000
2620 - APD Seized Fund 37100 Non-Operating revenues 37400 Miscellaneous Revenue TREVENUE Total Revenues
356 35,717 36,073
161 51,187 51,348
50,000 50,000
2630 - Texas Narcotics Seizure Fund 37100 Non-operating Revenue TREVENUE Total Revenues
36 36
18 18
-
2640 - Federal APD Seizures Fund 37100 Non-Operating Revenues
294
340
-
City Of Amarillo Revenue Summary 2022/2023
37400 Miscellaneous Revenue TREVENUE Total Revenues
103,356 103,650
Revised Estimate 2021/2022 21,087 21,427
2660 - Leose Training Program Fund 35500 Other Governmental Revenues 37400 Miscellaneous Revenues TREVENUE Total Revenues
20,952 20,952
18,272 18,272
24,810 1,500 26,310
2670 - AIP Pantex Project Fund 32800 Other Governmental Revenues 35500 Other governmental Revenues TREVENUE Total Revenues
408,544 408,544
170,862 137,293 308,155
205,328 205,328
2700 - Greenways at Hillside Fund 30300 Current Year's Levy 30320 Prior Year's Levy 30330 Penalty and Int - Delinquent Tax 37000 Non-Operatiing Revenues 37400 Miscellaneous Revenue 39800 Proceeds from LT Debt TREVENUE Total Revenues
670,617 1,622 32 1,000,000 1,672,271
671,219 120 671,339
733,657 733,657
2705 - Pinnacle PID 30300 Current Year's Levy 30320 Prior Year's Levy TREVENUE Total Revenues
85,823 64 85,887
85,823 85,823
122,594 122,594
2710 - Heritage Hills PID 30300 Current Year's Levy 30330 Prior Year's Levy 39800 Proceeds from LT Debt TREVENUE Total Revenues
407,393 1,762 409,155
420,500 885 421,385
427,364 1,250,000 1,677,364
1,038,655 3,370 80 100,000 1,142,105
1,026,416 7 140 1,026,563
1,312,453 3,000,000 4,312,453
16,296
16,296
16,296
Description
2730 - Colonies 30300 Current Year's Levy 30320 Prior Year's Levy 30330 Penalty and Int - Delinquent Tax 37000 Non-Operating Revenues 37400 Miscellaneous Revenue 39800 Proceeds from LT Debt TREVENUE Total Revenues 2740 - Tutbury Public Imprv Dist 30300 Current Year's Levy
Actual 2020/2021
Budgeted 2022/2023 -
City Of Amarillo Revenue Summary 2022/2023
TREVENUE Total Revenues
16,296
Revised Estimate 2021/2022 16,296
2750 - Point West PID 30300 Currenty Year's Levy TREVENUE Total Revenues
52,014 52,014
52,000 52,000
52,000 52,000
2760 - Quail Creek Public Improv 30300 Current Year's Levy TREVENUE Total Revenues
10,150 10,150
10,500 10,500
10,150 10,150
2770 - Vineyards PID 30300 Current Year's Levy TREVENUE Total Revenues
10,500 10,500
10,650 10,650
15,000 15,000
2790 - Town Square PID 30300 Current Year's Levy 30330 Penalty and Int - Delinquent Taxes TREVENUE Total Revenues
167,226 2,995 170,221
123,939 123,939
166,050 166,050
3100 - Compensated Absences Fund 37000 Non-Operating Revenues 39100 Operating Transfers In TREVENUE Total Revenues
1 1,703,296 1,703,297
1,330,000 1,330,000
1,250,000 1,250,000
3200 - General Obligation Debt 30300 Current Year's Levy 30320 Prior Year's Levy 30330 Penalty and Int - Delinquent Taxes 37000 Non-Operating Revenues 39100 Operating Transfers In TREVENUE Total Revenues
6,935,090 42,362 43,613 362 7,021,427
10,628 36,000 47,070 6,940 100,638
23,190,991 36,000 37,000 6,000 23,269,991
5200 - Water and Sewer System Fund 31400 Business License and Permits 34000 Utility Sales and Services 34200 Tap Fees and Frontage Charges 35000 Fines and Forfeitures 35300 Construction Participation 37109 Interest Earnings 37150 Rent 37400 Miscellaneous Revenue 39800 Proceeds from LT Debt TREVENUE Total Revenues
94,426 83,117,832 375,296 1,283,633 174,892 217,629 160,432 (561,383) 84,862,757
108,503 93,232,686 498,562 1,182,113 146,542 175,557 151,965 (638,774) 28,500,000 123,357,154
116,600 98,868,415 409,000 1,240,000 147,000 192,500 152,000 (700,500) 46,500,000 146,925,015
Description
Actual 2020/2021
Budgeted 2022/2023 16,296
City Of Amarillo Revenue Summary 2022/2023 Description
Actual 2020/2021
Revised Estimate 2021/2022
Budgeted 2022/2023
5400 - Airport Fund 32800 Other Governmental Revenues 34300 Airfield Fees & Commissions 34400 Terminal Building Area Revenue 34600 Other Building & Ground Revenue 34800 Other 35500 Other Governmental Revenues 37000 Non-Operating Revenues 37150 Rent 37400 Miscellaneous Revenue 39100 Operating Transfers In TREVENUE Total Revenues
1,804,335 6,407,727 1,951,135 4,540,814 9,593 2,500 95,419 930,000 15,741,523
37,500 2,345,011 8,220,066 2,160,245 37,500 12,985,183 9,861 1,625 1,765,474 1,359,000 28,921,465
37,500 2,357,320 9,305,800 1,821,126 2,000 3,925,854 5,711 2,125 102,700 1,360,000 18,920,136
5600 - Drainage Utility Fund 34800 Other 35000 Fines and Forfeitures 35300 Construction Participation 37000 Non-Operating Revenues 39800 Proceeds from LT Debt TREVENUE Total Revenues
6,428,931 100,032 618,463 9,334 7,156,760
6,904,131 89,241 7,912 7,001,284
7,403,572 102,000 4,030 5,000,000 12,509,602
6100 - Fleet Services Fund 34900 Interdepart Rental & User Charges 37000 Non-Operating Revenues 37400 Miscellaneous Revenues 39100 Operating Transfers In 39800 Proceeds from LT Debt TREVENUE Total Revenues
17,681,149 37,317 303,047 1,514,842 19,536,355
18,226,418 10,414 374,277 5,000,000 23,611,109
19,468,709 8,055 336,713 19,813,477
6200 - Information Technology Fund 34900 Interdepart Rental & User Charges 37000 Non-Operating Revenues 37400 Miscellaneous Revenues 39100 Operating Transfers In TREVENUE Total Revenues
7,048,123 13,295 (8,094) 188,052 7,241,376
8,025,707 4,938 66,363 256,186 8,353,194
8,528,204 3,444 65,000 256,186 8,852,834
6300 - Risk Management Fund 37000 Non-Operating Revenues 37199 Administrative Charges 37400 Miscellaneous Revenue 39100 Operating Transfers In TREVENUE Total Revenues
75,239 7,249,501 (1,382) 7,323,358
26,175 8,249,743 3,500,000 11,775,918
17,592 8,716,737 8,734,329
6400 - Employee Insurance Fund
City Of Amarillo Revenue Summary 2022/2023
34800 Other 37000 Non-Operating Revenues 37400 Miscellaneous Revenues TREVENUE Total Revenues
27,848,224 12,627 146 27,860,997
Revised Estimate 2021/2022 27,836,234 10,824 93 27,847,151
6500 - Employee Flexible Spending Fun 34800 Other 37000 Non-Operating Revenues TREVENUE Total Revenues
435,838 345 436,183
542,800 397 543,197
Description
Actual 2020/2021
Budgeted 2022/2023 31,763,810 9,460 180 31,773,450
542,800 491 543,291
City of Amarillo 2022 Summary of Expenditures by Activity Classification Description Public Safety 1040 - Judicial 1231 - Radio Communications 1232 - Emergency Management Services
2020 Actual
2021 Budget
2022 Budget
1270 - AECC
467,586 797,029 497,972 4,456,452
536,459 563,664 -
569,212 683,558 6,277,263
1305 - Municipal Court
1,004,600
1,416,455
1,571,518
1306 - Office of Civil Hearings 1610 - Police 1640 - Civilian Personnel 1710 - Animal Management & Welfare 1910 - Fire Operations 1940 - Fire Civilian Personnel
79,849 44,203,762 5,242,324 2,802,243 33,988,808 668,993
119,663 45,516,396 5,781,477 3,731,974 34,673,692 683,677
124,263 48,504,435 6,155,492 3,990,813 38,178,081 823,661
Administration 1011 - Mayor and Council 1020 - City Manager 1023 - Office of Innovation and Engagement 1030 - Tourism & Economic Development 1210 - Legal 1220 - City Secretary
57,362 1,464,174 414,214 1,396,765 1,276,567 425,910
82,880 1,551,880 600,253 2,024,073 1,372,683 431,164
83,620 2,092,738 748,137 5,267,286 1,499,413 484,636
Support Services 1110 - Human Resources 1120 - Risk Management 1251 - Custodial Services 1252 - Facilities Maintenance 1253 - MPEV 1315 - Finance 1320 - Accounting 1325 - Purchasing 1340 - Health Plan Administration 1345 - Central Stores 1350 - General Fund Transfers
1,003,373 329,217 1,259,343 2,691,111 260,440 1,335,932 1,210,872 590,440 272,194 356,221 23,730,345
1,092,629 361,278 1,517,516 3,627,926 400,000 1,551,126 1,322,635 644,669 289,462 377,282 21,252,145
1,288,786 377,682 1,856,391 4,264,769 400,000 2,368,979 1,461,828 677,427 307,968 400,021 28,453,059
Leisure Services 1241 - Civic Center Administration 1243 - Civic Center Operations 1245 - Civic Center Sports 1248 - Box Office Operations 1249 - Globe News Center 1260 - Library 1811 - Golf Operations 1820 - Parks & Rec Administration 1825 - Beautification and Public Arts
524,275 1,403,134 518,757 308,165 321,411 3,881,977 4,243,091 770,033 -
615,627 2,179,005 372,430 397,807 421,333 4,200,784 4,252,868 774,412 -
670,555 2,417,089 411,439 416,942 483,356 4,435,327 4,515,054 820,449 131,177
City of Amarillo 2022 Summary of Expenditures by Activity Classification Description 1830 - Tennis Center 1840 - Swimming Pools 1850 - Parks & Recreation Program 1855 - Warford Activity Center 1861 - Park Maintenance 1862 - Zoo Maintenance 1870 - Athletic Administration 1871 - Softball Program 1872 - Basketball Program 1874 - Volleyball Program 1876 - Baseball 1880 - Senior Services
2020 Actual 240,351 714,382 294,878 329,747 5,572,984 547,062 80,792 64,316 530 25,564 68,814
2021 Budget 258,655 983,870 420,236 472,155 6,582,550 624,487 144,497 172,857 11,272 102,362 1,061 88,739
2022 Budget 268,228 1,049,427 428,276 500,763 8,757,834 668,553 165,955 172,857 11,272 102,362 1,061 91,650
Transportation 1420 - Street Department 1731 - Traffic Administration 1732 - Traffic Field Operation 1761 - Transit Fixed Route 1762 - Transit Demand Response 1763 - Transit Maintenance 1764 - Transit Administration
8,090,377 4,434,727 2,285,827 1,169,641 912,098 563,351
9,632,062 4,814,292 -5 2,700,225 1,282,683 1,207,290 692,835
11,108,668 5,545,268 -5 3,118,807 1,638,453 1,203,032 774,765
Utility Services 1431 - Solid Waste Collection 1432 - Solid Waste Disposal
12,170,053 4,819,744
13,803,545 5,207,042
14,497,062 5,802,808
Development Services 1410 - Public Works 1415 - Capital Projects & Development 1720 - Planning and Development Svcs 1740 - Building Safety 1745 - Code Enforcement 1750 - Environmental Health 1930 - Fire Marshal
449,224 1,165,596 765,983 3,093,565 1,467,421 1,001,823
527,199 931,431 3,589,728 1,679,538 1,022,454
556,828 1,326,811 991,060 3,013,071 938,191 1,956,591 1,262,283
Health and Human Services 1335 - Vital Statistics
93,955
123,031
136,596
1000 General Fund
194,677,744
201,813,415
239,300,951
343,824 131,018 85,790
341,385 150,000 86,703
291,162 68,414 145,338
02010 - CDBG Fund Health and Human Services 20110 - Program Management 20115 - Code Enforcement 20116 - Code Inspector
City of Amarillo 2022 Summary of Expenditures by Activity Classification Description 20125 - Rehab Support 20130 - Housing Rehab 20140 - Public Services 20145 - TEMAP (CARES) 20150 - Emergency Shelter 20155 - Neighborhood Facilities 2010 CDBG Fund
2020 Actual 108,160 435,539 461,407 5,215 862,016 47,830 2,480,800
2021 Budget 235,825 296,416 446,297 250,000 1,806,626
2022 Budget 112,515 295,148 237,688 55,113 203,000 1,408,378
2020 - Housing Health and Human Services 20210 - Housing Assistance 20230 - Housing Vouchers 20240 - SRO Rehab 20250 - 5 Year Mainstream Voucher Prog 20255 - Mainstream CARES Funding 20265 - HOUSING EHV 2020 Housing Fund
646,026 9,425,514 279,642 1,049,763 16,602 7,037 11,424,584
897,814 10,526,962 321,299 11,746,075
1,019,638 10,525,998 11,545,636
2030 - Home Investment Partnership Health and Human Services 20310 - Home Administration 20320 - Home Projects 2030 Home Investment Partnership
72,742 267,256 339,997
74,602 3,196,749 3,271,351
47,805 892,706 940,511
2040 Shelter Plus Care Fund Health and Human Services 20400 - SHELTER PLUS CARE 2040 Shelter Plus Care
24,566 24,566
70,261 70,261
70,261 70,261
2050 - COC - Planning Fund Health and Human Services 20500 - COC - Planning 2050 COC Planning
26,862 26,862
35,272 35,272
35,272 35,272
2065 - Coming Home Project Health and Human Services 20650 - Coming Home Project 20651 - Coming Home Project 2065 Coming Home Project
362,670 362,670
877,928 877,928
789,880 131,456 921,336
2070 - TX Emergency Solutions Grants Health and Human Services 20700 - TX Emergency Solutions Grant 20710 - TX ESG CARES 20715 - TX ESG CARES 2
158,642 302,460 328,417
145,192 -
106,000 -
City of Amarillo 2022 Summary of Expenditures by Activity Classification Description 2070 TX Emergency Solutions Grants
2020 Actual 789,519
2021 Budget 145,192
2022 Budget 106,000
2075 - HMIS Health and Human Services 20750 - HMIS Capacity Building Project 20755 - HMIS 2075 HMIS
53,438 182,224 235,663
71,500 163,232 234,732
163,232 163,232
100,690
203,747
106,621
2090 - Court Security Fund Public Safety 20910 - Court Security Fund 2090 Court Security Fund
172,235 172,235
181,745 181,745
191,284 191,284
2210 Safe and Sober TXDOT Program Public Safety 22150 - Safe and Sober TXDOT Pr 22160 - Click It or Tickit 22170 - STEP - CMV 2210 Safe and Sober TXDOT Program
176,864 12,775 650 190,289
182,691 182,691
157,275 157,275
2425 - Photographic Traffic Enforcement Transportation 24250 - Photographic Traffic Enforceme 2425 Photographic Traffic Enforcement
1,124,496 1,124,496
1,113,920 1,113,920
1,000,000 1,000,000
105,000 105,000
101,151 76,335 20,871 104,522 138 17,947 365 104,522 261,219 687,070
104,522 104,522
2080 - Court Technology Fund Public Safety 20800 - Court Technology 2080 Court Technology Fund
2430 - Homeland Security Grant Fund Public Safety 24300 - Homeland Security Grant 24310 - Homeland Security Grant 24320 - Homeland Security Grant 24330 - Homeland Security Grant 24340 - Homeland Security Grant 24350 - Homeland Security Grant 24370 - Homeland Security Grant 24380 - Homeland Security Grant 24390 - Homeland Security Grant 2430 Homeland Security Grant 2045 - Housing Stability Services Health and Human Services
City of Amarillo 2022 Summary of Expenditures by Activity Classification Description 20451 - Coming Home Project 20452 - HSS-Housing Navigation 20453 - HSS - Social Services 2045 Housing Stability Services 2450 - COVID-19 Health and Human Services 24510 - COVID-19 Response 24520 - COVID-19 CD Housing 24530 - COVID-19 ARP 2450 COVID-19
2470 - PREP Program Health and Human Services 24710 - Hurricane Ike 2470 PREP Program 2500 - Public Health Fund Health and Human Services 25011 - AHD Public Health 25012 - Refugee Health 25013 - IMM/Locals 25014 - HIV Prevention 25015 - Core Public Health 25016 - Hansen's 25017 - Healthy Texas Babies 25018 - DIS 25019 - Health Equity 25020 - Bioterrorism Grant 25021 - CMHG Grant 25022 - Workforce 25023 - DSHS/LIDS-IMM/COVID-19 25024 - DSRIP Immunizations 25026 - Harrington CHF 25027 - Clinical Health Bridge Grant 25028 - CPS/COVID-19 25029 - COVID-19 25030 - Epidemiology 25035 - Local Tuberculosis - Federal 25045 - Local Tuberculosis - State 25055 - COVD-19 Non-Grant 2500 Public Health 2530 - WIC Grant Fund Health and Human Services
2020 Actual -
2021 Budget -
2022 Budget 60,103 60,103 369,735 489,941
214,785 2,380,530 2,595,314
-
-
-
70,121 70,121
-
2,609,986 154,983 342,213 219,572 208,512 3,093 102,712 306,462 94,325 37,791 1,317,082 109,043 137,852 432,996 137,821 89,374 82,429 104,801 91,038 6,582,085
1,704,524 380,452 479,197 311,155 255,411 24,225 120,068 423,594 2,237,677 259,802 295,652 181,345 116,972 103,217 207,703 7,100,994
1,752,122 672,041 537,155 363,983 146,648 35,743 112,613 378,057 457,125 391,036 99,380 511,919 5,093,290 197,544 102,778 323,525 273,440 116,188 60,371 215,915 11,840,873
City of Amarillo 2022 Summary of Expenditures by Activity Classification Description 25311 - WIC Administration 25312 - WIC Nutrition Education 25313 - WIC Breastfeeding 25314 - WIC Client Services 25315 - WIC IT 25316 - WIC Special-Extra 25317 - WIC Lactation Consultant 25318 - WIC Peer Counselor 25319 - WIC Vendor Operations 25320 - WIC Mentor 25321 - WIC Obesity 25322 - WIC R D Grant 25323 - WIC Summer Feeding 25324 - WIC Virtual Classes 25325 - WIC Cooking Matters 2530 WIC Grant Fund
2020 Actual 257,062 395,865 46,661 703,511 13,312 213,971 10,960 22,324 31,527 4,221 17,649 93,722 12,866 1,823,650
2021 Budget 640,851 776,180 93,494 875,810 40,141 67,237 17,048 114,359 21,443 49,948 34,815 86,522 192,665 38,848 866,816 3,916,177
2022 Budget 542,587 732,129 87,816 827,199 15,857 58,872 17,081 102,195 15,108 40,398 31,320 70,045 183,057 18,488 2,742,152
2610 - Justice Asssistance Grant Fund Public Safety 26110 - JAG Grant 26120 - JAG Grant 26150 - JAG Grant 26180 - JAG Grant 2610 Justice Assistance Grant
105,279 96,066 201,345
50,000 5 50,005
50,000 50,000
2620 - APD Seized Property Fund Public Safety 26200 - APD Seized Property 26210 - Narcotics Unit 2620 APD Seized Property
191,654 30,542 222,196
57,814 90,350 148,164
90,350 90,350
2660 - Leose Training Program Fund Public Safety 26610 - Leose Training-Police 26630 - Leose Training- Airport Securi 2660 Leose Training Program Fund
11,726 1,754 13,480
21,130 1,500 22,630
21,140 1,500 22,640
2670 - AIP Pantex Project Fund Public Safety 26710 - AIP Pantex Project Fund 2670 AIP Pantex Project
408,544 408,544
632,521 632,521
205,670 205,670
2700 - Greenways at Hillside Fund Public Improvement Districts 27100 - Greenways at Hillside
1,567,352
-
825,813
City of Amarillo 2022 Summary of Expenditures by Activity Classification Description 2700 Greenways at Hillside
2020 Actual 1,567,352
2021 Budget -
2022 Budget 825,813
2705 Pinnacle PID Fund Public Improvement Districts 27050 - Pinnacle PID 2705 Pinnacle PID
149 149
-
65,276 65,276
2710 - Heritage Hills PID Fund Public Improvement Districts 27110 - Heritage Hills PID 2710 Heritage Hills PID
498,715 498,715
-
1,415,626 1,415,626
2730 - Colonies Fund Public Improvement Districts 27300 - Colonies 2730 Colonies
893,793 893,793
1,096,531 1,096,531
4,843,735 4,843,735
2740 Tutbury Public Imprv District Fund Public Improvement Districts 27400 - Tutbury Imprv Dist 2740 Tutbury Public Imprv District
13,225 13,225
31,659 31,659
31,659 31,659
2750 - Points West PID Fund Public Improvement Districts 27510 - Points West PID 2750 Points West PID
25,266 25,266
53,208 53,208
54,242 54,242
2760 - Quail Creek Public Imprv District Fund Public Improvement Districts 27610 - Quail Creek PID 2760 Quail Creek Public Imprv District Fund
5,698 5,698
10,856 10,856
11,474 11,474
2770 - Vineyards PID Fund Public Improvement Districts 27710 - Vineyards PID 2770 Vineyards PID
2,824 2,824
10,389 10,389
10,567 10,567
2790 - Town Square PID Public Improvement Districts 27900 - Town Square PID 2790 Town Square PID
619 619
-
559,189 559,189
2,076,368
1,326,645
1175883
3000 - Debt Service Funds Debt Service 03100 - Compensated Absences Fund
City of Amarillo 2022 Summary of Expenditures by Activity Classification Description 03200 - General Obligation Debt 04100 - General Construction Fund 04150 - Street Assessments Fund 04200 - Street Improvement 04250 - Golf Course Improvement Fund 04300 - Solid Waste Disposal Improvement Fund 04400 - Convention Annex Improvement 04550 - Park Improvement Fund 04600 - General Obligation Projects 3000 Debt Service Funds
2020 Actual 11,073,592 10,430,214 5,045,967 1,562,745 201,581 8,621,715 57 2,399,329 41,411,568
2021 Budget 13,978,471 12,081 158 201,544 162 3,001,018 120 50 18,520,249
2022 Budget 28460160 12000 0 120 203593 0 3000934 120 0 32,852,810
5200 - Water and Sewer System Fund Utility Services 52100 - Utilities Office 52110 - Director of Utilities 52120 - Water & Sewer General 52121 - Sewer General 52122 - Water General 52123 - Water & Sewer - Transfer 52200 - Water Production 52210 - Water Transmission 52220 - Surface Water Treatment 52230 - Water Distribution 52240 - Waste Water Collection 52260 - River Road Water Reclamation 52270 - Hollywood Road Waste Water Tre 52281 - Laboratory Admin
3,828,799 589,736 2,308,949 7,650,430 6,559,652 289,139 6,518,830 5,285,715 8,564,608 6,260,192 6,662,816 2,889,857 4,153,082 1,445,431
4,224,038 678,839 4,420,570 9,549,953 8,949,827 63,728 7,589,793 5,374,510 11,670,143 7,512,523 5,848,137 3,591,184 4,925,020 1,931,285
5,332,054 758,614 1,894,599 11,548,469 9,548,100 63,654 7,981,136 5,823,192 12,197,091 8,340,020 6,204,506 3,955,365 5,385,906 2,101,178
Development Services 52115 - Capital Projects & Development 5200 Water and Sewer System
616,903 63,624,141
1,200,750 77,530,300
1,498,764 82,632,648
5400 - Airport Fund Transportation 54110 - Department of Aviation 54170 - Rental Car Facility 54200 - Airport PFC fund 5400 Airport
16,099,649 540,013 930,000 17,569,662
17,931,735 666,259 18,597,994
19,529,036 631,225 1,360,000 21,520,261
5600 - Drainage Utility Fund Utility Service 56100 - Drainage Utility 5600 Drainage Utility
4,253,970 4,253,970
4,990,655 4,990,655
5,307,722 5,307,722
6100 Fleet Services Fund
City of Amarillo 2022 Summary of Expenditures by Activity Classification Description Support Services 61110 - Fleet Services Operations 61120 - Equipment Replacement 6100 Fleet Services
2020 Actual
2021 Budget
2022 Budget
9,522,804 13,153,899 22,676,703
10,226,212 8,623,756 18,849,968
11,270,321 8,998,703 20,269,024
6200 Information Technology Fund Support Services 62010 - IT Administration 62021 - IT Enterprise Applications 62022 - IT Support 62023 - IT Print Services 62024 - IT GIS 62031 - IT Public Safety 62032 - IT Infrastructure 62033 - IT Telecom 62034 - Radio Communications 62150 - IT Capital 6200 Information Technology
633,547 2,607,314 487,404 66,553 325,030 176,308 2,962,918 691,889 7,950,962
897,322 2,303,334 557,085 101,564 347,013 206,019 3,370,097 736,731 100 8,519,265
865,208 2,251,855 686,038 120,818 376,058 204,954 3,883,092 726,782 912,165 10,026,970
6300 Risk Management Fund Support Services 63110 - Self Insurance General 63115 - Unemployment Claims 63120 - Fire & Extended Coverage 63125 - Workers Compensation 63160 - General Liability 63170 - Police Professional 63185 - Automobile Liability 63190 - Auto Physical Damage 63195 - City Property 6300 Risk Management
651,473 72,785 2,318,097 6,298,150 389,801 157,224 -86,371 1,227,041 -852,675 10,175,526
650,157 84,671 2,857,458 2,992,708 668,786 167,160 493,477 519,860 11,200 8,445,477
680,134 90,077 3,097,317 3,213,395 658,032 166,465 502,732 574,205 8,982,357
6400 Employee Insurance Fund Support Services 64100 - Health Plan 64200 - Dental Plan 64300 - City Care Clinic 6400 Employee Insurance
26,083,982 1,208,608 536,932 27,829,522
28,438,275 1,199,597 756,975 30,394,847
28,280,486 1,220,288 766,902 30,267,676
427,756 427,756
556,800 556,800
551,300 551,300
6500 Employee Flexible Spending Fund Support Services 65100 - Employee Flex Plan 6500 Employee Flexible Spending
City of Amarillo 2022 Summary of Expenditures by Object Classification Description 1000 - General Fund Expenditures 41000 - Personal Services 51000 - Supplies 60000 - Contractual Services 70000 - Other Charges 78500 - Program Expenses 80000 - Capital Outlay Subtotal 90000 - Inter Reimbursements 92000 - Operating Transfers Total Expenditures
2020 Actual
2021 Budget
2022 Budget
125,377,495 12,114,356 29,588,273 9,079,185 3,099 376,142 176,538,549 -1,007,602 19,146,796 194,677,744
138,711,280 13,398,279 31,129,123 9,455,166 747,201 193,441,049 -1,518,777 16,463,835 208,386,107
152,827,836 15,243,731 39,045,273 10,942,746 105,738 218,165,324 -1,411,203 22,546,830 239,300,951
2010 - CDBG Fund Expenditures 100000 - Uncategorized Expenses 41000 - Personal Services 51000 - Supplies 60000 - Contractual Services 70000 - Other Charges Subtotal 92000 - Operating Transfers Total Expenditures
331,394 12,499 1,993,872 143,035 2,480,800 2,480,800
509,547 8,237 827,325 167,220 1,512,329 294,297 1,806,626
0 512771 8237 792144 95226 1,408,378 0 1,408,378
2020 - Housing Expenditures 41000 - Personal Services 51000 - Supplies 60000 - Contractual Services 70000 - Other Charges Subtotal Total Expenditures
447,394 12,730 10,396,618 147,998 11,004,740 11,004,740
501,485 46,846 10,921,604 276,140 11,746,075 11,746,075
658,204 35,000 10,585,234 267,198 11,545,636 11,545,636
2030 = Home Investment Partnership Expenditures 41000 - Personal Services 51000 - Supplies 60000 - Contractual Services 70000 - Other Charges Subtotal Total Expenditures
45,031 835 274,867 19,265 339,997 339,997
56,749 3,196,749 17,853 3,271,351 3,271,351
40,078 892,706 7,727 940,511 940,511
2040 - Shelter Plus Care Fund Expenditures
City of Amarillo 2022 Summary of Expenditures by Object Classification Description 41000 - Personal Services 60000 - Contractual Services Subtotal Total Expenditures
2020 Actual 176 24,390 24,566 24,566
2021 Budget 70,261 70,261 70,261
2022 Budget 70,261 70,261 70,261
-
-
489,941 489,941 489,941
2050 - COC Planning Fund Expenditures 51000 - Supplies 60000 - Contractual Services 70000 - Other Charges Subtotal Total Expenditures
4,123 22,671 68 26,862 26,862
30,000 5,272 35,272 35,272
30,000 5,272 35,272 35,272
2065 - Coming Home Prject Expenditures 41000 - Personal Services 51000 - Supplies 60000 - Contractual Services 70000 - Other Charges Subtotal Total Expenditures
208,867 16,811 80,900 56,093 362,670 362,670
506,500 108,240 139,391 123,797 877,928 877,928
679,548 10,000 127,884 103,904 921,336 921,336
2070 - TX Emergency Solutions Expenditures 41000 - Personal Services 51000 - Supplies 60000 - Contractual Services 70000 - Other Charges Subtotal 92000 - Operating Transfers Total Expenditures
241,878 20,818 526,743 79 789,519 789,519
164,931 5,000 743,253 4,796 917,980 917,980
-40,087 895 -39,192 -39,192
2075 - HMIS Expenditures 41000 - Personal Services 51000 - Supplies 60000 - Contractual Services
137,862 9,883 79,083
137,507 81,129
136,462 10,082
2045 - Housing Stability Services Expenditures 41000 - Personal Services 51000 - Supplies Subtotal Total Expenditures
City of Amarillo 2022 Summary of Expenditures by Object Classification Description 70000 - Other Charges Subtotal Total Expenditures
2020 Actual 8,834 235,663 235,663
2021 Budget 16,096 234,732 234,732
2022 Budget 16,688 163,232 163,232
2080 - Court Technology Fund Expenditures 51000 - Supplies 60000 - Contractual Services 92000 - Operating Transfers Subtotal Total Expenditures
2,352 98,337 100,690 100,690
101,147 102,600 203,747 203,747
1,200 105,421 106,621 106,621
2090 - Court Security Fund Expenditures 41000 - Personal Services 51000 - Supplies 70000 - Other Charges Subtotal Total Expenditures
158,287 827 13,122 172,235 172,235
169,510 1,600 10,635 181,745 181,745
179,154 1,600 10,530 191,284 191,284
2210 - Safe and Sober TXDOT Program Expenditures 41000 - Personal Services Subtotal Total Expenditures
190,289 190,289 190,289
182,691 182,691 182,691
157,275 157,275 157,275
2425 - Photographic Trafiic Enforcement Expenditures 41000 - Personal Services 51000 - Supplies 60000 - Contractual Services 70000 - Other Charges 80000 - Capital Outlay Subtotal 92000 - Operating Transfers Total Expenditures
31,178 629,268 339,115 9,935 1,009,496 115,000 1,124,496
76,652 1,100 632,300 323,868 40,000 1,073,920 40,000 1,113,920
1,000,000 1,000,000
2430 - Homeland Security Grant Fund Expenditures 51000 - Supplies 60000 - Contractual Services 80000 - Capital Outlay Subtotal Total Expenditures
13,900 91,100 105,000 105,000
105,025 104,522 477,523 687,070 687,070
104,522 104,522 104,522
City of Amarillo 2022 Summary of Expenditures by Object Classification Description
2020 Actual
2021 Budget
2022 Budget
761,718 1,833,596 2,595,314 2,595,314
-
-
2470 - PREP Program Expenditures 41000 - Personal Services 51000 - Supplies 60000 - Contractual Services Subtotal Total Expenditures
-
68,564 557 1,000 70,121 70,121
-
2500 - Public Health Fund Expenditures 41000 - Personal Services 51000 - Supplies 60000 - Contractual Services 70000 - Other Charges 80000 - Capital Outlay Subtotal 92000 - Operating Transfers Total Expenditures
2,554,338 503,121 1,533,945 478,734 1,511,947 6,582,085 6,582,085
3,032,459 463,092 2,320,976 1,284,467 7,100,994 7,100,994
4,414,000 689,481 5,404,120 1,333,272 11,840,873 11,840,873
2530 - WIC Grant Fund Expenditures 41000 - Personal Services 51000 - Supplies 60000 - Contractual Services 70000 - Other Charges 80000 - Capital Outlay Subtotal 92000 - Operating Transfers Total Expendtiures
924,588 276,074 203,679 251,477 13,689 1,669,509 154,141 1,823,650
2,109,743 1,235,050 137,929 433,417 38 3,916,177 3,916,177
1,950,308 233,911 107,788 450,145 2,742,152 2,742,152
2450 - COVID-19 Expenditures 100000 - Uncategorized Expenses 41000 - Personal Services 51000 - Supplies 60000 - Contractual Services 70000 - Other Charges 80000 - Capital Outlay Subtotal 92000 - Operating Transfers Total Expenditures
2610 - Justice Assistance Grant
City of Amarillo 2022 Summary of Expenditures by Object Classification Description Expenditures 41000 - Personal Services 51000 - Supplies 60000 - Contractual Services 70000 - Other Charges 80000 - Capital Outlay Subtotal 92000 - Operating Transfers Total Expenditures
2020 Actual
2021 Budget
2022 Budget
26,573 45,419 78,706 50,647 201,345 201,345
5 50,000 50,005 50,005
50,000 50,000 50,000
2620 - APD Seized Property Expenditures 51000 - Supplies 60000 - Contractual Services 70000 - Other Charges 80000 - Capital Outlay Subtotal Total Expenditures
33,000 525 30,017 158,654 222,196 222,196
27,700 22,500 62,650 35,314 148,164 148,164
17,700 10,000 62,650 90,350 90,350
2640 - Federal APD Seizures Fund Expenditures 51000 - Supplies 60000 - Contractual Services 80000 - Capital Outlay Subtotal Total Expenditures
8,656 27,000 35,656 35,656
-
-
2660 - Leose Training Program Expenditures 51000 - Supplies 60000 - Contractual Services 70000 - Other Charges Subtotal Total Expenditures
532 1,754 11,194 13,480 13,480
130 1,500 21,000 22,630 22,630
140 1,500 21,000 22,640 22,640
98,666 31,398 211,925 19,758 26,905 19,891 408,544
103,917 111,172 175,557 36,547 205,328 632,521
98,874 9,500 55,364 41,932 205,670
2670 - AIP Pantex Project Expenditures 41000 - Personal Services 51000 - Supplies 60000 - Contractual Services 70000 - Other Charges 80000 - Capital Outlay 92000 - Operating Transfers Subtotal
City of Amarillo 2022 Summary of Expenditures by Object Classification Description Total Expenditures
2020 Actual 408,544
2021 Budget 632,521
2022 Budget 205,670
2700 - Greenways at Hillside Expenditures 51000 - Supplies 60000 - Contractual Services 70000 - Other Charges 80000 - Capital Outlay 89000 - Debt Service Subtotal 92000 - Operating Transfers Total Expenditures
183,290 224,602 28,503 1,000,000 -6,424 1,429,971 137,381 1,567,352
253,915 240,155 28,902 35,000 557,972 203,102 761,074
240,959 321,299 29,480 35,000 626,738 199,075 825,813
2705 - Pinnacle PID Expenditures 51000 - Supplies 60000 - Contractual Services 70000 - Other Charges Subtotal Total Expenditures
54 67 28 149 149
12,826 41,185 788 54,799 54,799
8,319 56,169 788 65,276 65,276
2710 - Heritage Hills PID Expenditures 51000 - Supplies 60000 - Contractual Services 70000 - Other Charges 80000 - Capital Outlay Subtotal Total Expenditures
2,402 63,772 2,940 429,601 498,715 498,715
36,120 101,764 2,364 400,000 540,248 540,248
46,242 117,020 2,364 1,250,000 1,415,626 1,415,626
2730 - Colonies Expenditures 51000 - Supplies 60000 - Contractual Services 70000 - Other Charges 80000 - Capital Outlay Subtotal 92000 - Operating Transfers Total Expenditures
184,917 227,000 31,011 442,928 450,865 893,793
308,647 293,166 34,655 636,468 460,063 1,096,531
331,724 319,089 36,734 3,700,000 4,387,547 456,188 4,843,735
2740 - Tutbury Public Imprv District Expenditures 51000 - Supplies 60000 - Contractual Services
2,862 9,545
4,734 26,107
4,734 26,107
City of Amarillo 2022 Summary of Expenditures by Object Classification Description 70000 - Other Charges Subtotal Total Expenditures
2020 Actual 818 13,225 13,225
2021 Budget 818 31,659 31,659
2022 Budget 818 31,659 31,659
2750 - Points West PID Expenditures 51000 - Supplies 60000 - Contractual Services 70000 - Other Charges Subtotal Total Expenditures
3,848 17,323 4,095 25,266 25,266
12,000 39,712 1,496 53,208 53,208
12,240 40,506 1,496 54,242 54,242
2760 - Quail Creek Public Imprv District Expenditures 51000 - Supplies 60000 - Contractual Services 70000 - Other Charges Subtotal Total Expenditures
2,059 2,566 1,073 5,698 5,698
5,543 4,369 944 10,856 10,856
5,580 4,950 944 11,474 11,474
2770 - Vineyard PID Expenditures 51000 - Supplies 60000 - Contractual Services 70000 - Other Charges Subtotal Total Expenditures
278 1,984 561 2,824 2,824
3,424 6,468 497 10,389 10,389
3,480 6,590 497 10,567 10,567
2790 - Town Square PID Expenditures 51000 - Supplies 60000 - Contractual Services 70000 - Other Charges 80000 - Capital Outlay Subtotal Total Expenditures
546 73 619 619
51,000 38,402 92 89,494 89,494
90,717 68,308 164 400,000 559,189 559,189
3100 - Compensated Absences Fund Expenditures 41000 - Personal Services 70000 - Other Charges Subtotal Total Expenditures
2,076,368 2,076,368 2,076,368
1,326,645 1,326,645 1,326,645
1,175,883 1,175,883 1,175,883
City of Amarillo 2022 Summary of Expenditures by Object Classification Description 3200 - General Obligation Debt Expenditures 89000 - Debt Service Subtotal Total Expenditures
2020 Actual
2021 Budget
2022 Budget
11,073,592 11,073,592 11,073,592
13,978,471 13,978,471 13,978,471
28,460,160 28,460,160 28,460,160
4100 - General Construction Fund Expenditures 51000 - Supplies 60000 - Contractual Services 80000 - Capital Outlay 90000 - Inter Reimbursements 92000 - Operating Transfers 93000 - Fixed Asset Transfers Subtotal Total Expenditures
691,605 4,742,959 13,310 17,192 4,965,148 10,430,214 10,430,214
31 12,000 50 12,081 12,081
12,000 12,000 12,000
4150 - Street Assesments Fund Expenditures 51000 - Supplies 92000 - Operating Transfers 93000 - Fixed Asset Transfers Subtotal Total Expenditure
993,032 4,052,936 5,045,967 5,045,967
-
-
4200 - Street Improvement Expenditures Subtotal 92000 - Operating Transfers 93000 - Fixed Asset Transfers Total Expenditures
1,562,462 283 1,562,745
158 158
120 120
4250 - Golf Course Improvement Fund Expenditures Subtotal 92000 - Operating Transfers Total Expenditures
201,581 201,581
201,544 201,544
203,593 203,593
-
100 100 62
-
4300 - Solid Waste Disposal Improvement Fund Expenditures 60000 - Contractual Services Subtotal 92000 - Operating Transfers 93000 - Fixed Asset Transfers
City of Amarillo 2022 Summary of Expenditures by Object Classification Description Total Expenditures
2020 Actual -
2021 Budget 162
2022 Budget -
2,173,500 6,448,215 8,621,715
35 35 3,000,934 49 3,001,018
3,000,934 3,000,934
4550 - Park Improvement Fund Expenditures Subtotal 92000 - Operating Transfers Total Expenditures
57 57
120 120
120 120
4600 - General Obligation Projects Expenditures 51000 - Supplies Subtotal 92000 - Operating Transfers 93000 - Fixed Asset Transfers Total Expenditures
252,154 252,154 949,419 1,197,756 2,399,329
50 50
-
5200 - Water and Sewer System Expenditures 41000 - Personal Services 51000 - Supplies 60000 - Contractual Services 70000 - Other Charges 80000 - Capital Outlay 89000 - Debt Service Subtotal 90000 - Inter Reimbursements 92000 - Operating Transfers Total Expenditures
12,786,071 5,949,427 8,390,398 33,692,691 22,920 3,289,675 64,131,182 -796,180 289,139 63,624,141
17,320,093 6,772,739 8,298,434 36,007,759 78,882 7,361,897 75,839,804 -804,049 2,494,545 77,530,300
20,046,006 8,194,954 8,834,748 37,693,983 49,856 8,528,570 83,348,117 -779,123 63,654 82,632,648
5400 - Airport Fund Expenditures 41000 - Personal Services 51000 - Supplies 60000 - Contractual Services 70000 - Other Charges 80000 - Capital Outlay
3,391,558 1,268,521 2,503,657 9,472,881 -
4,756,293 1,347,852 2,780,539 9,361,084 50
5,226,641 1,774,405 3,416,107 9,671,130 -
4400 - Convention Annex Improvement Expenditures 80000 - Capital Outlay Subtotal 92000 - Operating Transfers 93000 - Fixed Asset Transfers Total Expenditures
City of Amarillo 2022 Summary of Expenditures by Object Classification Description 89000 - Debt Service Subtotal 92000 - Operating Transfers Total Expenditures
2020 Actual 16,636,617 3,045 16,639,662
2021 Budget 18,245,818 352,176 18,597,994
2022 Budget 20,088,283 71,978 20,160,261
5420 - Airport Fund Expenditures 92000 - Operating Transfers Total Expenditurees
930,000 930,000
-
1,360,000 1,360,000
5600 - Drainage Utility Fund Expenditures 41000 - Personal Services 51000 - Supplies 60000 - Contractual Services 70000 - Other Charges 80000 - Capital Outlay 89000 - Debt Service Subtotal 90000 - Inter Reimbursements 92000 - Operating Transfers Total Expenditures
1,067,786 157,089 892,408 1,446,581 690,070 4,253,934 36 4,253,970
1,752,457 228,196 1,054,214 872,035 818,531 4,725,433 -50,000 315,222 4,990,655
2,072,533 258,962 1,150,209 1,012,713 863,305 5,357,722 -50,000 5,307,722
6100 - Fleet Services Fund Expenditures 41000 - Personal Services 51000 - Supplies 60000 - Contractual Services 70000 - Other Charges 80000 - Capital Outlay 89000 - Debt Service Subtotal 90000 - Inter Reimbursements 92000 - Operating Transfers Total Expenditures
2,083,449 6,456,696 628,595 8,364,248 6,014,942 23,547,930 -930,971 59,743 22,676,703
3,222,825 6,625,977 1,855,532 8,501,470 -1 124,000 20,329,803 -1,480,000 165 18,849,968
2,956,910 7,889,711 1,907,611 8,825,792 45,000 124,000 21,749,024 -1,480,000 20,269,024
6200 - Information Technology Fund Expenditures 41000 - Personal Services 51000 - Supplies 60000 - Contractual Services 70000 - Other Charges 80000 - Capital Outlay Subtotal
3,001,673 831,594 2,715,302 1,514,668 8,063,236
3,706,066 186,978 4,352,847 1,361,527 200 9,607,618
4,121,935 188,581 4,602,505 1,295,949 13,000 10,221,970
City of Amarillo 2022 Summary of Expenditures by Object Classification Description 90000 - Inter Reimbursements 92000 - Operating Transfers Total Expenditures
2020 Actual -112,274 7,950,962
2021 Budget -185,000 100 9,422,718
2022 Budget -195,000 10,026,970
6300 - Risk Management Fund Expenditures 41000 - Personal Services 51000 - Supplies 60000 - Contractual Services 70000 - Other Charges 80000 - Capital Outlay Subtotal 92000 - Operating Transfers Total Expenditures
210,906 516,667 357,724 9,063,706 10,149,003 26,523 10,175,526
349,005 712,296 355,504 6,935,672 93,000 8,445,477 8,445,477
366,972 712,193 351,025 7,552,167 8,982,357 8,982,357
6400 - Employee Insurance Fund Expenditures 41000 - Personal Services 51000 - Supplies 60000 - Contractual Services 70000 - Other Charges Subtotal 92000 - Operating Transfers Total Expenditures
278,089 33,575 2,295,495 25,222,362 27,829,522 27,829,522
404,071 50,785 2,834,268 27,105,603 30,394,727 120 30,394,847
406,210 54,385 2,378,684 27,428,397 30,267,676 30,267,676
7,457 420,298 427,756 427,756
14,000 542,800 556,800 556,800
8,500 542,800 551,300 551,300
1,396,804 22,946 587,511 96,534 28,623 2,132,418 2,132,418
717 5,995 947,726 74,246 1,028,684 1,028,684
1,537,140 9,000 1,049,615 164,913 17,000 2,777,668 2,777,668
6500 - Employee Flexible Spending Fund Expenditures 60000 - Contractual Services 70000 - Other Charges Subtotal Total Expenditures 9110 - Amarillo Economic Development Corp Expenditures 41000 - Personal Services 51000 - Supplies 60000 - Contractual Services 70000 - Other Charges 80000 - Capital Outlay Subtotal Total Expenditures 9120 - AEDC Projects Fund Expenditures
City of Amarillo 2022 Summary of Expenditures by Object Classification Description 51000 - Supplies 60000 - Contractual Services 70000 - Other Charges 78500 - Program Expenses 80000 - Capital Outlay 89000 - Debt Service Subtotal 92000 - Operating Transfers Total Expenditures
2020 Actual 45,932 424,232 416,496 995,232 4,873,054 1,134,298 7,889,243 5,871,833 13,761,076
2021 Budget 92 615,194 408,140 2,438,913 3,462,339 185,000 3,647,339
2022 Budget 1,265,000 441,564 2,438,913 4,145,477 188,000 4,333,477
9210 - Amarillo Hospital District Expenditures 41000 - Personal Services 51000 - Supplies 60000 - Contractual Services 70000 - Other Charges 80000 - Capital Outlay Subtotal Total Expenditures
-128,085 5,371 30,855,003 118,886 30,851,175 30,851,175
2,000,000 5,150 60,696,247 135,010 62,836,407 62,836,407
2,000,000 6,100 77,390,869 167,970 150,000 79,714,939 79,714,939
9230 - Amarillo Potter Venue District Expenditures 51000 - Supplies 60000 - Contractual Services 70000 - Other Charges Subtotal 92000 - Operating Transfers Total Expenditures
1,476,770 693,683 2,170,453 790,600 2,961,053
25 1,896,626 634,773 2,531,424 2,645,250 5,176,674
25 2,334,142 640,707 2,974,874 2,686,000 5,660,874
9240 - Events District Debt Service Expenditures 89000 - Debt Service Subtotal Total Expenditures
894,808 894,808 894,808
780,248 780,248 780,248
786,000 786,000 786,000
9270 - TIRZ #1 Fund Expenditures 51000 - Supplies 60000 - Contractual Services 70000 - Other Charges 89000 - Debt Service Subtotal 90000 - Inter Reimbursements 92000 - Operating Transfers
4,160 560,897 46,504 611,561 70,885 140,575
400 505,199 577,867 110,075 1,193,541 150 137,250
400 295,278 617,093 110,076 1,022,847 135,050
City of Amarillo 2022 Summary of Expenditures by Object Classification Description Total Expenditure
2020 Actual 823,021
2021 Budget 1,330,941
2022 Budget 1,157,897
9271 - Tax Increment Reinvestment #2 Expenditures 51000 - Supplies 60000 - Contractual Services 70000 - Other Charges Subtotal 92000 - Operating Transfers Total Expenditures
52,285 52,285 52,285
400 69,799 11,800 81,999 81,999
400 155,278 11,800 167,478 150,000 317,478
9280 - Amarillo Local Government Corp Expenditures 51000 - Supplies 60000 - Contractual Services 70000 - Other Charges 78500 - Program Expenses 80000 - Capital Outlay Subtotal 92000 - Operating Transfers Total Expenditure
60,813 232,364 1,814,240 2,107,417 226,250 2,333,667
70,449 419,198 1,850,246 7,859 625,000 2,972,752 226,250 3,199,002
70,838 424,200 1,849,944 7,859 625,000 2,977,841 250,000 3,227,841
9510 - Amarillo Chamber of Commerce Expenditures 41000 - Personal Services 51000 - Supplies 60000 - Contractual Services 70000 - Other Charges 78500 - Program Expenses Subtotal 90000 - Inter Reimbursements Total Expenditures
746,945 10,161 82,607 367,460 159,569 1,366,742 -336,668 1,030,075
7,913 16,400 72,214 352,008 215,691 664,226 -336,668 327,558
3,765 16,000 70,967 354,273 208,060 653,065 -336,668 316,397
9520 - Harrington Library Consortium Expenditures 41000 - Personal Services 51000 - Supplies 60000 - Contractual Services 70000 - Other Charges Subtotal Total Expenditures
100,663 1,766 279,212 30,829 412,470 412,470
118,116 3,220 286,412 33,252 441,000 441,000
92,175 3,000 286,412 34,596 416,183 416,183
9530 - HLC Plant Fund Expenditures
City of Amarillo 2022 Summary of Expenditures by Object Classification Description 51000 - Supplies 70000 - Other Charges Subtotal Total Expenditure 9540 - Urban Transport Planning Expenditures 41000 - Personal Services 51000 - Supplies 60000 - Contractual Services 70000 - Other Charges Subtotal Total Expenditures 9560 - Convention and Visitors Bureau Expenditures 41000 - Personal Services 51000 - Supplies 60000 - Contractual Services 70000 - Other Charges 78500 - Program Expenses Total Expenditures
2020 Actual 4,695 4,695 4,695
2021 Budget 250 250 250
2022 Budget -
-
-
293,807 2,000 4,600 55,823 356,230 356,230
459,126 17,586 50,175 31,825 293,942 852,655
627,500 123,970 60,100 43,000 445,437 1,300,007
997,600 218,010 108,949 45,280 1,277,628 2,647,467
CITY OF AMARILLO RELATIONSHIP BETWEEN CITY ORGANIZATION, BUDGET, AND FUND STRUCTURE USE OF FUNDS BY DIVISION DIVISION ACCOUNTING AECC AIRPORT ANIMAL MGMT AND WELFARE ATHLETICS BENEFITS BUILDING SAFETY CAPITAL PROJECTS DEVELOPMENT AND ENGINEERING CENTRAL STORES CITY ATTORNEY CITY MANAGER CITY SECRETARY CIVIC CENTER COMMUNITY DEVELOPMENT DIRECTOR OF UTILITIES DRAINAGE UTILITY EMERGENCY MANAGEMENT ENVIRONMENTAL HEALTH FACILITIES FINANCE FIRE FIRE MARSHALL FLEET SERVICES GF TRANSFERS GOLF COURSES HUMAN RESOURCES INFORMATION TECHNOLOGY JUDICIAL LABORATORY ADMINISTRATION LIBRARY MAYOR AND COUNCIL MUNICIPAL COURT PARK MAINTENANCE PARKS AND REC ADMIN PARKS AND RECREATION PLANNING AND DEVELOPMENT SERVICES SECTIONS: PS - PUBLIC SAFETY AD - ADMINISTRATION SS - SUPPORT SERVICES LS - LEISURE SERVICES TR - TRANSPORTATION UT - UTILITY SERVICES DS - DEVELOPMENT SERVICES HH - HEALTH AND HUMAN SERVICES PD - PUBLIC IMPROVEMENT DISTRICTS
GENERAL
FUND INTERNAL ENTERPRISE SERVICE
SPECIAL REVENUE
X X X X X X X X
X
X X
X X X X X X X X X
X
X X
X X X X X X X X X X X X X
SS PS TR PS LS SS DS DS
X X X X X
X
SECTION IN BUDGET
X
X
SS AD AD AD LS HH UT UT PS DS SS SS PS DS SS SS LS SS SS PS UT LS AD PS LS LS LS DS
CITY OF AMARILLO RELATIONSHIP BETWEEN CITY ORGANIZATION, BUDGET, AND FUND STRUCTURE (CONTINUED) USE OF FUNDS BY DIVISION DIVISION
GENERAL
POLICE PUBLIC COMMUNICATIONS PUBLIC HEALTH PUBLIC IMPROV DISTRICTS PUBLIC WORKS PURCHASING RADIO COMMUNICATIONS
X X
RISK MANAGEMENT
X
SOLID WASTE COLLECTION SOLID WASTE DISPOSAL STREET TRAFFIC TRANSIT UTILITY BILLING VITAL STATISTICS WASTEWATER COLLECTION WASTEWATER TREATMENT WATER DISTRIBUTION WATER PRODUCTION WOMEN, INFANTS AND CHILDREN ZOO
X X X X X
SECTIONS: PS - PUBLIC SAFETY AD - ADMINISTRATION SS - SUPPORT SERVICES LS - LEISURE SERVICES TR - TRANSPORTATION UT - UTILITY SERVICES DS - DEVELOPMENT SERVICES HH - HEALTH AND HUMAN SERVICES PD - PUBLIC IMPROVEMENT DISTRICTS
FUND INTERNAL ENTERPRISE SERVICE
SPECIAL REVENUE X X X
X X X X
PS AD HH PD DS SS SS SS
X X
X X X X X X X
SECTION IN BUDGET
UT UT TR TR TR UT HH UT UT UT UT HH LS
City of Amarillo 2022 Summary of Expenditures by Activity Classification Description
2020 Actual
2021 Budget
2022 Budget
1040 - Judicial
467,586
536,459
569,212
1231 - Radio Communications
797,029
-
-
1232 - Emergency Management Services
497,972
563,664
683,558
Public Safety 01000 - General Fund
1270 - AECC
4,456,452
5,162,067
6,277,263
1305 - Municipal Court
1,004,600
1,416,455
1,571,518
79,849
119,663
124,263
1610 - Police
44,203,762
45,516,396
48,504,435
1640 - Civilian Personnel
5,242,324
5,781,477
6,155,492
1306 - Office of Civil Hearings
1710 - Animal Management & Welfare
2,802,243
3,731,974
3,990,813
1910 - Fire Operations
33,988,808
34,673,692
38,178,081
668,993
683,677
823,661
100,690
203,747
106,621
172,235
181,745
191,284
22150 - Safe and Sober TXDOT Pr
176,864
182,691
157,275
22160 - Click It or Tickit
12,775
-
-
22170 - STEP - CMV
650
-
-
24300 - Homeland Security Grant
-
101,151
-
24310 - Homeland Security Grant
-
76,335
-
24320 - Homeland Security Grant
-
20,871
-
24330 - Homeland Security Grant
-
104,522
-
24340 - Homeland Security Grant
-
138
-
24350 - Homeland Security Grant
-
17,947
-
24370 - Homeland Security Grant
105,000
365
-
24380 - Homeland Security Grant
-
104,522
104,522
24390 - Homeland Security Grant
-
261,219
-
26110 - JAG Grant
-
50,000
50,000
26120 - JAG Grant
105,279
-
-
26150 - JAG Grant
96,066
-
-
26180 - JAG Grant
-
5
-
26200 - APD Seized Property
191,654
57,814
-
26210 - Narcotics Unit
30,542
90,350
90,350
34,656
-
-
26610 - Leose Training-Police
11,726
21,130
21,140
26630 - Leose Training- Airport Securi
1,754
1,500
1,500
1940 - Fire Civilian Personnel 02080 - Court Technology Fund 20800 - Court Technology 02090 - Court Security Fund 20910 - Court Security Fund 02210 - Safe and Sober TXDOT Program
02430 - Homeland Security Grant Fund
02610 - Justice Assistance Grant Fund
02620 - APD Seized Property Fund
02640 - Federal APD Seizures Fund 26400 - Federal Apd Seizures 02660 - Leose Training Program Fund
02670 - AIP Pantex Project Fund 26710 - AIP Pantex Project Fund
408,544
632,521
205,670
Public Safety Total Expenditures
95,658,053
100,294,097
107,806,658
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Capital Outlay Interfund Reinbursements Total Expenses
$
$
42,414,944 $ 1,234,741 5,581,956 711,580 158,654 (30,882) 50,070,993 $
2021/22 Budget
2022/23 Budgeted
44,227,462 1,297,552 5,391,577 747,958 35,314 51,699,863
$ $ $ $ $ $ $
46,955,188 1,392,215 5,734,300 791,251 105,738 54,978,692
Approved Positions 2020/21 Actual Sworn FT Civilian FT Part-time Total
2021/22 Budget
372 68 6 446
2022/23 Budgeted 372 69 6 447
Poli ce Department Administrati on/Support Poli ce Investigations Division Poli ce Uniform Patrol Divisi on Poli ce Neighborhood Police Unit Poli ce SWAT/Narcotics Unit Poli ce Canine Poli ce Motorcycle Patrol & Parking Enforcement Proactive Criminal Enforcement Poli ce School Liaison
376 70 6 452
Mission Provide excellent public service and law enforcement to the community, with the goal of keeping Amarillo a safe place to live, work, and play. Amarillo Police Department (APD) shall provide this service by utilizing best practices in law enforcement, continuous improvement in leadership and professionalism, and partnership with the community.
Goals & Objectives The department provides a full array of law enforcement services and engages in strategic planning to ensure alignment with the City Council’s adopted BluePrint for Amarillo’s values, goals, and objectives especially the pillar of Public Safety. The department adheres to the Texas Police Chiefs’ Association Best Practices Accreditation Program to ensure police services are provided to the community in an efficient and effective manner, and that individuals’ rights are protected. Community policing and engagement initiatives provide valuable feedback for strategic planning. The police department is divided into two major bureaus: The Operations Bureau and the Investigation and Staff Services Bureau. Both bureaus are commanded by an Assistant Chief of Police. The Operations Bureau includes the Patrol Division, the Intelligence and Analysis Unit and the Specialized Operations Division. The Investigation and Staff Services Bureau includes the Criminal Investigation Division, the Training and Personnel Division, Crime Prevention Unit, Records Services, Fleet Management, and Budget Management.
Programs of the Police Department Administration/Support 2022/23 Budget — 2% of Budget Police Department Administration/Support is tasked with overall leadership, management, policy development, and the budget administration of the department. This division has taken on the intelligence and analysis functions for monitoring and responding to crime trends and crimes in progress. This includes the eventual buildout of the Amarillo Regional Crime Center (ARCC) which will provide real time crime information. The division promotes ethical policing and procedural justice as foundations to establish and maintain community trust. Performance Measures/Indicators: Overall crime rate
2020/21 Actual -3.1%
2021/22 Estimated -6%
2022/23 Projected -3%
Criminal Investigation Division 2022/23 Budget — 21% of Budget Police Investigations is responsible for follow-up investigations of all police reports, identification of offenders, case preparation for prosecution, and the recovery of stolen property. The Property and Evidence Unit is responsible for storing all property and evidence collected and booked. The Crime Scene Investigation Unit responds to scenes of major crimes and collects physical, latent, and electronic evidence. This Unit processes some evidence in the lab, primarily for fingerprint evidence, and prepares
evidence for lab submission. The Media Lab is responsible for retrieving electronic data and for forensic analysis of the data contained in electronic media. Performance Measures/Indicators:
2020/21 Actual 29,999 27.3% 6.5% 18,981
Cases investigated Clearance rates (violent)* Clearance rates (property)* Incoming Property/Evidence
2021/22 Estimated 32,000 26.7% 8.2% 20,000
FY 2022/23 Projected 34,000 26.1% 9.9% 21,000
* Data provided represents a calendar year.
Patrol Division 2022/23 Budget — 45% of Budget Uniform Patrol improves the safety of Amarillo citizens through marked and unmarked patrol and response to calls using the Texas Police Chiefs Association (TPCA) Best Practices standards. Officers are staffed 24 hours each day to meet the needs of the community. Officers respond to calls for service, investigate crimes, collect evidence, serve arrest warrants, gather criminal intelligence, and enforce traffic laws. Performance Measures/Indicators: Average response time to priority calls (minutes) Average response time to non-priority calls (minutes)
2020/21 Actual 9.0 12.96
2021/22 Estimated 10.26 16.0
FY 2022/23 Projected 10.0 16.0
Neighborhood Police Unit 2022/23 Budget — 3% of Budget Neighborhood Police Officers (NPOs) are assigned to a neighborhood on a semi-permanent basis and each officer strives to become familiar with community members and businesses in their neighborhood area. They provide residents with a central source of assistance for both law enforcement incidents and other social or family issues. It is the goal of the NPO Unit to form a partnership with the residents to reduce crime and to reduce the fear of crime, as well as to enhance the overall quality of life in the neighborhood. Officers assigned to the NPO Unit receive specialized training, equipment (bicycles), and scheduling flexibility to fulfill this goal. They are encouraged to be innovative and proactive in problem-solving and crime prevention. NPOs work closely with Building Safety and Fire Prevention, to provide a combined effort of participation and enforcement.
Performance Measures/Indicators: Quality of life problems resolved Arrests Community meetings and events School presentations
2020/21 Actual 394 317 394 44
2021/22 Estimated 874 574 398 80
2022/23 Projected 850 600 400 85
SWAT/Narcotics Unit--Special Operations 2022/23 Budget — 6% of Budget The Narcotics Unit is responsible for investigating the possession, sale, and distribution of illegal narcotics. Narcotic officers also investigate prostitution, gambling, and organized criminal activity. The Narcotics Unit is tasked with submitting all APD narcotic cases for prosecution and completing intelligence reports on all drug investigations and intelligence received. In addition to assisting the Narcotics Unit, the SWAT Team responds to high-risk incidents that require specialized tactical responses and equipment. These incidents include barricaded subjects, hostage situations, and high-risk search warrants. Members of the SWAT team are assigned pro-active crime suppression tasks of searching for and apprehending high risk fugitives and priority investigation suspects. The Amarillo Police Department Bomb Squad currently responds to calls involving explosive devises and scenes where an explosion has taken place within the top twenty-six counties of the Texas Panhandle. Performance Measures/Indicators: Narcotics investigation arrests Pounds of illegal drugs seized Intelligence Reports High-risk warrants served Weapons seized related to narcotics cases SWAT Callouts (barricaded suspect, hostage situation, other critical incidents.) Bomb squad callouts
2020/21 Actual 466 472 699 136 31
2021/22 Estimated 492 600 1,100 140 65
FY 2022/23 Projected 525 620 1,250 150 70
23
20
24
64
70
69
Police Canine 2022/23 Budget — 1% of Budget The Police Canine program uses specially trained police dogs to search buildings for suspects, track fleeing suspects, conduct narcotic and explosive searches, assist Uniform Patrol, and provide educational programs to the public. In each search instance below, the canine performs an added function that a police officer cannot perform, e.g., searching by smell. Performance Measures/Indicators:
2020/21 Actual 411
2021/22 Estimated 500
FY 2022/23 Projected 500
Cases resolved involving the use of police dogs (arrests)
59
60
60
Number of community presentations
10
10
10
Number of searches using police dogs
Motorcycle Patrol and Parking Enforcement 2022/23 Budget — 3% of Budget The Police Motorcycle Squad is responsible for traffic law enforcement and special events traffic planning. This program coordinates state grants for DWI, Selective Traffic Enforcement Program, and Click It or Ticket. The Parking Enforcement program is staffed by two civilian parking enforcement officers assigned to patrol the downtown Amarillo area and enforce parking regulations city wide. Handicap Enforcement Patrol program is comprised of volunteers from the community who patrol parking areas and enforce violations found in handicapped parking zones. Performance Measures/Indicators: Number of parking enforcement contacts by parking enforcement officer Number of parking enforcement contacts by handicap enforcement patrol Number of traffic warnings and citations Number of traffic plans submitted Crashes All Fatalities DWI Crashes
2020/21 Actual
2021/22 Estimated
FY 2022/23 Projected
6,384
6,500
7,000
691
1,000
1,500
17,348 128 5,839 24 285
18,000 150 5,900 25 290
18,500 175 6,000 23 275
Proactive Criminal Enforcement 2022/23 Budget — 3% of Budget The Proactive Criminal Enforcement Unit (PACE) is responsible for targeted resolution of identified problems and arresting violent fugitives. They work in partnership with other law enforcement agencies such as the United States Marshals Fugitive Task Force. PACE coordinates with all police divisions, concentrating activities on known violent criminals who are specifically responsible for crime trends. PACE officers also undertake various problem-solving endeavors that reach beyond traditional law enforcement activities and this squad has supported the success of the Project Safe Neighborhood initiative. Performance Measures/Indicators: Search Warrants Arrests Arrest Warrants served Stolen autos recovered Firearms recovered
2020/21 Actual 27 280 427 18
2021/22 Estimated 14 300 450 30
47
12
FY 2022/23 Projected 14 300 450 30 20
School Liaison 2022/23 Budget — 4% of Budget The Police School Liaison program is responsible for the security of students, teachers, administrators, and other employees of public schools within the Amarillo city limits. Liaison officers provide educational programs designed to enhance safety at assigned schools, and improve police community relations with students, parents, teachers, and school administrators. Approximately 75% of the costs for a School Liaison officer are paid for by the school district. Performance Measures/Indicators: Educational programs conducted Police reports made on school campuses Complaints investigated: no report
2020/21 Actual 21 159 3,322
2021/22 Estimated 25 424 6,610
FY 2022/23 Projected 30 500 7,000
Student Crime Stoppers 2022/23 Budget — 0.22% of Budget The Police Student Crime Stoppers program collects tips on school-related crimes and crimes reported by students. Crime Stoppers work with students and provide educational programs designed to keep students from becoming involved in illegal or dangerous activities. Performance Measures/Indicators: Cases cleared Rewards paid Property recovered
2020/21 Actual 196 $3,535 $2,265
2021/22 Estimated 541 $4,920 $9,240
FY 2022/23 Projected 595 $5,412 $10,164
Records Management Division 2022/23 Budget — 9% of Budget Police Records Management provides essential support for everyday operations of the department. Responsibilities include enforcement of the City’s alarm ordinance, maintenance of all police records, and response to Open Records Requests. Performance Measures/Indicators: Open records requests processed
2020/21 Actual 4,159
2021/22 Estimated 4,400
FY 2022/23 Projected 4,500
Training, Personnel, and Recruiting 2022/23 Budget — 3% of Budget The Police Training program is responsible for all APD training, police academy, shooting complex, quartermaster supply, and personnel files. This program is also responsible for coordinating the department’s recruitment efforts and hiring process. Performance Measures/Indicators: Number of applicants Training hours provided Shooting complex customers Recruits trained
2020/21 Actual 300 55,0001 4,500 271
2021/22 Estimated 250 55,0002 3,000 442
FY 2022/23 Projected 400 55,0003 5,000
31 3
12020 calendar year
22021 calendar year w/2 Academies 32022 calendar year w/2 Academies
Police Fleet Management 2022/23 Budget — 1% of Budget Police Fleet Management is responsible for 290 vehicles, trailers, and supporting equipment. Other responsibilities include ensuring physical inventory of APD capital assets and weapons annually. Recommends equipment for vehicles, managing fleet vehicles rotation, and ordering vehicle and other supporting equipment. Management of the Technology Support by providing technical support, evaluation, and repair coordination and management for departmental camera systems and electronic devices used by officers. Performance Measures/Indicators: Average percent of vehicles in service Patrol Detective/admin/specialized units Preventative maintenance performed timely
2020/21 Actual 94% 90% 99% 100%
2021/22 Estimated 94% 90% 99% 100%
FY 2022/23 Projected 94% 90% 99% 100%
Crime Prevention Unit 2022/23 Budget — 1% of Budget The Crime Prevention Unit is responsible for providing public programs and information, media, and community relations. The Unit serves as a community contact point. The Amarillo Crime Stoppers program coordinator is part of the Crime Prevention Unit. Performance Measures/Indicators: Programs provided Media releases provided Community contacts made Crime Stopper tips leading to an arrest Amount of stolen property recovered by Crime Stoppers Rewards paid out by crime stoppers
2020/21 Actual 283 286 130* 94
2021/22 Estimated 300 300 200 105
FY 2022/23 Projected 350 350 250 120
$385,325
$200,000
$200,000
$9,100
$10,000
$10,000
*The number is down due to COVID-19 and less access to schools and other groups.
2022/23 Expenditures by Funding Source General Fund Special Revenue Funds
99% of Budget 1% of Budget
2022-23 Employee Distribution by Position Business Unit
1610
Department POLICE
Description
Pos Id
ASSISTANT POLICE CHIEF POLICE CHIEF CAPTAIN LIEUTENANT SERGEANT CORPORAL POLICE OFFICER *POLICE OFFICER
ADM005 ADM700 POL720 POL730 POL740 POL750 POL760 POL760
POLICE Sum
Pos Count *Supplemental Total 2 $ 1 $ 4 $ 16 $ 75 $ 80 $ 194 $ 4 $ 376 $
320,432 320,432
2022-23 Employee Distribution by Position Business Unit
1640
Department CIVILIAN PERSONNEL
Description
CIVILIAN PERSONNEL Total
ACCREDITATION/COMPLIANCE COORD ADMINISTRATIVE ASSISTANT I ADMINISTRATIVE ASSISTANT II ADMINISTRATIVE ASSISTANT III ADMINISTRATIVE ASSISTANT IV ADMINISTRATIVE SUPERVISOR CIVILIAN BACKGROUND INVESTI HRL CIVILIAN IDENTIFICATION TECH. HRL CIVILIAN INVESTIGATOR I CRIME ANALYST SUPERVISOR CRIME DATA ANALYST CRIME SCENE TECHNICIAN EVIDENCE TECHNICIAN FLEET INV & EQUIP CONTROL TECH FORENSIC VIDEO TECHNICIAN IMAGING TECHNICIAN OFFICE MANAGER POLICE DATA ADMINISTRATOR POLICE RECORDS MANAGER QUARTERMASTER RANGE OFFICER RANGE OFFICER () HRL TRAFFIC GUIDE/PARKING ENFORCEM *ASSISTANT PROPERTY & EVIDENCE MGR
Pos Id PRF155 CLR400 CLR405 CLR410 CLR415 CLR130 HRL860 HRL775 CLR775 NEW PRF075 PRF078 TEC771 TRD810 TEC155 TEC770 CLR630 CLR779 CLR800 NEW TRD050 HRL725 CLR605 NEW
Position Count
*Supplemental Total
1 $ 13 $ 3 $ 14 $ 5 $ 5 $ 3 $ 1 $ 6 $ 1 $ 3 $ 3 $ 5 $ 1 $ 1 $ 1 $ 1 $ 1 $ 1 $ 1 1 $ 2 $ 2 $ 1 $ 76 $
56,897 56,897
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Capital Outlay Interfund Reinbursements Total Expenses
$
$
2021/22 Budget
31,375,110 $ 1,509,009 1,413,206 283,024 170,589 (93,138) 34,657,801 $
2022/23 Budgeted
32,429,068 $ 1,454,007 1,384,160 337,134 (247,000) 35,357,369 $
35,635,007 1,606,300 1,578,859 428,576 (247,000) 39,001,742
Approved Positions 2020/21 Actual Full-time - Uniformed Fire Full-time - Civilian Part-time Total
2021/22 Budget 279 9 1 289
2022/23 Budgeted 279 10 1 290
Fire Administration/Support Fire Emergency Response Fire Safety Fire Traini ng Fire Emergency Preparedness Fire Communicati ons
295 10 1 306
Mission The Amarillo Fire Department’s mission is to protect our community by providing the highest quality of compassionate and professional services.
Goals and Objectives The Amarillo Fire Department (AFD) caringly provides lifesaving, emergency services for approximately 200,000 citizens throughout our community. The AFD is comprised of 305 dedicated professionals (295 uniformed) operating from thirteen fire stations, Fire Administration, and a fleet maintenance facility. Organizationally, the AFD is arranged into 3 areas: Administration, Operations, and Support. With our operational mission at heart, we have aligned with two primary goals moving forward: Increasing community engagement and continually raising our emergency medical services (EMS) standard of advanced life support (ALS) care. The AFD responds to suppress all types of fires, including both wildland and structure fires. In addition, we provide top-notch, Advanced Life Support for our citizens' medical emergencies and traffic accidents. At the Rick Husband International Airport, our members are specially trained to handle aircraft emergencies and we have a regional Hazardous Materials Response Team to protect Amarillo and the 26 counties within the Texas Panhandle. Our Technical Rescue Team is ready to respond to accidents involving complex vehicle extrication, structural collapses, high-angle rescue, trench collapse, confined space, and incidents involving industrial occupancies. The AFD has an enthusiastic and proactive community relations program that coordinates fire station tours, a smoke alarm program, school fire drills, safety talks, and social media interaction. The Office of Public Affairs/Community Relations is newly assigned to the Fire Chief and is responsible for public interactions, safety education, media relations, and coordination of AFD involvement in community affairs. The AFD exhibits its community-minded focus by participating in department-sponsored community events such as AFD Kids Safety Town, Fire Chief of the Day, Fire Station Open Houses, and community meetings. Coming out of the pandemic, the AFD is re-engaging our community in full force. AFD crews are engaged with emergency preparedness planning to protect target-hazards and high-lifehazards in our community. Our significant distance from other large-population areas requires that the AFD be proficiently and independently prepared to mitigate all types of emergencies. The AFD’s strategy for managing this challenging responsibility is to maintain a highly trained, well-equipped, and dedicated workforce. The AFD faces a variety of challenges. To answer the ever-present threat of wildland fires in the area, the AFD is working to expand the Wildland Mitigation & Firefighting Program, which was officially created in June 2015. Today, through the necessity for the safety of the community as well as the protection of property, the department is faced with the challenge of providing resources and training to adequately support the Wildland Program. Additionally, as the AFD increases emergency medical services (EMS) capabilities, the department has implemented one additional Paramedic asset in FY21. The AMBUS is a multi-patient transport bus that can be utilized for multiple types of incidents. This vehicle is a joint endeavor, both with the AFD and the Panhandle Regional Advisory Council. The AMBUS is also eligible to join other state resources in other
Texas disaster areas. Currently, each AFD truck has ALS-trained members on board. The concept behind employing Paramedic Engines extends this ALS component with a focused effort to send "an ambulance in a firetruck" within certain response districts, essentially providing citizens with everything except the transport component. The three fire districts equipped with Paramedic Engines are districts six, seven, and nine. A major step in enhancing EMS ALS response is the acquisition of 12 Lead Cardiac Monitors for the Paramedic Engines. By using the same 12 Lead Cardiac Monitors as American Medical Response (AMR), we seamlessly augment and support the existing local EMS teamwork. Citizens will directly benefit from faster on-scene transitions to expedite the transport of their loved ones to the hospital. The AFD loves our community! It is our sincere honor and calling to help and serve others on what may be the single worst day of their lives. We strive to compassionately mitigate emergencies as they arise, all the while never losing sight of how we made our citizens feel in the process. The AFD aligns with the City Council-adopted BluePrint for Amarillo’s strategic pillars of Public Safety, Excellence in Communication, and Customer Service.
Programs of the Fire Department Fire Department Administration/Support 2022/23 Budget — 3% of Budget This program area provides leadership, strategic planning, and administrative management for the Department, ensuring support to the mission of the Amarillo Fire Department. Fire Administration manages the logistical needs of our personnel, thirteen fire stations, Fire Administration, the Fire Training Facility, the Fire Fleet Maintenance Center, and a large equipment storage building.
Fire Emergency Response 2022/23 Budget — 90% of Budget This program encompasses all emergency response operations to protect the lives and property of the citizens served. The major activities include EMS response, fire suppression, wildfire mitigation and firefighting, hazardous materials mitigation, technical rescue, and aircraft rescue and firefighting. The AFD also maintains an Incident Management Team, which responds to the EOC or to designated field positions during large-scale or expanding significant events in our community and during regional or State disasters. Performance Measures/Indicators: Number of emergency responses made Structure fire civilian fatalities per 100,000 residents Structure fire civilian injuries per 100,000 residents Percent of fire calls: crews turned-out within 80 seconds Percent of fire calls: drive time within 4 minutes Percent of fires confined to room of origin Percent of medical calls: turned out within 60 seconds Percent of medical calls: drive time within 4 minutes Number of medical calls: advanced life support provided
2020/21 Actual 22,045 1 4.5 75% 62% 23.8% 60% 68% 824
2021/22 Estimated 23,000 4 5 75% 60% 25% 65% 74% 1275
2022/23 Projected 23,600 0 5 80% 60% 25% 70% 65% 1,420
Number of public safety and public relation contacts made with the community (in person) Number of public safety and public relation contacts made with the community (social and virtual media) Percent of schools in city limits that received fire safety presentations Number of student contacts during Safety Town: (2019/20 was one live event and one virtual event) (new metric) * COVID affected calendar year 2021 stats
16,000
18,000
20,000
2.4 million
3.0 million
4.0 million
80%
85%
90%
N/A*
5,000
8,000
Fire Safety 2022/23 Budget — 1% of Budget Fire Safety is responsible for all department health and safety policies and practices and ensures proper safety precautions are always followed. The Health and Safety Officer (HSO) is responsible for developing the department’s overall health and well-being protocols including fitness program development and testing, department-wide firefighter personal protective equipment (PPE), safety and health training, Return-to-Work procedures, and a National Institute for Occupational Safety and Health (NIOSH)-compliant respiratory protection program. This program also manages the Firefighter Peer Support program, which includes personnel trained in Critical Incident Stress Management (CISM), Chaplain Services, Veteran Support, Substance Abuse, and Peer-to-Peer Support. Other safety program personnel ensure the maintenance and repairs of firefighter PPE, aka “bunker gear”, Self-Contained Breathing Apparatus (SCBA), and National Fire Protection Association (NFPA)-compliant uniforms. Performance Measures/Indicators:
2020/21 Actual 56 9 541.90**
Personnel injuries Fire apparatus/vehicle accidents Cost to repair Self-Contained Breathing Apparatus (SCBA) Articles of firefighting protective clothing inspected for 2,300 NFPA and TCFP compliance Annual physical agility fitness evaluations completed 277 Annual firefighter health and wellness medical 277 evaluations completed (new metric) *2021/22 increase due to COVID-related worker’s compensation claims. ** New MSA SCBA’s purchased. ***Assuming the purchase of an additional 200 sets.
2021/22 Estimated 80* 10 $2,000
2022/23 Projected 30 5 $3,000
2,581
3,000***
288
293
288
293
Fire Training 2022/23 Budget — 2% of Budget Training personnel coordinate all training activities for AFD, including lesson plan development, scheduling, teaching, and ensuring the training equipment/facility is operational. They also manage the six-week + orientation/boot camp for new hires and provide promotional orientation/training for all drivers and officers.
During FY21, the AFD struggled to maintain our minimal staffing for firefighters. Over the last three years, there have been more vacancies than there were applicants. City management allowed the AFD to host a fire cadet training program, that is set to begin on May 19, 2022. Our applicant pool was over 200 applicants, and they are set to be graduating six months after beginning the academy. This will address our shortages and lead to a more sustainable plan moving forward. +
Note: During FY20, the new firefighter orientation period was shortened to three weeks so that our newest firefighters could quickly help staff fire trucks as soon as safely possible.
Performance Measures/Indicators: Firefighters meeting all educational requirements to hold Texas Commission on Fire Protection (TCFP) firefighter, Department of State Health Services (DSHS) EMT, and specialized certifications Skills and educational hours completed by department personnel Percentage of personnel working out of class or promoting that document Critical Skills completion
2020/21 Actual
2021/22 Estimated
2022/23 Projected
100%
100%
100%
14,117
16,500
17,500
85%
100%
100%
Fire Emergency Preparedness 2022/23 Budget — 1% of Budget The Emergency Preparedness program accrues and disseminates pre-incident information, including building plans and contact information for hazard awareness and notifications during fixed-facility emergencies. The Emergency Preparedness program also coordinates the repair and installation of the Opticom traffic control systems in both fire apparatus and intersections, manages the Knox Key-Secure system, coordinates the testing and maintenance of fire hydrants, and manages the annual school firedrill program. Performance Measures/Indicators: Target hazard pre-incident plans completed Schools within the city limits receiving an annual fire drill and hazard assessment
2020/21 Actual 100
2021/22 Estimated 100
2022/23 Projected 150
0%*
100%
100%
*Covid resulted in zero school drills.
Fire Communications 2022/23 Budget — 2% of Budget The Fire Communications program coordinates functions and maintenance of the Locution fire station alerting system, emergency personnel paging, email systems, Mobile Computer Terminals (MCTs), wired and cellular phones, state and federal incident reporting, quality assurance call review, coordination of ITrelated projects, as well as managing all fire service-related hardware and software. This program is also
responsible for the coordinated management of the Amarillo Emergency Communications Center (AECC) in collaboration with the Amarillo Police Department. Performance Measures/Indicators: Emergency response reports validated prior to submission to TexFirs reporting system
2020/21 Actual
2021/22 Estimated
2022/23 Projected
100%
100%
100%
Fire Fleet Maintenance and Repair 2022/23 Budget — 2% of Budget The Fleet Maintenance and Repair program is responsible for ensuring the Department’s apparatus and vehicles are fully operational and ready to meet the heavy demands placed on them. This program oversees the maintenance and repair of 86 pieces of rolling stock. This program is also responsible for the maintenance and repair of AFD’s small power equipment, the above-ground fuel tanks located at our fire stations, as well as the facilitation of on-scene apparatus mechanical support during large-scale emergency operations. The AFD was able to relocate our Fire Fleet Maintenance to a new location in FY21. Thanks to support from City Council, City Management, Facilities, and countless others, the new fleet shop was opened in February. This new location provides over four times the working space and gave new life to an iconic building in Amarillo. The new location is 813 SW 3rd, the old A to Z tire shop, and will add capacity to our growing fleet. Performance Measures/Indicators: Fleet work orders completed Percent of days front-line Fire apparatus are available Percent of repairs outsourced
2020/21 Actual 871 93.08% 6.08%
2021/22 Estimated 925 93% 7.0%
2022/23 Projected 850 94% 5.5%
2022‐23 Employee Distribution by Position
Business Unit
1910
Department Description FIRE OPERATIONS FIRE CHIEF DEPUTY FIRE CHIEF FIRE DISTRICT CHIEF (8 HR) FIRE CAPTAIN (8HR) FIRE LIEUTENANT (40 HOUR) FIRE FIGHTER 8 HOUR FIRE FIGHTER FIRE DRIVER FIRE LIEUTENANT FIRE CAPTAIN FIRE DIST CHIEF *FIREFIGHTER *FIRE DISTRICT CHIEF (8 HR) FIRE OPERATIONS Sum
Pos Id ADM800 FIR810 FIR820 FIR830 FIR840 FIR860 FIR865 FIR870 FIR875 FIR880 FIR885 FIR865 FIR820
Pos Count *Supplemental Total 1 $ 2 $ 4 $ 3 $ 4 $ 1 $ 129 $ 66 $ 40 $ 23 $ 6 $ 15 $ 1 $ 295 $
‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 390,675 155,896 546,571
2022-23 Employee Distribution by Position Business Unit
1940
Department Description FIRE CIVILIAN PERSONNEL ADMINISTRATIVE ASSISTANT III ADMINISTRATIVE SPECIALIST I MESSENGER ADMINISTRATIVE SPECIALIST II ADMINISTRATIVE COORDINATOR FLEET MANAGER DATA ANALYTICS MANAGER MECHANIC SUPERVISOR II FIRE MECHANIC II FIRE MECHANIC I MECHANIC SUPERVISOR I FIRE CIVILIAN PERSONNEL Sum
Pos Id CLR410 CLR947 HRL970 CLR080 CLR150 MGT050 NEW TRD230 TRD595 TRD597 TRD615
Pos Count *Supplemental Total 1 $ 1 $ 1 $ 1 $ 1 $ 1 $ 1 $ 1 $ 1 $ 1 $ 1 $ 11 $
-
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Capital Outlay Interfund Reinbursements Total Expenses
$ 1,908,640 $ 477,334 382,206 36,825 15,238 (18,000) $ 2,802,243 $
2021/22 Budget
2022/23 Budgeted
2,846,072 $ 2,985,248 593,801 571,782 268,188 407,118 41,913 44,665 (18,000) (18,000) 3,731,974 $ 3,990,813
Approved Positions 2020/21 Actual Full-time Part-time Total
2021/22 Budget
42 3 45
Administration & Community Outreach Community Compl iance/Enforcement Shelter Management
2022/23 Budgeted 45 3 48
46 3 49
Mission Provide care, shelter, adoption services, and reunification services for lost and unwanted companion animals within Amarillo city limits. Animal Management &Welfare’s (AM&W) primary focus is animalrelated health, public safety issues, and enforcement of city ordinances for the welfare of both animals and citizens. To address public safety issues and animal overpopulation in the city, incoming companion animals are vaccinated, and all adopted animals are altered and receive a microchip before they are released to their new homes. AM&W investigates potential cases of Rabies and other zoonotic diseases by taking in at-risk animals for quarantine. Public outreach and education encourage responsible pet ownership, adoption of rescue pets, aid in the reunification of lost pets, and educate citizens about spaying and neutering their pets for population control.
Goals & Objectives AM&W will consistently meet the nationally accepted Five Freedoms of Animal Welfare (freedom from hunger and thirst; freedom from discomfort; freedom from pain, injury, or disease; freedom to express normal behavior; freedom from fear and distress). The shelter strives to be a place where citizens and their families can adopt new animal companions, seek services to resolve community-based animal issues, and find their lost pets. All AM&W staff are trained to ensure that best practices in shelter and veterinary care are met, aligning our mission with the City Council-adopted BluePrint for Amarillo’s strategic pillars of Customer Service and Excellence in Communication. With the opening of the bond-supported Animals Services Building, AMW has been able to better live up to the community’s expectations as to the proper care of animals. Over the following years, projects will include remodeling current kennels, updating the animal care workers’ employee building, upgrading field operations technology, and a remodeled cat room and dog exercise runs. In addition to these critical infrastructure improvements, additional funding for staffing, materials, and supplies will be necessary to continue providing basic services as Amarillo continues to grow.
Programs of the Animal Management & Welfare Department Administration & Community Outreach 2022/23 Budget - 27% of Budget The Administration staff processes all animal intake and reclaim paperwork, handles citizen calls, online complaints, email and in-person inquiries, responds to open records requests, and facilitates all purchasing. The Administration Team ensures the overall successful operations of the Community Compliance/Enforcement, Shelter Management, Veterinary Services, and Community Outreach programs. Historically, reclaim rates for pets have been poor in Amarillo; with as low as 13% of pets coming into the shelter being reclaimed by their owners, and of those animals that are in the shelter 96% arrived unaltered. AM&W has increased public accessibility by including online reporting, citizens’ ability to send and receive emails, and an updated telephone system. These services not only assist citizens in reclaiming their lost pet but also provides a more convenient and easier-to-use service.
AM&W’s Community Outreach addresses the community’s educational deficits in the areas of spay/neuter, vaccination, microchipping, and general pet ownership best practices. Outreach further supports this goal through AM&W’s reestablished Volunteer Program, including a formal volunteer orientation. Both are prime occasions to educate the community and create new advocates for Amarillo’s City Shelter. Community Outreach will continue to focus on a stronger return-to-owner program by increasing animal microchipping. The Community Outreach Department has implemented new policies that address any barriers that might hinder timely adoptions. Further, the Outreach Department will continue to address strengthening rescue partnerships, working toward the goal of increased rescue output and a higher live release rate. AMW will be promoting adoptions by effectively managing the department’s web page as well as promoting adoptions through multiple forms of media. Community education-based outreach is geared toward adults and children and offers educational presentations at AM&W events, as well as those sponsored by other organizations. Performance Measures/Indicators:
2020/21 Actual
2021/22 Estimated
2022/23 Projected
Vaccination Clinics Pets served at vaccination clinics Other community events Grants Regular media spots Local and National Partnerships
3 1,700 1 3 1 1
5 1,000-1,200 15 4 3 3
7 1,200-1,500 25 5 4 6
Community Compliance/Enforcement 2022/23 Budget — 45% of Budget Community Compliance/Enforcement encompasses the Field services program. Fields Services’ primary functions are enforcing local ordinances related to loose, unvaccinated, and dangerous dogs; providing rescue services for animals in need; investigating allegations of abuse and mistreatment; and providing information to pet owners about proper care of their pet(s). Animal Management and Welfare Officers work closely with the Amarillo Emergency Communications Center (AECC) to respond to citizen concerns, inquiries, and complaints in a timely manner. Field services is responsible for impounding stray pets, investigating dangerous animal cases, responding to animal bites, and investigating animal cruelty and/or neglect cases. Officers scan for microchips and reunite pets in the field to prevent lost pets from ever entering the shelter. They also educate citizens on proper husbandry methods and put citizens in contact with community resources so that they can avoid having to surrender their pet(s), if possible. Shelter intake has seen an increase with the hiring of 12 Field officers. Officer training has also been revamped, and now includes a more consistent curriculum taught by AM&W management, AECC staff and APD officer instructors. As the AM&W Field operations have moved towards compliance and community education and are less punitive in nature, it has issued more warnings and fewer citations to citizens.
Performance Measures/Indicators: Field intake Stray dogs Stray cats Bite cases Investigations Citations Written Cases Filed Field calls for service
2020/21 Actual 3,204 2,187 470 858 5,611 307 622 18,670
2021/22 Estimated 3,576 2,750 288 920 7,114 206 400 22,172
2022/23 Projected 3,648 2,805 294 938 7,256 412 800 22,615
Shelter Management and Veterinary Services 2022/23 Budget — 28% of Budget The shelter and staff provide daily care, cleaning, and husbandry for the animals in AM&W care. Shelter staff deep clean and disinfect kennels to provide a clean and healthy environment, reducing the possibility of disease spreading in the population. Veterinary Services see to the health and well-being of the entire shelter population, as well as altering every adoptable animal that leaves the facility. With the addition of the veterinarian service clinic, and in partnership with Texas Tech School of Veterinary Medicine (TTSVM), AM&W has begun and will continue to be able to provide consistent spay and neutering services for animals that have been taken in. The shelter provides a centralized location for citizens that are missing their pets to reclaim them. Adoptions of available companion animals, as well as barn cats, are facilitated out of our newly renovated adoption office. Expanded Public outreach on free microchipping is expected to continue to aid in reclaim rates. Likewise, surrender prevention education is targeted at helping pet owners keep their pets as opposed to bringing them into the shelter. Increased community outreach, coupled with local and national partnerships is expected to have a positive impact on the number of animals entering and leaving the shelter. A new partnership agreement with the Amarillo-Panhandle Humane Society includes specific performance measures that should lead to rescue output increasing significantly. Performance Measures/Indicators: Total shelter intake Stray dogs Stray cats Surrendered Total shelter outcome Reclaimed Euthanized Left through rescue Adopted Surgeries performed in-shelter
2020/21 Actual 7,735 3,709 2,022 1,446 7,545 1,370 2,116 3,349 1,083 568
2021/22 Estimated 7,915 3,835 1,598 1,754 7,858 766 2,835 2,222 1,653 1,839
2022/23 Projected 8,073 3,912 1,630 1,789 8,015 781 2,074 3,600 1,686 2,600
2022-23 Employee Distribution by Position Business Unit
1710
Department Description Pos Id Pos Count *Supplemental Total ANIMAL MANAGEMENT & WELFARE ADMINISTRATIVE TECHNICIAN CLR941 1 $ ADMINISTRATIVE ASSISTANT IV CLR415 1 $ AM&W VETERINARIAN ADM047 2 $ DIRECTOR OF AM&W ADM590 1 $ ASSISTANT DIRECTOR OF AM&W ADM591 1 $ ADOPTION COORDINATOR CLR035 1 $ VETERINARY ASSISTANT CLR175 3 $ ADOPTION SPECIALIST - HRLY HRL125 3 $ ADMIN OPERATIONS MANAGER MGT035 1 $ AFTERNOON SHELTER SUPERVISOR MGT120 1 $ ANIMAL MGMT FIELD SUPERVISOR MGT590 1 $ COMPLIANCE MANAGER MGT775 1 $ FIELD SERVICES MANAGER MGT780 1 $ SHELTER MANAGER MGT790 1 $ OUTREACH MANAGER PRF805 1 $ CSR INTAKE SPECIALIST TRD160 2 $ ADOPTION SPECIALIST TRD215 1 $ ANIMAL MGMT OFFICER TRAINEE TRD560 6 $ ANIMAL CARE WORKER TRD565 11 $ ANIMAL MGMT OFFICER I TRD592 3 $ ANIMAL MGMT OFFICER II TRD593 4 $ ANIMAL MGMT OFFICER III TRD594 1 $ *ANIMAL MANAGEMENT & WELFARE VETERIN ADM047 -1 $ (124,839) *RESCUE MANAGER NEW 1 $ 67,007 *RESCUE SPECIALIST NEW 1 $ 44,990 ANIMAL MANAGEMENT & WELFARE Sum 49 $ (12,842)
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Total Expenses
$ 3,780,559 96,822 242,406 336,664 $ 4,456,452
2021/22 Budget $
$
2022/23 Budgeted
4,491,517 66,281 282,590 321,679 5,162,067
$
$
5,605,330 66,281 282,590 323,062 6,277,263
Approved Positions 2020/21 Actual Full-time Part-time Total
2021/22 Budget
67 2 69
AECC Administration/Support Call Center Services Quality Assurance, Cert ification and Training
2022/23 Budgeted 62 2 64
62 2 64
Mission Provide rapid and accurate responses to emergency requests with professionalism, compassion, and competence; promptly answer, enter and dispatch calls for service; gather and relay information accurately and professionally while processing calls for service.
Goals & Objectives The Amarillo Emergency Communication Center (AECC) is the answering point for emergency and nonemergency public safety services. AECC provides law enforcement, fire, and medical pre-arrival instructions and responds to animal management issues. AECC prioritizes calls for service and dispatches them to public safety responders. During major events, the Office of Emergency Management (OEM) coordinates mutual aid requests for public safety entities. To ensure alignment with the city’s values, goals, and mission, which includes support of the BluePrint for Amarillo, the AECC has identified several objectives which will improve its ability to serve the Amarillo community. These goals include working on national standards for employee and agency certifications; taking measures to achieve national accreditation; developing Best Practices for personnel time management programs providing the most efficient use of the workforce; establishing a comprehensive Safety and health program, including physical, nutritional, emotional and mental health resources; and pursuing industry-related Technology advances in both hardware and software, such as enhanced 9-1-1, text to 9-1-1, next-gen radio/dispatch systems, SPIDR Tech electronic correspondence/surveys for police calls, and improvements in Computer Assisted Dispatch (CAD) software. The AECC is mandated by the Texas 9-1-1 Emergency Number Act (Chapters 771 & 772, Health & Safety Code) which requires counties and/or municipalities to provide three-digit (911) dialing to provide 911 services. The Potter-Randall 9-1-1 District provides funding to the AECC in support of their mission to provide an efficient, effective, enhanced 9-1-1 emergency telecommunications system … in response to police, fire and medical emergency calls. The 9-1-1 District funding is shown as a revenue source in the AECC budget. The AECC also collects revenue from Amarillo Medical Response (AMR) and Baptist St. Anthony’s (BSA) to provide dispatch services for their ambulance services.
Programs of Amarillo Emergency Communications Center Administration/Support 2022/23 Budget — 8% of Budget The AECC Administration/Support Program is responsible for the information coordination and management between each public safety department supported within AECC. Specific responsibilities include budgeting, timekeeping and payroll, policies and procedures development, personnel administration, responding to requests for public records, as well as data collection and analysis for all public safety departments supported by the AECC.
Performance Measures/Indicators: Number of call takers/dispatchers qualified for out-of-class supervisor
2020/21 Actual
2021/22 Estimated
2022/23 Projected
15
16
16
Call Center Services 2022/23 Budget — 90% of Budget The Call Center Programs mission is fulfilled by state-licensed and nationally credentialed Emergency Communications Specialists (ECS) who deliver rapid and accurate responses to emergency requests to gather and relay information accurately while processing calls for service. Performance measures are based on national standards and best practices. The Potter-Randall 9-1-1 District funds the Emergency Call Tracking Software (ECATS) service. Call Data:
Administrative
10-Digit Emerg
911
Performance Measures/Indicators: Answered
2020/21 Actual 127,512
2021/22 Estimated 130,000
2022/23 Projected 135,000
Abandoned*
14,100
14,500
15,000
Abandoned % Total
9.82% 141,612
10.00% 143,000
10.00% 145,000
Answered
6,876
7,000
8,000
Answered
244,581
250,000
255,000
Outbound
99,974
100,000
105,000
344,555
355,000
360,000
Total *- Abandoned calls are hang-ups
Performance Measures/Indicators:
2020/21 Actual
2021/22 Estimated
2022/23 Projected
Total 911 Calls
142,723
143,500
145,000
% answer time ≤ 10 seconds
88.4%
90.00%
92.00%
% answer time ≤ 15 seconds (NFPA 1221 – 15 second standard)
95.44%
96.00%
98.00%
% answer time ≤ 40 seconds
99.52%
99.75%
99.80%
Quality Assurance, Certification and Training 2022/23 Budget — 2% of Budget This program promotes Best Practices, state and national certification, and the pursuit of national accreditation for the AECC. Quality Assurance (QA) is provided through a new program in the fiscal year 2016 which was funded by the 9-1-1 District. Most of the QA is outsourced to an independent, national vendor that provides the ACE Performance Standard reports for Fire and Medical calls. Training is conducted according to the Texas Commission on Law Enforcement (TCOLE) standards which mandate basic qualifying standards for employment and certification courses prior to hands-on training as an Emergency Communications Specialist. Personnel are state-licensed telecommunicators through TCOLE and certified through the International Academy of Emergency Dispatch (IAED) for Emergency Medical Dispatch (EMD), Emergency Fire Dispatch (EFD), and Emergency Police Dispatch (EPD). AECC implemented Emergency Police Dispatch (EPD) in August of 2021. AECC employees earn certifications and continuing education credits from national professional emergency communications organizations such as APCO and National Emergency Number Association (NENA). Performance Measures/Indicators: ACE Performance Standard Reports Accreditation Minimums: Partial Compliance 10% Low Compliance 10% Non-Compliance 7%
Medical: Performance Measures/Indicators:
2020/21 Actual Number Percent of Cases
2021/22 Estimated Number Percent of Cases
2022/23 Projected Number Percent of Cases
High Compliance Compliant Partial Compliance Low Compliance Non-Compliant Totals
52 30 4 2 11 100
422
43
428
43
428
244
30
298
30
298
36
10
100
10
100
17
10
100
10
100
89
7
70
7
70
808
100
996
100
996
Fire: Performance Measures/Indicators:
2020/21 Actual Number Percent of Cases
2021/22 Estimated Number Percent of Cases
2022/23 Projected Number Percent of Cases
High Compliance Compliant Partial Compliance Low Compliance Non-Compliant Totals
47 33 6 4 10 100
372
43
361
43
361
261
30
252
30
252
45
10
84
10
84
33
10
84
10
84
80
7
59
7
59
791
100
840
100
840
Police: Performance Measures/Indicators:
2020/21 Actual Number Percent of Cases
2021/22 Estimated Number Percent of Cases
2022/23 Projected Number Percent of Cases
High Compliance Compliant Partial Compliance Low Compliance Non-Compliant Totals
13 25 15 7 41 100
13
43
557
43
557
25
30
388
30
388
15
10
130
10
130
7
10
130
10
130
42
7
91
7
91
102
100
1296
100
1,296
2022-23 Employee Distribution by Position Business Unit
1270
Department AECC
Description
Pos Id
EMERGENCY COMMS. SPECIALIST OFFICE ADMINISTRATOR EMERGENCY COMMS SPECIALIST-HRL TRAINING/QA SUPERVISOR SENIOR TELECOMMS SUPERVISOR TELEOMMS SHIFT SUPERVISOR
CLR770 CLR945 HRL770 MGT043 MGT044 MGT046
AECC Sum
Pos Count *Supplemental Total 51 $ 1 $ 2 $ 1 $ 3 $ 6 $ 64 $
-
-
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Capital Outlay Interfund Reinbursements Total Expenses
$
421,151 71,102 263,026 118,341 118,006 19,891 $ 1,011,516
2021/22 Budget $
$
2022/23 Budgeted
450,310 254,139 354,818 141,137 682,851 1,883,255
$
$
548,988 48,840 140,770 150,630 889,228
Approved Positions 2020/21 Actual Full-time Part-time Total
2021/22 Budget
10 10
Administration and Support Emergency Operations/Preparedness/Planning
2022/23 Budgeted 6 -
6 -
6
6
Mission Administer and direct comprehensive interjurisdictional emergency management program to address the mitigation, prevention, preparedness, response, and recovery to all hazards that could impact the City of Amarillo, the City of Canyon, and Potter and Randall counties.
Goals & Objectives The OEM employs an integrated approach for local government (cities and counties) that includes key stakeholders to ensure readiness in order to protect citizens from potential disasters. The OEM is also contracted to provide emergency management services to the City of Canyon along with Potter and Randall counties. This partnership provides for the improved integration of the emergency management program across jurisdictional boundaries. The emergency management program adheres the City Council adopted Blue Print for Amarillo which includes Commitment to Safety, Implementation of Best Practices, Promote Innovation and Customer Service, and Public Service and Engagement. The OEM utilizes industry best practices and tool to maintain compliance with federal and state regulatory and administrative requirements . In addition, the OEM administers the City’s participation in Homeland Security and emergency management grant programs to enhance the capabilities of emergency response agencies to respond to specialized hazards locally, and any that could impact the community or region.
Programs of the Office of Emergency Management Administration/Support. 2022/23 Budget — 33% of Budget This program provides administration and support for day-to-day operations and project management for the department and manages Homeland Security and emergency management grant programs. • • •
•
Provides administration and support of department funds and community investment projects; Administers participation by Potter and Randall counties and the City of Canyon in the interjurisdictional emergency management program; Administers the City’s participation in the Emergency Management Performance Grant (EMPG) program which is being removed by the State of Texas for FY21/22, Pantex Plant Agreement-InPrinciple (AIP) grant program, State Homeland Security Program (SHSP) grants, and other homeland security and emergency management related grants; and Supports City priorities and initiatives as requested by management.
Performance Measures/Indicators: Grant funding administered (EMPG, SHSP, & AIP)
2020/21 Actual
2021/22 Estimated
2022/2023 Projected
$620,410
$620,410
$418,145
Emergency Operations, Preparedness, and Planning Program 2022/23 Budget — 67% of Budget The operations portion of the program provides for the policy direction, coordination, and support of emergency response and recovery to all-hazards (natural, technological and, man-made) that could impact the Texas Panhandle region. • • • • •
Maintains availability of an OEM Duty Officer to maintain situational awareness and initiate emergency response to potential or actual threats; Provides information to enhance situational awareness for emergency response agencies, city and county supporting agencies, key stakeholders, and partners; Coordinates mechanisms to provide notifications to responders and warnings to the public; Coordinates community response through the activation of the Emergency Operations Plan; and Facilitates the recovery process from disasters that impact the community.
Performance Measures/Indicators: Natural hazards operations Technological / man-made hazards operations Major incident response operations
2020/21 Actual 17 66 6
2021/22 Estimated 20 68 10
2022/2023 Projected 25 75 10
The planning and preparedness portion of the program is to save lives and reduce disaster damage, identifying critical resources and developing the necessary agreements among responding agencies, both within the jurisdiction and with other jurisdictions and entities. This program is a continuous cycle of planning, organizing, equipping, training, and exercising in an effort to ensure effective coordination during incident response and recovery. • • • • • • • • •
Develops and maintains the Community Hazard Analysis, Mitigation Action Plan, Emergency Operations Plan and implementing procedures, and Community Mass Casualty and Mass Fatality Incident Plans; assists with local government Continuity of Operations Planning, Develops and maintains emergency operations facilities and tools to ensure a coordinated response to all-hazards, incorporating redundant capabilities; Develops and maintains a community outdoor warning system and other warning systems; Facilitates an Emergency Management Team to respond to and recover from all-hazards; Coordinates the integration of the emergency management program with government entities at all levels, volunteer/faith-based organizations, and key stakeholders; Conducts emergency management training, drills, and exercises to promote and enhance whole community emergency preparedness; Administers the requirements of the National Incident Management System (NIMS); Administers the requirements of the Emergency Planning & Community Right-to-Know Act (EPCRA) and assists with City compliance with the Risk Management Program (RMP); and Conducts emergency public information activities to promote and enhance citizen and visitor emergency preparedness.
Performance Measures/Indicators: EMPG standard for public: Education/information (hours) Public education/information provided (hours) EMPG standard for exercises: Discussion based exercises Operations based exercises Full-scale exercises (required triennially) Exercises completed: Discussion based exercises Operations based exercises Full-scale exercises EMPG training required for OEM staff (This is no longer a requirement due to the State’s taking of EMPG funds Training completed by OEM staff
2020/21 Actual
2021/22 Estimated
2022/2023 Projected
30 39.5
30 40
30 70
2 1 (triennial)
2 1 (triennial)
2 1 (triennial)
2 1 0 (1 Real Event)
2 1 0 (1 Real Event)
4 2 1
1
5
0
5
5
10
As baseline performance measures/indicators, the OEM ensures the Cityies’ and counties’ compliance with emergency management legal requirements and maintains the emergency management program at an advanced level as defined by the Texas Division of Emergency Management (TDEM)/Federal Emergency Management Agency (FEMA). As outlined above, the OEM exceeds all TDEM/FEMA-defined standards (in italic) for public education/information, exercises, and training.
2022-23 Employee Distribution by Position Business Unit
1232
Department Description EMERGENCY MANAGEMENT SERVICES EMERGENCY MGMT COORDINATOR ASST EMERG. MGMT. COORDINATOR OFFICE MANAGER EMERGENCY MANAGEMENT PLANNER SIREN TECHNICIAN EMERGENCY MANAGEMENT SERVICES Sum
Pos Id ADM050 ADM051 CLR630 PRF903 TEC903
Pos Count *Supplemental Total 1 $ 1 $ 1 $ 1 $ 1 $ 5 $
-
2022-23 Employee Distribution by Position Business Unit
26710
Department Description AIP PANTEX PROJECT FUND TECHNICAL HAZARDS COORDINATOR AIP PANTEX PROJECT FUND Sum
Pos Id PRF055
Pos Count *Supplemental Total 1 $ 1 $
-
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Operating Transfers Total Expenses
$
976,355 27,908 166,923 13,952 $ 1,185,139
2021/22 Budget $
2022/23 Budgeted
1,361,381 142,989 205,531 29,964 1,739,865
$
$
$
1,520,690 83,445 167,949 30,318 1,802,402
Approved Positions 2020/21 Actual Full-time Part-time Total
2021/22 Budget
23 4 27
Court Case Flow Management Court Financial Management Court Tech Project and Tech Resources Management Court Compliance Services Court Community Programs Public Info/Jury Management
2022/23 Budgeted 23 4 27
22 4 26
Mission 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, accessibility, and a sense of fairness through efficient and courteous public service.
Goals & Priorities Municipal Court integrates best practices and court-specific training in the department’s public service role. The Court aligns to the City Council adopted BluePrint for Amarillo’s strategic pillars of Public Safety and Customer Service. One of the Court’s strategic priorities is ensuring the accessibility of information and online services to the public. Municipal Court works with other city departments to increase technology-based organizational integration (i.e.: Amarillo Police Department, Animal Management, Amarillo Emergency Communications Center, Legal, and IT). Court-ordered compliance and alternative sentencing play a large role in the Court’s processes and policy. Through extensive legislative changes, the Court has experienced a significant increase in providing for commitment diversions, indigence hearings, community service management, and mental health services as well as working closely with community partners in the delivery of diversion programs. The Court offers Court Clerk Certification for clerks who have been employed at the court as least one year, along with intradepartmental and city-sponsored training opportunities. The Court continuously analyzes data evaluating the processes and strategies being implemented to ensure that the public is receiving the highest level of service while adhering to judicial orders and legal requirements.
Programs of Municipal Court Case Flow Management 2022/23 Budget — 27% of Budget To facilitate the timely administration of Justice, the Court electronically processes filed cases and continually evaluates and analyzes the records management system and case flow setup and processes, as well as all user-related processes. The Court provides clerical support for both criminal and civil dockets. The Court provides clerical support for in-custody video arraignment six days a week; case records; recording on judicial decisions; and processing arrest warrants. The Court also provides critical, direct support of core jail services under interlocal contractual agreement. Court staff processes documents needed before, during, and after arraignment and during all appearance and trial dockets. Performance Measures/Indicators: Timely setting of court hearings
2020/21 Actual **
2021/22 Estimated 180 days*
2022/23 Projected Within 90 days
New cases filed Cases placed on hearing/trial dockets # of jail arraignments
32,947 11,153 4,665
30,702 17,256 6,188
29,474 14,020 6,500
** Docket settings delayed due to COVID-19 Pandemic * Started setting jury trial dockets that were delayed due to COVID-19 pandemic March 2022, 228 cases for a jury trial during this month.
Financial Management 2022/23 Budget — 18% of Budget The Court processes payments for Class ‘C‘ cases and civil offenses filed at the court, any posted bonds, and court-ordered refunds. Court staff balances cash drawers and posts all monies in accordance with state law. Performance Measures/Indicators: Administrative accuracy of transactions Transactions processed at cashier windows
2020/21 Actual 97% 14,640
2021/22 Estimated 98% 15,920
2022/23 Projected 98% 16,079
Technology Project and Technology Resources Management 2022/23 Budget — 29% of Budget This program manages the successful and effective use of technology to support the delivery of court services to both internal and external users. Municipal Court maintains an electronic court records management system, which enables the electronic routing of court cases, documents, electronically captured signatures, fingerprints, and photos, as well as allows the download of external documents into the system, including e-tickets, DCS certificates, Texas DL records, insurance, driver’s license copies, and court payments. The Court will continue to increase the availability of court services online and public access to all Court policies and procedures through an internally designed web page managed by Court staff. To ensure accessibility to the court email accounts were created and have helped citizens be notified expediently of court response. To ensure defendants could resolve their violations during the COVID-19 pandemic the Court started having virtual dockets using the ZOOM application and the Court plans to continue offering virtual dockets for defendants to increase accessibility. Amarillo Municipal Court is continuing to contact court users through text message notifications that include hyperlinks that make it possible for citizens to access the Court from their cell phone. The texting capability is customized to address any special campaigns or settings that the Court wants the citizen to be notified of immediately. The Court uses the case management software to ensure that all efficiencies provided are incorporated into daily processes. Performance Measures/Indicators:
2020/21 Actual
2021/22 Estimated
2022/23 Projected
Electronic citation filings Online transactions
99% 18,295
99% 17,648
99% 17,900
Compliance Services 2022/23 Budget — 11% of Budget Compliance Services ensure that defendants are in compliance with Court obligations, and are obtained in accordance with guidelines set by Judicial Orders and best practices. This program provides citizens with a fair, impartial, and individual review of their financial information through face-to-face interviews. Compliance clerks review applications and interview defendants, track compliance, telephone contacts on delinquent accounts, and identify and update cases for Judges’ review. Performance Measures/Indicators: Cases Court ordered to compliance department
2020/21 Actual
2021/22 Estimated
2022/23 Projected
10,040
11,746
11,500
Community Programs 2022/23 Budget — 3% of Budget The mission of the Court Community Programs Department (CCPD) is to provide effective and relevant alternative sentencing options to assist offenders with violation resolution, accountability, and services as needed; to establish partnerships and relationships with area agencies, organizations, and programs for the betterment of the community; and to provide education for the safety of all citizens. The Court continues to provide assistance with issues at specific dockets. Performance Measures/Indicators: Cases allowed community service
2020/21 Actual 1,424
2021/22 Estimated 1,504
2022/23 Projected 1,570
Public Information/Jury Management 2022/23 Budget — 5% of Budget This program provides easily accessible information to citizens regarding options on how to handle citations, processes document filings appropriately, answers phones to assist citizens, handles public information requests, process written and email correspondence, and provides public access to court policy and procedures. This program works closely with both the public and the judges to assure that juror information is ready for Jury trial dockets. Performance Measures/Indicators: # of email and written correspondence received/sent Hearing Notices Processed
2020/21 Actual
2021/22 Estimated
2022/23 Projected
85,244
72,618
65,356
31,072
35,954
33,077
Office of Civil Hearings 2022/23 Budget — 7% of Budget The Office of Civil Hearings oversees the operational needs regarding cases that include, but are not limited to, parking violations, vehicle immobilizations/towing, social hosting and illegal dumping ordinances, and the winddown of the Photographic traffic signal system. The department’s focus is to provide all the necessary administrative tools to assure that the public has an easily accessible and transparent litigation process that expedites the fair resolution of civil cases filled at the Municipal Court. These tools include the use of technology and both contract and case flow management. The program manager coordinates with Municipal Court, Public Works, Traffic Engineering and the Police Department on any potential issues, both physical and/or administrative. Performance Measures/Indicators: Number of Civil Cases filed
2020/21 Actual 5,260
2021/22 Estimated 5,060
2022/23 Projected 5,010
2022-23 Employee Distribution by Position Business Unit
1305
Department MUNICIPAL COURT
Description
MUNICIPAL COURT Total
ASST DIRECTOR OF COURT SERVICE COLLECTIONS CLERK HRL COURT PROGRAM COORDINATOR DATA ENTRY OPERATOR- HRL DEPUTY COURT CLERK I DEPUTY COURT CLERK II DEPUTY COURT CLERK SUPERVISOR DIRECTOR OF COURT SERVICES EXECUTIVE ASSISTANT OPERATIONS MANAGER *DEPUTY COURT CLERK II
Pos Id ADM112 HRL145 CLR118 HRL111 CLR411 CLR416 CLR131 ADM111 CLR085 MGT117 CLR416
Position Count
*Supplemental Total
1 $ 1 $ 1 $ 2 $ 6 $ 7 $ 4 $ 1 $ 1 $ 1 $ -1 $ 24 $
(49,292) (49,292)
2022-23 Employee Distribution by Position Business Unit
1306
Department Description OFFICE OF CIVIL HEARINGS ADMINISTRATIVE HEARING OFFICER CIVIL OPERATIONS COORDINATOR OFFICE OF CIVIL HEARINGS Sum
Pos Id HRL045 PRF035
Pos Count *Supplemental Total 1 $ 1 $ 2 $
-
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Total Expenses
$
$
2021/22 Budget
574,200 6,175 40,560 18,887 639,821
$
2022/23 Budgeted
648,583 5,701 46,165 17,755 718,204
$
$
$
690,913 5,701 46,165 17,717 760,496
Approved Positions 2020/21 Actual Full-time Part-time Total
2021/22 Budget 5 4 9
Judicial Administration Judical Services Court Reporti ng Services Court Security
2022/23 Budgeted 5 4 9
5 4 9
Mission Provide a fair, independent, and impartial forum for the adjudication of both criminal and civil matters.
Goals & Objectives The Judicial Department employs judges and a certified court reporter. The judges hear class C misdemeanor cases filed in the court as well as matters presented to the judges in their capacity as magistrates. These positions require highly technical knowledge and extensive training. The department has one full-time Presiding Judge, a full-time Associate Judge, and one part-time Associate Judge. The Judges are licensed Texas attorneys with extensive legal experience. The Presiding Judge assigns judges to cover the court’s expected caseload each day. On most days, three judges are assigned: one presides over trials and dockets, one presides over walk-in pleas and arraignments, and one presides over jail video arraignments and handles all the Judges’ “queues” – 40 different lists of cases needing review for orders, judgments, warrants, or summons. Additionally, Judges are assigned to preside over Saturday and Sunday jail arraignments. Judicial aligns to the City Council adopted BluePrint for Amarillo’s strategic pillars of Public Safety and Customer Service.
Programs Judicial Administration 2022/23 Budget — 4% of Budget The Presiding Judge sets all policies for the Municipal Court and continually revises all forms used in court proceedings; schedules the court docket, creates a monthly schedule for the part-time employees; serves as Chair of the Courthouse Security Committee, develops protocols with outside agencies such as the county jails, law enforcement agencies, mental health providers, and other courts; develops the budget; is responsible for performing or assigning legal research; and oversees training of the Associate Judges and staff. The Presiding Judge supervises two associate city judges who serve as designated night magistrates pursuant to an interlocal agreement between Randall and Potter Counties and the City of Amarillo. The night magistrate program is highly successful. It has streamlined communication between the judiciary and all branches of law enforcement.
Judicial Services 2022/23 Budget — 59% of Budget Judges are available seven days a week to preside over trials, pleas, arraignments, and dockets in criminal cases. Judges also sign search warrants for police and building safety officials, conduct civil appeals hearings from dangerous animal determinations, stolen vehicles hearings, disposition of seized property hearings, and red-light camera appeals.
Performance Measures/Indicators:
2020/21 Actual* 56 9,362 9.521 3,456 4,177 477 33
Trials Cases disposed (hearing) Cases disposed (no hearing) Cases on show cause dockets Cases satisfied through jail credit Search Warrants Code Enforcement Warrants
2021/2022 Estimated 150 10,582 8,794 5,300 6,384 560 66
2022/2023 Projected 150 10,000 8,000 6,000 6,000 560 66
*COVID-19 shutdown/special orders in effect
Court Reporting Services 2022/23 Budget — 11% of Budget
The certified court reporter records, by machine shorthand, all the proceedings in the trial courtroom, including bench and jury trials, dockets, hearings, and pleas. The court reporter prepares all jury instructions and reviews every case docketed in the trial courtroom to ensure the Municipal Court’s records are accurate and complete.
Court Security 2022/23 Budget — 25% of Budget •
•
Security staff – Bailiffs are present during all courtroom dockets and defendant appearances. They provide constant threat assessment and security for those present – the Judge presiding, parties, witnesses, jurors, and the general public. Bailiffs also provide security for the public area of the court building when they are not in the courtrooms. Bailiffs must receive training and are required to become certified court security specialists. Currently, all bailiffs have received the proper courtroom security specialist training. Bailiffs require uniforms and equipment such as tasers, handcuffs, and firearms. Building Security – Such items as security devices, locking mechanisms, video teleconferencing systems, metal detectors, and surveillance equipment.
2022/23 Expenditures by Funding Source General Fund Special Revenue Funds
75% of Budget 25% of Budget
2022-23 Employee Distribution by Position Business Unit
1040
Department JUDICIAL
Description
Pos Id
MUNICIPAL COURT JUDGE ASSOC MUNICIPAL COURT JUDGE COURT REPORTER MUNICIPAL COURT JUDGE (HRLY)
ADM110 ADM115 CLR110 HRL115
JUDICIAL Sum
Pos Count *Supplemental Total 1 $ 1 $ 1 $ 1 $ 4 $
-
2022-23 Employee Distribution by Position Business Unit
20910
Department Description COURT SECURITY BAILIFF- HOURLY SENIOR BAILIFF COURT SECURITY Sum
Pos Id HRL120 PRF145
Pos Count *Supplemental Total 3 $ 2 $ 5 $
-
City of Amarillo 2022 Summary of Expenditures by Activity Classification Description
2020 Actual
2021 Budget
2022 Budget
57,362
82,880
83,620
Administration 01000 - General Fund 1011 - Mayor and Council 1020 - City Manager
1,464,174
1,551,880
2,092,738
1023 - Office of Innovation and Engagement
414,214
600,253
748,137
1030 - Tourism & Economic Development
1,396,765
2,024,073
5,267,286
1210 - Legal
1,276,567
1,372,683
1,499,413
425,910
431,164
484,636
5,034,992
6,062,933
10,175,830
1220 - City Secretary
Administration Total Expenditures
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Total Expenses
$
$
2021/22 Budget
1,404 9,322 25,142 21,493 57,362
$
$
2022/23 Budgeted
1,810 7,200 33,154 40,716 82,880
$
$
2,764 7,200 33,154 40,502 83,620
Approved Positions 2020/21 Actual Full-time Part-time Total
2021/22 Budget
-
2022/23 Budgeted -
5 5
5 5
5 5
Mission Use democracy to efficiently and effectively govern the City of Amarillo, while creating the best environment possible for all Amarillo residents to find and achieve their potential for greatness.
Goals and Objectives The mayor and council serve as the policymaking body for the City of Amarillo. City Council provides guidance to the City Manager to implement priorities for the benefit of the city and its residents. These priorities include development and economic expansion, planning and zoning, public hearings, reviewing and adopting the COA budget, expenditures and contracts, and board and commission appointments. The mayor and council follow the City Council adopted BluePrint for Amarillo which sets a comprehensive strategic plan for the city government in terms of focus, allocation of resources, and priorities. The mayor and council have also identified eight Pillars of Future Vision they wish the City Manager to address in a comprehensive manner: • • • • • • • •
Public Safety Economic Development and Redevelopment Civic Pride A Highly Educated Population Fiscal Responsibility Customer Service Excellence in Communication Transportation
In addition to the Council Pillars, the City Council identified four City Manager Initiatives to support the City Council Pillars initiatives to support these pillars: • • •
•
Commitment to Safety Implementation of Best Practices Promote Innovation and Customer Service Public Service and Engagement
2022-23 Employee Distribution by Position Business Unit
1011
Department Description MAYOR AND COUNCIL MAYOR CITY COMMISSIONER MAYOR AND COUNCIL Sum
Pos Id CAM100 CAM110
Pos Count *Supplemental Total 1 $ 4 $ 5 $
-
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Interfund Reinbursements Total Expenses
$
$
2021/22 Budget
1,368,548 $ 25,651 1,528,922 15,086 (77,267) 2,860,940 $
2022/23 Budgeted
1,408,539 $ 30,700 2,189,558 22,156 (75,000) 3,575,953 $
1,943,697 35,700 5,432,771 22,856 (75,000) 7,360,024
Approved Positions 2020/21 Actual Full-time Part-time Total
2021/22 Budget 7 1 8
City Manager Administration/Support Tourism
2022/23 Budgeted 9 9
9 2 11
Mission Professionally administer the policies and directives established by the City Council and perform those organizational duties and responsibilities prescribed in the Amarillo City Charter. The City of Amarillo operates under the Council-Manager form of government and, as such, through the delegation and administration of his/her staff members, the City Manager directs, coordinates, and facilitates the effective and cost-efficient delivery of all municipal services to the citizens of Amarillo.
Goals and Objectives With guidance and direction from the City Council, the City Manager of Amarillo will develop, promote, and execute strategies that will provide for an attractive, economically vibrant, healthy, and safe environment for the citizens of Amarillo and its visitors. Together with the executive team and department directors, the City Manager will develop, promote, and implement programs and policies that will broadly support these strategies and motivate all full- and part-time employees. As part of this process, the City Manager and staff will continue to cooperate and communicate with the various governmental entities, community boards, commissions, economic development entities, non-profits, civic organizations, school district, and other community partners to achieve success and be recognized as a progressive “Best Practice” city. The City of Amarillo adopted the BluePrint for Amarillo, which sets a comprehensive strategic direction for the city government in terms of focus, allocation of resources, and priorities. During this process, the City Council identified eight Pillars of Future Vision they wish the City Manager to address in a comprehensive manner: • • • • • • • •
Public Safety Economic Development and Redevelopment Civic Pride Highly Educated Population Fiscal Responsibility Customer Service Excellence in Communication Transportation
In addition to the Council Pillars, City Council identified four City Manager Initiatives to support the City Council Pillars: • • • •
Commitment to Safety Implementation of Best Practices Promote Innovation and Customer Service Public Service and Engagement
Programs of the City Manager City Manager Department Administration/Support 2022/23 Budget — 43% of Budget Manage and coordinate the development, writing, distribution and production of policies, procedures, projects, Council agendas and calendar, official correspondence, and other related verbal and written communications supported by four Assistant City Managers, two Assistant to the City Managers, and Development Customer Service Coordinator.
Tourism 2022/23 Budget — 57% of Budget Provide professional expertise and guidance with matters pertaining to convention and tourism activities. Functions include coordinating the assistance of the city organization and staff with convention and tourism activities and assisting in the development of new policies and programs to encourage tourism growth in the Amarillo community.s
2022‐23 Employee Distribution by Position Business Unit
1020
Department CITY MANAGER
Description ADMINISTRATIVE TECHNICIAN ASSISTANT CITY MANAGER ASSISTANT TO THE CITY MANAGER CITY MANAGER DEVELOPMENT CUSTOMER SVC COORD *DEVELOPMENT SERVICES INTERN HRL *PROJECT MANAGER
CITY MANAGER Total
Pos Id CLR941 ADM011 ADM015 ADM001 MGT525 HRL920 ADM091
Position Count
*Supplemental Total
1 $ 4 $ 2 $ 1 $ 1 $ 1 $ 1 $ 11 $
‐ ‐ ‐ ‐ ‐ 12,463 65,736 78,199
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Total Expenses
$
945,229 57,273 262,220 11,844 $ 1,276,567
2021/22 Budget $
$
2022/23 Budgeted
1,223,959 52,039 65,336 31,349 1,372,683
$ 1,351,119 52,039 65,336 30,919 $ 1,499,413
Approved Positions 2020/21 Actual Full-time Part-time Total
2021/22 Budget
10 10
2022/23 Budgeted 10 10
Administration & Support Criminal Section Civil Section
10 10
Mission The City Attorney is the chief legal officer for the entire municipal corporation. The attorneys in this department are obligated to represent and seek the good of the city government, not necessarily the interest of any particular official or department.
Goals & Objectives Represent the City of Amarillo, its employees, and officials when they are sued in their official capacity, in all venues, including State court, Federal court, or regulatory agencies. Represent the State of Texas in Municipal Court through the Legal department’s prosecutors. Also, conduct negotiations of various kinds. Offer legal advice and counsel to City Council, departments, and officials regarding the legal aspects of city government operations and policies. The legal expertise required is as diverse as the operations of the city government: Human Resources, Health, Aviation, Police, Fire, Animal Management and Welfare, Purchasing, Planning and Development Services, Public Works, Building Safety, Finance, Housing, Utilities, Transit, Parks, and all of the others. Prepare or review all kinds of legal documents (such as ordinances, contracts, and deeds) necessary for city government to accomplish its varied functions. Provide legal services and support to (i) closely affiliated agencies such as the Amarillo Hospital District, Amarillo-Potter Events Venue District, Amarillo Local Government Corporation, Amarillo Metropolitan Planning Organization; and, (ii) Interlocal Emergency Management functions. Also, provide information to citizens and the news media. Legal aligns to the City Council adopted BluePrint for Amarillo’s strategic pillars of Excellence in Communication and Fiscal Responsibility.
Programs of the Legal Department Administration and Support 2022/2023 Budget — 20% of Budget Provide daily support and assistance to the members of the department. Serve as the administrative liaison to the City Council, City Manager, City Secretary, and other city departments. Prepare correspondence, documents, and forms as required. Performance Measures/Indicators: Correspondence reviewed Document preparation
2020/21 Actual 600 350
2021/22 Estimated 700 350
2022/23 Projected 700 350
Criminal Section 2022/2023 Budget — 30% of Budget Perform all legal services related to processing and presentation of criminal complaints filed in the Municipal Court. Perform some civil hearing management. Performance Measures/Indicators: Bench trials Jury trials Attorney dockets Revocation dockets Civil hearings Bond forfeiture hearings Appeal hearings
2020/21 Actual 70 120 70 70 10 4 2
2021/22 Estimated 65 110 65 70 12 4 2
2022/23 Projected 65 110 65 70 12 4 2
Civil Section 2022/2023 Budget — 50% of Budget Review and prepare contracts and agreements as requested by all city departments. Also, all documents related to real estate transactions and management by the City are reviewed, drafted, and redrafted. Process Texas Public Information Act requests through statutorily required deadlines and administrative procedures. Review and analyze state and federal legislation and court decisions applicable to the city. Draft ordinances and resolutions for Council action. Prepare and review memoranda regarding legislation for Council and staff. Provide advice to the City Council, City Manager, and all City departments regarding the interpretation and application of State and Federal laws. Draft and redraft ordinances and resolutions as requested. Provide legal advice and counsel to all City departments on the interpretation of City ordinances. Provide advice and consultation to Risk Management and all departments on processing and considering claims against the city for damages and injury. Provide litigation defense and prosecution for the city and all departments; monitor and oversee claims and litigation work of retained counsel. Prepare reports and recommendations on pending claims and litigation, as requested. Support administrative and judicial enforcement activities of various city departments, including Fire Marshal, Code Enforcement, Planning, Zoning, Building Inspection, and like matters. File and prosecute administrative and civil enforcement actions to secure compliance with city codes and regulations. Provide a wide range of high-level professional legal services to the law enforcement city departments: Police, Airport Police, Fire, Fire Marshal, and Animal Management & Welfare.
Performance Measures/Indicators: Contracts/agreements drafted Real estate documents drafted Public Information Requests Federal/State legislation/court decisions reviewed Ordinances and resolutions drafted Legal opinions Civil Service personnel matters reviewed Claims inquiries/reviews Demand letters/contacts Administrative proceedings Judicial proceedings Police Public Information Requests Police Public Information Act Attorney General letters
2020/21 Actual 130 35 420
2021/22 Estimated 140 40 600
2022/23 Projected 140 40 500
250
250
250
250 40 24 25 20 6 5 85
200 40 24 35 20 6 5 85
200 40 24 35 20 6 5 85
60
60
80
2022-23 Employee Distribution by Position Business Unit
1210
Department LEGAL
Description
Pos Id
ADMINISTRATIVE TECHNICIAN CITY ATTORNEY DEPUTY CITY ATTORNEY SENIOR ASST CITY ATTORNEY ASSISTANT CITY ATTORNEY LEGAL ASSISTANT ATTORNEY I ATTORNEY II
CLR941 ADM070 ADM071 ADM075 ADM078 PRF070 PRF071 PRF072
LEGAL Sum
Pos Count *Supplemental Total 1 $ 1 $ 1 $ 2 $ 1 $ 1 $ 2 $ 1 $ 10 $
-
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Total Expenses
$
2021/22 Budget
185,649 130,960 102,620 6,681 425,910
$
$
$
2022/23 Budgeted
243,917 164,200 4,600 18,447 431,164
$
$
298,502 164,200 4,600 17,334 484,636
Approved Positions 2020/21 Actual Full-time Part-time Total
2021/22 Budget 2
-
City Management Clerical Support
Election Management Records Management Administration and Support
3 -
2
Council and Board Support
2022/23 Budgeted 3 3
3
Mission Identify and respond to the issues, concerns, and needs of the Mayor and City Council, City of Amarillo staff, and citizens of Amarillo.
Goals & Objectives The City Secretary prepares the City Council agenda and minutes, manages the official City of Amarillo records and contracts, administers the record management program, administers the open record request program, and is responsible for conducting municipal elections. The Assistant City Secretary also serves as the City of Amarillo's Records Management Officer and is responsible for developing and administering records retention and destruction policies and monitoring the records storage center. The City Secretary coordinates the recruitment, application, and appointment process for City Council appointed boards and commissions. In addition to the duties listed above, the City Secretary serves as custodian of the City of Amarillo’s corporate seal; attests to the mayor’s signature on all official documents; records and files deeds and easements; coordinates the codification of City of Amarillo ordinances into the Amarillo Municipal Code; publishes legal ads, public notices, and agendas; and develops and oversees the City Secretary's budget. The City Secretary also serves as the Local Vital Registrar. As in many other cities, the City Secretary serves as a resource for citizens and as a link between citizens and their elected officials. The City Secretary aligns to the City Council adopted BluePrint for Amarillo’s Council pillar of Customer Service.
Programs of City Secretary Clerical Support 2022/23 Budget — 7% of Budget Provide clerical support to the City Manager’s Office and Department of Engagement and Innovation.
Council and Board Support 2022/23 Budget — 33% of Budget Provide clerical support to the Mayor, City Council, and City Council appointed boards and commissions. Performance Measures/Indicators:
2020/21 2021/22 2022/23 Actual Estimated Projected Number of active boards 46 46 46 Members appointed to boards N/A* 129 90 Number of elections held 2 1 1 *Started tracking in the current fiscal year – metric will be added in future budget narratives.
Election Management 2022/23 Budget — 40% of Budget Administer regular and special elections. Performance Measures/Indicators: Number of ordinances Number of resolutions Number of elections held
2020/21 Actual 56 42 2
2021/22 Estimated 75 60 1
2022/23 Projected 75 60 1
Records Management 2022/23 Budget — 13% of Budget Develop and administer records retention and destruction policies; monitor the records storage center; and add transparency documents to the website. Performance Measures/Indicators: Number of city records scanned Public information requests (excluding Police)
2020/21 Actual 186,576
2021/22 Estimated 190,000
2022/23 Projected 200,000
1,033
1,100
1,200
Administration and Support 2022/23 Budget — 6% of Budget Administer and supports the City Secretary department.
2022-23 Employee Distribution by Position Business Unit
1220
Department Description CITY SECRETARY CITY SECRETARY ASST CITY SECRETARY ADMINISTRATIVE ASSISTANT IV CITY SECRETARY Sum
Pos Id ADM020 ADM025 CLR415
Pos Count *Supplemental Total 1 $ 1 $ 1 $ 3 $
-
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Total Expenses
$
$
2021/22 Budget
377,073 16,823 17,265 3,053 414,214
$
$
2022/23 Budgeted
553,390 4,203 23,200 19,460 600,253
$
$
675,212 3,703 33,695 35,527 748,137
Approved Positions 2020/21 Actual Full-time Part-time Total
2021/22 Budget
2022/23 Budgeted
4 -
6 -
4
Public Communi cations
7 -
6
7
Mission Communicate the Mission and Vision of the City of Amarillo along with its programs, services, and events to the public in a clear, timely, and effective way.
Goals & Objectives The Office of Public Communications' responsibility is to promote the city in creative and innovative ways in addition to traditional methods. Straightforward messaging allows citizens to be informed, involved and updated on current city government issues. The Office of Public Communications serves as the initial city contact liaison for all media inquiries, along with resident inquiries, questions, and concerns about city issues, operations, programs, and services.
Programs of the Office of Public Communications Public Communications 2022/23 Budget — 100% of Budget The Office of Public Communications focuses on four major areas including communications, marketing, networking, and technology. As the backbone of the City Council adopted BluePrint for Amarillo’s Excellence in Communications pillar, the Office of Public Communications enhances communications in a prompt and proactive manner by building relationships with news media partners and key stakeholders, while providing accurate and timely information to the public. The Office of Public Communications develops branding and marketing campaigns for all departments seeking input and can produce high-quality multimedia products which enhance communications and promote the city. Additional responsibilities of this office include overall strategic direction of communication and marketing programs, internal employee communications, social media management, video production, branding guidelines, media management, public relations, crisis communications, public communications monitoring, and in the case of an emergency, serves as the City’s Public Information Officer (PIO). Performance Measures/Indicators:
2020/21 Actual 350
2021/22 Estimated 500
2022/23 Projected 650
1,200
2,500
3,250
3,500
5,000
5,000
21,251
26,370
35,976
TWITTER Followers
4,321
5,721
6,923
INSTAGRAM Followers
1,335
2,548
4,659
Number of Press Releases Issued Number of News Media Stories Related to Press Releases Total Interactions between City and News Media (including direct contact, press releases, and online City subject features) Social Media: FACEBOOK Followers
Performance Measures/Indicators:
2020/21 Actual
2021/22 Estimated
2022/23 Projected
YOUTUBE Followers
280
881
1,500
—
—
2,947
Print and Digital Media Pieces Photography requests Event/Social Video Requests Social Media Posts
300 50 100 4,000
500 100 250 8,000
700 200 500 8,000
2022-23 Employee Distribution by Position Business Unit
1023
Department Description OFFICE OF PUBLIC COMMUNICATION DIRECTOR OF COMMUNICATIONS SR COMMUNICATIONS OFFICER MARKETING MANAGER VISUAL INFORMATION MANAGER COMMUNICATIONS MANAGER SOCIAL MEDIA MANAGER *INNOVATION COORDINATOR OFFICE OF PUBLIC COMMUNICATION Sum
Pos Id ADM002 ADM325 PRF010 PRF011 PRF015 PRF807 NEW
Pos Count *Supplemental Total 1 $ 1 $ 1 $ 1 $ 1 $ 1 $ 1 $ 7 $
90,531 90,531
City of Amarillo 2022 Summary of Expenditures by Activity Classification Description
2020 Actual
2021 Budget
2022 Budget
1,003,373
1,092,629
1,288,786
Support Services 01000 - General Fund 1110 - Human Resources 1120 - Risk Management
329,217
361,278
377,682
1251 - Custodial Services
1,259,343
1,517,516
1,856,391
1252 - Facilities Maintenance
2,691,111
3,627,926
4,264,769
1253 - MPEV
260,440
400,000
400,000
1315 - Finance
1,335,932
1,551,126
2,368,979
1320 - Accounting
1,210,872
1,322,635
1,461,828
1325 - Purchasing
590,440
644,669
677,427
1340 - Health Plan Administration
272,194
289,462
307,968
1345 - Central Stores
356,221
377,282
400,021
23,730,345
21,252,145
28,453,059
61110 - Fleet Services Operations
9,522,804
10,226,212
11,270,321
61120 - Equipment Replacement
13,153,899
8,623,756
8,998,703
633,547
897,322
865,208
2,607,314
2,303,334
2,251,855
487,404
557,085
686,038
62023 - IT Print Services
66,553
101,564
120,818
62024 - IT GIS
325,030
347,013
376,058
62031 - IT Public Safety
176,308
206,019
204,954
62032 - IT Infrastructure
2,962,918
3,370,097
3,883,092
691,889
736,731
726,782
62034 - Radio Communications
-
903,453
912,165
62150 - IT Capital
-
100
-
63110 - Self Insurance General
651,473
650,157
680,134
63115 - Unemployment Claims
72,785
84,671
90,077
1350 - General Fund Transfers 06100 - Fleet Services Fund
06200 - Information Technology Fund 62010 - IT Administration 62021 - IT Enterprise Applications 62022 - IT Support
62033 - IT Telecom
06300 - Risk Management Fund
63120 - Fire & Extended Coverage
2,318,097
2,857,458
3,097,317
63125 - Workers Compensation
6,298,150
2,992,708
3,213,395
63160 - General Liability
389,801
668,786
658,032
63170 - Police Professional
157,224
167,160
166,465
63185 - Automobile Liability
-86,371
493,477
502,732
63190 - Auto Physical Damage
1,227,041
519,860
574,205
63195 - City Property
-852,675
11,200
-
64100 - Health Plan
26,083,982
28,438,275
28,280,486
64200 - Dental Plan
1,208,608
1,199,597
1,220,288
536,932
756,975
766,902
427,756
556,800
551,300
102,099,956
100,106,478
111,954,237
06400 - Employee Insurance Fund
64300 - City Care Clinic 06500 - Employee Flexible Spending Fund 65100 - Employee Flex Plan
Support Services Total Expenditures
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Capital Outlay Interfund Reinbursements Operating Transfers Total Expenses
$ 2,785,696 $ 587,048 494,243 264,501 16,675 (170,601) 233,333 $ 4,210,895 $
2021/22 Budget
2022/23 Budgeted
3,533,297 $ 1,093,984 585,760 388,353 (230,952) 175,000 5,545,442 $
4,175,351 1,309,992 672,914 418,855 (230,952) 175,000 6,521,160
Approved Positions 2020/21 Actual Full-time Part-time Total
58 58
Administration and Project Management Maintenance/Bui lding Automation and Security/Fire Systems Construct ion
Architectural
Custodial
2021/22 Budget
2022/23 Budgeted 61 61
61 61
Mission Maintain, design, and construct facilities for the City of Amarillo. To keep employees and citizens in a safe, secure, and professional work environment. Facilities aligns to the City Council adopted BluePrint for Amarillo’s strategic pillars of Public Safety, Economic Development and Redevelopment, Civic Pride along with the initiatives of utilizing Best Practices to meet all guidelines and industry standards.
Goals & Objectives Facilities will sustain a fully operational staff for the maintenance of 2,381,231 total square feet of structures with 1,733,626 square feet of it being occupied structures and sustain a fully operational custodial staff for 576,735 square feet of occupied floor space: • Work on HVAC, mechanical, electrical, and structural issues. • Maintain city facilities with daily inspections of mechanical systems. • Maintain an architectural staff for design work on both new and old structures. • Conduct project management for CIP projects as well as Proposition 2 projects to control costs and assure that local, state, and federal codes are met. • Implement the Blueprint for Amarillo and Downtown Redevelopment initiatives. • Control costs, timelines, and quality of work while continuing to participate in Community Engagement efforts.
Programs of the Facilities Department Administration and Project Management 2022/23 Budget — 11% of Budget • • • • •
Provide oversight on city-owned construction projects to monitor timelines, costs, changes, punch lists, and overall quality of work. Work in conjunction with architects, engineers, and customers to assure complete and correct designs before construction. Develop construction estimates for budgeting and approved projects. Work with the City Manager’s office on goals and needs for structural projects requested. Work with general contractors on bid projects to maintain timelines, costs, changes, punch lists, and overall quality of work performed.
Maintenance/Building Automation and Security/Fire Systems 2022/23 Budget — 34% of Budget • • • •
Perform plumbing repairs on water and sewer. Perform electrical repairs including power, lights, motors, and minor equipment. Perform structural service repairs on walls, ceilings, paint, roofs, door locks, and other structural issues. Perform HVAC service repairs of package cooling systems, chillers, boilers, radiant heaters, closed loop systems, blowers, and other heating and cooling systems. Perform miscellaneous maintenance, including hanging displayed items, painting walls, repairing floors, replacing glass, working on furnishings, and moving equipment and furnishings.
• • • • • • • • • • • • • •
Work with the elevator contractor on service of units and annual inspections. Maintain key inventory and manufacture replacement keys as needed. Perform snow removal from city buildings and administer 24-hour service to emergency operations buildings. Provide design and installation of new systems as well as daily monitoring of existing environmental control systems. Provide daily monitoring of building security systems and service both Building Automation and Security Systems. Report to department directors of security violations. Review reports on building automation to maintain energy efficiencies. Work with Police Department on approved clearances for employees. Create all new employee identification badges and replacements. Maintain and install video monitoring systems. Provide monthly inspections of dates on hand-held extinguishers. Provide replacements or refurbishments of outdated units. Inspect pump systems on a quartile rotation. Coordinate with outside source for certified inspections of range hoods and other systems.
Performance Measures/Indicators: Total square footage serviced (Occupied (1,733,626) and non-occupied (2,381,231)) HVAC service calls and B.A.S. Plumbing service calls Electrical service calls Building maintenance calls Total workorders processed city labor/average market cost per hour
2020/21 Actual
2021/22 Estimated
2022/23 Projected
2,054,343
2,054,343
2,381,231
1,397 2,783 2,925 8,700 17,483 $30.07/$66.67
1,410 2,900 3,100 8,990 17,560 $30.07/$75.05
2,655 2,623 3,222 9,200 17,700 $30.07/$84.00
Construction 2022/23 Budget — 15% of Budget • • • •
Provide new electrical services, wiring of structures, design, lighting, and remodel work. Complete HVAC installation of new package systems, chillers, boilers, duct systems, heat exchangers, cooling towers, and radiant heating systems. Complete structural work, erection of metal buildings, building of new workstations, construction of new work areas, concrete work, framing, drywall, floors, and finishes. Coordinate utility work (digging trenches, overhead services) and work with utility suppliers.
Performance Measures/Indicators: Number of construction projects
2020/21 Actual 20
2021/22 Estimated 24
2022/23 Projected 16
Architectural 2022/23 Budget — 6% of Budget • • • •
Provide complete sealed plan sets for new construction projects. Provide complete sealed plan sets for remodels. Coordinate with outside engineers for plan overlays. Monitor projects and progress. Maintain historical construction documents for city structures.
Custodial 2022/23 Budget — 27% of Budget • • • •
Provide daily service of occupied work areas including cleaning floors, emptying trash, dusting, vacuuming, and other needs as communicated. Monitor large common areas for floor maintenance and the need for stripping, waxing, buffing, and shampooing. Change lights afterhours to lessen impact to the public and staff. Create maintenance reports for issues found while performing regular duties.
Performance Measures/Indicators: Square feet cleaned by each custodian each night (576,735 sq. ft. divided by 24 custodians = 24,030 sf) (576,735 divided by 29 = 19,887 sf) Cost per square foot cleaned by each custodian Number of custodial calls
2020/21 Actual
2021/22 Estimated
2022/23 Projected
23,100
23,296
24,030
$3.22
$3.02
$4.41
90
100
110
Multi-Purpose Event Venue 2022/23 Budget — 7% of Budget Provide for lease management and ongoing repair and maintenance of the Multi-Purpose Event Venue (MPEV). The MPEV, also known as Hodgetown, is owned by the city but leased and operated by Panhandle Baseball Club, Inc. and is the home to the Amarillo Sod Poodles, the AA affiliate of the Arizona Diamondbacks.
2022-23 Employee Distribution by Position Business Unit
1251
Department Description CUSTODIAL SERVICES CUSTODIAN III CUSTODIAN II CUSTODIAN I CUSTODIAL SERVICES Sum
Pos Id TRD046 TRD047 TRD910
Pos Count *Supplemental Total 2 $ 1 $ 27 $ 30 $
-
2022-23 Employee Distribution by Position Business Unit
1252
Department Description FACILITIES MAINTENANCE FACILITIES/SPECIAL PROJ ADMIN ASSITANT FACILITIES MGR ADMINISTRAITIVE TECHNICIAN I FACILITIES COORDINATOR I FACILITIES FIELD SUPERVISOR SPECIAL PROJECTS MANAGER BAS CONTROLS TECHNICIAN DESIGN TECHNICIAN II ELECTRICIAN II BUILDING MECHANIC III ELECTRICIAN I UTILITY WORKER FACILITIES MAINTENANCE Sum
Pos Id ADM060 ADM061 CLR941 PRF060 PRF875 TEC107 TEC115 TEC215 TRD060 TRD906 TRD915 TRD930
Pos Count *Supplemental Total 1 $ 2 $ 2 $ 2 $ 1 $ 2 $ 2 $ 1 $ 1 $ 11 $ 3 $ 3 $ 31 $
-
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Total Expenses
2021/22 Budget
$
703,878 17,475 609,372 5,206 $ 1,335,932
$
2022/23 Budgeted
874,715 700 668,721 6,990 1,551,126
$
$
881,456 21,247 1,458,021 8,255 $ 2,368,979
Approved Positions 2020/21 Actual Full-time Part-time Total
2021/22 Budget 8 1 9
Finance Depart ment Administration Debt Management Financial Reporting and Budgeting Pension Administration and Fi scal Agent Serv ices Tax
2022/23 Budgeted 7 1 8
7 1 8
Mission Promote and maintain excellence and efficiency in the accounting, budgeting, and reporting functions of the city.
Strategic Approach Finance is responsible for the administration of all the city’s financial activities as described in Article V., Section 27 of the City Charter and aligns with the City Council adopted BluePrint for Amarillo’s pillar of Fiscal Responsibility. The Finance department provides multiple programs including administration, cash and debt management, financial reporting and budgeting, internal control, pension administration, fiscal agent services, and property tax analysis. The Finance department will utilize funding for FY 2021/22 to ensure proper budgeting, accounting, and reporting of all City of Amarillo financial information in accordance with applicable accounting pronouncements, laws, and bond covenants. The funding will help maintain favorable bond ratings for the City of Amarillo, ensure proper internal controls are in place and make sure all property taxes are correctly calculated and reported.
Programs Finance Department Administration 2022/23 Budget — 17% of Budget Provide management and oversight to Accounting, Central Stores, Purchasing, Vital Statistics, and Utility Billing departments. Preserve the safety and liquidity of city investments as directed by policies of the city, while maximizing interest earnings. Monitor the city’s banking relationships to verify that the city is compliant with all state requirements. In 2018, the Finance Department received certification from the Government Treasurer’s Organization of Texas (GTOT) on the City’s investment policy, aligning to Finance’s goal of Fiscal Responsibility. This was the second time the city participated in this certification program, which is good for two years. The city will submit the investment policy for certification again in 2022.
Performance Measures/Indicators: Total Operating Costs Managed (millions) Total Positions Managed Public Funds Investment Act Compliance Quarterly Investment Reports Presented to Council GTOT Investment Policy Certification (years)
2020/21 Actual $50.2 81 100%
2021/22 Estimated $44.2 81 100%
2022/23 Projected $54.5 105 100%
4/100%
4/100%
4/100%
5
6
7
Debt Management 2022/2 Budget — 2% of Budget Issue debt with bond covenants that will protect taxpayers and future bondholders. Ensure all debt payments are made in a timely manner and in accordance with bond covenants. Coordinate with rating agencies, financial advisors, and underwriters to achieve the lowest overall interest rate paid on new issues. Issue refunding bonds if financially prudent. Each year, Finance analyzes the debt per capita ratio in comparison to peer cities. This information is provided to the City Council and citizens for comparison purposes.
Performance Measures/Indicators: GO Bonds (S&P) Water & Sewer Revenue Bonds (S&P) Water & Sewer Revenue Bonds (Moody’s) Drainage Utility Revenue Bonds (S&P) HOT Revenue Bonds (S&P)** Compliance with Bond Covenants Debt per Capita* Amount of Debt Outstanding
2020/21 Actual AAA AAA Aa1 AAA A+/Negative 100% $1,604.31 $335,213,000
2021/22 Estimated AAA AAA Aa1 AAA A+ 100% $1,580.00 $325,488,000
2022/23 Projected AAA AAA Aa1 AAA A+ 100% $1,682.00 $349,843,895
*Excludes Water Authority Debt **Due to COVID-19 impact on hotel occupancy taxes
Financial Reporting and Budgeting 2023/23 Budget — 36% of Budget Ensure timely, accurate reports are available to city departments and external users. Facilitate preparation of adopted budgets in accordance with State law. Submit Comprehensive Annual Financial Reports, adopted budgets, and Popular Annual Financial Reports to the Government Finance Officers Association (GFOA) each year for formal review and certification aligning to Finance’s goal of Fiscal Responsibility. Establish and maintain an effective system of organizational internal control. It is the City’s policy is to maintain a 90-day operating reserve plus one year’s capital requirements. Finance works with all departments to develop operating budgets and long-term capital plans that ensure compliance with this policy. Performance Measures/Indicators: GFOA Certificate of Achievement for Excellence in Financial Reporting (years) GFOA Distinguished Budget Presentation (years) GFOA Award of Outstanding Achievement in Popular Annual Financial Reporting (years)
2020/21 Actual
2021/22 Estimated
2022/23 Projected
44
45
46
29
30
31
9
10
11
Quarterly Financial Reporting to City Manager Monthly Budget vs. Actual Reporting to Audit Committee General Fund Reserves as % of target Departmental payroll and cash audits completed* Internal control issues reported by external auditors
4/100%
4/100%
4/100%
12/100%
12/100%
12/100%
100%
100%
100%
34
35
50
0
0
0
*COVID-19 impacted the ability to conduct as many cash audits
Pension Administration and Fiscal Agent Services 2023/23 Budget — 10% of Budget Administer the Amarillo Firemen’s Relief and Retirement Fund (AFRRF) and the Northwest Texas Healthcare System (NWTXHS) Pension Plan to provide benefits for both retirees and current employees. Provide accounting and financial services for the Harrington Library Consortium, the Amarillo Chamber of Commerce, and the Visitors Council, the Amarillo Potter Events Venue District, the Tax Increment Reinvestment Zone #1, the Tax Increment Reinvestment Zone #2, the Amarillo Hospital District, and the Amarillo Economic Development Corporation. Performance Measures/Indicators:
2020/21 Actual
2021/22 Estimated
2022/23 Projected
100% 100%
100% 100%
100% 100%
8/100%
8/100%
8/100%
Compliance with Pension Review Board Requirements: AFRRF NWTXHS Pension Plan Unmodified Audit Opinion for Outside Entities (city is fiscal agent)
Property Taxes 2022/23 Budget — 35% of Budget Finance is responsible for the recording of property tax collections and all tax calculations as well as payment to the Potter Randall Appraisal District for assessment of the city’s property taxes. Finance ensures that all budget and tax publication notices and postings, City Council meeting dates for public hearings, and budget and tax rate adoption are conducted as required by State statutes. Finance prepares historic comparative schedules of tax rates, assessed values, and budgets with peer cities for City Council and taxpayers aligning to the city’s goal of Fiscal Responsibility.
2022-23 Employee Distribution by Position Business Unit
1315
Department FINANCE
Description
Pos Id
DIRECTOR OF FINANCE ASST DIRECTOR OF FINANCE ADMINISTRATIVE SPECIALIST I COLLEGE INTERN INTERNAL AUDITOR ACCOUNTANT II BUDGET ANALYST
ADM100 ADM101 CLR947 HRL920 PRF100 PRF126 PRF130
FINANCE Sum
Pos Count *Supplemental Total 1 $ 1 $ 1 $ 1 $ 1 $ 1 $ 2 $ 8 $
-
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Total Expenses
$
$
2021/22 Budget
990,841 36,862 174,239 8,930 1,210,872
$
2022/23 Budgeted
1,092,511 35,991 185,659 8,474 1,322,635
$
$
$
1,223,137 35,991 193,973 8,727 1,461,828
Approved Positions 2020/21 Actual Full-time Part-time Total
2021/22 Budget 14 2 16
Administration/Support Financial Reporting Treasury Management Payroll
2022/23 Budgeted 15 2 17
15 2 17
Mission Maintain excellence and efficiency in the accounting functions of the city.
Goals & Objectives Accounting is responsible for maintaining a financial system that accurately records all receipts and disbursements for the City of Amarillo, for providing timely reporting to individual departments, and for preparation of the Annual Comprehensive Financial Report, while striving to fulfill the City Council adopted BluePrint for Amarillo’s pillar of Fiscal Responsibility along with the initiative of utilizing Best Practices related to all financial matters. Accounting evaluates city policies pertaining to control of financial matters and audits payments to vendors and contractors. In addition to performing the accounting and reporting functions for the city, Accounting provides these services for the Amarillo Economic Development Corporation, Amarillo Hospital District, Amarillo/Potter Events Venue District, Tax Increment Reinvestment Zone #1, Tax Increment Reinvestment Zone #2, Local Government Corporation, Amarillo Chamber of Commerce, Amarillo Convention and Visitor’s Bureau, and the Harrington Library Consortium.
Programs of the Accounting Department Administration/Support 2022/23 Budget — 16% of Budget Provides oversight of accountants and clerks to provide timely financial records for all deposits and disbursements for all departments of the city.
Financial Reporting 2022/23 Budget — 29% of Budget Prepare monthly and quarterly financials for management and the Annual Comprehensive Financial Report. Assist departments with financial oversight of all construction in progress, capital purchases, and capital asset financial presentation; maintain accurate financial information for all assets for all departments. Prepare grant billings and manage financial reporting of grants to federal and state agencies. Performance Measures/Indicators: Single audit findings GFOA Certificate of Achievement for Excellence in Financial Reporting (years)
2020/21 Actual 0
2021/22 Estimated 0
2022/23 Projected 0
45
46
47
Treasury Management 2022/23 Budget — 46% of Budget Manages electronic payments, receipts, positive pay, stop payments, and monthly reconciliations. Manages all weekly payments to vendors and deposits to the city and ensures all cash receipts are recorded to the proper department. Performance Measures/Indicators: Pool checks issued Vendor ACH Payments Procurement Card Transactions Procurement Card Rebate 1099’s issued
2020/21 Actual 9,918 4,347 24,250 $85,501 679
2021/22 Estimated 9,800 4,500 28,000 $103,142 665
2022/23 Projected 9,700 4,600 30,000 $104,000 650
Payroll 2022/23 Budget — 9% of Budget Processes bi-weekly payroll and associated bi-weekly, monthly, and quarterly reports, as well as year-end earnings reporting forms.
W-2’s issued
2020/21 Actual 2,700
2021/22 Estimated 2,834
2022/23 Projected 2,900
2022-23 Employee Distribution by Position Business Unit
1320
Department ACCOUNTING
Description
ADMINISTRATIVE TECHNICIAN ADMINISTRATIVE ASSISTANT III COLLECTIONS CLERK ACCOUNTANT II CITY AUDITOR ASSISTANT CITY AUDITOR ACCOUNTING ASSISTANT ACCOUNTS PAYABLE CLERK COLLECTIONS CLERK I ADMINISTRATIVE ASSISTANT II PAYROLL TECHNICIAN ADMINISTRATIVE TECHNICIAN-HOUR FINANCIAL ACCOUNTANT/GRANTS MG ACCOUNTANT III PAYROLL COORDINATOR ACCOUNTING Sum
Pos Id CLR941 CLR410 HRL145 PRF126 ADM120 ADM121 CLR120 CLR121 CLR135 CLR405 CLR960 HRL941 PRF120 PRF128 PRF345
Pos Count *Supplemental Total 1 $ 1 $ 1 $ 1 $ 1 $ 1 $ 1 $ 1 $ 1 $ 1 $ 1 $ 1 $ 1 $ 3 $ 1 $ 17 $
-
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Total Expenses
$
$
2021/22 Budget
543,983 11,082 30,207 5,169 590,440
$
2022/23 Budgeted
588,135 14,000 33,617 8,917 644,669
$
$
$
606,441 14,000 47,917 9,069 677,427
Approved Positions 2020/21 Actual Full-time Part-time Total
2021/22 Budget 8 1 9
Purchasing Administrative and Support City Procurement Credit Card Administration Sal e of Surplus/Seized Equipment and Goods Public Safety Inventory
2022/23 Budgeted 8 1 9
8 1 9
Mission Purchase materials, services, supplies, and equipment for the City of Amarillo in accordance with City Charter and Texas law and grant funding requirements.
Goals & Objectives Provide equal access to all vendors participating through competitive acquisition of goods and services. Conduct the procurement process in a manner that promotes and fosters public confidence in the integrity of the City’s procurement procedures and protects the interest of the taxpayer without regard to any vendor or political pressures. Following the Best Practices in public procurement, the division is responsible for the disposal of all City surplus equipment, to include police confiscated weapons, abandoned or stolen items, and capital equipment that has become surplus, obsolete, or inoperative. The Purchasing Department strives to fulfill the City Council adopted BluePrint for Amarillo’s Fiscal Responsibility initiative by evaluating processes and procedures in accordance with industry standards. Purchasing also helps other city departments fulfill Council priorities and City Manager initiatives through assisting in proper procurement procedures.
Programs of the Purchasing Department Administration and Support 2022/2023 Budget — 36% of Budget Oversee and manage the Purchasing division to ensure that the city is purchasing services and material in the correct manner and in a manner that is fiscally responsible. Support in entering new vendors; checking for required insurance; handing out bids and addendums; typing specifications; and making payment to vendors on purchase orders. Provide training for new credit card users and new purchasing request users, as well as training for employees on City of Amarillo Purchasing Manual changes. Provide additional training for vendors on how to conduct business with the city. Performance Measures/Indicators: Vendor payments made in 30 days or less from invoice date Vendor payments processed City employees trained Vendor training opportunities Updates/additions to vendor database Specifications issued/updated Renewal/new vendor insurance
2020/21 Actual
2021/22 Estimated
2022/23 Projected
93%
93%
93%
2,142 232 2 650 40 800
2,140 200 2 675 50 825
2,150 200 2 700 50 850
City Procurement 2022/23 Budget — 51% of Budget Responsible for working with other city departments to ensure the required information is entered correctly for the bid process. Submit bids to the public and answer any questions as needed. Performance Measures/Indicators:
2020/21 Actual 203 40 2,381 180 41%
Written Bids processed Requests for Proposals Purchase Orders processed Annual Contracts processed Percent spent locally
2021/22 Estimated 400 40 2,200 180 50%
2022/23 Projected 410 50 2,250 180 50%
Credit Card Administration 2022/23 Budget — 2% of Budget Administer procurement card (P-Card) program for new cards, resolve issues with cards, and audit transactions. Performance Measures/Indicators: City issued P-Cards Amount spent on P-Cards Average amount per P-Card transaction P-Card transactions
2020/21 Actual 752 $5,894,171.56 $238.48 24,368
2021/22 Estimated 770 $5,900,00.00 $242.74 22,658
2022/23 Projected 800 $6,000,000 $243.50 26,500
Sale of Surplus/Seized Equipment and Goods 2022/23 Budget — 1% of Budget Responsible for coordination of moving items to the auction building to sell and for resolution of issues during auctions. Performance Measures/Indicators: Auction Revenues
2020/21 Actual $411,751.28
2021/22 Estimated $425,000.00
2022/23 Projected $525,000.00
Public Safety Inventory – Management/Control/Procurement 2022/23 Budget — 10% of Budget Responsible for inventory at the Police Department and the daily purchasing of material and services. One Purchasing position is stationed at the Police Department for this program.
2022-23 Employee Distribution by Position Business Unit
1325
Department PURCHASING
Description
ADMINISTRATIVE TECHNICIAN ADMINISTRATIVE ASSISTANT I ADMINISTRATIVE ASSISTANT IV DATA ENTRY OPERATOR-HOURLY PURCHASING AGENT ASSISTANT PURCHASING AGENT BUYER II BUYER III BUYER IV PURCHASING Sum
Pos Id CLR941 CLR400 CLR415 HRL111 ADM140 ADM141 CLR951 CLR952 CLR953
Pos Count *Supplemental Total 1 $ 1 $ 1 $ 1 $ 1 $ 1 $ 1 $ 1 $ 1 $ 9 $
-
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Program Expenses Total Expenses
$
2021/22 Budget
328,034 1,631 18,420 5,037 3,099 356,221
$
$
$
2022/23 Budgeted
347,907 4,501 18,788 6,086 377,282
$
$
369,191 4,501 20,125 6,204 400,021
Approved Positions 2020/21 Actual Full-time Part-time Total
2021/22 Budget
2022/23 Budgeted
7 -
7 -
7
Central Stores Administrative and Support Inventory Management and Control Counter Sales Mail Pickup and Delivery
7 -
7
7
Mission Maintain an accurate and timely inventory of warehouse stock items in order to provide the best customer service to user departments with the utmost professionalism, while carrying out best practices initiatives for the city.
Goals & Objectives Provide fiscal responsibility in the operation of the warehouse by keeping inventory at a level that will adequately serve the needs of city departments without accumulating overstock. Evaluate all new stock requests in a timely manner based on the cost of holding the item in inventory and execute all transactions promptly and accurately so that inventory records are current and accurate. Utilize an online inventory system to streamline transactions and keep records accurate and efficient. Reduce the amount of time it takes to physically retrieve an item from stock by retrieving stock information online that includes a product description, bin location, and the number of items that are currently in stock. Central Stores aligns with the City Council-adopted BluePrint for Amarillo’s strategic pillars of Customer Service and Fiscal Responsibility.
Programs of the Central Stores Department Administration/Support 2022/23 Budget — 16% of Budget Oversee and manage the Central Stores’ operation in a fiscally responsible manner to ensure city departments are receiving their repair supplies and parts in a timely fashion and to maximize efficiency and productivity.
Inventory Management and Control 2022/23 Budget — 15% of Budget
Maintain a stock inventory level that will adequately serve the needs of the city without accumulating overstock and record all inventory actions with accuracy to maintain an inventory with minimal variances. The increase in Stock Item Value is due to stock levels increasing due to departments such as Water and Street requesting additional items be stocked.
Performance Measures/Indicators: Stock item value Items in Inventory Stock issues Inventory turns Emergency stock Backorder fill rate average days
2020/21 Actual $1,029,304.36 1,989 $2,042,621.46 1.98x 4.0% 3
2021/22 Estimated $1,000,000 2,000 $1,950,000 1.95x 4.0% 2
2022/23 Budgeted $1,000,000 2,000 $1,950,000 1.95x 4.0% 2
Counter Sales 2022/23 Budget — 49% of Budget Monitor and manage all counter sales to identify the number of material tickets issued at the counter, material tickets issued via work orders, average value per ticket issued, first-fill rate percentage on tickets issued, and the average days for the backorder fill rate. Performance Measures/Indicators:
2020/21 Actual
2021/22 Estimated
2022/23 Budgeted
Material tickets issued at counter
6,329 $322.74 95%
6,500 $300.00 95%
6,500 $300.00 95%
Average value per ticket First fill rate on tickets Issued
Mail Pickup and Delivery 2022/23 Budget — 20% of Budget Deliver mail on time to all city departments twice a day and resolve any issues a department may have with mail delivery.
2022-23 Employee Distribution by Position Business Unit
1345
Department Description CENTRAL STORES CENTRAL STORES SUPERINTENDENT INVENTORY CLERK STORE CLERK MESSENGER CENTRAL STORES Sum
Pos Id ADM160 CLR166 CLR167 CLR955
Pos Count *Supplemental Total 1 $ 1 $ 4 $ 1 $ 7 $
-
Budget Comparison 2020/21 Actual Personal Services Other Charges Operating Transfers Total Expenses
$
4,816,883 18,913,463 $ 23,730,345
2021/22 Budget $
71,661 4,891,649 16,288,835 $ 21,252,145
2022/23 Budgeted $
6,081,229 22,371,830 $ 28,453,059
Mission Facilitate all inter-fund transfers to and from the General Fund to account for Information Technology charges to the General Fund, and budget for personnel adjustments for the General Fund.
Goals & Objectives General Fund Transfers are used for financial reporting and budgeting purposes. These accounts reflect transactions that only impact the General Fund as a whole and are not program-specific. General Fund Transfers aligns with the City Council adopted BluePrint for Amarillo’s strategic pillars of Fiscal Responsibility.
Programs of General Fund Transfers Inter-fund Transfers 2022/23 Budget — 99% of Budget Includes funding for inter-fund transfers to and from the General Fund, including the transfer of excess hotel/motel tax to the Civic Center Improvement Fund, the transfer of funding for the Street Improvement Fund, and the transfer of funding for the Solid Waste Disposal Improvement Fund. Administrative costs reimbursable to the Information Technology Fund are also included in this program.
Personnel Adjustments 2022/23 Budget — 1% of Budget Includes budgeted personnel adjustments for the General Fund. After the budget is approved each year, these budgeted amounts are allocated out to the General Fund departments, causing this amount to fluctuate each year.
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Capital Outlay Debt Service Inter Reimbursements Operating Transfers Total Expenses
$ 2,083,449 $ 6,456,696 628,595 8,364,248 6,014,942 (930,971) 59,743 $ 22,676,703 $
2021/22 Budget
2022/23 Budgeted
3,222,825 $ 2,956,910 6,625,977 7,889,711 1,855,532 1,907,611 8,501,470 8,825,792 13,000,000 45,000 124,000 124,000 (1,480,000) (1,480,000) 165 31,849,968 $ 20,269,024
Approved Positions 2020/21 Actual Full-time Part-time Total
2021/22 Budget
45 45
Administrative and Support Fueling Services Preventative Maintenance Tire Service Fleet Maintenance and Repair Fleet Replacement
2022/23 Budgeted 45 45
45 45
Mission Enhancing city services by providing departments with safe and efficient vehicles and equipment. Fleet Services ensures fiscal responsibility by managing the acquisition, maintenance, and disposal of the city’s fleet in the most cost-effective manner possible. Fleet Services is committed to providing city departments with high-quality repair and maintenance services in a manner that minimizes equipment downtime and the interruption of city services to Amarillo citizens. Fleet Services strives to bring excellence in communication and awareness to our supported departments. The department takes pride in the work completed and is dedicated to providing its best effort for the citizens of Amarillo.
Goals & Objectives Fleet Services aligns with the City Council-adopted BluePrint for Amarillo’s strategic pillars of Fiscal Responsibility, Excellence in Communication, and Customer Service.
The majority of fleet maintenance work is performed in-house. Outsourced services are used when
necessary. The department’s initiative to support the long-term plan for infrastructure is based on best practices in fleet management. Following these methods, including the internal committee for suggestions and improvements related to technology, allows city departments to meet the BluePrint for Amarillo’s City Council and City Manager’s Directives.
Programs of the Fleet Services Department Administration/Support 2022/23 Budget - 4% of Budget Provide oversight and management of multi-function fleet operation. Performance Measures: Contract Management Training: ASE, TIA, Succession In-house professional development, provided in conjunction with Amarillo College/outside vendors
2020/21 Actual 5 9
2021/22 Estimated 5 14
2022/23 Projected 6 20
0
2
4
Fleet Fueling Services 2022/23 Budget - 8% of Budget Provide fuel for all city equipment. Maintain a four-week inventory in case of weather, shortages, or delivery issues. Follow the Texas Commission on Environmental Quality (TCEQ) operator and compliance regulations. Fuel deliveries to various locations around the city. Performance Measures: Diesel (Measured By Gallons)
2020/21 Actual 544,869
2021/22 Estimated 695,000
2022/23 Projected 725,000
Unleaded (Measured By Gallons) Fuel delivery to city locations Maintain a 4- week supply of fuel in case of disaster (measured by gallons) Availability of portable fuel sources (measured by gallons)
465,018 30
550,000 30
565,000 32
15,000
15,000
15,000
4,000
4,000
4,000
2020/21 Actual
2021/22 Estimated
2022/23 Projected
2,260
2,300
2,325
2020/21 Actual
2021/22 Estimated
2022/23 Projected
92%
95%
95%
Fleet Preventative Maintenance 2022/23 Budget- 8% of Budget
All fleet equipment is on lube service/preventative maintenance schedules. Workload Indicators: Lube/Preventative Maintenance Work orders Completed Performance Measures: Daily Work Order Completion
Fleet Tire Service 2022/23 Budget- 6% of Budget Fleet maintains all tires for the city. Replacements, repairs, and service calls. Fleet has an in-house certified Tire Industry Association (TIA) trainer. All employees in Tire Service are nationally certified through TIA. Workload Indicators: Tire Replacements Work Order Tire Operations Completed
Performance Measures: Daily Work Order Completion
2020/21 Actual 2,663 1,893
2021/22 Estimated 2,100 1,600
2022/23 Projected 2,200 1,600
2020/21 Actual 97%
2021/22 Estimated 95%
2022/23 Projected 95%
Fleet Maintenance and Repair 2022/23 Budget- 13% of Budget Shop operations provide full repair of all equipment. Technicians are Automotive Service Excellence (ASE) certified. Workload Indicators: Shop Floor Work Orders
2020/21 Actual 14,263
2021/22 Estimated 14,500
2022/23 Projected 14,500
Performance Measures: Daily Work Order Completion Daily Fleet Availability
2020/21 Actual 92% 92%
2021/22 Estimated 95% 95%
2022/23 Projected 95% 95%
Fleet Replacement 2022/23 Budget- 62% of Budget Administration of replacement program, specification writing, bid evaluation, preparing new equipment, and disposal of old equipment. Workload Indicators: Bids Processed Specification Issue/Revision Vehicles Purchased/Make Ready Vehicle Additions to Fleet Fleet Size – Assets Fleet Cost Plus Additions (Millions) Percentage of Fleet Exceeding Replacement Criteria
2020/21 Actual 7 9 129 2 1,158 6.9
2021/22 Estimated 9 12 152 13 1,171 9.2
2022/23 Projected 9 15 170 10 1,181 6.5
24%
28%
30%
2022-23 Employee Distribution by Position Business Unit
61110
Department Description FLEET SERVICES OPERATIONS ADMINISTRATIVE TECHNICIAN CUSTODIAN I ADMINISTRATIVE ASSISTANT II FLEET SUPERINTENDENT ASSISTANT FLEET SUPERINTENDENT SERVICE WRITER SENIOR WELDER PAINT & BODY REPAIRER FLEET MECHANIC II FLEET SUPERVISOR I FLEET SUPERVISOR II *ADMINISTRATATIVE ASST. II *PAINT & BODY REPAIRER FLEET SERVICES OPERATIONS Sum
Pos Id CLR941 TRD910 CLR405 ADM230 ADM231 CLR230 TRD232 TRD233 TRD605 TRD608 TRD610 CLR405 TRD233
Pos Count *Supplemental Total 1 $ 1 $ 1 $ 1 $ 1 $ 1 $ 1 $ 1 $ 32 $ 1 $ 4 $ 1 $ -1 $ 45 $
31,807 (36,814) (5,007)
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Capital Outlay Inter Reimbursements Operating Transfers Total Expenses
$
$
2021/22 Budget
3,001,673 $ 831,594 2,715,302 1,514,668 (112,274) 7,950,962 $
2022/23 Budgeted
3,706,066 $ 4,121,935 186,978 188,581 4,352,847 4,602,505 1,361,527 1,295,949 200 13,000 (185,000) (195,000) 100 9,422,718 $ 10,026,970
Approved Positions 2020/21 Actual Full-time Part-time Total
2021/22 Budget
36.33 1 37.33
Enterprise Serv ices Print
42.34 1 43.34
2022/23 Budgeted 40 40
Mission Identify, procure, implement, and support the highest value technologies and services for the City of Amarillo, its citizens, and employees. Innovate new methods of better serving the community using technology.
Goals and Objectives The City of Amarillo’s IT strategy is aligned with the City Council adopted Blueprint for Amarillo’s initiatives, City Manager pillars, and best practices for every aspect of the IT mission. In the contemporary digital age, IT and the technology infrastructure are the innovation engine for local governments to better serve citizens efficiently and effectively with transparency, collaboration, and increased citizen involvement. The City of Amarillo IT Department is executing a long-term infrastructure plan to migrate to an “Enterprise IT as a service” model. That model is based on and measured by industry best practices on the principles of stability, security, efficiency, and agility. IT continued the long-term plan for architecture last year by completing several massive infrastructure upgrade projects. The redundant data center is complete at Potter County. The desktop update project was delayed with COVID-19 response projects but will be completed over the next year. The GIS team was consolidated within IT to provide an enterprise approach to managing this vital asset. This year IT also completed the implementation of many new enterprise applications such as Energov (for permitting, land management, work order, and enablement of 311), a new Computer Assisted Dispatching system, as well as desktop deployment that will significantly increase efficiency and decrease operational overhead. The print shop launched a new software platform that allows departments to submit prints online. We believe that with a consolidated architecture and adequate toolset in place, IT will be able to move its focus to open source and innovative options to control cost and deliver outstanding support for the needs of today and the innovations for the future. With the architecture in place, IT will now shift focus to the enablement of the departments it serves through the modernization of the application infrastructure.
Programs of the Information Technology Department Enterprise Services (ES) 2022/23 Budget — 99% of Budget Provide shared services and infrastructure to facilitate all department operations. ES: End User Support Purpose: Ensure all end users get the maximum benefit from the technical resources provided Focus: Standard operating procedures, training, toolset Best Practice: ITIL Initiatives: Customer Service, Best Practices ES: Cyber Security Purpose: Ensure safe delivery of IT services regardless of application or user context Focus: User and Application based security architecture
Best Practice: NIST, PCI, HPPA, CJIS Initiatives: Best Practices ES: GIS Purpose: GIS services for all city departments Focus: Enterprise roadmap for GIS Initiatives: Customer Service, Best Practices ES: IT Operations Purpose: Ensure efficient and stable operation of IT Focus: Standards, Policy, Procedure, IT portal, website, open government/311, and toolset Best Practice: ITIL, PMI, Agile Initiatives: Customer Service, Best Practices, Fiscal Responsibility ES: IT Engineering Purpose: Design, implement, and maintain all IT architecture. Focus: datacenter consolidation, O365, connectivity, mobility, and performance monitoring Best Practice: ITIL, PMI, Agile Initiatives: Customer Service, Best Practices, Fiscal Responsibility ES: Government Continuity Purpose: Enable operation of critical city functions and recovery of data in the event of catastrophic loss of downtown facilities Focus: Disaster recovery center connectivity and architecture, application, and data replication Best Practice: NIST, PCI, HPPA, CJIS Initiatives: Customer Service, Best Practices, Fiscal Responsibility ES: Enterprise Applications Purpose: Support applications utilized across multiple departments via commercial or opensource software solutions Focus: Hansen replacement, Agile, Open Source, SDLC ES: Radio Communications Purpose: Support radio technologies throughout the city and across the panhandle Focus: Mission-critical communications, radio technology management Best Practice: Efficiency, Safety, Interoperability, Compliance (FCC) Initiatives: Public Safety, Best Practices, Fiscal Responsibility 2020/21 Actual Performance Measures/Indicators: IT Support Ticket Count 10,115 Users Supported 1,626 Avg Time to Resolution 65:31 Time to Response 18:06
2021/22 Estimated
2022/23 Projected
11,644 1,632 62:00 15:30
12,500 1,632 60:00 13:00
Number of Incidents/Tickets Preventions (in millions) Time to Incident Resolution Applications Supported Servers Supported System Uptime Time to Resolution
Cybersecurity 18 50.8* 19:19 IT Engineering 3,500 490 99.418%
Time to Recovery
22 63.8* 55:00**
36 77 20
3,500 388 99.30 94:33
3,500 380 99.5
20:33
20
95:16 21:42
90
* All traffic from outside the US or from the dark web is now being dropped and not logged. Actual numbers are in the 100’s of Millions ** One multi-hour incident required isolating a location and skewed the number *** The entire data center was powered down for the AECC addition to UPS backup for 24 hours.
Print 2022/2023 Budget — 1% of Budget Provide print services to all departments of the city at a reduced cost. Performance Measures/Indicators:
2020/21 2021/22 Actual Estimated Jobs (by type) 1,900,000 358,471* * New accounting system counts a copy, not pages. Each copy is multiple pages.
2022/23 Projected 450,000
2022-23 Employee Distribution by Position Business Unit
62010
Department Description IT ADMINISTRATION ADMINISTRATIVE SPECIALIST II PROJECT MANAGER IT ASSISTANT DIRECTOR INFORMATION TECHNOLOGY DIRECTO IT ADMINISTRATION Sum
Pos Id CLR080 ADM091 ADM131 ADM137
Pos Count *Supplemental Total 1 $ 1 $ 2 $ 1 $ 5 $
-
2022‐23 Employee Distribution by Position Business Unit
62034
Department RADIO COMMUNICATIONS
Description COMMUNICATIONS TECHNICIAN R/T COMMUNICATION SUPERVISOR
RADIO COMMUNICATIONS Total
Pos Id TEC901 MGT665
Position Count
*Supplemental Total 3 $ 1 $ 4 $
‐ ‐ ‐
2022-23 Employee Distribution by Position Business Unit
62021
Department Description IT ENTERPRISE APPLICATIONS ENTERPRISE APPLICATION MANAGER APPLICATION SPECIALIST III SENIOR IT DEVELOPER III DATABASE ADMINISTRATOR III IT ENTERPRISE APPLICATIONS Sum
Pos Id ADM125 TEC142 TEC145 TEC148
Pos Count *Supplemental Total 1 $ 2 $ 4 $ 1 $ 8 $
-
2022-23 Employee Distribution by Position Business Unit
62022
Department IT SUPPORT
Description
Pos Id
AIRPORT TECHNOLOGY SPECIALIST IT SUPPORT SPECIALIST IV
TEC010 TEC126
IT SUPPORT Sum
Pos Count *Supplemental Total 1 $ 6 $ 7 $
-
2022-23 Employee Distribution by Position Business Unit
62023
Department Description IT PRINT SERVICES PRINT SHOP SUPERVISOR IT GENERALIST IT PRINT SERVICES Sum
Pos Id CLR850 TEC030
Pos Count *Supplemental Total 1 $ 1 $ 2 $
-
2022-23 Employee Distribution by Position Business Unit
62024
Department IT GIS
Description
Pos Id
GIS SERVICE MANAGER GIS TECHNICIAN ENGINEERING GIS COORDINATOR
ADM124 TEC170 TEC927
IT GIS Sum
Pos Count *Supplemental Total 1 $ 2 $ 1 $ 4 $
-
2022-23 Employee Distribution by Position Business Unit
62031
Department Description IT PUBLIC SAFETY PUBLIC SAFETY TECHNICIAN III CAD ADMINISTRATOR IT PUBLIC SAFETY Sum
Pos Id TEC176 TEC178
Pos Count *Supplemental Total 1 $ 1 $ 2 $
-
2022-23 Employee Distribution by Position Business Unit
62032
Department Description IT INFRASTRUCTURE IT PRINCIPAL ENGINEER IT CYBERSECURITY ENGINEER INFRASTRUCTURE ENGINEER I INFRASTRUCTURE ENGINEER III IT INFRASTRUCTURE Sum
Pos Id TEC048 TEC049 TEC132 TEC134
Pos Count *Supplemental Total 1 $ 1 $ 1 $ 5 $ 8 $
-
2022‐23 Employee Distribution by Position Business Unit
62033
Department IT TELECOM
Description 311 CUSTOMER SERVICE REP ‐ HRL 311 CUSTOMER SERVICE REP II 311 CUSTOMER SERVICE SUPERV *311 CUSTOMER SERVICE REP ‐ HRL *311 CUSTOMER SERVICE REP II *311 CUSTOMER SERVICE SUPERV
IT TELECOM Total
Pos Id HRL053 CLR053 CLR055 HRL053 CLR053 CLR055
Position Count
*Supplemental Total
1 $ 2 $ 1 $ ‐1 $ ‐2 $ ‐1 $ 0 $
‐ ‐ ‐ (19,104) (81,667) (55,271) (156,042)
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Total Expenses
$
710,594 146,021 140,023 6,736 $ 1,003,373
2021/22 Budget $
$
2022/23 Budgeted
787,104 151,818 132,622 21,085 1,092,629
$
$
929,779 204,567 132,622 21,818 1,288,786
Approved Positions 2020/21 Actual Full-time Part-time Total
8 2 10
Administration and Support Total Rewards - Compensation and Benefits Employee Development and Training Employment Sourcing and Recruitment Employee Relations Performance Management (Appraisals)
2021/22 Budget
2022/23 Budgeted 8 2 10
9 2 11
Mission Provide high-quality Human Resource services to all prospective, current, and past employees.
Goals and Objectives Through partnerships and collaboration, the Human Resources Department recruits, develops, and retains a high-performing and diverse workforce and fosters a healthy, safe, well-equipped, and productive work environment for employees, departments, and the public in order to maximize individual potential, expand organizational capacity and position the City of Amarillo as an employer of choice. The Human Resources Department is a conduit to building a vibrant workforce and a thriving community. Human Resources (HR) has 4 main goals and objectives: Goal 1: Drive HR excellence and innovation that leads to successful outcomes in recruiting, retaining, and developing an outstanding workforce and move the City of Amarillo forward while remaining a financial steward. Goal 2: Expand and promote community engagement by partnering with local agencies, schools and local events to educate, mentor, and showcase the employment opportunities at the city. Goal 3: Continue enhancing the employee experience by moving the organization forward while leveraging HR technology and increasing convenience to all customers. Goal 4: Invest in our employees’ continued growth by continuing our organizational development initiatives and educational experiences throughout the city. The HR team is excited about the future and we are committed to serving our employees, departments, and the public with excellence. Human Resources aligns to the City Council adopted BluePrint for Amarillo’s strategic pillars of Fisical Responsibility, Customer Service, and Excellence in Communication.
Programs of Human Resources Human Resources Administration and Support (Policies and Procedures)
2022/23 Budget — 10% of Budget Human Resources Administration and Support develops policies and procedures to be used by city employees, assures consistent and fair administration of policies and procedures, and processes timely and accurate changes in employee status and payroll. Performance Measures/Indicators: City-wide policies revised and/or created
2020/21 Actual 11
2021/22 Estimated 5
2022/23 Projected 5
Total Rewards – Compensation and Benefits 2022/23 Budget — 20% of Budget Total Rewards – Compensation and Benefits include the review and maintenance of the classification and compensation systems. Position reclassifications and/or salary adjustments are evaluated upon request to assist departments and allow for minimal interruptions within the overall city organization. Staff also works to develop compensation packages competitive according to market rates while maintaining the equity of the city’s Compensation Schedule. Performance Measures/Indicators: Position Adjustments
2020/21 Actual 249
2021/22 Estimated 239
2022/23 Projected 240
Employee Development and Training 2022/23 Budget — 20% of Budget Employee Development and Training entails the promotion of learning and growth while working with management to ensure sufficient and adequate training organization-wide by increasing the number of training hours per employee. In an effort to ensure that the city personnel are equipped, the Human Resources department is continually assessing organizational training needs and implementing training programs. Performance Measures/Indicators: city-wide/annual core training
2020/21 Actual 55
2021/22 Estimated 95
2022/23 Projected 95
Employment Sourcing and Recruitment 2022/23 Budget — 20% of Budget The Employment Sourcing and Recruitment program recruits and retains a diverse and skilled workforce while reducing the amount of involuntary terminations and maintaining or reducing the overall city-wide turnover rate. In an effort to attract qualified and diverse candidates, Human Resources works with departments to collaboratively develop specialized recruitment efforts. Performance Measures/Indicators: New hires
2020/21 Actual 521
2021/22 Estimated 500
2022/23 Projected 500
Employee Relations 2022/23 Budget — 10% of Budget Employee Relations is responsible for counseling managers, supervisors, and employees, as well as administering the Employee Grievance Process. The Human Resources department, through the city’s Health Plan, offers an Employee Assistance Program (EAP). The Human Resources Director serves as a liaison, between the EAP and the employee, to ensure that all EAP guidelines are followed by employees who utilize the EAP as a resource. Performance Measures/Indicators: Employee complaints unresolved by HR resulting in grievance to Civil Service Commission
2020/21 Actual
2021/22 Estimated
2022/23 Projected
1
1
2
Performance Management (Appraisals) 2022/23 Budget — 20% of Budget Performance Management administers the performance appraisal process. This process is designed to retain the best performance and quality in the workforce. Performance appraisals are completed at an employee’s first six months of service in the position and annually thereafter. Performance Measures/Indicators: Employee performance appraisals
2020/21 Actual 1,450
2021/22 Estimated 1,500
2022/23 Projected 1,650
2022-23 Employee Distribution by Position Business Unit
1110
Department Description HUMAN RESOURCES ADMINISTRATIVE TECHNICIAN DIR OF HUMAN RESOURCES HR MANAGER ADMINISTRATIVE ASSISTANT I ADMIN ASSISTANT -HRLY SR HR GENERALIST TRAINING COORDINATOR HR GENERALIST *HR GENERALIST HUMAN RESOURCES Sum
Pos Id CLR941 ADM600 ADM601 CLR400 HRL904 MGT601 PRF017 PRF250 PRF250
Pos Count *Supplemental Total 1 $ 1 $ 1 $ 1 $ 2 $ 1 $ 1 $ 2 $ 1 $ 11 $
84,324 84,324
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Capital Outlay Operating Transfers Total Expenses
2021/22 Budget
$
519,701 530,452 361,184 9,066,883 26,523 $ 10,504,743
2022/23 Budgeted
$
667,432 729,369 370,809 6,946,145 93,000
$
701,752 729,266 366,330 7,562,691 -
$
8,806,755
$ 9,360,039
Approved Positions 2020/21 Actual Full-time Part-time Total
2021/22 Budget
2022/23 Budgeted
6 -
7 -
6
7 -
7
Claims Management Self-Insurance General Unemployment Claims Fire and Extended Coverage Workers' Compensation General Liability Poli ce Professional Auto Liability and Physical Damage
7
Mission Assist city departments in maintaining safety programs and establishing practices to ensure the safe and effective completion of city services and reduce accidents and injuries. Provide accurate and timely recordings of losses incurred from city operations and report these losses to appropriate outside service agencies. Seek the best possible coverage for insurance needs versus self-insurance and provides city departments with cost-effective self-insurance benefits. The division maintains high standards of compliance with the State of Texas.
Goals & Objectives The Risk Management department is a support service to all city departments for the coordination and administration of various claims generated from city operations. Risk Management also assists the Finance department in evaluating current insurance needs throughout the city. The Risk Management Fund (also known as the Self-Insurance Fund) provides coverage for most of the city's exposures. The Risk Management Fund purchases property, police office liability, and malpractice insurance for our clinic. It also carries excess workers’ compensation insurance. The city generally has very high deductibles or self-insurance reserves with purchased coverage. State law protects the city with an overall liability limit of up to $500,000 per occurrence; therefore, the city has not purchased excess coverage for auto or general liability. In line with City Council Pillars outlined in the BluePrint for Amarillo, the Risk Management Fund seeks to analyze all departments' policies and functions to better utilize loss prevention techniques as an everyday departmental function. Commitment to Safety is an Initiative included in the BluePrint to reduce expenditures for injuries, property damages, and liability that directly affects the city’s available funds. An effective and Best Practice Safety Management System is vital to reduce these expenditures. While safety programs have predictable costs, claims losses do not. Claims costs can fluctuate a high degree from yearto-year due to large, sometimes catastrophic, losses. The budget for the following programs is based on averages and trends in each area over a period of time.
Risk Management will conduct facility safety audits by creating and implementing yearly property evaluations and tracking the progress of any recommendations. The department will develop, implement, monitor, and manage health and safety trainings, policies, procedures and programs. And Risk Management will identify areas of improvement to reduce the cost of claims.
Programs of Risk Management Claims Management 2022/23 Budget — 4% of Budget Under Claims Management, Risk Management staff maintains accurate and informative claim files on all city losses including workers’ compensation, property loss, auto liability, and general liability. Staff adjusters analyze claims for accuracy and validity, monitor claim progress, and coordinate with claimants to reach reasonable settlements. Risk Management analyzes claim history and losses to identify trends and implement loss control measures. Risk Management works collaboratively with city departments to identify loss prevention and reduction methods designed to reduce injuries, accidents, and liability.
Performance Measures/Indicators: Total claims processed
2020/21 Actual 792
2021/22 Estimated 660
2022/23 Projected 650
Self-Insurance General 2022/23 Budget — 7% of Budget Risk Management transitioned workers’ compensation claims handling to a third-party administrator (TPA) in June 2017 for all injuries that occurred on or after June 12, 2017. In January 2019, all workers’ compensation claims were transferred to the TPA. This change is expected to reduce workers’ compensation claims costs by better-utilizing network savings and applying best practices to more efficiently provide cost control measures. Risk Management continues to receive and process the injury claims from city departments before transferring the claim to our TPA. Risk Management also continues to coordinate return-to-work and modified duty with city departments. A major part of the city’s workers’ compensation program is employee safety. Risk Management oversees employee safety initiatives and provides safety and health training to all city departments. Performance Measures/Indicators: Safety footwear purchased Safety eyewear purchased Employees Trained: CPR-first aid-AED Worksite Safety Training (# of employees trained) Job safety observation 12 Codes of Safe Practice Drug and alcohol testing
2020/21 Actual
2021/22 Estimated
2022/23 Projected
695 48
600 35
600 40
0
140
144
373
490
500
120
150
200
521
500
500
246
200
240
Unemployment Claims 2022/23 Budget — 1% of Budget
The city is self-insured for Unemployment Claims. Risk Management found that changing regulations forced employers to provide a high level of representation and cooperation with the state. As a result, Risk Management partnered with Equifax Workforce Solutions for several services including representation at hearings at all levels, preparation of cases and responses of complex employment actions with the state. These claims are handled by Human Resources. Performance Measures/Indicators: Numbers of cases Percentage of positive outcome * COVID and Fraudulent Claims
2020/21 Actual 215* 77%
2021/22 Estimated 65 85%
2022/23 Projected 70 90%
Fire and Extended Coverage 2022/23 Budget — 33% of Budget The insurance market hardened in 2020, and premiums increased dramatically nationwide. In response, the city amended the way we purchase property insurance. We acquired the services of an Insurance Broker that assembled a layered coverage plan to meet the city’s property insurance needs in the current, dynamic market. Our property policies are provided by multiple individual insurance carriers coordinated by our contracted insurance broker. The policies provide $100,000,000 total annual coverage. The wind/hail deductible is 5% total insured value per location, per occurrence. The deductible for all other perils is $250,000. Performance Measures/Indicators: Claims processed Paid claims Premium for property policy
2020/21 Actual 41 $196,993 $2,081,994
2021/22 Estimated 25 $102,842 $2,100,000
2022/23 Projected 35 $150,000 $2,100,000
Workers’ Compensation 2022/23 Budget — 34% of Budget Workers’ Compensation manages all city workplace injuries. The city utilizes a TPA to administer these claims. However, Risk Management staff continue to manage the employees involved in workplace injuries. This program also funds the medical and indemnity payments associated with workplace injuries. The Workers’ Compensation program also includes a comprehensive safety program. The mission of the safety program is to reduce the risks of injuries, illnesses, and fatalities. The safety program results in cost savings in numerous areas, including lower workers’ compensation costs and overall medical expenses, fewer lost workdays, a reduction in the costs to train replacement employees, and a reduction in impact on crew workload related to overtime and downtime caused by injuries and property damage. A work environment with a strong Safety culture prevents accidents, which results in improved productivity and employee satisfaction. According to the Bureau of Labor Statistics, the Injury Incident Rate is the number of injuries per 100 fulltime employees; the average injury incident rate for Local Governments is 4.2 (BLS, 2020). Addressing the City’s Injury Incident Rate falls in line with the City Manager Initiative of Commitment to Safety. *64 COVID-19 claims incurred $3,029,097 Performance Measures/Indicators: Number of claims Total incurred cost Average cost per injury Medical bills paid timely Injury incident rate **1 COVID-19 claim incurred $2,331,320
2020/21 Actual 309 $4,535,807* $14,679 100% 15.35
2021/22 Estimated 330 $3,710,000** $11,242 100% 14.0
2022/23 Projected 220 $1,364,000 $6,200 100% 11.0
General Liability 2022/23 Budget — 8% of Budget General Liability is liability to a third party for damage to private property other than vehicle collisions. Examples would be city employees digging to repair a water main and accidentally cutting some other service line, or someone slipping and falling in a city building. Performance Measures/Indicators: Number of claims Claims paid Average cost per claim *$100k cyber liability claim
2020/21 Actual 96 $170,697 $1,778
2021/22 Estimated 100 $250,000* $4,117
2022/23 Projected 100 $130,000 $1,300
Police Professional (Law Enforcement Liability) 2022/23 Budget — 2% of Budget The city has had law enforcement liability coverage for seven years. This is a policy with high limits for issues surrounding claims for personal injury and property damages from police actions. Due to the national litigation and claims trends, it is vital to keep this coverage for protection of the self-insurance fund. Performance Measures/Indicators: Number of claims Claims paid Average cost per claim
2020/21 Actual 4 $3,015 $754
2021/22 Estimated 7 $7,500 $1,071
2022/23 Projected 10 $3,000 $300
Auto Liability and Physical Damage 2022/23 Budget — 11% of Budget This portion of the self-insurance fund covers all losses to city motor vehicles, including city property damage, city comprehensive damage, city liability for personal injury, and property damages to a third party. All claims are handled by Risk Management. Performance Measures/Indicators: Number of incidents Claims paid Average cost per incident
2020/21 Actual 297 $1,364,678 $4,595
2021/22 Estimated 158 $722,621 $4,573
2022/23 Expenditures by Funding Source General Fund Self-Insurance Fund
4% of Budget 96% of Budget
2022/23 Projected 200 $900,000 $4,500
2022-23 Employee Distribution by Position Business Unit
1120
Department Description RISK MANAGEMENT ADMINISTRATIVE TECHNICIAN RISK MANAGEMENT DIRECTOR CLAIMS ADMINISTRATOR RISK MANAGEMENT Sum
Pos Id CLR941 ADM135 MGT610
Pos Count *Supplemental Total 1 $ 1 $ 1 $ 3 $
-
2022-23 Employee Distribution by Position Business Unit
63125
Department Description WORKERS COMPENSATION SAFETY MANAGER SAFETY COORDINATOR WORKERS COMPENSATION Sum
Pos Id ADM610 PRF160
Pos Count *Supplemental Total 1 $ 3 $ 4 $
-
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Operating Transfers Total Expenses
2021/22 Budget
$
545,845 33,605 2,302,953 25,647,069 $ 28,529,472
$
$
2022/23 Budgeted
688,997 50,785 2,848,268 27,652,939 120 31,241,109
$
708,625 54,385 2,387,184 27,976,750 $ 31,126,944
Approved Positions 2020/21 Actual Full-time Part-time Total
2021/22 Budget 8 1 9
2022/23 Budgeted 8 1 9
Benefits Administration Health Plan Dental Plan Employee Health and Wellness Clinic Employee Wellness Program Flexible Spending Program
8 1 9
Mission Providing comprehensive benefits, services, and programs to eligible employees, retirees, and their dependents which: • Meet and anticipate their individual needs. • Assure the City of Amarillo’s competitiveness with other employers to attract and retain employees. • Maximize cost-effectiveness. • Assure optimal health and productivity of our employees.
Goals & Objectives To align with the City of Amarillo’s Benefits Department mission, department goals have been established to ensure that the overall administration of the city’s healthcare plan is met and managed throughout the fiscal year. • Provide ongoing equitable benefits based on legal requirements, eligibility, and city policies. • Collaborate with employees, retirees, and others to assure that selected benefits programs and services are responsive to their needs. • Communicate benefits information to employees, retirees, and their dependents which enables them to tailor coverage to meet their needs. • Explore alternate or additional benefits and financial structures that maximize affordable coverage. • Represent employees, retirees, and dependents in their efforts to resolve benefit problems with external providers. • Provide health and fitness programs and activities that improve employee health and promote well-being. • Provide sound fiscal and contract management of benefits programs. • Create a strong partnership with the city’s benefits consultants and vendors. • Provide information to other public sector employers as needed. Benefits aligns to the City Council adopted BluePrint for Amarillo’s strategic pillars of Excellence in Communication and Fiscal Responsibility.
Programs of the Benefits Department Health Plan Administration 2022/23 Budget — 1% of Budget The City of Amarillo’s Benefits Department is responsible for the overall administration of the city’s benefit and wellness plans for active eligible employees, retirees, COBRA enrollees, and their dependents. This includes management and oversight of benefit plans outsourced to outside vendors. Performance Measures/Indicators: Internal audit of enrollment records for 100% accuracy in all systems
2020/21 Actual
2021/22 Estimated
2022/23 Projected
100%
100%
100%
Conduct quarterly reviews with consultants for Healthcare Plans and 457 Deferred Compensation and OPEB Trust Plans
100%
100%
100%
Employee Insurance Fund (Health Plan) 2022/23 Budget — 91% of Budget
The Benefits Manager partners with the Finance Department and Healthcare Consultant to ensure that the healthcare plan(s) are staying within budget and are managed in accordance with the appropriate federal/state/public government laws/regulations. Performance Measures/Indicators: Note: In years noted N/A this means that this is a new performance measure and reporting will start in 2020/21.
Healthcare Enrollments by Plan Medical Plan Active employees Active dependents Retiree only Retiree dependents COBRA participants Total Medical Plan Lives
Dental Plan Active employees Active dependents Retiree only Retiree dependents COBRA participants Total Dental Plan Lives
2020/21 Actual 1,783 2,296 297 179 8 4,563
2021/22 Estimated 1,800 2,310 299 180 8 4,597
2022/23 Projected 1,800 2,310 299 180 8 4,597
2020/21 Actual 1,625 2,204 215 131 6 4,181
2021/22 Estimated 1,645 2,200 215 131 6 4,197
2022/23 Projected 1,645 2,200 215 131 6 4,197
Healthcare Enrollments by Plan (Continued) Vision Active employees Active dependents COBRA participants Total Vision Plan Lives
Flexible Spending Accounts (FSAs) Employee enrollments in healthcare plan Employee enrollments in dependent care plan Total FSA enrollments
Life Insurance* $10,0000 basic life employee insurance enrollees Additional employee life insurance enrollees Additional spouse life insurance enrollees Additional children life insurance enrollees Retiree $5k enrollees Retiree $10k enrollees Retiree & Spouse enrollees
2020/21 Actual 1,390 745 4 2,139
2021/22 Estimated 1,395 775 4 2,174
2022/23 Projected 1,395 775 4 2,174
2020/21 Actual 220 8 228
2021/22 Estimated 225 8 233
2022/23 Projected 225 8 233
2020/21** Actual 1,894 1,168 675 642 111 154 105
2021/22 Estimated 1,900 1,170 675 645 111 155 105
2022/23 Projected 1,900 1,170 675 645 111 155 105
*New Life Insurance Structure for Active Employees and $10,000 Basic Life policy paid by City effective 9/1/2021. **Reporting only from 9/1 to 12/2021.
2020/21 Actual 579
Voluntary Long-Term Disability* Employee Enrollments
2021/22 Estimated 580
2022/23 Projected 580
2020/21 Actual
2021/22 Estimated
2022/23 Projected
96% N/A N/A
99% TBD N/A
99% TBD 85%
*New voluntary benefit plan offering to Active employees effective 9/1/2021.
Healthcare Metrics/KPIs Monthly healthcare costs (at or below healthcare budget) Annual healthcare cost per employee Benefits satisfaction survey
Dental Plan 2022/23 Budget — 4% of Budget The City of Amarillo’s dental plan is offered to active eligible employees, pre-65 retirees, COBRA enrollees, and their dependents.
City Care Clinic 2022/23 Budget — 2% of Budget The City Care Clinic provides primary care provider services to active employees and their dependents enrolled in the medical plan and pre-65 retirees and eligible spouses. Performance Measures/Indicators:
City Care Clinic Metrics/KPIs Number of patients served Number of appointments canceled Percentage of No-Show appointments Number of new patients % of new patients seen Overall patient satisfaction
2020/21 Actual 1,760 192 26% 634 36% N/A
2021/22 Estimated 1,100 100 26% 425 39% N/A
2022/23* Projected 2,000 190 26% 635 36% 85%
*Will be establishing new metrics in 2023 with a new clinic vendor.
Employee Wellness Program 2022/23 Budget — 0.1% of Budget The employee wellness program is available to all city employees which includes both part-time and fulltime employees. The City of Amarillo will offer its employees different options/programs to promote and enhance healthy lifestyles. Performance Measures/Indicators:
Employee Wellness Metrics/KPIs Completion of Health Risk Assessments (HRAs) Completion of onsite biometric screenings for employees – participation goal of 15%
2020/21 Actual N/A
2021/22* Estimated N/A
2022/23** Projected 25%
N/A
N/A
15%
*Unable to complete these wellness activities due to COVID/social distancing restrictions. **Will be establishing new metrics in 2023 with a new wellness vendor.
Flexible Spending Plan 2022/23 Budget — 2% of Budget The City of Amarillo offers its eligible employees to enroll in a healthcare flexible spending account and/or dependent care spending account each calendar year up to the IRS-determined limits on a pretax basis.
2022/23 Expenditures by Funding Source General Fund Employee Insurance Fund Employee Flexible Plan Fund
1% of Budget 97% of Budget 2% of Budget
2022-23 Employee Distribution by Position Business Unit
1340
Department Description HEALTH PLAN ADMINISTRATION ADMIN ASSISTANT -HRLY BENEFITS MANAGER BENEFITS COORDINATOR I BENEFITS SPECIALIST HEALTH PLAN ADMINISTRATION Sum
Pos Id HRL904 ADM620 CLR065 PRF625
Pos Count *Supplemental Total 1 $ 1 $ 1 $ 1 $ 4 $
-
2022-23 Employee Distribution by Position Business Unit
64300
Department Description CITY CARE CLINIC ADMINISTRATIVE ASSISTANT III NURSE PRACTITIONER CLINIC AIDE U.R. NURSE CITY CARE CLINIC Sum
Pos Id CLR410 PRF605 CLR620 PRF600
Pos Count *Supplemental Total 1 $ 2 $ 1 $ 1 $ 5 $
-
City of Amarillo 2022 Summary of Expenditures by Activity Classification Description
2020 Actual
2021 Budget
2022 Budget
524,275
615,627
670,555
1,403,134
2,179,005
2,417,089
518,757
372,430
411,439
Leisure Services 01000 - General Fund 1241 - Civic Center Administration 1243 - Civic Center Operations 1245 - Civic Center Sports 1248 - Box Office Operations
308,165
397,807
416,942
1249 - Globe News Center
321,411
421,333
483,356
1260 - Library
3,881,977
4,200,784
4,435,327
1811 - Golf Operations
4,243,091
4,252,868
4,515,054
770,033
774,412
820,449
1820 - Parks & Rec Administration 1825 - Beautification and Public Arts
-
-
131,177
1830 - Tennis Center
240,351
258,655
268,228
1840 - Swimming Pools
714,382
983,870
1,049,427
1850 - Parks & Recreation Program
294,878
420,236
428,276
1855 - Warford Activity Center
329,747
472,155
500,763
1861 - Park Maintenance
5,572,984
6,582,550
8,757,834
1862 - Zoo Maintenance
547,062
624,487
668,553
1870 - Athletic Administration
80,792
144,497
165,955
1871 - Softball Program
64,316
172,857
172,857
1872 - Basketball Program
530
11,272
11,272
1874 - Volleyball Program
25,564
102,362
102,362
-
1,061
1,061
68,814
88,739
91,650
19,910,262
23,077,007
26,519,626
1876 - Baseball 1880 - Senior Services
Leisure Services Total Expenditures
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Capital Outlay Total Expenses
$
$
2021/22 Budget
1,550,836 773,448 258,812 492,646 3,075,742
$
2022/23 Budgeted
2,151,138 870,922 377,269 586,873 3,986,202
$
$
$
2,324,492 1,044,915 404,131 625,843 4,399,381
Approved Positions 2020/21 Actual Full-time Part-time Total
2021/22 Budget 35 9 44
2022/23 Budgeted 35 9 44
Administration Operations/Sports Box Office dba panhandl eticket s Globe News
36 9 45
Mission Enrich the community by hosting a variety of experiences while providing extraordinary customer service in versatile and inviting facilities.
Goals & Objectives Efficiently manage an active schedule for the entire Amarillo Civic Center Complex (ACCC) which includes eight venues in the Civic Center and two venues in the Globe-News Center for the Performing Arts. In alignment with the City Council adopted BluePrint for Amarillo, staff strives to achieve the Implementation of Best Practices in all its policies and procedures and focuses on extraordinary Customer Service and making Commitment to Safety for employees and guests a top priority. The International Association of Venue Managers (IAVM) is the preeminent source for all public assemblyrelated research, information, services, and life-safety issues worldwide. ACCC staff members look to IAVM for information and detailed reports on industry performance, benchmarking, and other key indicators. IAVM does not provide venue certification. It does offer certification to senior and middle management positions. Currently, one staff member has obtained the highest certification, Certified Venue Executive (CVE) and one staff member has obtained Certified Venue Professional (CVP) certification. Temporary closures of the Civic Center Complex due to COVID-19 and the operating of the city’s vaccination clinic have had significant impacts on performance measures/indicators as seen below. Since March of 2020 over 275 events have been canceled resulting in over $1.25M in lost revenue. The vaccination clinic opened on December 28, 2020, and quickly became a nationally recognized model for operating a walk-in (no appointment) vaccination clinic. The city led the nation in vaccinations given in the first month it was open. The vaccination clinic stood down at the Civic Center in late May 2021.
Programs of the Civic Center Administration 2022/23 Budget —15 % of Budget Includes management, booking, marketing, and the administrative office. All travel, training, professional development, and associated expenses are included in Administration. Civic Center Administration has a total of five full-time positions. Performance Measures/Indicators: ACCC Facebook likes Website Unique Visitors (cumulative 12month total) Guest survey overall rating (meet or exceed expectations)
2020/21 Actual 8,498
2021/22 Estimated 9,450
2022/23 Projected 9,850
101,781
100,000
110,000
95%
95%
NA
Operations / Sports 2022/23 Budget — 64% of Budget Includes operations and production staff, equipment, supplies, contracted services, and utilities. Operations and Sports have a total of twenty-four full-time positions. Performance Measures/Indicators: Events Event Days Attendance Major events (>2000 attendance) Lessee survey overall rating (meet or exceed expectations)
2020/21 Actual 219 1,074 300,549 39
2021/22 Estimated 348 1,469 505,208 38
2022/23 Projected 420 1,477 610,254 61
95%
95%
NA
Box Office dba panhandletickets 2022/23 Budget — 10% of Budget Includes all expenses and revenues directly attributed to operating panhandletickets, a full-service regional box office with outlets throughout the Texas Panhandle. Personnel totals include three full-time and nine part-time positions. Performance Measures/Indicators: panhandletickets Facebook likes Total Tickets issued Tickets issued via website % Tickets issued via outlets %
2020/21 Actual 10,078 68,252 28% 4%
2021/22 Estimated 10,550 96,800 39% 2%
2022/23 Projected 10,900 80,000 38% 2%
Globe-News Center 2022/23 Budget — 11% of Budget Includes all costs and revenues directly attributed to the operation of the Globe-News Center, including three full-time personnel. Other personnel is shared with Administration and Operations. Performance Measures/Indicators: Total # of performances
2020/21 Actual 34
2021/22 Estimated 73
2022/23 Projected 73
2022-23 Employee Distribution by Position Business Unit
1241
Department Description CIVIC CENTER ADMINISTRATION ADMINISTRATIVE ASSISTANT I CIVIC CENTER MANAGER ASST CIVIC CENTER MGR MARKETING ADMINISTRATOR DIRECTOR OF BOOKING CIVIC CENTER ADMINISTRATION Sum
Pos Id CLR400 ADM040 ADM041 CLR140 MGT039
Pos Count *Supplemental Total 1 $ 1 $ 1 $ 1 $ 1 $ 5 $
-
2022-23 Employee Distribution by Position Business Unit
1243
Department Description CIVIC CENTER OPERATIONS DIRECTOR OF OPERATIONS PRODUCTION MANAGER EVENTS SUPERVISOR EVENTS MANAGER BUILDING ATTENDANT I BUILDING ATTENDANT II BUILDING ATTENDANT III BUILDING TECHNICIAN *PRODUCTION TECH CIVIC CENTER OPERATIONS Sum
Pos Id ADM042 MGT040 MGT900 MGT902 TRD040 TRD041 TRD042 TRD043 TEC065
Pos Count *Supplemental Total 1 $ 1 $ 2 $ 1 $ 11 $ 2 $ 2 $ 2 $ 1 $ 23 $
50,499 50,499
2022-23 Employee Distribution by Position Business Unit
1245
Department Description CIVIC CENTER SPORTS EVENTS SUPERVISOR ASSISTANT PRODUCTION MANAGER CIVIC CENTER SPORTS Sum
Pos Id MGT900 MGT045
Pos Count *Supplemental Total 1 $ 1 $ 2 $
-
2022-23 Employee Distribution by Position Business Unit
1248
Department Description BOX OFFICE OPERATIONS CIVIC CNTR BOX OFFICE CLERK I BOX OFFICE MANAGER ASST. BOX OFFICE MGR. BOX OFFICE OPERATIONS Sum
Pos Id HRL040 MGT041 MGT270
Pos Count *Supplemental Total 9 $ 1 $ 2 $ 12 $
-
2022-23 Employee Distribution by Position Business Unit
1249
Department Description GLOBE NEWS CENTER BUILDING ATTENDANT I ASST PRODUCTION MANAGER GLOBE NEWS CENTER Sum
Pos Id TRD040 MGT045
Pos Count *Supplemental Total 2 $ 1 $ 3 $
-
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Inter Reimbursements Total Expenses
$
$
2021/22 Budget
3,060,376 $ 558,830 131,558 162,923 (31,710) 3,881,977 $
2022/23 Budgeted
3,292,308 $ 3,476,084 578,036 608,132 169,724 166,317 183,052 207,130 (22,336) (22,336) 4,200,784 $ 4,435,327
Approved Positions 2020/21 Actual Full-time Part-time Total
2021/22 Budget
56.57 20 76.57
56.57 20 76.57
Library Administration/Support Library Materials Management Services Library Publi c Services Library Literacy and Education Services
2022/23 Budgeted 57.50 19 76.50
Mission Enhance knowledge, empower individuals, and enrich the community.
Strategic Approach The Amarillo Public Library system, consisting of five physical locations and an interactive website, strives to provide a central source of information, materials, and services for citizens of all ages. Managing a collection comprised of almost half a million items, the Library acquires materials and online resources intended to support lifelong learning; skills attainment and career advancement; cultural pursuits; historical research; leisure reading, listening, and viewing; and early literacy development and school readiness. The Library employs the principles and practices set forth in city council adopted BluePrint for Amarillo’s pillars of economic development and redevelopment, civic pride, customer service, and excellence in communication. In a typical year the Library offers more than 1,000 programs and provides a wide variety of services that link people with resources, produces opportunities for individual self-development, supplements formal educational programs, and inspires civic engagement. The Library also positively impacts local Economic development and redevelopment efforts by providing tools and assistance that bolster workforce development and support small businesses. The MakerSpace at Downtown Library, which opened in summer 2021, is on track to further bolster this initiative by allowing citizens interested in starting a business related to crafting to try out entrepreneurial projects without risking an initial investment on equipment or supplies while receiving guidance and support from trained library staff. Communities with makerspaces have realized multiple benefits over time, but primary among those is having a place where people can both learn, and make new things. They can work through projects while learning new skills via structured classes as well as informal collaboration, which in turn encourages greater community engagement. To achieve the highest performance levels associated with the objectives and responsibilities outlined above, the Amarillo Public Library measures its operations against benchmarks provided by two major assessors in the state: the Texas State Library and Archives Commission (TSLAC) and the Texas Municipal Library Directors Association (TMLDA). Yearly accreditation through TSLAC qualifies Texas public libraries for several programs available through state and federal funding, such as the TexShare card, the TexShare subscription databases, the Interlibrary Loan system, and certain competitive grants. In order to be accredited, libraries must demonstrate via an annual report that they meet criteria in several categories, including access to services, maintenance of effort through local operating expenditures (meeting or exceeding per capita minimums set by the state), and staff qualifications. To receive recognition by TMLDA each year, public libraries must demonstrate excellence in ten categories: provision of summer reading programs; service to underserved populations; enhanced service during the past year either through an increase in service or a change in the type of services; current marketing materials; support of workforce development; cultural, topical, and educational programming for adults and families; literacy support; collaborative efforts with other community organizations; staff training; and digital inclusion for all.
Continuing to meet or exceed the qualifications set forth by TSLAC and TMLDA not only places the Library in compliance with the initiative of Implementation of Best Practices in the BluePrint for Amarillo, but also helps to ensure citizens are better prepared to meet the challenges of a society increasingly driven by technology, innovation, and information.
Programs Library Administration/Support 2022/23 Budget — 13% of Budget • • •
Provides overall department leadership, administrative management, and high-level strategic planning for the Library system, as well as training for its employees. Ensures departmental alignment with the city’s vision, values, and mission. Raises awareness of library services available to the citizens of Amarillo and provides 24/7 access to resources through the library’s website.
Performance Measures/Indicators: Event notifications emailed Library website hits and unique visitors Likes for APL/AMA-CON Facebook pages Posts to APL/AMA-CON Facebook pages Followers for APL/AMA-CON Instagram pages Posts to APL/AMA-CON Instagram pages Views of YouTube channel content Staff training sessions / per FTE
2020/21 Actual 22,194
2021/22 Estimated 22,635
2022/23 Projected 23,090
209,275/167,466
211,367/169,140
212,425/169,985
8,736 536 993 121 2,969
8,823 590 1,095 200 3,550
8,911 650 1,205 300 4,250
210 / 3.7
220 / 3.9
230 / 4
Library Materials Management Services 2022/23 Budget — 7% of Budget • • •
Selects new library materials in print, non-print, and digital formats. Manages integration of new materials into the library system and maintains records and inventory regarding the library collections. Mends and performs repairs to library items to extend their useful life and save taxpayers money.
Performance Measures/Indicators: Total items mended or repaired Cost savings ($15 average price per item) New additions to eBook collection and collection total with annual 5% increase Patron item requests fulfilled and % of total requests fulfilled
2020/21 Actual 3,210 $48,150 741 7,923 60,341 92.6%
2021/22 Estimated 3,500 $52,500 396 8,319 59,500 95%
2022/23 Projected 4,000 $60,000 416 8,735 61,500 95%
Library Public Services 2022/23 Budget — 60% of Budget • • • •
Provides information and assistance at library locations citywide. Assists library patrons in locating materials, utilizing library computers and online resources, and requesting new books, movies, and digital resources. Facilitates patron registration and maintains patron records. Plans and conducts educational and recreational programs for citizens of all ages, as well as supporting reading groups, job search assistance, and technology training. Provides to APL and HLC cardholders an avenue to free WIFI service and free internet access computers.
Performance Measures/Indicators: Items Circulated Circulation per capita Circulation per paid staff Programs (in-person and virtual) offered* Program (in-person and virtual) attendance* Library visits per capita Reference transactions Reference transactions per capita Internet and WIFI log-ins Registered cardholders and % of population Technology trainings MakerSpace users MakerSpace tour participants
2020/21 Actual 602,770 3.01 12,708 558 65,154 3.05 204,054 1.02 20,631 83,099 / 41.5% 14,157 405 (June-Dec) 509 (June-Dec)
2021/22 Estimated 725,000 3.62 13,978 600 70,040 3.5 208,135 1.04 20,837 85,000/ 42.5% 16,425 1,200 1,000
2022/23 Projected 870,000 4.35 15,376 1,270 12,700 4.0 212,765 1.06 21,045 86,000 / 43% 17,245 1,500 750
*FY 2020/21 and FY 2021/22 represent hybrid years when most programs offered were online and received multiple views. APL will return to providing mostly in-person programs in FY 2022/23.
Library Literacy and Education Services 2022/23 Budget — 19% of Budget Develops and coordinates programs for community members related to the attainment of U.S. citizenship, the acquisition of English-language skills, the improvement of adult literacy skills, and the development of early literacy skills in very young children.
Performance Measures/Indicators: Citizenship enrollment
Note: No Citizenship classes took place during the pandemic.
ESL enrollment Adult literacy tutoring - students enrolled and % progressing one grade level Note: No tutoring took place during the pandemic.
2020/21 Actual
2021/22 Estimated
2022/23 Projected
0
35
85
167
185
235
0 / 0%
10 / 75%
20 / 75%
Family Place Libraries Program Enrollment Note: No FPL programs took place during the pandemic.
0
25
100
0 286
360 430
1,050 475
260
224
75
Laugh and Learn/Baby Time Participants
Note: No in-person youth programs took place during the pandemic.
Rubber Ducky Club Enrollment Number of live story times streamed on Facebook
Note: These virtual programs will be scaled back as we resume in-person programs and as publishers reinstate restrictions on airing this content online.
2022-23 Employee Distribution by Position Business Unit
1260
Department LIBRARY
Description
Pos Id
ADMINISTRATIVE ASSISTANT I DIRECTOR OF LIBRARY SERVICES ASST DIR LIBRARY SERVICES ADMINISTRATIVE ASSISTANT III BUYER I LIBRARY MESSENGER ADMIN ASSISTANT-HRLY LIBRARY TECH SPECIALIST LIBRARIAN I LIBRARIAN II LIBRARIAN III COORDINATOR OF P.R.& PROG. LIBRARY ASSISTANT *ADMINISTRATATIVE ASST. HRLY *CASE WORKER
CLR400 ADM030 ADM031 CLR410 CLR950 HRL032 HRL904 PRF028 PRF030 PRF031 PRF032 PRF033 PRF034 HRL904 CLR030
LIBRARY Sum
Pos Count *Supplemental Total 19 $ 1 $ 1 $ 2 $ 1 $ 2 $ 18 $ 1 $ 3 $ 4 $ 6 $ 1 $ 18 $ -1 $ 0.5 $ 76.5 $
(11,073) 11,073 -
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Total Expenses
$ 1,836,375 1,265,735 1,081,814 59,166 $ 4,243,091
2021/22 Budget $
$
2022/23 Budgeted
1,944,340 1,208,777 1,049,028 50,723 4,252,868
$
$
2,093,537 1,451,115 920,736 49,666 4,515,054
Approved Positions 2020/21 Actual Full-time Part-time Total
22 69 91
Golf Operations Tournaments Youth Programs League Programs Special Programs
2021/22 Budget
2022/23 Budgeted 22 69 91
22 69 91
Mission Building our community through parks and programs by encouraging health and wellness, creating positive economic benefits, and enhancing the community’s ecological systems.
Goals and Objectives Our primary focus is on general operations and maintenance of the Ross Rogers and Comanche Trail Golf Complexes. In addition to essential operations, the Golf department also offers tournaments, youth, and league programs, and other special activities to expose the game to a wider audience and to enhance the quality-of-life opportunities for Amarillo residents and visitors. Each of these programs and activities has value for the participants beyond just the game itself. Our strategy is to communicate the many benefits of the game as an activity for a lifetime. Golf does not require vigorous activity such as running and jumping, nor does it require a great deal of strength. It only requires only a self-paced walk, intervals of bending, reaching, and stretching--all valuable to the players’ health and well-being. These activities can be performed by almost anyone, at any age, and will contribute to a longer, more enjoyable, and healthier life. In addition to the physical attributes that improve health and wellness, the numerous social interactions also contribute to the players’ well-being. Golf is a vehicle for youth to learn discipline, rules, sportsmanship, and etiquette. Golf requires self-control, the ability to remain calm under pressure, the ability to learn strategies, problem-solving, and perseverance. Participation also provides an opportunity for interaction with business leaders, community role models, and members of local charities and civic organizations. Golf courses provide green space for both people and wildlife where players regularly see turtles, fish, birds, hawks, waterfowl, rabbits, foxes, raccoons, coyotes, and deer. The golf courses are maintained to recognize the importance of environmental stewardship in our operations. Convenience is critical to patrons. The online tee time system makes it easier for patrons to book their tee time and to see what times are available at each course. Approximately 80% of tee times are now booked online. The online booking site is tied to the website www.playgolfamarillo.com where tournament schedules can also be viewed. Golf Courses aligns with the City Council adopted BluePrint for Amarillo’s strategic pillars of Customer Service and Civic Pride.
Programs of the Parks and Recreation Department — Golf Courses Golf Operations 2022/23 Budget — 90% of Budget
Efficiently and effectively operate and maintain the Ross Rogers and Comanche Trail Golf Complexes by providing an economical, customer-friendly, and family-oriented experience with award-winning courses and recreational opportunities for our citizens and visitors. Performance Measures/Indicators: Annual rounds Average daily rounds Average monthly revenue Revenue per round Cost per round
2020/21 Actual 82,609 227 $285,600 $41.49 $51.36
2021/22 Estimated 83,000 230 $290,000 $41.92 $50.00
2022/23 Projected 83,000 230 $296,955 $42.93 $50.53
Tournaments 2022/23 Budget — 7% of Budget Market and showcase Amarillo municipal golf courses; support community charities; provide a measurable benchmark for golfers; and further the game of golf. Performance Measures/Indicators: Charity/tournament rounds Charity contributions to the community
2020/21 Actual 9,800 $794,274
2021/22 Estimated 10,000 $800,000
2022/23 Projected 10,000 $800,000
Youth 2022/23 Budget — 1% of Budget Create future golfers to promote and protect the viability of the game.
Leagues 2022/23 Budget — 1% of Budget Support economic development and business retention in Amarillo and provide an economical, customerfriendly experience and quality golf venue for the business community to provide health and wellness opportunities for their employees.
Special Programs 2022/23 Budget — 1% of Budget Impact the health and wellness of various special groups in Amarillo and the surrounding area.
2022-23 Employee Distribution by Position Business Unit
1811
Department Description GOLF OPERATIONS CUSTODIAN I UTILITY WORKER ASST GM OF GOLF OPERATIONS GM OF GOLF OPERATIONS HEAD GOLF PROFESSIONAL GOLF COURSE SUPER CART ATTENDANT DELI ATTENDANT GOLF COURSE MARSHAL PRO SHOP ATTENDANT GREENSKEEPER (PT/SEASONAL) ASSISTANT GOLF PROFESSIONAL II GREENSKEEPER II GOLF IRRIGATION TECH II GOLF EQUIPMENT MECH I ASST. GOLF COURSE SUPT. GOLF OPERATIONS Sum
Pos Id HRL911 TRD910 HRL930 ADM404 ADM405 ADM899 ADM900 HRL260 HRL265 HRL270 HRL275 HRL430 PRF452 TRD431 TRD436 TRD440 TRD975
Pos Count *Supplemental Total 1 $ 2 $ 6 $ 1 $ 1 $ 1 $ 1 $ 15 $ 14 $ 12 $ 9 $ 12 $ 2 $ 6 $ 4 $ 2 $ 2 $ 91 $
-
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Total Expenses
$
$
2021/22 Budget
677,442 47,658 40,792 4,141 770,033
$
2022/23 Budgeted
682,693 39,321 41,313 11,085 774,412
$
$
$
816,337 49,821 74,813 10,655 951,626
Approved Positions 2020/21 Actual Full-time Part-time Total
2021/22 Budget
2022/23 Budgeted
9 -
9 -
9
9
Administration/Support Departmental Capital Investment Program Marketing Park Reservations Special Events
10 10
Mission Building our community through parks and programs by encouraging health and wellness, creating positive economic benefits, and enhancing the community’s ecological systems. To integrate public arts into the environment of the city to improve the visual design and content of the city to enhance the experience of living and visiting Amarillo.
Goals and Objectives The main function of Parks and Recreation Administration is to direct the overall operations of Golf, Recreation, Aquatics, Tennis, Warford Activity Center, Parks Maintenance, Zoo, Athletics, and Senior Services. All the departments within Parks and Recreation strive to improve the Quality of Life for those that live, work, and play in Amarillo. Parks & Recreation Administration aligns with the City Council adopted BluePrint for Amarillo’s strategic pillars of Civic Pride, Economic Development and Redevelopment, and Fiscal Responsibility. Over the past two years, Parks Administration has initiated several forward-thinking projects including the Asset Management Plan and Parks Master Plan. This Parks Master Plan utilized information identified in the Asset Management Plan to develop a strategy for improvements to existing infrastructure, and new improvements desired by the community.
Programs of the Parks and Recreation Department — Administration Administration/Support 2022/23 Budget — 100% of Budget Provide general oversight and direction for the various departments within the Parks and Recreation Department, including Golf, Recreation, Tennis, Warford Activity Center, Park Maintenance, Zoo, Athletics, and Senior Services. Performance Measures/Indicators: Number of special event applications* Number of park reservations processed Phone contacts with public (daily average) Number of permanent positions managed Number of part-time positions managed
2020/2021 Actual 50 75 35 136 238
2021/2022 Estimated 80 1100 40 136 239
*Special Event applications are now included in the new Special Event Fee Structure
2022/23 Projected 0 1100 50 124 225
Parks Beautification & Public Arts 2022/23 Budget — 100% of Budget Primary function is the implementation of the Public Arts and Beautification Plan which was adopted by Council in 2021. The main function of Beautification and Public Arts is to: - Promote and encourage private and public programs to enhance all aspects of the city’s appearance, presentation, and beautification - Promote and encourage private and public programs to further the development of public arts - Increase employment opportunities in the arts - Encourage the integration of art into the architecture of municipal structures - Identify and develop quality programs involving notable art in public places through exhibitions, acquisitions, and education to enhance our community. - Raise awareness and appreciation of the value of art in public places and the beautification of our city in general.
2022-23 Employee Distribution by Position Business Unit
1820
Department Description PARKS & RECREATION ADMINISTRAT ADMINISTRATIVE TECHNICIAN OFFICE MANAGER ADMINISTRATIVE ASSISTANT III DIR OF PARKS AND RECREATION ASST DIR OF PARKS AND RECREATI EVENTS COORDINATOR VISITOR SERVICE COORDINATOR COORD OF PR AND PROGRAMMING BUSINESS ANALYST PARKS & RECREATION ADMINISTRAT Sum
Pos Id CLR941 CLR630 CLR410 ADM400 ADM401 CLR155 MGT432 PRF033 PRF810
Pos Count *Supplemental Total 1 $ 1 $ 1 $ 1 $ 1 $ 1 $ 1 $ 1 $ 1 $ 9 $
-
2022-23 Employee Distribution by Position Business Unit
1825
Department Description BEAUTIFICATION & PUBLIC ART MANAGER BEAUTIFICATION & PUBLIC ART Sum
Pos Id NEW
Pos Count *Supplemental Total 1 $ 1 $
-
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Total Expenses
$
$
2021/22 Budget
50,523 35,253 147,047 7,528 240,351
$
$
2022/23 Budgeted
103,728 39,957 109,006 5,964 258,655
$
$
110,234 41,475 109,005 7,513 268,228
Approved Positions 2020/21 Actual Full-time Part-time Total
2021/22 Budget 1 3 4
2022/23 Budgeted 1 3 4
Tennis Operations Tennis Adult Leagues Tournaments Youth Programs
1 3 4
Mission Building our community through parks facilities and recreational programs by encouraging health and wellness, creating positive economic benefits, and protecting and enhancing the community’s ecological systems.
Goals and Objectives The Tennis program provides a quality tennis facility and supporting staff members that provide quality programs and events that meet the needs of the community. Tennis programs include Operations, Adult Leagues, Tournaments, Youth Programs, and Pickleball. Tennis programming is offered at the Amarillo National Tennis Center which has 11 lighted outdoor tennis courts, 3 lighted indoor tennis courts, and 9 lighted outdoor pickleball courts. The budget provides funding for the care and upkeep of tennis courts, lights, and the buildings which support these activities. Full-time, part-time and independent contractors support these programs and provide customer service and court reservations services. The Amarillo National Tennis Center receives support from the Amarillo Area Tennis Association and the United States Tennis Association which helps us provide sanctioned tournaments to the public. We also partner with Kids Incorporated and the Alex O’Brien Foundation to support our Youth programs. A new collaboration with the local USA Pickleball Association provides Pickleball lessons to all age groups. Parks and Recreation Tennis aligns with the City Council adopted BluePrint for Amarillo’s strategic pillars of Civic Pride and Customer Service.
Programs of the Parks and Recreation Department — Tennis Operations 2022/23 Budget — 86% of Budget Positively contribute to Amarillo's quality of life by efficiently and effectively operating and maintaining the Amarillo National Tennis Center, providing an economical, customer-friendly tennis experience, and healthy recreational opportunities for all citizens. This includes leagues, tournaments, and youth programs. Performance Measures/Indicators: Number of tennis lessons Tennis/Pickleball Attendance Annual Tennis Center visits
2020/21 Actual 1,328 6,507 7,835
2021/22 Estimated 1,809 7,876 12,449
2022/23 Projected 2,000 8,000 13,500
Adult Leagues 2022/23 Budget — 5% of Budget Positively contribute to the quality of place and life in Amarillo, while providing healthy, safe, social recreational opportunities for Amarillo’s adult population.
Tournaments 2022/23 Budget — 5% of Budget Provide a quality, safe, competitive tournament environment to attract local and out-of-town tennis participants, provide a measurable benchmark for local tennis players, and grow participation in tennis.
Youth Programs 2022/23 Budget — 5% of Budget Create future tennis players to promote the long-term viability of the game by providing an economical, customer-friendly experience, and quality tennis venue--introducing the sport and developing skills for our youth.
2022-23 Employee Distribution by Position Business Unit
1830
Department TENNIS CENTER
Description
PROGRAM COORDINATOR PARKS PROGRAM COORDINATOR TENNIS CENTER Sum
Pos Id HRL420 PRF165
Pos Count *Supplemental Total 3 $ 1 $ 4 $
-
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Capital Outlay Total Expenses
$
$
407,268 122,958 71,716 15,790 96,650 714,382
2021/22 Budget $
637,377 250,605 81,328 14,560 983,870
$
2022/23 Budgeted $
$
700,316 243,533 81,328 24,250 1,049,427
Approved Positions 2020/21 Actual Full-time Part-time Total
2021/22 Budget
2 119 121
2 119 121
Swimming Pool Operations Public Lifeguard Training Water Safety Rentals
2022/23 Budgeted 2 119 121
Mission Building our community through parks and programs by encouraging health and wellness, creating positive economic benefits, and enhancing the community’s ecological systems.
Goals and Objectives The function of the Aquatics Department is to plan, develop, and deliver quality aquatics programs and events that meet the needs of the community. Aquatics currently operates three outdoor seasonal swimming pools at Southeast, Southwest, Thompson Pools, and one indoor year-round pool at the Charles E. Warford Activity Center. Operations is the largest of the budgeted programs and includes training and staffing the pools, open swimming, weekly family nights, and concession sales. Parks and Recreation Aquatics aligns with the City Council-adopted BluePrint for Amarillo’s strategic pillars of Civic Pride and Customer Service.
Programs of the Parks and Recreation Department — Aquatics Swimming Pool Operations 2022/23 Budget — 84% of Budget Provide quality, clean, safe, fun swimming facilities, and programs to positively contribute to Amarillo's quality of life.
Public Lifeguard Training 2022/23 Budget — 1% of Budget Provide certified courses for Lifeguards who will work in pool facilities across the area.
Water Safety 2022/23 Budget — 12% of Budget Improve and develop safe general water skills, swimming technique, diving technique, submerging, and water comfortability for children, teens, and adults. Provide a formal training program for Junior Lifeguards.
Rentals 2022/23 Budget — 3% of Budget Provide a safe, clean, fun water facility for rental to the community and groups and create an additional revenue source beyond general operations.
Performance Measures/Indicators: Southeast pool swim lesson participants Southwest pool swim lesson participants Warford pool swim lesson participants Helping Hands Scholarships for swim lessons Public swim attendance Southeast pool public swim attendance Southwest pool public swim attendance Thompson pool public swim attendance Number of splashpads Number of swimming pools
2020/21 Estimated 0* 0* 0* 0* 0* 0* 0* 0* 0* 0*
2021/22 Estimated 315 500 275 10 44,500 19,000 13,300 38,500 15 4
2022/23 Projected 425 15 82,025 20,000 13,900 48,125 15 4
*Due to the COVID-19 Pandemic, 2020/21 number of participants and attendance have been changed.
2022-23 Employee Distribution by Position Business Unit
1840
Department Description SWIMMING POOLS POOL MANAGER LIFE GUARD SWIMMING LESSON INSTRUCTOR POOL CASHIER ASSISTANT POOL MANAGER SWIMMING POOL MANAGER LESSON COORDINATOR AQUATICS SPECIALIST SWIMMING POOLS Sum
Pos Id CLR195 HRL400 HRL402 HRL403 HRL406 HRL409 HRL417 PRF420
Pos Count *Supplemental Total 1 $ 76 $ 8 $ 25 $ 4 $ 3 $ 3 $ 1 $ 121 $
-
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Capital Outlay Total Expenses
$
$
196,011 $ 53,913 7,492 42,822 (5,359) 294,878 $
2021/22 Budget
2022/23 Budgeted
353,752 43,779 17,185 5,520 420,236
$
$
358,168 43,426 17,620 9,062 428,276
Approved Positions 2020/21 Actual Full-time Part-time Total
2021/22 Budget
3 52 55
2022/23 Budgeted 3 20 23
Summer Chil dren's Recreation Summer Kids Sport Camps Health and Wellness Recreation SPARK School Supply Program
3 20 23
Mission Building our community through parks and programs by encouraging health and wellness, creating positive economic benefits, and enhancing the community’s ecological systems.
Goals and Objectives The Recreation program plans, develops, and delivers quality recreation programs and events that meet varying community needs. Recreation Strives to follow the Amarillo Parks and Recreation Mission Statement by creating programs that have health & wellness aspects, creating positive economic benefits, and helping to enhance the ecological system. Some of the Health & Wellness programs that were created this past year would consist of Fit & Play camps, and a recent partnership with Public Health to include a great program called Reset. Reset is a new program that the City of Amarillo Parks and Recreation and the City of Amarillo Public Health Department created to give our community a FREE health and wellness opportunity and to help provide knowledge about living a healthier lifestyle. Resets mantra is Wellness FIT for Everyone! Residents of all ages are encouraged to take full advantage of what this program has to offer. From fitness in the park, water aerobics at our Warford Activity Center, to nutritional classes- there are health & wellness opportunities for everyone. Some positive economic benefits the recreation and special event programs provide to the Amarillo Community help fill a gap by offering free or low-cost programs and events. We have free events such as Summer Free for All which is great fun for all ages, the Starlight Series which is Starlight Theater-free music in the park, and Starlight Cinema- free movies in the park. We also have Amarillo Egg Dash which is a free Easter event for all ages and Hocus Pocus in the Park which is a great Halloween event for all ages. Recreation has programs such as Triple A Club which is a free afternoon summer camp at some of our community parks, low-cost programs such as Kids Day Out, Winter, Spring & Summer camp at the Warford Activity Center, and awesome enrichment classes such as Coding Class, Nerf Gun Wars Archery Camp and, Lego Camps. There is a variety of programs recreation has to offer the Amarillo Community. Lastly, our ecological programs and events include Tree & Turf Workshop which is a workshop to help the Amarillo Community learn about pesticides, tree & turf maintenance, and becoming an arborist. More programs such as the Hooked-on Fishing camp teaches children basic fishing skills, and they will also learn about fishing populations, and the rules/regulations to follow when fishing. Partners such as Boom adventures, Texas Game Wardens, and Texas Parks and Wildlife volunteer their time to make this camp happen. We also have some incredible sponsors. We have a community Garden in partnership with Public Health through the Reset program and an awesome service project called the Tree Give-Away event with generous donations from Apache Texas Tree Cooperation! During this event Parks and Recreation can give away over 300 trees to the Amarillo Community. Parks and Recreation Services aligns with the City Council-adopted BluePrint for Amarillo’s strategic pillars of Civic Pride and Customer Service.
Programs of the Parks and Recreation Department — Services Supply Budget for Special Events and Recreation Programs 2021/22 Budget — 5% of Budget
Providing various low-cost or free programs and special events to the community is our top priority.
Staffing Costs 2021/22 Budget — 90% of Budget Provide all programs and special events through staffing, most staffing is 90% of the recreation budget.
Health and Wellness Recreation 2021/22 Budget — 5% of Budget Provide recreation programs addressing the health and wellness of all ages across the community. Special Events 2021 Total 2022 Total/ 2023 Projected Attendance Estimated Attendance Attendance Spring Service Project 150 150 150 (Tree Give-Away) Egg Dash 450 325 500 Starlight Theater 615 660 750 Starlight Cinema 163 70 150 Summer Free for All 1,500 2,000 3,000 150 300 Dog Days/Skyhoundz Hocus Pocus in The Park 1,700 2,300 3,000 Tree & Turf Safety 57 65 75 Conference Breakfast with Santa 770 300 500
Recreation
2021 Total Attendance
Kids Day Out Inflatable Sports Camp Adulting 101 Coding Class Winter Break Camp
33 registered 6 registered N/A (New Program) N/A (New Program) 19 full-time weekly 14 single day drop offs 53 single days 44 full-time weekly 220 total for the week
Spring Break Camp
Lego Camps Hooked on Fishing Camp Nerf Gun Wars Triple A Club
Summer Camp at Warford Fit and Play Camp Rubik Cube Class How to Build Your Own Computer Class Disc Golf
2022 Total/ Estimated Attendance 147 Registered 40 40 70 40
2023 Projected Attendance
250
250
63 registered 165 registered
80 160
150 180
129 registered El Alamo 180 Glenwood 180 Memorial 180 San Jacinto 180 Total 901 N/A (New Program)
150 720
200 780
720
780
72 registered N/A (New Program) N/A (New Program)
80 20 15
90 40 20
41 registered
50
60
165 registered 60 60 100 100
2022-23 Employee Distribution by Position Business Unit
1850
Department Description PARKS & RECREATION PROGRAM ADMINISTRATIVE TECHNICIAN ASSISTANT RECREATION COORDINAT PROGRAM ATTENDANT RECREATION LEADER RECREATION COORDINATOR PARKS & RECREATION PROGRAM Sum
Pos Id CLR941 CLR044 HRL095 HRL415 PRF142
Pos Count *Supplemental Total 1 $ 1 $ 13 $ 7 $ 1 $ 23 $
-
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Capital Outlay Total Expenses
$
$
224,220 $ 65,681 23,896 21,181 (5,231) 329,747 $
2021/22 Budget
2022/23 Budgeted
345,826 82,607 27,553 16,169 472,155
$
$
353,424 98,701 32,053 16,585 500,763
Approved Positions 2020/21 Actual Full-time Part-time Total
2021/22 Budget
5 7 12
Community Based Programs Rentals
2022/23 Budgeted 5 7 12
6 6 12
Mission Building our community through parks and programs by encouraging health and wellness, creating positive economic benefits, and enhancing the community’s ecological systems.
Goals and Objectives The function of the Warford Activity Center is to plan, develop, and deliver programs and activities that meet the varying needs of the community. The Charles E. Warford Activity Center opened in January of 2018 as the city’s only activity center. The initial programming for the center was based on a fitness/wellness model. As staff has evaluated the community engagement and program participation, it has been clear that the current programming model is not effective. The Warford Activity Center is shifting its focus to create revenue through rentals in order to provide programming at minimal cost to the community. Staff is continuing to explore partnership and grant opportunities in order to provide a wider range of recreational programming and health and wellness initiatives. The Warford aligns to the City Council approved BluePrint for Amarillo’s pillars of Civic Pride, Embracing Culture, Arts, and Recreation along with Enhancing Health and Wellness.
Programs of the Parks and Recreation Department — Warford Rentals 2022/23 Budget — 60% of Budget Provide the community access to an affordable meeting and gathering place for nonprofits, families, and businesses. Performance Measures/Indicators: Number of rentals Revenue
2020/21 Actual 120 11,537
2021/22 Estimated 232 38,698.50
2022/23 Projected 250 47,500
Programs 2022/23 Budget — 30% of Budget Provide safe, supervised, structured, fun programs for children and adults to improve health and wellness, build relationships, and learn important skills. Provide a safe, educational, structured and supervised environment for after school programs focused on recreation, social growth, enrichment, and academic assistance.
Performance Measures/Indicators: Participants Revenue
2020/21 Actual 0 0
2021/22 Estimated 150 4200
2022/23 Projected 300 10,800
Health and Wellness 2022/23 Budget — 10% of Budget Provide enriching health and wellness activities through a variety of fitness and nutrition classes, and by utilizing the community garden to serve the needs of the community. Performance Measures/Indicators: Classes Revenue
2020/21 Actual 0 0
2021/22 Estimated 0 0
2022/23 Projected 5 100
2022-23 Employee Distribution by Position Business Unit
1855
Department Description WARFORD ACTIVITY CENTER CUSTODIAN II PROGRAM ATTENDANT FRONT DESK ATTENDANT FRONT DESK MANAGER CUSTODIAN I (HRLY) CENTER SUPERVISOR PARK PROGRAM COORDINATOR *ASSISTANT PROGRAM COORDINATOR *CUSTODIAN I *FRONT DESK ATTENDANT WARFORD ACTIVITY CENTER Sum
Pos Id TRD047 HRL095 CLR189 HRL085 CLR190 HRL911 MGT030 PRF165 NEW TRD910 HLR085
Pos Count *Supplemental Total 1 $ 4 $ 1 $ 2 $ 1 $ 1 $ 1 $ 1 $ 2 $ -1 $ -1 $ 12 $
34,396 (41,680) (8,921) (16,205)
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Capital Outlay Total Expenses
$ 3,016,768 579,385 1,862,576 114,255 $ 5,572,984
2021/22 Budget $
$
3,138,584 888,477 2,417,156 138,333 6,582,550
2022/23 Budgeted $
2,727,286 897,393 4,988,338 144,817 8,757,834
$
Approved Positions 2020/21 Actual Full-time Part-time Total
2021/22 Budget
71 36 107
2022/23 Budgeted
72 36 108
General Park Maintenance Municipal Building Maintenance Streetscape & Median Maintenance Forestry Zoo Maintenance Athletic Field Maintenance
44 3 47
Mission Building our community through parks and programs by encouraging health and wellness, creating positive economic benefits, and enhancing the community’s ecological systems.
Goals and Objectives The Park Maintenance Department provides care and maintenance of parks and other facilities including Aquatics, Athletics (adult and youth), Recreation, and Zoo. Park Maintenance provides landscape maintenance for other city departments including Public Health, Libraries, WIC, Civic Center, Fire Stations and Fire Training Center, City Hall, Simms Building, Bus Transfer, Police and Courts, Airport Blvd., the Madam Queen, streetscapes, boulevards, and other city property. The goal of Park Maintenance is to provide a beautiful, clean, safe, and enjoyable environment for those that live, work, and play in Amarillo. Park Maintenance supports Severe Weather Operations by conducting snow removal for parking lots and sidewalks around public buildings and Fire Stations. It also provides a support role in storm damage response to the Office of Emergency Management (Strike Teams) by securing sites involving downed trees and other fallen or blown debris. Parks and Recreation utilizes the Asset Management Plan and Parks Master Plan to prioritize improvements to the existing infrastructure while looking at strategic and sustainable improvements. Parks and Recreation Aquatics aligns with the City Council-adopted BluePrint for Amarillo’s strategic pillars of Civic Pride and Fiscal Responsibility.
Programs of the Parks and Recreation Department — Maintenance General Park Maintenance 2022/23 Budget — 47% of Budget Efficiently and effectively maintain park land, related appurtenances, and facilities being good stewards of taxpayer’s previous and current investments in parks.
Municipal Building Maintenance 2022/23 Budget — 6% of Budget Effectively and efficiently maintain land, trees, shrubs, and plants and provide snow removal at municipal facilities and properties and irrigation systems at all fire stations.
Streetscape and Median Maintenance 2022/23 Budget — 2% of Budget Effectively and efficiently maintain streetscapes and medians throughout the city.
Forestry 2022/23 Budget — 11% of Budget Effectively and efficiently care for the 17,000+ trees located at parks, tree farms, streetscapes, and municipal facilities.
Zoo Maintenance 2022/23 Budget — 3% of Budget Effectively and efficiently maintain the Amarillo Zoo property.
Athletic Field Maintenance 2022/23 Budget — 16% of Budget Effectively and efficiently maintain athletic fields to support City of Amarillo Athletic leagues and tournaments and Youth Sports organization leagues and tournaments using City of Amarillo fields.
Aquatics Maintenance 2022/23 Budget — 4% of Budget Effectively and efficiently maintain City of Amarillo swimming pool facilities.
Special Events Maintenance Support 2022/23 Budget — 8% of Budget Provide maintenance support to community special events sponsored by the City of Amarillo and other community events held in city parks.
City-Owned Properties and Undeveloped Land Maintenance 2022/23 Budget — 3% of Budget Provide basic maintenance for city-owned property and undeveloped park land. Performance Measures/Indicators: Workload Irrigation and sprinkler repair work orders Facility maintenance work orders Electrical repair work orders Restroom and drinking fountain repairs Playground Surface Renovations per year Trees removed Trees planted Graffiti removal Total athletic field acreage Athletic field acreage over-seeded with Bermuda grass per year Baseball/softball field prep per week
2020/21 Actual
2021/22 Estimated
2022/23 Projected
1,325 182 92 316 1 164 168 220 157.4
1,300 600 200 200 1 150 150 200 157.4
1,400 600 200 200 3 200 400 200 157.4
16
16
20
182
182
182
Total Park acres Efficiency Cost to maintain 1 baseball field per year Cost to maintain 1 soccer field per year Cost to prep 1 baseball field for play Cost to maintain 1 acre of park property Acres maintained per worker
2,077
2,077
2,033
$39,690 $25,162 $31.96 $3,077 28.60
$39,690 $25,162 $31.96 $3,254 28.63
$39,690 $25,162 $31.96 $3,354 31.76
Severe Weather Operations 2022/23 Budget — 0% of Budget Park Maintenance supports the Office of Emergency Management during and after significant weather events. This support includes snow and ice removal, downed street trees, and response as Strike Teams for site security, allowing Police and Fire to respond to more urgent calls.
2022-23 Employee Distribution by Position Business Unit
1861
Department Description PARK MAINTENANCE ADMINISTRATIVE TECHNICIAN ADMINISTRATIVE ASSISTANT I UTILITY WORKER PARK SUPERINTENDENT ASST PARKS SUPERINTENDANT PARK HORTICULTURAL SUPERVISOR PARK MAINTENANCE SUPERVISOR PARK FOREPERSON I PARK TECHNICIAN I TREE TRIMMER PARK PLUMBER I PARK MAINTENANCE MECHANIC PARK MAINTENANCE Sum
Pos Id CLR941 CLR400 HRL930 TRD930 ADM410 ADM411 MGT411 MGT412 MGT950 TEC950 TRD411 TRD415 TRD970
Pos Count *Supplemental Total 1 $ 1 $ 3 $ 10 $ 1 $ 1 $ 1 $ 3 $ 5 $ 10 $ 1 $ 6 $ 4 $ 47 $
-
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Total Expenses
$
$
379,983 121,247 33,222 12,610 547,062
2021/22 Budget $
$
2022/23 Budgeted
478,310 98,205 35,463 12,509 624,487
$
$
515,147 102,705 36,315 14,386 668,553
Approved Positions 2020/21 Actual Full-time Part-time Total
2021/22 Budget
8 8 16
2022/23 Budgeted 8 8 16
Zoo Operations Zoo Education Volunteer Program Special Events Birthday Parties
8 8 16
Mission Commitment to the conservation of wildlife and the natural world through excellent animal care, education, and community engagement.
Goals & Objectives The Amarillo Zoo serves Amarillo and surrounding areas. Programs include Zoo Operations, Zoo Education, Volunteer Programs, Special Events, Rental, and Birthday Parties. Ensuring the highest quality guest experience is a primary goal of the Amarillo Zoo, contributing to the overall quality of life in Amarillo as and destination for visitors traveling through Amarillo. The Amarillo Zoo aligns with the City Council approved BluePrint for Amarillo pillars of Civic Pride, Customer Service, Excellence in Communication, and Economic Development and Redevelopment along with the Initiatives included within. The Amarillo Zoo provides and supports additional technologies available for Zoo staff to provide the most current training available. Zoo Operations include care for animals and maintenance of the facilities related to animal care as well as operations of visitor services (soon-to-be gift shop area and educational facilities). Zoo staff are responsible for animal care and management, facility maintenance, conservation initiatives, and visitor services. Operations utilizes all available resources to achieve a high level of animal care, customer satisfaction, and overall safety. Education programs have demonstrated success on several fronts: the popular ZOOschool, ZOOmobile, homeschool at the Amarillo Zoo, and Summer Camp programs regularly exceed demand. Programs align with STEM initiatives and both local and national benchmarks in classroom education which makes programs popular with regional educators. The Amarillo Zoo has offered over 156 different programs for students ages pre-K through 12. The focus for the next few years will be to build on this success and create a compelling learning environment for students, teachers, and visitors that is fun, inspiring, and instills a sense of environmental stewardship. A critical component to the success of this goal is securing a replacement ZOOmobile to continue to offer the outreach program. The Amarillo’s ZOOCrew Volunteer Program provides interested individuals ages 14 and up with an opportunity to support the Amarillo Zoo through the donation of their time and talents. Zoo volunteers help in a variety of ways including assisting with education programs, special events, guest services, animal husbandry, and horticulture. On average 40 volunteers are in the program with twelve orientations per year. Over 200 community volunteers are also recruited from area colleges, clubs, and business groups to assist with special events. Special events continue to grow in popularity and provide guests with increased incentives for a return visit. On average 14 special events are offered each year with a variety of themes including Earth Day, International Cat Day, and Endangered Species Day. Two event themes, BOO at the Zoo and Easter Eggcitement and are highly popular events and are repeated each year. Special events are designed for families to have fun learning while enjoying the zoo. In addition, the public can schedule birthday parties at the Amarillo Zoo providing an additional revenue opportunity.
Programs of the Amarillo Zoo Operations 2022/23 Budget — $85,204 (87%)
Inspire appreciation, respect, and a connection to wildlife and nature through education, recreation, and conservation while providing a fun, affordable destination for the community, area, and tourists.
Education 2022/23 Budget — $5,001 (5%) Advance the mission of connecting people with wildlife by providing engaging and meaningful educational experiences.
Special Events 2022/23 Budget — $4,000 (4%) Advance the mission by providing engaging, fun, educational experiences while showcasing and marketing the Amarillo Zoo to a wider audience.
Birthday Parties 2022/23 Budget — $1,000 (1%) Advance the mission while providing an additional revenue source.
Travel 2022/23 Budget — $3,000 (3%) Advance the mission by allowing for staff to network and expand on professional development in the Zoo profession.
Performance Measures/Indicators: Amarillo Zoo Animal Collection (Species/Specimens) Mammals Birds Reptiles/amphibians Invertebrates Visitor Services Admissions revenue Education program revenue Special events revenue Volunteer hours worked Annual Zoo visitors
2020/21 Actual
2021/22 Estimated
2022/23 Projected
28/55 11/19 36/51 8/340+
31/57 11/20 35/49 8/311+
30/55 10/19 40/52 10/311+
$212,675 $15,619 $19,149
$152,580 $21,996 $35,520
$152,580 $21,996 $23,000
263
800
800
50,647
51,000
51,500
2022-23 Employee Distribution by Position Business Unit
1862
Department Description ZOO MAINTENANCE CUSTODIAN I ANIMAL ATTENDANT GATE ATTENDANT-HRLY CONCESSION WORKER ACCOUNT CLERK I - HRLY ZOO CURATOR VISITOR SERVICE SPECIALIST ZOO EDUCATOR ZOO KEEPER I ZOO KEEPER II ZOO MAINTENANCE Sum
Pos Id HRL911 HRL025 TRD590 HRL252 HRL875 HRL901 MGT430 PRF440 TEC952 TEC955 TEC956
Pos Count *Supplemental Total 1 $ 1 $ 2 $ 3 $ 2 $ 1 $ 1 $ 1 $ 1 $ 2 $ 1 $ 16 $
-
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Total Expenses
$
$
2021/22 Budget
150,966 16,447 1,000 2,789 171,201
$
2022/23 Budgeted
297,786 34,005 58,912 41,346 432,049
$
$
$
319,193 34,005 58,912 41,397 453,507
Approved Positions 2020/21 Actual Full-time Part-time Total
2021/22 Budget 2 4 6
2022/23 Budgeted 2 4 6
Adult League Adult Tournaments Athletic Field Administration
2 4 6
Mission Build our community by encouraging physical and mental well-being through participation in Amarillo Parks and Recreation’s athletic programs.
Goals and Objectives Athletics creates and manages athletic programs including basketball, softball, and volleyball for Amarillo and surrounding communities. Parks and Recreation Athletics aligns with the City Council-adopted BluePrint for Amarillo’s strategic pillars of Customer Service along with the Civic Pride goal to Enhance Health and Wellness. Athletics receives registration and entry fees for all adult sports teams annually, with amounts varying on a program-to-program basis. Schedules and standings are provided electronically for the convenience of the participants. The Athletics staff schedules and trains sports officials and scorekeepers to officiate and score all sports offered. Staff provides awards for all leagues and tournaments and presents them at the end of each season or tournament. Staff prepares payment authorizations for each contracted sport official and scorekeeper on a biweekly basis. Athletic staff allocates city owned athletic facilities to five private adult sports providers and four youth sport organizations that utilize the city’s sport facilities for their programs. In addition, Athletics staff facilitates tournaments hosted by outside organizations. Staff produces invoices for field usage and collects fees. Athletics also schedules practices for adult sports teams and youth sports organizations and collects applicable city approved fees. Athletics organizes multiple tournaments for various sports annually. The staff facilitates sports tournaments for private user groups, invoices those groups, and collects all city approved fees. Athletics works closely with youth sports organizations to facilitate their utilization of the city’s athletic fields and facilities. Although not direct providers of youth sports, the division allocates space, provides resources, and collaborates to support youth sports leagues and tournaments. Program expansions in Disc Golf, Ultimate Frisbee, Dodgeball, and Kickball will be explored as will new programs such as Flag Football. This budget reflects requested funds for continued employee training to ensure that the best practices in athletics management are implemented. Athletics staff will continue to attend meetings, workshops, and conferences of the Texas Amateur Athletic Federation (T.A.A.F.), United States Sports Specialty Association (U.S.S.S.A.) and the Texas Recreation and Parks Society (T.R.A.P.S) to keep current on sports trends, changes in rules, and to place bids for tournaments to be held in Amarillo. Athletics works closely with youth sports organizations to facilitate their utilization of the city’s athletic fields and facilities. Although not direct providers of youth sports, the division allocates space, provides resources, and collaborates to support youth sports leagues and tournaments. Program expansions in Pickleball, Ultimate Frisbee, Dodgeball, and Kickball will be explored as will new programs such as Flag Football and eSports.
This budget reflects requested funds for continued employee training to ensure that the best practices in athletics management are implemented. Athletic employees are expected to complete a two-year training to obtain the Certified Professional Sports Manager designation. Athletics staff will continue to attend meetings, workshops, and conferences of the Texas Amateur Athletic Federation (T.A.A.F.), United States Sports Specialty Association (U.S.S.S.A.) and the Texas Recreation and Parks Society (T.R.A.P.S) to keep current on sports trends, changes in rules, and to place bids for tournaments to be held in Amarillo.
Programs of the Parks and Recreation Department — Athletics Adult Leagues 2022/23 Budget — 30% of Budget Contribute to the quality of place and life in Amarillo while providing healthy, safe, social, and recreational opportunities for the community's adult population through the following leagues: • • •
Softball (1871) - This program provides for the adult softball leagues in Amarillo. We have 2 seasons of softball, averaging 200 to 300 teams, 2,000 players, and 2,000 games at River Road, Southeast, and Southwest complexes. Basketball (1872) - This program provides for the adult basketball leagues in Amarillo. We have one season averaging 32-34 teams, with 300 players, and 130 to 140 games at local AISD gyms and the Warford Activity Center. Volleyball (1874) - This program provides for the adult volleyball leagues in Amarillo. We have 4 seasons (2 indoor and 2 outdoor) averaging 600-625 teams, 3,600 players, and 3,600 matches. Indoor seasons are played at local AISD middle school gyms and outdoor seasons are played at Thompson Park, Ellwood Park, and Memorial Park.
Adult Tournaments 2022/23 Budget — 20% of Budget Provide a quality, safe, competitive tournament environment to attract local and out-of-town adult sports teams and participants; showcase the Amarillo community and create entertainment options. Current tournaments include: •
•
Softball (1871) - We host two tournaments each year for the adult softball programs. We average 110 to 125 teams with 1,300 players participating. Volleyball (1874) - We host two outdoor tournaments each year for the adult volleyball programs. We average 30 to 35 teams with 200 players participating.
Athletic Field Administration 2022/23 Budget — 50% of Budget Manage the reservations for athletic fields for adult and youth sport association groups. Performance Measures/Indicators: Adult league games Adult basketball teams registered (single season) Adult softball teams registered (two seasons) Adult volleyball teams registered (four seasons) Officials and scorekeepers trained Practice field reservations
2020/21 Actual 4,213
2021/22 Estimated 6,000
2022/23 Projected 7,000
37
34
30
483
345
400
622
400
400
120 1,086
75 1,100
60 1,125
2022-23 Employee Distribution by Position Business Unit
1870
Department Description ATHLETIC ADMINISTRATION ADMINISTRATIVE ASSISTANT II ATHLETIC SPECIALIST ATHLETIC SUPERVISOR ATHLETIC ADMINISTRATION Sum
Pos Id CLR405 HRL905 MGT420
Pos Count *Supplemental Total 1 $ 4 $ 1 $ 6 $
-
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Total Expenses
$
$
2021/22 Budget
22,099 15,631 30,528 556 68,814
$
$
2022/23 Budgeted
59,924 6,000 19,250 3,565 88,739
$
$
62,818 8,000 17,250 3,582 91,650
Approved Positions 2020/21 Actual Full-time Part-time Total
2021/22 Budget
2022/23 Budgeted
1 -
1 -
1
1 -
1
Senior Services
1
Mission Building our community through parks and programs by encouraging health and wellness, creating positive economic benefits, and enhancing the community’s ecological systems.
Goals and Objectives The Center Without Walls program was officially renamed during FY 2020 to The NeighborHUB program. The branding and name have been patented. The NeighborHUB is a community-based service delivery model connecting participants to existing programs and services in nontraditional “senior” facilities, providing new services and programs utilizing existing community spaces, and creating a collaborative network of organizations, businesses, and individuals committed to sharing and developing program and service resources. It is expected that The NeighborHUB web-based virtual center will benefit the community in many ways: • • • • • • •
Consistently connect citizens to existing programming and services across the community. Create opportunities to reach active adults/seniors not currently participating in programs and services. Provide programming and services that currently do not exist in the community to address health and wellness, economic security, and connection to community issues for the active adult/senior population. Develop new collaboration and partnerships to better serve the community and a coordinated network of community-based organizations, businesses, and individuals committed to sharing and developing further program and service resources. Educate the community regarding the needs of its aging citizens. Connect aging citizens and their caregivers to resource information. Efficiently use existing resources to efficiently serve the growing active adult/senior population.
The specific goal and strategy of The NeighborHUB is to maximize the health and wellness (physical, mental, and spiritual), economic security, and connection to the community for active adults (Age 50+) in and near Amarillo, Texas by: • • •
Connecting and engaging active adults 50+ with existing community programs and services, Developing new services/programs for the age group, and Creating a collaboration/program provider network to share and develop program and service resources.
Program components include: •
• •
Online community via the City of Amarillo – NeighborHUB website (webpage, social media, event/activity calendar, registration of city directors programs/events/activities, links to program provider events/activities/registration, and resources directory with relevant links and information). Low-cost/no-cost programs and services in nontraditional spaces delivered by the city to fill gaps in community programming as identified in the programming needs assessment; and Community awareness and marketing of The NeighborHUB.
During 2019, Senior Services began introducing The NeighborHUB Program to the Community via local media, social media, and small group gatherings with Active Adult organizations and participation in a variety of health fairs and Active Adult events sponsored by collaborating agencies. During this introductory period, the Program Coordinator has marketed the online calendar with its emphasis on activities/events/happenings in Amarillo of particular interest to the Active Adult Community. In addition, the Program Coordinator has also marketed the online Resource Directory and the advantages to the Active Adult Community and their families of having accurate information at the ready whenever necessary. Parks and Recreation Services aligns with the City Council-adopted BluePrint for Amarillo’s strategic pillars of Civic Pride and Customer Service.
Programs of the Parks and Recreation Department — Senior Services Senior Services 2022/23 Budget — 100% of Budget Create a network of diverse programs and services enabling active adults 50+ to maximize their health and wellness (physical, mental, spiritual), economic security, and connection to the community all while adhering to any Social Distancing requirements necessary to maintain a safe environment. Performance Measures/Indicators:
2020/2021* Actual
2021/2022* Estimated
2022/2023 Projected
Community engagement 0/0 0/0* 10/200 opportunities/attendance Warford Center senior-specific programs 0 0 5 Warford Center senior special events 0 0 3 Providers participating in The NeighborHUB 0 20 20 Calendar The NeighborHUB webpage visitors 0 500 500 The NeighborHUB resource directory visitors 0 500 500 *During the COVID pandemic Senior Service programming and calendar were temporarily put on hold due to the lack of programming for this high-risk demographic.
2022-23 Employee Distribution by Position Business Unit
1880
Department Description SENIOR SERVICES PROGRAM COORDINATOR SENIOR SERVICES Sum
Pos Id MGT560
Pos Count *Supplemental Total 1 $ 1 $
-
City of Amarillo 2022 Summary of Expenditures by Activity Classification Description
2020 Actual
2021 Budget
2022 Budget
8,090,377 4,434,727 2,285,827 1,169,641 912,098 563,351
9,632,062 4,814,287 2,700,225 1,282,683 1,207,290 692,835
11,108,668 5,545,263 3,118,807 1,638,453 1,203,032 774,765
1,124,496
1,113,920
1,000,000
1,754
1,500
1,500
16,099,649 540,013 930,000 36,151,934
17,931,735 666,259 ‐ 40,042,796
19,529,036 631,225 1,360,000 45,910,749
Transportation 01000 ‐ General Fund 1420 - Street Department 1731 - Traffic Administration 1761 - Transit Fixed Route 1762 - Transit Demand Response 1763 - Transit Maintenance 1764 - Transit Administration
2425 ‐ Photographic Traffic Enforcement 24250 - Photographic Traffic Enforceme
26630 ‐ Local Law Enforcement Block G 26630 - Leose Training - Airport Security
5400 ‐ Airport Fund 54110 - Department of Aviation 54170 - Rental Car Facility 54200 - Airport PFC fund
Transportation Total Expenditures
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Capital Outlay Inter Reimbursements Total Expenses
2021/22 Budget
$ 3,696,363 $ 598,163 76,495 531,187 28,715 (5) $ 4,930,917 $
2022/23 Budgeted
4,331,806 980,599 86,842 483,786 5,883,033
$ 4,980,253 1,085,465 92,801 576,538 $ 6,735,057
Approved Positions 2020/21 Actual Full-time Part-time Total
2021/22 Budget
68 68
2022/23 Budgeted 68 68
Transit Fixed Route Transit Demand Response Transit Maintenance Transit Administration
69 69
Mission Provide safe, reliable, and cost-effective public transportation services valued by users, non-users, and community leaders.
Goals and Objectives Amarillo City Transit (ACT) will continue to strive to effectively manage the transportation services of the city to positively enhance the mobility needs of those we serve. To do this, Amarillo City Transit (ACT) will manage with a forward-thinking mindset, focused on industry best practices, the priorities set forth in the BluePrint for Amarillo, and by delivering service centered around our core values of: • • • • •
Safety – Ensure that service delivery promotes the health and safety of our customers, community, and employees. Great Customer Service – Customers, vendors, and colleagues are to be respected and treated in a professional manner. Reliability – We are committed to providing services that meet the needs of our customers. We expect the experiences of our customers and visitors to be safe, timely, and clean. Efficiency – We are committed to making sure that customers get to and from their destinations in an efficient and timely manner. Integrity - We strive to do the right thing and be honest and straightforward when dealing with each other and customers.
Programs of the Transit Department Fixed Route Operations 2022/23 Budget — 46% of Budget ACT Fixed Route Operations’ primary focus is the safe and reliable transportation of passengers to ensure meaningful access to the community. Fixed route services represent an essential means of transportation for individuals who have minimal to no other forms of travel. As our city continues to grow ACT must do the same. As such, Amarillo City Transit (ACT) is committed to looking at alternative modes of transportation that meet the current and future needs of the community. Passenger ridership levels continue to remain below pre-COVID numbers; however, we have seen a gradual trend upward as people continue to feel safer using public transportation. Additionally, missed trips continue to be above our targeted performance measures due to a national shortage of CDL operators. To address this, we begin hiring none CDL operators to assist with operational concerns and will continue to be intentional in our efforts to hire more operators to improve service delivery.
Fixed Route Operations Performance Measures/Indicators: Indicator Measure
Target
2021/22 Estimated 1.10%
2022/23 Projected 1.00%
Missed trips
Percent of total trips per month
Average monthly passengers
Increase monthly passengers over the same month previous year
6%
14,704
15,029
15,500
On-Time performance
Percent of trips within On-Time 0 minutes early – 5 minutes late at time points The fare paid vs. cost to provide service
92%
97%
97%
98%
5%
3%
0%
*
Fare recovery ratio
Less than 0.07%
2020/21 Actual 1.22%
*ACT continues to not charge a fare currently but anticipates charging again in FY 22/23*
ACT-Connect Americans with Disabilities Required Service 2022/23 Budget — 22% of Budget ACT-Connects primary goal is to improve mobility for seniors and individuals with disabilities by eliminating barriers to transportation. ACT-Connect is our paratransit service that provides essential trips for many customers’ mobility needs, connecting them to jobs, medical appointments, and other daily commitments. Our eligibility screening process determines whether an applicant can use a fixed route for some or all their trips. Applicants who have a disability but are not prevented from using fixed-route are not eligible for ACT-Connect service. Beginning July 1, 2021, ACT entered an agreement with Panhandle Independent Living Center (PILC) to provide GAP Service to PILC and its Affiliates in the geographically defined service area. ACT also entered a contract with Area Agencies on Aging (AAA), to provide mobility options for older and younger persons with disabilities. Connect Operations Performance Measures/Indicators: Indicator Measure Target 2020/21 Actual Passenger per revenue Passengers per 2.4 2.2 hour revenue hour No Shows/ late Percent of Less than 4% cancellations scheduled trips 5%
2021/22 Estimated 2.4
2022/23 Projected 2.5
4%
4%
On-Time performance
Average time required to complete a determination of eligibility
Percent of trips picked up/ dropped off within the 25minute pick up window Less than 21 days following receipt of a completed application required by ADA
92%
96%
97%
97%
Less than 7 days
1.1
1.5
1.5
In-person interviews are now being conducted.
Fleet Maintenance and Repair 2022/23 Budget — 21% of Budget The ACT Fleet Maintenance program is responsible for the routine preventive maintenance and cleaning of revenue vehicles, staff support cars, and bus shelter locations. Preventive maintenance performed is done in accordance with the vehicle manufacturer’s recommendations to prolong the life of our assets and enhance the Civic Pride in transit. Despite the substantial passenger decline due to COVID-19, maintenance staff continues to be proactive in cleaning vehicles and offices. Fleet Maintenance and Repair Performance Measures/Indicators: Indicator Measure
Target
Daily cleaning Detail cleaning
Service Reliability** Preventative Maintenance
Percent of Fleet Cleaned Daily Avg. Vehicles Detailed per Month Or 50% of the Fleet Mean Distance between Road Calls Fixed Route Connect Service PM Service Completed within 500 miles of scheduled service
100%
2020/21 Actual 100%
2021/22 Estimated 99%
2022/23 Projected 99%
8
8
8
8
6,359
12,764
15,000
14,000
3,451
15,432
18,000
17,000
95%
95%
96%
98%
** New vehicles reduce the distance between road calls. Also, a requirement of the Safety Plan.
Management and Administration 2022/23 Budget — 12% of Budget Includes transit management, a newly created transit grant-compliance coordinator position, a transit planner, an administrative technician, and the safety and training program. Safety Performance Measures/Indicators: Indicator Measure Target* Fatalities
Per 1,000,000 miles
0 0
Injuries
Events
Serious or Not Serious Injury to a Person
9
Any Accident, Incident or Occurrence
18
1
7
Mode
2020/21 Actual
2021/22 Estimated
2022/23 Projected
Fixed Route Connect
0
0
0
0
0
0
Fixed Route Connect
11
7
6
3
1
1
Fixed Route Connect
31
18
16
13
7
7
2021/22 Estimated 1.5
2022/23 Projected 1.5
90%
90%
*Targets are based on a 5-year average
Customer Service Performance Measures/Indicators: Indicator
Measure
Target
Complaints
Complaints per 10,000 passengers 24 Hour acknowledgment of a complaint
Less than 1.6
2020/21 Actual 1.2
97%
92%
Customer Service Response
ACT follows the Transit Asset Management Plan to comply with federal requirements for managing assets in a State of Good Repair.
Transit Asset Management Performance Measures/Indicators: Indicator Revenue vehicle Non-revenue vehicle: supervisor cars and shop trucks Facilities: transit office/maintenance, transfer terminal, bus wash
Measure
Target 30%
2020/21 Actual 61%
2021/22 Estimated 42%
2022/23 Projected 10%
The % of revenue vehicles that exceed the useful life. The % of non-revenue service vehicles that exceed the useful life.
25%
63%
63%
25%
The % of facilities (by group) that are rated less than 3.0 on the Transit Economic Requirements Model (TERM) Scale.
0%
0%
33%
0%
2022/23 Expenditures by Funding Source Federal State Passenger Fees Other Operating Revenue General Fund
75% of Budget 9% of Budget 1% of Budget 2% of Budget 13% of Budget
2022-23 Employee Distribution by Position Business Unit
1761
Department Description TRANSIT FIXED ROUTE DISPATCHER/ROUTE SUPERVISOR TRANSIT OPERATIONS SUPERVISOR BUS DRIVER TRANSIT FIXED ROUTE Sum
Pos Id MGT245 MGT535 TRD530
Pos Count *Supplemental Total 2 $ 1 $ 31 $ 34 $
-
2022-23 Employee Distribution by Position Business Unit
1762
Department Description TRANSIT DEMAND RESPONSE DISPATCHER/ROUTE SUPERVISOR VAN OPERATOR TRANSIT DEMAND RESPONSE Sum
Pos Id MGT245 TRD535
Pos Count *Supplemental Total 3 $ 13 $ 16 $
-
2022-23 Employee Distribution by Position Business Unit
1763
Department Description TRANSIT MAINTENANCE UTILITY WORKER MECHANIC APPRENTICE MECHANIC I MECHANIC II MECHANIC FOREPERSON I TRANSIT MAINTENANCE Sum
Pos Id TRD930 TRD920 TRD921 TRD922 TRD923
Pos Count *Supplemental Total 5 $ 2 $ 2 $ 1 $ 1 $ 11 $
-
2022-23 Employee Distribution by Position Business Unit
1764
Department Description TRANSIT ADMINISTRATION ADMINISTRATIVE TECHNICIAN ACCOUNTANT III PLANNER I DISPATCHER/ROUTE SUPERVISOR TRANSIT OPERATIONS SUPERVISOR TRANSIT MANAGER ASSISTANT TRANSIT MANAGER *PLANNER I TRANSIT ADMINISTRATION Sum
Pos Id CLR941 PRF128 PRF902 MGT245 MGT535 ADM530 ADM531 PRF902
Pos Count *Supplemental Total 1 $ 1 $ 1 $ 1 $ 1 $ 1 $ 1 $ 1 $ 8 $
32,865 32,865
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Capital Outlay Inter Reimbursements Total Expenses
$ 4,040,633 $ 251,237 4,019,455 53,084 12,319 (286,351) $ 8,090,377 $
2021/22 Budget
2022/23 Budgeted
4,997,978 272,073 4,784,216 54,551
$ 6,091,354 341,085 4,973,040 47,445
(476,756) (344,256) 9,632,062 $ 11,108,668
Approved Positions 2020/21 Actual Full-time Part-time Total
2021/22 Budget
91 4 95
2022/23 Budgeted 91 4 95
Street Division Administration/Support Pavement Preservation Program Pavement Maintenance and Repair Program Winter Weather Operations Street Structure Maintenance/Repair Program Street Utility Cuts
90 4 94
Mission Provide the public with a safe network of clean and well-maintained streets and alleys at a cost-effective price, through the utilization of best practices and first-rate customer service.
Goals & Objectives The Street Department currently maintains 1,050.16 centerline miles of streets and 517.87 miles of alleys. Over the past five years, the number of miles of streets has increased by 27.16 miles, and the number of alleys has increased by 21.69 miles. Managing an aging and growing transportation system of this magnitude requires the utilization of best practices, fiscal responsibility, and an array of effective maintenance and pavement preservation programs. A pavement condition assessment, a best practice according to the American Public Works Association, was completed in 2017. The existing pavement condition of the city’s entire street network was evaluated, and the Pavement Condition Index (PCI) was calculated to be 71. A PCI is a numerical index between 0 and 100 which is used to indicate the general condition of a pavement. Over the past four years, several Prop 1 bond-funded street maintenance projects have been completed. In FY 2021/22, the Department is planning to conduct another pavement assessment to determine the overall change in pavement condition of the street network and evaluate the effectiveness of the current street maintenance programs. A pavement management system is also utilized to organize the current and historical pavement condition information into a comprehensive database that enhances the ability to manage our maintenance programs. Effectively maintaining the city’s transportation infrastructure leads to safer roadways for the public. The Street Department practices align with the City Council adopted BluePrint for Amarillo in expanding our capacity to deliver first-rate fiscally responsible programs, customer service, excellence in communication along with utilizing best practices resulting in enhanced civic pride.
Programs of the Street Department Administration/Support 2022/23 Budget – 4% of Budget Management of the multi-faceted street and alley maintenance operation is achieved by the Street Superintendent and Assistant Street Superintendent and a four-person office staff. The Street Department delivers cost-effective programs aimed at providing the public with a safe, well-maintained transportation network. Performance Measures: Service Requests Received per Year Service Requests Completed per Year Average days to resolve service request from receipt of service request* Vehicle & Equipment GPS Management
2020/21 Actual 1,111 995
2021/22 Estimated 1,150 1,000
2022/23 Projected 1,250 1,200
38.4
38
36
1.78 hrs./day
1.51 hrs./day
1.4 hrs./day
*Length of service is impacted by weather conditions
Pavement Preservation Program 2022/23 Budget – 30% of Budget The Street Department utilizes an extensive assortment of preventative maintenance programs to preserve the city’s transportation infrastructure. Sealcoating, crack sealing, and fog sealing (alleys) are generally performed in-house, while asphalt overlay, micro-surfacing, scrub sealing, cape sealing, and high-density mineral bond are outsourced to local contractors. Performance Measures/Indicators: Lane miles of residential streets seal coated (10-year cycle = 178.7 lane miles annually) Lane miles of paved streets crack sealed (10-year cycle = 243.5 lane miles annually) Miles of paved alleys sealed (6-year cycle = 37.98 miles annually)
2020/21 Actual
2021/22 Estimated
2022/23 Projected
87.7
30
125
100.7
0
100
9.0
25
15
Pavement Maintenance and Repair Program 2022/23 Budget – 41% of Budget General pavement maintenance and repairs are performed to prolong the life of our streets and alleys. Asphalt repairs are categorized by size and complexity: potholes, minor, and major. This program also includes brick and concrete street repairs, pavement shouldering, and sweeping. Due to traffic volume and speed, pavement repairs performed in-house by Street Department employees are prioritized in the following order to ensure the safety of the traveling public: arterial streets, residential streets, and alleys. Arterial reconstruction is outsourced to local contractors. Workload Indicators: Number of Potholes Repaired in Paved Street (Average Size = 3’ X 3’) Number of Potholes Repaired in Paved Alley (Average Size = 3’ X 3’) Number of Minor Asphalt Repairs Completed in Streets (Avg Size = 10’ X 15’) Number Of Minor Asphalt Repairs Completed in Alleys (Avg Size = 10’ X 15’) Lane Miles Of Major Asphalt Repairs Completed in Streets Miles of Major Asphalt Repairs Completed in Alleys Gutter Miles Of Residential Streets Swept Performance Measures:
2020/21 Actual
2021/22 Estimated
2022/23 Projected
3,683
2,500
3,250
3,203
3,800
3,950
727
650
650
700
900
900
6.0
6.0
6.0
1.4
2.0
2.0
13,751 2020/21 Actual
14,000 2021/22 Estimated
14,000 2022/23 Projected
Average Days to Repair Pothole in Street from Receipt of Service Request Average Days to Repair Pothole in Alley from Receipt of Service Request Average Days to Repair Minor Asphalt Failure in Street from Receipt of Service Request Average Days to Repair Minor Asphalt Failure in Alley from Receipt of Service Request Average Days to Repair Major Asphalt Failure in Street from Receipt of Service Request Average Days to Repair Major Asphalt Failure in Alley from Receipt of Service Request Average Days to Sweep Paved Street from Receipt of Service Request
13.3
13
10
27.1
27
20
48
47
45
114
100
90
439
430
425
298
295
290
4.2
4.0
3.5
Winter Weather Operations 2022/23 Budget – 6% of Budget This program provides for safe roadways during winter weather events. The division performs snow/ice control on arterial and collector streets, overpasses, etc. Workload Indicators: Tons of De-Icing Materials (Salt/Sand) Applied Snow Removal (Number of Lane Miles)
2020/21 Actual 1,954 799
2021/22 Estimated 1,652 977
2022/23 Projected 1,600 1,200
Street Structure Maintenance and Repair 2022/23 Budget – 1% of Budget Various street-related structures, such as crash attenuators, guard rails, speed bumps, ADA ramps, etc. are essential safety components for motorists and pedestrians traveling throughout the city’s transportation system. Workload Indicators: Number of Speed Bumps Installed Linear Feet of Guardrail Repaired Performance Measures:
2020/21 Actual 0 48
2021/22 Estimated 12 200
2022/23 Projected 14 250
2020/21 Actual
2021/22 Estimated
2022/23 Projected
Average Days to Install Speed Bump from Receipt of Installation Order from Traffic 0 24 10 Engineering* Average Days to Repair Guardrail from Receipt of 45 180 45 Service Request *There is not a dedicated repair/installation crew. It is based on availability of personnel, materials, and severity.
Street Utility Cuts 2022/23 Budget – 6% of Budget Effective pavement cut restoration is a key element of our long-term transportation infrastructure maintenance plan, as well as a best practice according to the American Public Works Association. This program administers a permit process for all utility excavations within city right-of-way for service line installation or maintenance. Utility cut surface repairs for permit holders are also provided, at a fee. Workload Indicators: Total Number of Utility Cut Permits Issued Number of Utility Cut Permits Issued to City Departments Number of Utility Cut Permits issued to Outside Agencies Performance Measures:
2020/21 Actual 1,434
2021/22 Estimated 1,450
2022/23 Projected 1,450
690
725
725
744
725
725
2020/21 Actual
2021/22 Estimated
2022/23 Projected
34.0
30.0
Average Days to Complete Utility Cut Repairs (Surface Repaired by City) from Issuance of 34.5 Permit* *Includes the time it takes a utility contractor to complete work.
Unpaved Streets/Alleys Maintenance 2022/23 Budget – 12% of Budget This program effectively maintains the unpaved streets and alleys within our transportation system. Workload Indicators: Miles of Unpaved Streets Repaired Annually (83 Total Miles of Unpaved Streets) Miles of Unpaved Alleys Repaired Annually (279 Total Miles of Unpaved Alleys) Performance Measures: Average Days to Repair Unpaved Alley from Receipt of Service Request
2020/21 Actual
2021/22 Estimated
2022/23 Projected
33.7
25.0
25.0
36.5
37.0
37.0
2020/21 Actual
2021/22 Estimated
2022/23 Projected
24.1
24.0
24.0
2022-23 Employee Distribution by Position Business Unit
1420
Department Description STREET DEPARTMENT ADMINISTRATIVE TECHNICIAN ADMINISTRATIVE ASSISTANT I UTILITY WORKER ADMINISTRATIVE ASSISTANT II STREET SUPERINTENDENT ASST STREET SUPERINTENDENT STREET PROGRAM COORDINATOR STREET SUPERVISOR I STREET FOREPERSON I TRAFFIC CONTROL SPECIALIST EQUIPMENT OPERATOR IV EQUIPMENT OPERATOR I CONCRETE FINISHER SECURITY GUARD EQUIPMENT OPERATOR II EQUIPMENT OPERATOR III UTILITY OPERATOR *UTILITIY WORKER STREET DEPARTMENT Sum
Pos Id CLR941 CLR400 HRL930 TRD930 CLR405 ADM220 ADM221 CLR220 MGT220 MGT221 TEC225 TRD220 TRD221 TRD222 TRD900 TRD950 TRD951 TRD960 TRD930
Pos Count *Supplemental Total 1 $ 1 $ 4 $ 33 $ 1 $ 1 $ 1 $ 1 $ 5 $ 3 $ 1 $ 2 $ 14 $ 1 $ 3 $ 14 $ 5 $ 4 $ -1 $ 94 $
(30,538) (30,538)
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Capital Outlay Inter Reimbursements Operating Transfers Total Expenses
$ 1,441,906 $ 2,246,965 1,351,075 394,584 22,254 (12,561) 115,000 $ 5,559,223 $
2021/22 Budget
2022/23 Budgeted
1,764,605 $ 2,376,056 1,391,403 394,148 40,000 (78,000) 40,000 5,928,212 $
1,882,876 2,895,535 780,536 64,321 (78,000) 1,000,000 6,545,268
Approved Positions 2020/21 Actual Full-time Part-time Total
24 46 70
Administration/Support Traffic Engineeri ng School Crossing Program Permi ts Sight Restrictions Safety Improvements Locate Services Traffic Sign Mai ntenance Signal Maintenance Street Light Maintenance
2021/22 Budget
2022/23 Budgeted 24 45 69
23 44 67
Mission Provide for the safe and efficient movement of pedestrians, cyclists, and vehicular traffic within the city. Ensure safe passage on our streets and highways to motorists and pedestrians alike through the use of effective and efficient traffic control devices that maximize safety, quality, and reliability, and minimize travel time, inconvenience, and expense for the traveling public and the taxpayers. The goal of the redlight camera program is to change driving behavior using technology rather than manpower. This involves a continuous effort to improve the overall efficiency of the street network while reducing the number and severity of collisions.
Goals & Objectives The Traffic Department monitors programs to align itself with the city council adopted Blueprint for Amarillo pillars of Civic Pride, Fiscal Responsibility, Customer Service, Excellence in Communication, and Transportation while utilizing best practices throughout. The Traffic Department is responsible for the planning, design, and operations of all traffic control devices. This includes the placement of traffic signs (Stop, Yield, Speed Limit, Parking Restriction, Street Name, Etc.) Traffic Signals and Pavement Markings (Stop Bars, Crosswalks, Island Tips, Arrows, Etc.) all of these implement the use of best practices to improve technology to improve efficiency. The Department is responsible for the following: Authorizing Street Light installations (except for Highways), Supervising the Adult School Crossing Guard Program for Elementary Schools, investigating sight restriction complaints, issuing Block Party and Parade Permits, conducting a Traffic Count Program, reviewing, and approving plans that concern Traffic Areas. The Traffic Department works vigorously to follow the implementation of best practices and keep traffic equipment updated with the most up-to-date traffic equipment possible, while still maintaining a signal network that works at a high level of efficiency. This network includes the installation, operation, and maintenance of all traffic control devices which include Traffic Signs (stop, yield, speed limit, parking restriction, street name, etc.); Traffic Signals; School Flashers; and Pavement Markings (stop bars, crosswalks, island tips, arrows, etc.). The department is also responsible for the maintenance of all TXDOT-owned continuous lighting within the city limits and Pedestrian lighting in the Central Business District (CBD), which is part of the new continuous development of Downtown. These activities are accomplished using nationally recognized standards and methods found in the Texas Manual on Uniform Traffic Control Devices and International Transportation of Engineers best practices, while still following best practices to improve traffic patterns throughout the city and in the downtown development; it also plans for fiscal responsibility through the replacement of equipment at the of their end of life. The department has several performance measures that enable the department management to monitor daily, weekly, and yearly work trends, quality of service, and adjust as needed for customer service. The department implements cost-effective improvements including additional traffic signs, improved pavement markings traffic signal retiming and/or re-phasing and revised signal displays for better visibility and collision reduction.
Programs of the Traffic Department Administration/Support 2022/23 Budget — 20% of Budget Management of multi-faceted Traffic Administration duties by the Traffic Engineer and, supported by office staff and the Photographic Traffic Enforcement Administration duties of an Administrative Hearing Officer. Administrative staff works with Verra Mobility and Amarillo Police Department to collect fees for red light camera violations, hearings are held every other Wednesday. The Photographic Traffic Signal Enforcement program has an overall collection rate of 44%. This program receives requests for Signal and Sign maintenance from the public and assigns them to the correct personnel, the Traffic Administration also sends out various traffic-related work orders for the installation of signs, relocation of pavement markings, to retiming of School Flashers or Traffic Signals. This program is designed to make sure the department follows best practices using nationally recognized standards and methods found in the Texas Manual on Uniform Traffic Control Devices and International Transportation of Engineers best practices for Traffic Engineering and continues to design for the flow of traffic in the downtown development. Workload Indicators:
2020/2021 Actual
2021/22 Estimated
Service Requests for Traffic Control 29 30 Devices Completed (1 Week) Number of Traffic Construction Plans 115 114 Reviewed (1 Week) Traffic Engineering Work Orders Assigned 140 150 (3 Days) *Signal Maintenance Requests Reviewed 870 600 and Assigned (30 Minutes) *Sign Maintenance Requests Reviewed 345 350 and Assigned (1 Hour) *Street Light Maintenance Requests 230 200 Reviewed and Assigned (24 Hours) Public Records Request Data (14 Days) 31 25 *Response time: Signals – 30 min; Signs – 1 Hour; Street Lights – 24 hours Performance Measures: Percentage of Service Requests for Traffic Control Devices Completed Within 1 Week Percentage of Traffic Construction Plans Reviewed Within 1 Week Percentage of Traffic Engineering Work Orders Assigned Within 3 Days Percentage of Signal Maintenance for Requests Reviewed and Assigned Within 30 minutes
2022/23 Projected 34 125 135 500 300 160 25
2020/2021 Actual
2021/22 Estimated
2022/23 Projected
90%
94%
100%
100%
98%
100%
92%
94%
96%
98%
93%
96%
Percentage of Sign Maintenance Requests Reviewed and Assigned Within 1 Hour Percentage of Street Light Maintenance Requests Reviewed and Assigned Within 24 Hours Public Records Request Data Competed Within 14 Days
91%
90%
96%
92%
91%
96%
100%
100%
100%
Traffic Engineering 2022/23 Budget — 3% of Budget
Provides for the time and resources dedicated towards the review and resolution of traffic-related concerns in an effort for commitment to safety, consistent, and effective transportation system that implements best practices. Traffic Engineering is responsible for implementing city policies/standards for development projects for residential and commercial construction projects that occur within the City of Amarillo. This program continues to improve traffic patterns throughout the city and in the downtown development; it also plans for future infrastructure replacements as they meet their end of life. Workload Indicators: Work Orders Issued for Street Lights Installed By Xcel Traffic Signal Studies Speed Studies Traffic Control Requests Parking Studies *Number of Studies Implemented Performance Measures: Traffic Links Counted On 2-Year Rotation (500 Total Links) Reduce Response Time To Citizen Complaints Regarding Signal Timing
2020/2021 Actual
2021/22 Estimated
2022/23 Projected
238
225
200
14(0) 12(*3) 29(*16) 16(*4)
15(*1) 15(*4) 30(*8) 15(*2)
20(*2) 15(*5) 18(*7) 15(*3)
2020/2021 Actual
2021/22 Estimated
2022/23 Projected
98% (245)
90% (225)
100% (250)
15%
35%
90%
School Crossing Program 2022/23 Budget — 6% of Budget This program has 36 Hourly School Crossing Guards with 3 Substitutes and 1 Supervisor. This program is designed with a commitment to safety and civic pride to work with Amarillo Independent School District (AISD) and Canyon Independent School District (CISD) to aid with the crossing of school children across busy arterial and collector streets.
Performance Measures:
2020/2021 Actual
2021/22 Estimated
2022/23 Projected
5%
12%
5%
Percent of Time Crossing Not Filled by Full Time Crossing Guard, Substitute or Office Personnel Used
Permits 2022/23 Budget — 1% of Budget Parade and Block Party permits are issued to citizens to ensure that all emergency services are aware of street closures and to ensure that parties are following city guidelines.
Workload Indicators: Block Party Permits Issued (10 Days) Parade Permits Issued (10 Days) Permit Revenue (Parade, Run, Block Party)
2020/2021 Actual 47 14 $1,830
2021/22 Estimated 50 18 $2,040
2022/23 Projected 55 20 $2,250
Sight Restrictions 2022/23 Budget — 1% of Budget Sight Restrictions are obstructions in the line of sight for traffic at an intersection with a stop sign or yield sign. Workload Indicators: Sight Restrictions Investigated Sight Restrictions Cleared Performance Measures: Sight Restriction Requests
2020/2021 Actual 100% 91%
2021/22 Estimated 100% 81%
2022/23 Projected 100% 95%
2020/2021 Actual 468
2021/22 Estimated 250
2022/23 Projected 320
Safety Improvements 2022/23 Budget — 5% of Budget This program is set up to fund safety improvement programs within the city that follow National Guidelines of what Photographic Traffic Enforcement revenue can be spent on. Traffic Engineering studies to allocate which new signalized intersections, and which signalized intersections will be rebuilt with projected funds for the fiscal year. This Program has funded the building of 12 new Signalized Intersections, installed new equipment at 28 signalized intersections, installation of 2 emergency Fire Station Flashers, 2 new School Zone, 2 Flood Gate Systems, 28 Fire Preempted Signals, 165 Cell Phone Signs, 2 temporary Signal Pop –Up Trailers, and 2 work zone safety trailers.
Performance Measures:
2020/2021 Actual
2021/22 Estimated
2022/23 Projected
10
20
20
24%
25%
30%
7
3
5
2% 3%
6% 8%
8% 10%
Safety Audits Conducted At The Top Crash Accident Locations Reduction In Crashes At Safety Audit Locations Traffic Control Modifications For Safety Improvements Decrease Vehicle Idle Time Decrease Accidents/Incidents
Locate Services 2022/23 Budget — 1% of Budget Provides for the time and resources dedicated towards the protection of the Traffic’s underground utility assets, as well as the safety of area excavation activities. Traffic Field Operations is part of the city’s Line Locate Services, locates are submitted internally and externally. The Traffic department owns and is responsible for its own underground streetlight, traffic signal, and fiber optic utility assets. Workload Indicators: Line Locates Reviewed Line Locates related to Traffic Infrastructure (Located in less than 72 hours)
2020/2021 Actual 3,581
2021/22 Estimated 3,480
2022/23 Projected 3,300
306 (100%)
128 (100%)
115 (100%)
Traffic Sign Maintenance 2022/23 Budget — 6% of Budget Provides for the time and resources dedicated towards well-maintained, safe, and consistently applied signage throughout the city. The program strives for timely response maintenance, as well as appropriate proactive maintenance. Workload Indicators: Signs Fabricated Pre-Made Signs Purchased Signs Repaired Sign Replacement Cost (Labor and Materials)
2020/2021 Actual 758 584 4,968
2021/22 Estimated 850 350 4,900
2022/23 Projected 900 400 5,800
$118
$125
$135
Performance Measures:
2020/2021 Actual
2021/22 Estimated
2022/23 Projected
5%
10%
40%
3%
18%
30%
Inventory Signage (VueWorks) for Age/Replacement with Retro reflectometer % Of Signs Replaced on a 7- year Schedule
Signal Maintenance 2022/23 Budget — 8% of Budget Provides for the time and resources dedicated towards well-maintained, safe, efficient, and consistently applied traffic signals and flashing beacons throughout the city. The program strives for the timely response of maintenance, as well as appropriate proactive maintenance. All Signalized Intersections are LED indications. Workload Indicators:
2020/2021 Actual
2021/22 Estimated
*Signalized Intersections Electronics 136 85 Replaced Signalized Intersections Constructed 0 1 Intersections Maintained 269 (100%) 271 (100%) Signal Maintenance Request (Response in 870 (96%) 958 (94%) Less Than 24 Hours) Average Cost of Signal Installation $163,640 $225,240 School Flasher Preventative Maintenance 62 (100%) 62 (100%) *Electronic Equipment has a 12-year life span (Current replacement rate is 16 years)
2022/23 Projected 104 1 272 (100%) 800 (96%) $287,500 64 (100%)
Street Light Maintenance 2022/23 Budget — 42% of Budget Provides for the time and resources dedicated towards well-maintained, safe, efficient, and consistently applied street lighting throughout the city interstates and highways. It includes all costs associated with TXDOT-owned street lighting systems. This program pays out close to $2,000,000 in electricity costs annually. The program strives for timely response maintenance, as well as appropriate proactive maintenance. This program is designed to protect current infrastructure, update technology to improve efficiency, provide safe driving corridors during low lighting and follow transportation initiatives, and implementation of best practices. The city has started to convert the High-Pressure Sodium bulbs to the newer, brighter LED indications 48% complete on I-40, I-27, Dumas Drive, and Amarillo Blvd. from Ong west to Soncy.
Workload Indicators: Street Lights Maintained Street Light Replacement Cost (Labor and Materials) Central Business District Pedestrian Lights Maintained Performance Measures: *Replace High Pressure Sodium with LED Lights COA Maintained *% lights converted
2020/2021 Actual 2,008
2021/22 Estimated 2,100
2022/23 Projected 2,150
$600
$605
$610
280
430
500
2020/2021 Actual
2021/22 Estimated
2022/23 Projected
48%
55%
65%
Street Pavement Markings 2022/23 Budget — 7% of Budget Provides for the time and resources dedicated towards well-maintained, safe, and consistently applied pavement marking, crosswalks, and parking lot striping throughout the city. This program works to achieve striping the arterial streets at least once per year and replace pavement markings on a 6-year rotation. The program strives for appropriate proactive maintenance. Workload Indicators: Lane Miles of Street Striping (Striped) Costs for Street Markings (per Mile) Miles of Bike Lanes (Striped) Costs of Bike Lanes including pavement markings (per Mile) Thermoplastic Cross-Walk & Stop Bars Installed (4600 Total -replaced every 6 years)
2020/2021 Actual 849 (25%) $9.64 160 (90%)
2021/22 Estimated 1,854 (50%) $9.64 160 (90%)
2022/23 Projected 3,708 (100%) $9.00 160 (90%)
$19.64
$19.64
$19.00
855 (19%)
766 (16%)
770 (17%)
2022/23 Expenditures by Funding Source General Fund Special Revenue Funds
81% of Budget 19% of Budget
2022-23 Employee Distribution by Position Business Unit
1731
Department Description TRAFFIC ADMINISTRATION ADMINISTRATIVE TECHNICIAN UTILITY WORKER TRAFFIC ENGINEER TRANSPORTATION SUPERINTENDENT SCHOOL CROSSING GUARD SCHOOL CROSSING GUARD SUB TRAFFIC COUNTER SCHOOL CROSSING GUARD SUPERVIS SIGNS & MARKINGS SUPERVISOR SIGNAL SUPERVISOR TRAFFIC CONTROL TECHNICIAN TRAFFIC DESIGN TECH TRAFFIC TECHNICIAN I TRAFFIC TECHNICIAN II SIGNAL TECH I TRAFFIC OPERATIONS TECHNICIAN TRAFFIC ADMINISTRATION Sum
Pos Id CLR941 HRL930 TRD930 ADM540 ADM541 HRL540 HRL541 HRL542 HRL545 MGT541 MGT545 TEC220 TEC222 TEC541 TEC542 TEC543 TEC550
Pos Count *Supplemental Total 1 $ 3 $ 3 $ 1 $ 1 $ 36 $ 3 $ 1 $ 1 $ 1 $ 1 $ 4 $ 1 $ 2 $ 1 $ 5 $ 2 $ 67 $
-
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Capital Outlay Debt Service Operating Transfers Total Expenses
$
$
2021/22 Budget
3,391,558 1,268,521 2,505,411 9,472,881 933,045 17,571,416
$
$
2022/23 Budgeted
4,756,293 1,347,852 2,782,039 9,361,084 10,095,939 352,176 28,695,383
$
$
5,226,641 1,774,405 3,417,607 9,671,130 71,978 1,360,000 21,521,761
Approved Positions 2020/21 Actual Full-time Part-time Total
2021/22 Budget 58 58
2022/23 Budgeted 63 63
Airport Administration & Support Airfield Management & Maintenance Airport Safety, Security , and Communications Center Winter Weather Operations Public Parking Consolidated Rental Car ("CONRAC") Facility Property Management & Maintenance
64 64
Mission Plan and provide for current and future air transportation needs of the Texas Panhandle region by constructing, maintaining, and operating safe, efficient, and quality airport facilities; promote and support all facets of aviation and local economic & community development; promote and support safe, reliable, and reasonably priced transportation services to destinations meeting the public demand; and to fulfill this mission by managing the Airport to high-quality standards and in an ethical, professional, efficient, fiscally responsible, and cost-effective manner that is consistent with maintaining the high quality of life in the Amarillo area.
Goals and Objectives • • • • • • • • • • • •
Maintain a motivated and goal-focused staff. Provide the internal systems and processes needed for accountability and efficiency. Maintain compliance with all applicable regulations and exceed standards when able. Be vigilant in our safety consciousness. Maintain professional yet flexible attitudes. Maintain a high level of integrity and accountability. Look for positive opportunities whenever possible. Look for ways to save money in the near term, but also the long term. Promote internal and external efficiencies whenever possible. Think as a team by supporting each other as well as other City departments. Set appropriate standards in every operational area. Be customer focused, including the public and on-airport tenants.
The Department of Aviation is an enterprise operation organized to provide the necessary services for a public airport on a financially self-sufficient basis. This means the department does not accept any local property tax monies for its operation. No general fund tax revenues are required. The Airport sits on more than 3,500 acres of land, of which 1,000 acres are developed. This includes a 217,000 square foot passenger terminal for commercial airline service as well as 24 additional structures ranging in size from 1,000 to more than 500,000 square feet of covered space which are utilized for revenue production or as support facilities to maintain the Airport. In FY22/23, the Department of Aviation is planning to focus on repairing current infrastructure in order to address the aging facilities, hiring of staff in order to be able to maintain the facilities appropriately, and developing available land to bring in additional revenues and additional aviation and non-aviation activity to the Airport and the City of Amarillo. The Airport aligns with the City Council adopted BluePrint for Amarillo’s pillars including Civic Pride, Economic Development and Redevelopment, Fiscal Responsibility, Customer Service, Excellence in Communication, and most directly Transportation.
Programs of the Airport Administration/Support 2022/23 Budget — 9% of Budget
The Department of Aviation administrative staff directs the management of a multi-faceted airport transportation facility operation. The staff consists of the Director of Aviation, Deputy Director of Aviation, and administrative support staff. They identify and monitor the funding and financial budgeting for current and future operational needs and capital development. Airport funding sources include the Passenger Facility Charge (PFC) program and federal and state grant programs. Performance Measures/Indicators: Number of active signatory air carriers Total enplanements
2020/21 Actual 3 271,062
2021/22 Actual/Est 4 (Actual) 280,000 (Est)
2022/23 Projected 4 330,000
Airfield Management and Maintenance 2022/23 Budget — 12% of Budget Provides maintenance and repair of runways, taxiways, ramps, airside roadways, airfield lighting and signs, navigational aids, and other services such as mowing and wildlife control. The airfield is maintained and operated in accordance with Federal Aviation Administration (FAA) requirements for all commercial airports (14 CFR Part 139) that hold an Airport Operating Certificate. This program supports developing the best transportation systems for the citizens of Amarillo. Performance Measures/Indicators: Airfield cost per enplanement
2020/21 Actual $2.50
2021/22 Estimated $ 0.63
2022/23 Projected $1.48
Airport Safety, Security, and Communications Center 2022/23 Budget — 33% of Budget Provides short-term and long-term planning for Federal Aviation Administration (FAA) coordination. Assists in the development of the Airport Certification Manual, environmental-related compliance programs, and Airport Security Program to assure the safety of the traveling public. Security costs include the Airport Police Department, Airport Operations Center, badging and credentialing, and the maintenance of security cameras and security-related technology systems. This program includes emergency and medical services needed at the airport and surrounding areas. This program directly supports the city’s Public Safety and Customer Service initiatives. Performance Measures/Indicators: Law enforcement calls for service
2020/21 Actual 16,475
2022/22 Estimated 16,500
2022/23 Projected 16,600
(Law enforcement calls include items such as offense/incident reports, security system alarm responses, passenger/citizen assistance, parking citations, lost and found calls, unattended bags, arrests, and security area patrols.)
Winter Weather Operations 2022/23 Budget — 5% of Budget Snow and ice removal operations during winter weather events are provided by airport personnel. The assigned departments perform snow and ice control on runways, taxiways, ramps, entrance roads, and parking areas. Program costs include the maintenance and operation of snow removal equipment owned by the airport. Performance Measures/Indicators: Total snowfall (inches) Total snow events Winter weather manhours
2020/21 Actual 33.8 6 4,005
2021/22 Actual 16.1 6 3,300
2022/23 Projected 25 6 4,000
Public Parking 2022/23 Budget — 2% of Budget Parking is available at the Airport for use by the public and Airport employees. This program oversees more than 1,400 parking spaces in four different parking lots while maintaining the parking control operations and the revenue control system. Performance Measures/Indicators: Parking revenue
2020/21 Actual 2,258,155
2021/22 Estimated 2,889,175
2022/23 Projected 4,000,000
Consolidated Rental Car (“CONRAC”) Facility 2022/23 Budget — 4% of Budget CONRAC provides maintenance of the Rental Car Center and customer return lots and the administration of commercial fuel sales and the Customer Facility Charge (CFC) program. Performance Measures/Indicators: System operational during operating hours
2020/21 Actual 96%
2021/22 Estimated 97%
2022/23 Projected 98%
Property Management and Maintenance 2022/23 Budget — 5% of Budget Responsible for leasing real estate, property management, tenant relations, community outreach, risk management, and maintenance to properties leased to tenants within the surrounding Airport owned properties. Performance Measures/Indicators: Percent of building lease space rented Acres of land under new lease
2020/21 Actual 99% 0
2021/22 Estimated 99% 0
2022/23 Projected 99% 50
Terminal Management and Maintenance 2022/23 Budget — 22% of Budget Provides maintenance and repairs of all terminal and terminal-related facilities to ensure the terminal is safe, efficient, clean, and user-friendly for travelers and Airport employees. Also includes lease management and tenant relations for commercial airlines. Performance Measures/Indicators:
2020/21 2021/22 2022/23 Actual Estimated Projected Boarding bridge operational uptime (%) 97% 90% * 98% *In FY21/22, we experienced a prolonged failure of one boarding bridge. The COVID-19 pandemic caused some of the delay due to parts not being available and people not being available to troubleshoot the problem. This had a negative effect on the bridge uptime.
Terminal Technology Systems 2022/23 Budget — 2% of Budget The Systems group provides technical support and maintenance for the terminal systems, including flight and baggage information displays, passenger and paging information systems, administrative and Wi-Fi networks, and audio and visual systems. It provides technical support and maintenance for the flight information displays at the gate and hold room areas. The system supports the Customer Service initiative. Performance Measures/Indicators:
2020/21 Actual
2021/22 Estimated
2022/23 Projected
System operational status for core aviation 95% 97% * 99% business systems during hours of operation *In FY21/22 the Airport experienced a similar outage of available software and systems due to the City-wide issue in March/April 2022. This outage was not due to anything controllable by the Airport or the IT staff that routinely works on the Airport’s IT systems.
Terminal Inline and Baggage Systems 2022/23 Budget — 5% of Budget This group provides for technical support and maintenance of the inline baggage system including conveyor belts, computer software, baggage claim devices and bag make up areas. Performance Measures/Indicators:
2020/21 2021/22 2022/23 Actual Estimated Projected System operational during operating hours 96% 97% 94% * *This number is lower for the projected fiscal year because we plan to replace certain baggage system equipment that needs to be replaced. This will affect total uptime.
Airport Fleet Vehicles (Including ARFF and Snow Removal Equipment) 2022/23 Budget — 3% of Budget This group provides maintenance of the Airport’s vehicle fleet, including pick-up trucks, other work trucks, buses, tractors, lifts, snow plows, snow broom vehicles, other snow removal equipment, aircraft rescue and firefighting (ARFF) vehicles, airport police vehicles, and airport operations vehicles. Performance Measures/Indicators:
2020/21 2021/22 2022/23 Actual Estimated Projected Snow removal equipment uptime (%) 90% 95% 95% ARFF equipment uptime (%) 98% 97% 99% *The estimated FY21/22 ARFF equipment uptime percentage is lower due to a planned equipment outage for each truck to install a new FAA required foam testing system.
2022-23 Employee Distribution by Position Business Unit
54110
Department AIRPORT OPERATIONS
Description
AIRPORT OPERATIONS Total
ADMINISTRATIVE ASSISTANT II AIRPORT BUSINESS & PROC COORD AIRPORT FACILITIES MANAGER AIRPORT MAINTENANCE COORD AIRPORT MECHANIC I AIRPORT MECHANIC III AIRPORT OPERATIONS AGENT AIRPORT OPERATIONS MANAGER AIRPORT POLICE COMMANDER AIRPORT POLICE OFFICER AIRPORT POLICE SERGEANT AIRPORT SHIFT COORDINATOR AIRSIDE MAINTENANCE COORD ASSISTANT DIRECTOR OF AVIATION CUSTODIAL FOREPERSON CUSTODIAN I CUSTODIAN II DEPUTY DIRECTOR OF AVIATION DIRECTOR OF AVIATION ELECTRICIAN II LANDSIDE FLEET MECHANIC LANDSIDE/FLEET COORDINATOR MECHANIC FOREPERSON I PROGRAM COORDINATOR UTILITY WORKER *AIRPORT LAND & BUSINESS DEVELOPMENT COORD
Pos Id CLR405 MGT800 MGT090 TRD073 TRD080 TRD962 PRF085 MGT810 MGT081 PRF080 PRF081 ADM088 TRD074 ADM085 TRD070 TRD910 TRD047 ADM081 ADM080 TRD060 TRD917 TRD075 TRD923 MGT560 TRD930 NEW
Position Count
*Supplemental Total
1 $ 1 $ 1 $ 1 $ 1 $ 7 $ 8 $ 1 $ 1 $ 9 $ 3 $ 3 $ 1 $ 1 $ 1 $ 7 $ 1 $ 1 $ 1 $ 1 $ 1 $ 1 $ 1 $ 1 $ 8 $ 1 $ 64 $
136,224 136,224
City of Amarillo 2022 Summary of Expenditures by Activity Classification Description
2020 Actual
2021 Budget
2022 Budget
1431 - Solid Waste Collection
12,170,053
13,803,545
14,497,062
1432 - Solid Waste Disposal
4,819,744
5,207,042
5,802,808
3,828,799
4,224,038
5,332,054
589,736
678,839
758,614
52120 - Water & Sewer General
2,308,949
4,420,570
1,894,599
52121 - Sewer General
7,650,430
9,549,953
11,548,469
52122 - Water General
6,559,652
8,949,827
9,548,100
Utility Services 01000 - General Fund
05200 - Water and Sewer System Fund 52100 - Utilities Office 52110 - Director of Utilities
52123 - Water & Sewer - Transfer
289,139
63,728
63,654
52200 - Water Production
6,518,830
7,589,793
7,981,136
52210 - Water Transmission
5,285,715
5,374,510
5,823,192
52220 - Surface Water Treatment
8,564,608
11,670,143
12,197,091
52230 - Water Distribution
6,260,192
7,512,523
8,340,020
52240 - Waste Water Collection
6,662,816
5,848,137
6,204,506
52260 - River Road Water Reclamation
2,889,857
3,591,184
3,955,365
52270 - Hollywood Road Waste Water Tre
4,153,082
4,925,020
5,385,906
52281 - Laboratory Admin
1,445,431
1,931,285
2,101,178
05600 - Drainage Utility Fund 56100 - Drainage Utility
4,253,970
4,990,655
5,307,722
Utility Services Total Expenditures
84,251,005
100,330,792
106,741,476
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Capital Outlay Operating Transfers Total Expenses
2021/22 Budget
$ 2,524,374 130,577 1,086,597 72,891 14,359 $ 3,828,799
$
$
2022/23 Budgeted
2,643,048 206,677 1,290,581 83,630 51 51 4,224,038
$
3,472,772 160,194 1,605,965 93,123 5,332,054
$
Approved Positions 2020/21 Actual Full-time Part-time Total
2021/22 Budget
38 2 40
2022/23 Budgeted 62 3 65
Utility Billing Admin/Support Utility Bill Production Utility Billing Customer Service Utility Payment/Account Admin Meter Reading
65 4 69
Mission Provide accurate and timely billing to customers with the highest regard for public satisfaction. Deliver exceptional service to newcomers, visitors, and residents, whether by phone or in person. And provide customer service that exceeds expectations by listening to customers and responding to their needs in a professional, courteous, and respectful manner.
Strategic Approach The City of Amarillo Utility Billing department is a high-volume utility service separated into the following functional groups: Customer Service, Call Center Operations, Cashiering, Mobile Unit Operations, and Meter Reading. Vital Statistics is also supported within Utility Billing. Utility Billing is often the initial contact with the City of Amarillo for the community. It is the goal of the department to cultivate quality service and work with customers regarding underlying issues related to utility accounts in a timely and positive manner. The Utility Billing department continues to look for innovative solutions to fulfill the initiatives outlined in the City Council adopted BluePrint for Amarillo, especially in relation to Customer Service. The division is responsible for the production and distribution of billing statements in a highly efficient manner and continues to look for new ways to accomplish these goals by investing time and efforts into the future upgrades of our current billing software, Tyler Munis. It is also the goal of Utility Billing to monitor performance within our Call Center operations to improve response times as well as one-contact resolutions to help improve customer satisfaction of services. It is evident that the division’s success depends on its ability to strengthen its current customer relationships. Billing solutions function as a critical touch point between utilities and their customers. With new technologies, utility bills can now serve as a streamlined vehicle for announcing new services and custom communications. Utility Billing worked diligently during the recent pandemic to continue to provide services as well as find solutions to assist customers in all areas within their account. Our team has been innovative in the recent release of our City of Amarillo Mobile Unit. The unit is a full-service mobile office that provides a quick and convenient way for customers to take care of business related to their utility bill account consisting of a drive thru window and two walk-up windows to assist customers with various needs. Utility Billing goals include continuing to expand relations within our community by promoting water conservation. Proposals for a water conservation mascot have been submitted, with hopes to provide education on the importance of conservation to students, as well as attending local events within libraries and the community to enhance the growth with our customers and community.
Programs of the Utility Billing Department Administration and Support 2022/23 Budget — 4% of Budget This program provides support and accounts for the accurate recording of information gathered from the reading for billing, and then the collection of accounts. Our goal is to improve responsiveness and overall customer satisfaction. With the implementation of the InContact call center software, customers can now utilize new technologies that provide customized communications. The implementation has reduced call wait times by providing an auto-callback feature and has also provided the ability to email and chat with agents regarding their accounts. Performance Measures/Indicators:
2020/21 Actual 422,664 404,142 16,294 2,228 5,732 * 61% 39%
Annual customer contacts Contact by telephone Contact by email Contact by chat Annual customer contact in person Annual customer contact thru Mobile Unit Responsiveness-calls handled within 3 mins Responsiveness-wait time 3 mins or more
2021/22 Estimated 420,000 400,000 18,000 2,000 8,200 12,000 60% 40%
2022/23 Projected 450,000 500,000 20,000 3,000 8,000 12,240 70% 30%
*Information not available
Bill Production 2022/23 Budget — 31% of Budget
This program is responsible for the production of more than 850,000 customer bills annually. Billings are processed three times per week based on the City’s 12-meter reading cycles. Utility Billing produces the bills for Water and Sewer, Drainage Utility, and Solid Waste. The preparations of meter reading books are completed within a span of two days and consist of the data entry of re-reads and verifications. The production of bills takes approximately five hours and includes verification of data, calculation of bills, creation of the billing journal, and distribution of bills. The addition of the Utility Billing Specialist position has increased the accuracy and efficiency of bill production and auditing. The Utility Billing Specialist coordinates with the Meter Reader and Water Distribution staff members to assist with customer concerns with minimal impact to customer billing. Performance Measures/Indicators: Accounts billed monthly
2020/21 Actual 83,500
2021/22 Estimated 83,725
2022/23 Projected 84,000
Billing Customer Service 2022/23 Budget — 20% of Budget Utility Billing Customer Service staff is divided into two functional groups: Credit Services and New Connections. All staff members work to provide exemplary, quick service while always striving to improve customer satisfaction.
Credit Services responds to requests for payment arrangements and issues service orders for connections, reconnections, and meter installations. Credit Services distributes service orders regarding high bill inquiries and investigates accounts where customers may be experiencing leaks. Applications and requests for fire hydrant meters and the collection of current readings for each fire hydrant are completed within Credit Services. All final bills are produced within Credit Services and service outage calls are worked by all available staff members during regular business hours. New Connection functions are initial requests for services such as new, transfer, and completion of service. All staff members interact with customers whose needs vary from simple billing questions to more complex investigations regarding establishment of services. Staff also work with assisting other city departments in processing new tap orders. The calculation and application of additional fees are also performed within Customer Service. The addition of the Trainer/Quality Assurance position has allowed for extensive training on the new functionality of the Utility Billing software. Staff can provide multiple types of arrangement options to customers. Utility Billing also works with Water Distribution as the city transitions to an electronic service order environment. Performance Measures/Indicators: Total arrangements issued 6-month arrangements issued 12-month arrangements issued Total broken arrangements Time spent per new service request Time spent per discontinued service request Time spent per transfer service request
2020/21 Actual 1,253 977 276 14% 5 minutes 4 minutes
2021/22 Estimated 1,479 800 679 15% 5 minutes 4 minutes
2022/23 Projected 1,500 1,000 500 15% 5 minutes 5 minutes
5 minutes
5 minutes
5 minutes
Payment and Account Administration 2022/23 Budget — 15% of Budget Payment and Account Administration staff is responsible for processing payments. Payments are collected in person, through third parties, and by mail. In addition to the collection of payments, staff members process and collect returned checks. Payment and Account Administration also accepts payment for bus tickets and passes. It is the division’s expectation to experience an increase in the number of transactions submitted within the self-serve portals with implementation of the new software. Performance Measures/Indicators: Cash handled (daily) Cash payments (monthly) Credit card payments (monthly) Check payments (monthly) Total transactions (daily) Number of walk-in customers *Numbers impacted by COVID-19
2020/21 Actual $9,575.90 $207,477.89 $170,475.99 $1,297,207.80 320 *4,700
2021/22 Estimated $15,000 $400,000 $300,000 $2,000,000 400 17,660
2022/23 Projected $20,000 $450,000 $350,000 $2,100,000 500 24,250
Meter Reading 2022/23 Budget — 30% of Budget Meter Reading staff are responsible for providing reliable and timely reads of approximately 72,500 meters monthly. Daily routes are assigned to each staff member which contain approximately 500 meters within a walking route. All walking routes are completed within the first half of the workday and the remainder of the day is designated to re-reads. All Meter Reading staff members work through a variety of elements and obstacles, such as encountering aggressive animals, the inability to gain access to meters, and inclement weather. With the addition of a Meter Reader Foreperson position, the program has had the ability to reduce the number of orders distributed to the Service Center. New handheld devices have improved the accuracy of reading without malfunctioning. With the increase in meter reading accuracy, it is anticipated that customer complaints will diminish phone queue wait times. Advanced Metering Infrastructure (AMI) will be implemented over the next two years. This includes smart meters and communication modules with real-time data that speeds processing and allows customers more control over their water usage. Performance Measures/Indicators: Meters read Meters estimated Internal account adjustments Verification by service reps Average daily re-reads
2020/21 Actual 99.35% .65% 2.1% 2.9% 80
2021/22 Estimated 99% 1% 1.75% 2.75% 70
2022/23 Projected 99% 1% 1.5% 2% 60
2022‐23 Employee Distribution by Position
Business Unit
52100
Department UTILITIES OFFICE
Description ADMIN ASST HRL ADMINISTRATIVE ASSISTANT III ASSISTANT CASHIER SUPERVISOR ASSISTANT MGR. UTILITY BILLING BILLING SPECIALIST BOOKKEEPER/PURCHASING SPEC CALL CENTER LEAD CALL CENTER SUPERVISOR CASHIER LEAD CASHIER SUPERVISOR CUSTOMER SERVICE LEAD CUSTOMER SERVICE REPRESENTATIVE CUSTOMER SERVICE SUPERVISOR METER READER I METER READER II MOBILE UNIT AGENT PART‐TIME MOBILE ASSISTANT HRL SYSTEMS SPECIALIST TRAINER/QA SPECIALIST UTILITY BILLING CASHIER UTILITY BILLING MANAGER VITAL STATISTICS CLERK VITAL STATISTICS SUPERVISOR *311 CUSTOMER SERVICE REP ‐ HRL *311 CUSTOMER SERVICE REP II *311 CUSTOMER SERVICE SUPERV
UTILITIES OFFICE Total
Pos Id HRL904 CLR410 CLR042 ADM171 CLR010 CLR635 CLR191 CLR840 CLR557 CLR057 CLR068 CLR430 CLR098 TRD170 TRD171 CLR555 HRL536 CLR012 CLR015 CLR412 ADM170 CLR455 CLR450 HRL053 CLR053 CLR055
Position Count
*Supplemental Total
1 1 $ 1 $ 1 $ 1 $ 1 $ 3 $ 1 $ 1 $ 1 $ 2 $ 12 $ 1 $ 19 $ 1 $ 3 $ 2 $ 1 $ 1 $ 5 $ 1 $ 4 $ 1 $ 1 $ 2 $ 1 $ 69 $
‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 19,104 81,667 55,271 156,042
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Capital Outlay Other Charges Debt Service Operating Transfers Total Expenses
$
2021/22 Budget
442,557 22,490 144,823
13,209,223 3,289,675 289,139 $ 17,397,906
$
$
2022/23 Budgeted
635,592 32,545 582,390 44,042,100 12,555,999 7,361,897 2,494,494 67,705,017
$
523,686 55,401 582,614 14,059,511 8,528,570 63,654 $ 23,813,436
Approved Positions 2020/21 Actual Full-time Part-time Total
2021/22 Budget
2022/23 Budgeted
5 -
5 -
5
Support and Managerial Oversight of Division Water & Sewer General Water & Sewer Capital
5 -
5
5
Mission Supply continuous high-quality water, sewer, and environmental services to our customers in a safe and efficient manner, supporting Amarillo’s high quality of life now and in the future. This is accomplished through innovative employees demonstrating teamwork, commitment, and outstanding customer service.
Goals and Objectives The Director of Utilities office provides leadership and oversight for seven departments including Water Production, Water Transmission, Surface Water Treatment, Water Distribution, Wastewater Collection, Wastewater Treatment, and Environmental Lab. The Director of Utilities office, through strategic planning processes, manages the daily operations of these departments to meet the organizational goals of the City of Amarillo and to provide clean safe drinking water to the citizens of Amarillo. The Director of Utilities places emphasis on strategic planning at all levels of the organization, to provide the highest level of quality customer service while ensuring our operational activities support our mission and statement. Water and sewer utilities are faced with ever-changing challenges which include rising costs, aging infrastructure, stringent regulatory requirements, and a changing workforce. The Director of Utilities looks to use effective utility management practices to lead the Water Utilities Department, in order to focus our efforts and energy to meet our organizational performance goals. The Director of Utilities Office is aligned to the City Council’s adopted BluePrint for Amarillo through Implementation of Best Practices Management initiatives and the pillars of Economic Development and Redevelopment, and Fiscal Responsibility. The Director of Utilities Office engages in best practice management with the oversight of the seven departments to ensure continued regulatory compliance at the Water and Wastewater Treatment Plants, continued pursuit of alternative operational and procurement strategies to minimize the use of our limited resources, continued pursuit of training strategies to broaden employees’ knowledge and through monitoring of customers’ concerns to provide, maintain, and improve customer service. The Director of Utilities closely monitors rules and regulations set forth by the American Water Works Association (AWWA), the Texas Commission on Environmental Quality (TCEQ), and the Environmental Protection Agency (EPA) to ensure that Water Utilities is in compliance with current rules and regulations. The Director of Utilities engages in the pillar of Economic Development and Redevelopment through the management of utilities infrastructure including maintenance and expansion of the current infrastructure. The Director of Utilities monitors the age of the existing infrastructure and other capital assets to execute effective improvement and replacement of infrastructure. The Director of Utilities also monitors current inventory to identify future expansion needs resulting from the growth and expansion of the city.
Programs of the Director of Utilities Office Support and Managerial Oversight of Utilities Department 2022/23 Budget — 3% of Budget The Director of Utilities provides support and managerial oversight for the seven departments in the Water Utilities Department. The Director of Utilities Office staff was integrated with the Engineering Department staff for a reorganization to create a Capital Projects and Development Engineering group in early 2016. The Director of Utilities retained five staff positions: Director of Utilities, Assistant Director of Utilities, Program Manager, Office Administrator, and Administrative Assistant I. Performance Measures/Indicators: Public awareness meetings on water conservation Evaluation of departments to comply with best practices for department Number of positions supported Regulatory compliance review for departments
2020/21 Actual 3
2021/22 Estimated 15
2022/23 Projected 16
7
7
7
229
229
228
7
7
7
Water and Sewer General 2022/23 Budget — 97% of Budget This program includes administrative and professional costs not attributable to specific Water and Sewer departments.
Water and Sewer Capital 2022/23 Budget — 0.3% of Budget The City’s Capital Improvement Plan (“CIP”) represents the staff’s determination of projects that need to be completed during the next five years to improve the quality of life for all our citizens and to improve our service delivery system. The Director of Utilities plans for projects such as the installation of new water and sewer mains, repairs of or improvements to existing water and sewer infrastructure, and vehicles or equipment needed. Funding for these projects is provided by Water and Sewer rates revenues.
2022-23 Employee Distribution by Position Business Unit
52110
Department Description DIRECTOR OF UTILITIES DIRECTOR OF UTILITIES ADMINISTRATIVE ASSISTANT I OFFICE ADMINISTRATOR PROGRAM MANAGER ASSISTANT DIR OF UTILITIES DIRECTOR OF UTILITIES Sum
Pos Id ADM300 CLR400 CLR945 MGT580 ADM301
Pos Count *Supplemental Total 1 $ 1 $ 1 $ 1 $ 1 $ 5 $
-
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Capital Outlay Total Expenses
$
$
2021/22 Budget
2,546,317 3,467,918 1,551,965 12,802,954 20,369,153
$
$
2022/23 Budgeted
3,231,180 3,816,178 2,349,829 15,158,483 78,776 24,634,446
$
$
3,582,680 4,810,898 2,387,570 15,220,271 26,001,419
Approved Positions 2020/21 Actual Full-time Part-time Total
2021/22 Budget 53 53
Water Production Water Transmission Surface Water Treatment
2022/23 Budgeted 53 53
53 53
Mission Protecting public health in accordance with federal and state laws governing water quality. Our focus is to provide a constant supply of high-quality, low-cost water that satisfies the ever-changing demands of our customers.
Goals and Objectives As a major city situated in the High Plains of Texas, a safe and reliable water supply has always been and will continue to be central to Amarillo’s viability, economy, and quality of life. Extreme weather patterns over the last decade have forced a recalibration of “normal” and have intensified reliance on groundwater sources. In response to these factors combined with a growing population, economy, and many other competing needs, the City of Amarillo is working with engineers, the Texas Water Development Board (TWDB), and the Texas Commission on Environmental Quality (TCEQ) to develop and implement its most proactive and comprehensive water system plan in this city’s history to fully integrate supply, transmission, treatment, storage, and distribution. Water Production pays strict attention to prudently using all resources under its management in correlation with the City Council adopted Blueprint for Amarillo pillars of Fiscal Responsibility and Customer Service. Amarillo has developed a fiscally responsible vision and roadmap for the future by considering the current and future demands on the water system from its residents, commercial interests, and firefighting protocols. This will be a readily adaptable plan that will be used as a basis to match priorities and financial constraints, addressing known issues, growth patterns, regulatory changes, and aging infrastructure. Customer service is primarily directed through system improvements in water quality, especially pressure and quantity requirements. In addition, Water Production performs community engagement by taking complaint calls and solving issues in the distribution system including main breaks, sewer backups, disconnected services, and general utility inquiries. All calls taken are met with courtesy and professionalism. Water Production is also involved with the city’s conservation efforts with Every Drop Counts campaign. The staff works at multiple events each year to promote community awareness and education on water production and water conservation topics. We have expanded our outreach efforts through brochures, website communications, media campaigns, and taking the information into the local high-school classrooms. The staff of the Osage plant conducts educational plant tours for school groups of all ages throughout the year. During the current budget year, projects were designed and completed to increase water quality and production capacity. The Department is dedicated to increasing security measures throughout our infrastructure, increasing well field production, and increasingly utilizing more of our source water allocation. Projects have been implemented to meet long-range customer demands. Water Production continues to take steps to increase the Treatment Plant rating capacity to 70 MGD. Going forward, upgrades are scheduled for all chemical application processes. The addition of air-scour equipment will further enhance filter backwashing and save water loss in the treatment process. Programs have been initiated to pool utility resources to improve the working conditions and safety of our staff.
Programs of the Water Production Department Water Production Department 2022/23 Budget — 31% of Budget
Management and maintenance of the four city well fields and well field pumping stations. Performance Measures/Indicators: Groundwater production produced (billion gallons) Groundwater direct into Osage *20.0 MGD is the maximum.
Well pump and motor replacement/repair Leak repairs Meter replacements
2020/2021 Actual 5.6
2021/2022 Estimated 5.8
2022/2023 Projected 5.8
1.6
1.3
1.2
9 5 12
7 6 15
7 7 12
Water Transmission Department 2022/23 Budget — 22% of Budget Management and maintenance of city pumping stations and overhead storage facilities. Performance Measures/Indicators: Potable Water Tank Inspections Pressure Point additions Upgrades to radio/communication/SCADA network Water Loss Percentage1
2020/2021 Actual 24 2 6
2021/2022 Estimated 24 2 6
2022/2023 Projected 24 4 10 6.5%
1 AWWA standard for water loss is ≤ 12%
Water Treatment Department 2022/23 Budget — 47% of Budget Management, maintenance, treatment, and state compliance testing of the Canadian River Municipal Water Authority (CRMWA) water resource. Performance Measures/Indicators: CRMWA allocation Used (billion gallons) Compliance with state/federal regulatory reporting % Loss in treatment process Gallons Used per Backwash Bacteriological sampling Surface water production capacity (Billion gallons) AWWA standard increase 3%
2020/2021 Actual 10.1 100% 1.7% 306k 1,527
2021/2022 Estimated 10.4 100% 1.6% 271k 1,525
2022/2023 Projected 10.5 100% 1.6% 271k 1,525
10.2
10.5
10.6
2022-23 Employee Distribution by Position Business Unit
52200
Department Description WATER PRODUCTION ELECTRICIAN I ELECTRONICS/INSTRUMENTATION TE GROUNDWATER OPERATOR UTILITY MAINT. MECHANIC III WATER PRODUCTION Sum
Pos Id TRD915 TEC930 TRD805 TRD957
Pos Count *Supplemental Total 3 $ 1 $ 1 $ 10 $ 15 $
-
2022-23 Employee Distribution by Position Business Unit
52210
Department Description WATER TRANSMISSION ELECTRICIAN I UTILITY WORKER ELECTRONICS/INSTRUMENTATION TE UTILITY MAINT. MECHANIC III TREATMENT PLNT MNT. FOREPERSON WATER TRANSMISSION Sum
Pos Id TRD915 TRD930 TEC930 TRD957 MGT910
Pos Count *Supplemental Total 1 $ 2 $ 1 $ 3 $ 1 $ 8 $
-
2022-23 Employee Distribution by Position Business Unit
52220
Department Description SURFACE WATER TREATMENT ADMINISTRATIVE TECHNICIAN CUSTODIAN I ELECTRICIAN II UTILITY WORKER ADMINISTRATIVE ASSISTANT III ELECTRONICS/INSTRUMENTATION TE UTILITY MAINT. MECHANIC III TREATMENT PLNT MNT. FOREPERSON WATER UTILITIES MAINT MANAGER WATER PROD SUPERINTENDENT ELECTRONIC/INST. SUPERVISOR OPERATIONS CONTROL SUPERVISOR WATER OPS/COMPLIANCE TECH CHIEF ELECTRICIAN CHIEF MECHANIC TREATMENT PLANT OPERATOR III SURFACE WATER TREATMENT Sum
Pos Id CLR941 TRD910 TRD060 TRD930 CLR410 TEC930 TRD957 MGT910 ADM175 ADM320 MGT320 MGT941 TEC320 TRD800 TRD801 TRD966
Pos Count *Supplemental Total 1 $ 1 $ 1 $ 2 $ 1 $ 1 $ 4 $ 1 $ 1 $ 1 $ 1 $ 1 $ 2 $ 1 $ 1 $ 10 $ 30 $
-
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Capital Outlay Inter Reimbursements Total Expenses
2021/22 Budget
$ 2,210,752 $ 181,624 1,506,063 2,590,443 (228,690) $ 6,260,192 $
2022/23 Budgeted
3,618,383 $ 90,050 1,500,366 2,653,724 (350,000) 7,512,523 $
4,151,244 90,652 1,566,550 2,881,574 (350,000) 8,340,020
Approved Positions 2020/21 Actual Full-time Part-time Total
2021/22 Budget
65 65
Administration Maintenance and Repair New Construction Service Taps/Main Extensions Water Meter Service Weather Winter Ops
2022/23 Budgeted 65 65
65 65
Mission Provide consumers with safe and reliable water services at the lowest reasonable rates that are consistent with sound business practices. To provide reliable, high-quality water service while meeting customer demand and to manage departmental resources in an open and responsible manner at the lowest practical cost.
Goals & Objectives Water Distribution is responsible for the maintenance and repair of the distribution system which consists of 1,187 miles of water main ranging from 2” to 48”, 4,428 fire hydrants, 18,997 valves, and 74,942 service connections. Water Distribution aligns with the City Council adopted BluePrint for Amarillo by continuing to rehabilitate the infrastructure by instituting Best Practices initiatives with internal and external sources to meet the pillar of Customer Service. The city added a crew and equipment in the 2014/15 and 2015/16 budgets to concentrate on 2” water line replacements. Utilities started a new Water Master Plan study this year. The department will use the study to evaluate the increasing demands put on the distribution system.
Programs of the Water Distribution Department Water Distribution Administration 2022/23 Budget — 1% of Budget Responsible for receiving and dispatching customer calls to field crews for Water and Wastewater. Performance Measures/Indicators: Admin staff work orders created Phone calls taken
2020/21 Actual 6,483 19,977
2021/22 Estimated 9,400 22,000
2022/23 Projected 9,500 22,000
Maintenance and Repair 2022/23 Budget — 87% of Budget Responsible for the maintenance and repair of the water distribution system to ensure uninterrupted service to customers. The distribution system includes 1,170 miles of water mains, 17,944 valves, and 71,493 active accounts.
Performance Measures/Indicators: Main breaks Damage by contractors Fire hydrants repaired Water valves worked/exercised
2020/21 Actual 310 48 142 1,313
2021/22 Estimated 350 75 65 1,200
2022/23 Projected 320 80 125 1,700
New Construction Service Taps and Main Extensions 2022/23 Budget — 5% of Budget Responsible for the installation of new water services from 5/8" to 4", fire lines, and new water mains. The department O&M covers the labor and equipment costs for new construction. Performance Measures/Indicators:
2020/21 Actual 119 45 62% $226,252 $141,232 $93,264
New water taps installed Water taps abandoned % new tap cost to department New tap cost to department New taps customers cost Work orders completed
2021/22 Estimated 125 50 57% $225,000 $130,000 $200,000
2022/23 Projected 125 55 57% $250,000 $145,000 $175,000
Water Meter Service 2022/23 Budget — 6% of Budget Responsible for the installation and repairs of water meters. New water meters are purchased through a CIP account. Performance Measures/Indicators:
2020/21 Actual 31,301 349
Meter representatives’ orders worked Water meters tested
2021/22 Estimated 40,000 250
2022/23 Projected 35,000 200
Winter Weather Operations 2022/23 Budget — 0.3% of Budget Responsible for responding to Emergency Operations Center (EOC) emergencies and removing snow from city properties including City Hall, Civic Center, libraries, Globe News Center, and downtown streets when needed by the Street Department. Performance Measures/Indicators: Snow removal events
2020/21 Actual 1
2021/22 Estimated 4
2022/23 Projected 3
2022-23 Employee Distribution by Position Business Unit
52230
Department Description WATER DISTRIBUTION ADMINISTRATIVE TECHNICIAN ADMINISTRATIVE ASSISTANT I UTILITY WORKER ADMINISTRATIVE ASSISTANT II WATER & SEWER SYS SUPERINTENDN ASST WATER DIST. SUPER W/S FOREPERSON 1 WATER & SEWER SUPERVISOR II WATER AND SEWER SUPER I UTILITY TECHNICIAN UTILITY LOCATOR WATER METER MECHANIC II METER SERVICE REP II WATER DISTRIBUTION Sum
Pos Id CLR941 CLR400 TRD930 CLR405 ADM330 ADM331 MGT345 MGT930 MGT931 TEC120 TRD331 TRD334 TRD335
Pos Count *Supplemental Total 1 $ 2 $ 16 $ 1 $ 1 $ 1 $ 12 $ 3 $ 3 $ 11 $ 2 $ 2 $ 10 $ 65 $
-
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Inter Reimbursements Total Expenses
$ 1,294,760 $ 441,608 2,830,318 2,262,259 (166,129) $ 6,662,816 $
2021/22 Budget
2022/23 Budgeted
2,158,369 $ 497,616 834,407 2,517,014 (159,269) 5,848,137 $
2,563,133 519,657 881,815 2,399,170 (159,269) 6,204,506
Approved Positions 2020/21 Actual Full-time Part-time Total
2021/22 Budget
38 38
Maintenance and Repair New Construction Service Taps/Mai n Extensions
2022/23 Budgeted 38 38
38 38
Mission To operate the wastewater collection system in a customer service oriented, financially sound, and efficient manner. To maintain the collection system in such a manner as to meet or exceed established regulatory water quality standards in compliance with state and federal discharge permits. To protect the public from potential diseases by properly collecting and transporting sewage to treatment facilities while providing community-wide accessibility.
Strategic Approach Responsible for the operation and maintenance of the wastewater collection system which includes 1014 miles of sewer main ranging from 6” to 54”, 13,366 manholes, and 53 lift stations. Wastewater Collection fulfills its mission by proactively and systematically responding to customer calls and gathering data about the system. Wastewater Collection engages in the Blueprint for Amarillo by continuing to institute Best Practices to conduct operations and to meet Customer Service. The Wastewater Master Plan was completed in 2013 that produced a Dynamic Planning Tool (DPT). Wastewater Collection will use the DPT to schedule large scale capital projects and to identify smaller infrastructure projects that can be done within the department’s normal operations.
Programs Maintenance and Repair 2022/23 Budget — 97% of Budget Responsible for the maintenance and repair of the wastewater collection system including 980 miles of sewer mains, 12,386 sewer manholes, 69,251 sewer service tap connections and 53 lift stations. Performance Measures/Indicators: Sewer mains repairs Sewer manholes adjusted Miles of sewer cleaned Miles of sewer televised Total sewer calls received Total sewer calls that were not stops Lift station checks yearly
2020/21 Actual 118 82 317 20 830 658 8,034
2021/22 Estimated 110 50 275 20 750 550 9,000
2022/23 Projected 100 50 300 30 750 550 9,000
New Construction Service Taps and Main Extensions 2022/23 Budget — 3% of Budget Responsible for the installation of new sewer taps and new sewer mains. The Department O&M covers the labor and equipment cost for new construction.
Performance Measures/Indicators: New sewer taps installed Sewer taps abandoned % new tap cost to department New tap cost to department New taps customers cost Work orders completed
2020/21 Actual 56 38 67% $154,354 $51,468 $135,822
2021/22 Estimated 65 35 65% $165,000 $59,000 $20,000
2022/23 Projected 70 35 37% $170,000 $64,000 $25,000
2022-23 Employee Distribution by Position Business Unit
52240
Department Description WASTE WATER COLLECTION UTILITY WORKER UTILITY OPERATOR ELECTRONICS/INSTRUMENTATION TE W/S FOREPERSON 1 WATER & SEWER SUPERVISOR II UTILITY TECHNICIAN ASST WASTEWATER COLL. SUPER WATER & SEWER SUPERVISOR I ODOR CONTROL TECHNICIAN LIFT STATION MAINT. MECH II UTILITY MAINT. MECHANIC I WASTE WATER COLLECTION Sum
Pos Id TRD930 TRD960 TEC930 MGT345 MGT930 TEC120 ADM340 MGT931 TEC340 TRD342 TRD954
Pos Count *Supplemental Total 14 $ 1 $ 1 $ 5 $ 3 $ 5 $ 1 $ 1 $ 1 $ 3 $ 3 $ 38 $
-
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Capital Outlay Total Expenses
$ 2,038,459 1,483,378 1,008,765 2,512,338 $ 7,042,939
2021/22 Budget $
$
2022/23 Budgeted
2,612,388 1,841,193 1,329,474 2,733,149 8,516,204
$
$
2,952,017 2,258,819 1,381,009 2,699,570 49,856 9,341,271
Approved Positions 2020/21 Actual Full-time Part-time Total
43 4 47
Wastewater Treatment
2021/22 Budget
2022/23 Budgeted 43 4 47
43 4 47
Mission Operate the Wastewater Treatment plants to meet federal and state regulations in order to protect public health and the environment.
Goals & Objectives The Wastewater Treatment plants are aligned with the City Council adopted Blueprint for Amarillo’s pillars of Fiscal Responsibility, Civic Pride, and Best Practices initiatives. The department uses maintenance funding to evaluate and prioritize repairs or replacements of the current infrastructure. Staff maintains all equipment and facilities to a professional level to enhance community appearance. The department strives to incorporate best practices into all policies and procedures and focus on providing high-quality effluent. This facility provides a reliable source of effluent water meeting and exceeding contract requirements for industrial cooling. The department also promotes the maximum use of reclaimed water and bio-solids while protecting the environment. The Texas Commission on Environmental Quality (TCEQ) is the regulatory agency for water quality. Employees are required to be licensed through rigorous training and testing to ensure that high-quality effluent, that meets state and federal standards.
Programs of the Wastewater Treatment Department Wastewater Treatment 2022/23 Budget — 100% of Budget Provides treatment plant operations, reclaimed water reuse to industry, as well as bio-solids disposal to residents, businesses, and industries, so they can have environmentally safe wastewater disposal. Performance Measures/Indicators:
2020/21 Actual 0 28 17.1 3,444 2,667 1,030
2021/22 Estimated 0 28 17.3 3,417 2,629 1,771
2022/23 Projected 3 28 17.0 3,300 3,000 1,500
Violations to discharge permit Treatment plant capacity (MGD) Wastewater treated (MGD) Reclaimed water to XCEL (MG) Effluent to L. Tanglewood & Creek (MG) Biosolids to landfill (Metric Tons) Hollywood Road: 2020 Bi-Annual Texas Commission on Environmental Quality (TCEQ) inspection completed with 0 demerits. EPA DMR-QA 41 failed the first deadline. Completed the second deadline with 0 demerits. FY 2020 Hollywood Road had an average daily flow of 8.55 MGD, which is 71.3% of the 12 MGD treatment plant capacity. River Road: 2020 Bi-Annual Texas Commission on Environmental Quality (TCEQ) inspection completed with 0 demerits. EPA DMR-QA 41 completed with 0 demerits. FY 2020 River Road had a daily average flow of 8.55 MGD which is 53.4 % of the 16 MGD treatment plant capacity.
2022-23 Employee Distribution by Position Business Unit
52260
Department Description RIVER ROAD WATER RECLAMATION CUSTODIAN I UTILITY WORKER EQUIPMENT OPERATOR III ELECTRONICS/INSTRUMENTATION TE UTILITY MAINT. MECHANIC III TREATMENT PLNT MNT. FOREPERSON TREATMENT PLANT OPERATOR III WATER RECLAMATION FACILITY MGR OPERATIONS CONTROL SUPER. PROCESS CONTROL TECHNICIAN RIVER ROAD WATER RECLAMATION Sum
Pos Id TRD910 HRL930 TRD930 TRD951 TEC930 TRD957 MGT910 TRD966 ADM165 MGT941 TEC942
Pos Count *Supplemental Total 1 $ 2 $ 2 $ 1 $ 1 $ 3 $ 1 $ 9 $ 1 $ 1 $ 1 $ 23 $
-
2022-23 Employee Distribution by Position Business Unit
52270
Department Description HOLLYWOOD ROAD WASTE WATER TRE CUSTODIAN I UTILITY WORKER EQUIPMENT OPERATOR II EQUIPMENT OPERATOR III ELECTRONICS/INSTRUMENTATION TE UTILITY MAINT. MECHANIC III TREATMENT PLNT MNT. FOREPERSON TREATMENT PLANT OPERATOR III WATER RECLAMATION FACILITY MGR OPERATIONS CONTROL SUPER. PROCESS CONTROL TECHNICIAN HOLLYWOOD ROAD WASTE WATER TRE Sum
Pos Id TRD910 HRL930 TRD930 TRD950 TRD951 TEC930 TRD957 MGT910 TRD966 ADM165 MGT941 TEC942
Pos Count *Supplemental Total 1 $ 2 $ 3 $ 1 $ 1 $ 1 $ 2 $ 1 $ 9 $ 1 $ 1 $ 1 $ 24 $
-
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Capital Outlay Inter Reimbursements Total Expenses
2021/22 Budget
$
899,600 $ 207,272 186,941 182,838 8,561 (39,780) $ 1,445,431 $
2022/23 Budgeted
1,226,771 $ 223,579 293,050 227,610 55 (39,780) 1,931,285 $
1,335,962 233,432 308,950 262,614 (39,780) 2,101,178
Approved Positions 2020/21 Actual Full-time Part-time Total
2021/22 Budget
21 21
Administration and Support Environmental Laboratory Program Industrial Waste/Pretreatment Program Stormwater Quality Program Chemical Inv entory Program NELAC Drinking Water Bacteriology Program Household Hazardous Waste Program
2022/23 Budgeted 21 21
21 21
Mission Complete regulatory requirements, and provide analytical services needed by many city departments and divisions through an Environmental Quality Division. The mission is collectively one of protection for citizens, the city, and the environment.
Goals & Objectives The Environmental Lab develops and maintains a professional staff requiring a high degree of integrity, pride, and dedication in their fields of expertise. The Department aligns with the city’s BluePrint for Amarillo’s pillars of public safety, economic development and redevelopment, civic pride, customer service and excellence in communication. The Environmental Lab is active with the Texas Commission on Environmental Quality (TCEQ) National Environmental Laboratory Accreditation Conference (NELAC) Accreditation for bacteriology in place. NELAC requirements set standardized performance measures to ensure data integrity through staff training and approved methods of analysis. A TCEQ approved Pretreatment Program is maintained to reduce or limit interfering materials from entering the wastewater stream. The Stormwater Quality Program maintains a TCEQ MS4 Permit which is responsible for overseeing numerous industries and the discharge that is created during seasonal rain events. Recently, the new Household Hazardous Waste Program (HHW), was completed and installed. The Laboratory Administration maintains 42 Job Safety Analysis documents for the division. Operations in the Environmental Laboratory use cutting-edge technology in methods and utilization of complex instruments. The output of this technology ensures the safety of drinking water and various waste management systems. Communication is continually provided to the public, the regulatory agencies, and the news media. This division has an internet presence with the Stormwater Quality Program, the Pretreatment Program, the HHW Program, and the Environmental Laboratory. All of these are located on the City of Amarillo’s website amarillo.gov with thorough explanations of the programs and details of how state and federal requirements are integrated into the programs. Laboratory Administration conducts their activities with great attention to customer service for citizens, city departments and divisions, and private entities. Economic development is helped by providing active analysis and historical data concerning the quality of our drinking water and the status of our wastewater. The Laboratory also provides guidance and data for infrastructure development for Water Treatment, Wastewater Treatment, Stormwater Quality, and Wastewater Collection Systems. Our work is directly involved in ensuring private industrial waste facilities maintain good housekeeping under their permits which are issued by Laboratory Administration. The Stormwater Quality Program ensures sediment, erosion, and construction debris do not leave construction and industrial sites. These sites have state required SWP3 plans and are inspected by this program to ensure good housekeeping procedures.
Programs of the Environmental Lab Department Administration and Support 2022/23 Budget — 10% of Budget
This program is responsible for completion of 29,562 required administrative documents including permits, manifests, laboratory reports, credit card purchases, memos, deposits/cash reports, requisitions, payment vouchers, chemical inventory, and others as required by different work groups. Performance Measures/Indicators: Administrative documents managed
2020/21 Actual 29,562
2021/22 Budgeted 30,449
2022/23 Projected 31,971
Environmental Laboratory 2022/23 Budget — 41% of Budget This program is an in-house Central Laboratory operation. Work includes approximately 65,000 parameter results within 18,000 samples with a commercial value of $1,904,000 per year. Growth in samples processed currently averages 1.41% per year. We provide high-quality analytical services to all requesting departments and divisions in a timely manner with the lowest possible cost to the city. Performance Measures/Indicators: Total samples analyzed
2020/21 Actual 17,641
2021/22 Budgeted 17,905
2022/23 Projected 18,158
Industrial Waste/Pretreatment 2022/23 Budget —14 % of Budget This program manages 18 significant Industrial Waste Permits. This includes monthly sampling, inspections, permitting, and reporting in a timely and professional manner. We meet or exceed all requirements of the TCEQ approved Pretreatment Program and the permits for both Wastewater Treatment Plants
Performance Measures/Indicators: Industries managed under permits
2020/21 Actual 18
2021/22 Budgeted 19
2022/23 Projected 20
Stormwater Quality 2022/23 Budget — 21% of Budget This program manages 105 regulated industries. The program also monitors all residential and commercial stormwater construction for MS4 compliance. This includes sampling, inspections, and reporting. Operation and maintenance of the state/federal MS4 Permit issued to the city is continual and renews on a five-year cycle. We meet the Stormwater Quality MS4 Permit, the Construction General Permit, and the Industrial General Permit. The primary city playa lakes are also routinely monitored for pollution.
Performance Measures/Indicators: Industries Managed under Permits
2020/21 Actual 221
2021/22 Budgeted 375
2022/23 Projected 383
Chemical Inventory 2022/23 Budget — 3% of Budget This program manages 8,606 chemical items for city departments and generates the Texas Tier II Report annually. The Annual Chemical Inventory for city departments and divisions is conducted each year in December. The results of the 114 inventories are checked for accuracy and completeness to support generation of the primary Annual Texas Tier II Report. Interim Tier II Reports may be required at different times during the year. Performance for the Program is measured by time of response, completeness, and accuracy of the data presented to TCEQ. Attempts to reduce and consolidate reporting to items that are notable in their nature as a human health or environmental concern will reduce performance measures totals in the upcoming years. Performance Measures/Indicators: Total chemical items managed
2020/21 Actual 8,606
2021/22 Budgeted 8,884
2022/23 Projected 6,750
NELAC Drinking Water Bacteriology 2022/23 Budget — 10% of Budget 8,642 drinking water samples are analyzed each year to protect over 250,000 people living in the upper Panhandle Region. We also serve regional bottled water companies. We maintain TCEQ NELAC accreditation for bacteriology and provide the state with all applicable reports in a timely and accurate manner. Growth is projected at 1.41% annually.
Performance Measures/Indicators: Total bacteriology samples processed
2020/21 Actual 8,642
2021/22 Budgeted 9,363
2022/23 Projected 8,764
Household Hazardous Waste 2022/23 Budget — 1% of Budget This group processes, in a safe and accountable manner, 4,358 pounds of chemical products delivered by residents each year and prepares the required state reporting. Products which are safe for consumer reuse are recycled for the public free of charge. Dangerous or banned products are shipped to a Hazardous Waste Disposal Site. Performance Measures/Indicators: Pounds of chemicals managed
2020/21 Actual 4,358
2021/22 Budgeted 5,767
2022/23 Projected 5,229
2022-23 Employee Distribution by Position Business Unit
52281
Department Description LABORATORY ADMINISTRATION CUSTODIAN II ADMINISTRATIVE ASSISTANT II ADMINISTRATIVE SUPERVISOR ENVIRONMENTAL PROGRAM MGR ENVIRONMENTAL CHEMIST CHEMIST I CHEMIST II CHEMIST III ENVIRONMENTAL TECHNICIAN BACTERIOLOGY TECHNICIAN WATER BACTERIOLOGIST INDUSTRIAL WASTE INSPECTOR STORM WATER INSPECTOR PRETREATMENT COORDINATOR STORM WATER COORDINATOR QUALITY CONTROL TECHNICIAN LABORATORY ADMINISTRATION Sum
Pos Id TRD047 CLR405 CLR130 ADM355 PRF350 PRF351 PRF352 PRF353 TEC555 TEC943 TEC945 TRD350 TRD351 TEC335 TEC928 TEC005
Pos Count *Supplemental Total 1 $ 1 $ 1 $ 1 $ 1 $ 1 $ 2 $ 2 $ 2 $ 1 $ 1 $ 2 $ 2 $ 1 $ 1 $ 1 21 $
-
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Capital Outlay Inter Reimbursements Total Expenses
5,401,920 $ 455,479 5,877,897 435,458 (701) $ 12,170,053 $
2021/22 Budget
$
6,574,304 190,187 6,180,226 161,628 697,200 13,803,545
2022/23 Budgeted $ 7,569,871 179,200 6,662,968 85,023 $ 14,497,062
Approved Positions 2020/21 Actual Full-time Part-time Total
2021/22 Budget
109 2 111
Administration/Support Residential Collection Services Recycling Centers Big & Bulky Collection/Chipper Crews Brush Sites & Composting Dumpster/Cart Paint and Repair
115 2 117
2022/23 Budgeted 113 2 115
Mission Provide for the safe and efficient collection of residential and commercial solid waste within the city limits. The Solid Waste Collection Department ensures the health, safety, and welfare of residents, commercial customers, and employees while acting in compliance with state regulations and Amarillo Municipal Ordinances.
Goals & Objectives The city Solid Waste Collection Department utilizes a fully automated, containerized trash collection system for the majority of its residential and commercial customers. Residents who have dumpsters in front of their homes, those with dead-end alleys or safety concerns, and some customers currently receiving curbside hand collection are receiving curbside cart collection. Other residents in specific neighborhoods without alleys have curbside hand-pickup collection of their solid waste; however, most will be transitioning to curbside cart collection within this budget year. The city also has a curbside big/bulky collection program as well as a coordinated alley collection program for limbs and big/bulky items. Solid Waste Collections aligns with the City Council-adopted BluePrint for Amarillo’s strategic pillar of Civic Pride by providing many solid waste collection services for the public in accordance with best practices.
Programs of Solid Waste Collection Department Administration/Support 2022/23 Budget – 5% of Budget Administration/Support is responsible for the management of the multi-faceted Solid Waste Collection Department.
Residential Collection Services 2022/23 Budget – 48% of Budget The city provides residential collection using side-load dumpsters, curbside cart collection, as well as curbside bag collection in neighborhoods without alleys. The automated curbside cart service is for customers with dumpsters in front of their homes, those with dead-end alleys or safety concerns, and some customers who currently receive curbside hand collection. Each 3-cubic-yard, side-loader dumpster for solid waste disposal, will generally serve three to five households. At present, there are approximately 19,060 of the 3-cubic-yard, side-loader dumpsters serving approximately 63,493 residences within the city limits. Workload Indicators:
2020/21 Actual
2021/22 Estimated
2022/23 Projected
Single Family Residential Households– Alley and Street Dumpsters Single Family Residential Households – Curbside Manual Single Family Residential Households – Curb Cart
56,400
56,400
57,400
1,047
1,113
1,183
6,432
6,432
6,912
Recycling Centers 2022/23 Budget – 1% of Budget Four Household Collection Sites are cleaned and maintained. The centers accept used motor oil, oil filters, tin cans, and aluminum cans. The recycling centers are cleaned, and the oil filters are removed at least twice per week by the Chipper Crew.
Big and Bulky Collection Crews and Chipper Crews 2022/23 Budget – 16% of Budget The Curbside Big and Bulky program allows customers to contact the Solid Waste Collection Department to schedule pick-up of big and bulky items from their curb. Once a customer calls Solid Waste, they are given a date to set out their items and the crew collects the items from their curb. The city operates eight Lightning Loader trucks with six crews available to collect the large bulky items. Four Chipper Crews collect brush as well as the big and bulky items within the alleys. This service is primarily driven by citizens’ requests. Crews clean the entire alley when responding to a citizen’s request. When the Big and Bulky Collection Crews have finished all curbside requests, they divert their efforts to alleys as well. Performance Measures: Alley Cleanup Requests Alley Cleanup Requests Completed Curbside Big & Bulky Pick-Up Requests Curbside Service Requests Completed Time to Respond to Alley Clean-up Roll-Off Containers Emptied
2020/21 Actual 6,440 6,971 30,590 27,444 4 Weeks N/A
2021/22 Estimated 6,339 6,115 29,443 28,243 3 Weeks N/A
2022/23 Projected 6,400 6,400 30,000 28,778 2 Weeks 1,664
Brush Sites and Composting 2022/23 Budget – 3% of Budget The city operates two brush sites for residents to dispose of their tree limbs and brush. The brush and limbs at these two locations are processed and transferred to the compost facility at the City of Amarillo Landfill. The brush sites provide organic material needed for the compost site at the landfill. The compost facility is another year away from having quality compost available for sale, but it will utilize the materials collected from the city’s brush sites to grow this program. The compost site will allow the citizens and businesses of Amarillo to divert waste from the Landfill to the compost site, expanding the life of the Landfill. Performance Measures: Total Tonnage of Ground Wood Chips Total tons diverted from the Landfill (brush sites and brush composted)
2020/21 Actual 2,879
2021/22 Estimated 3,500
2022/23 Projected 3,500
2,879
3,500
3,500
Dumpster and Cart Paint and Repair Operation 2022/23 Budget – 12% of Budget The Solid Waste Collection Department operates a container repair and painting operation. Performance Measures: Dumpster Service Requests Dumpsters Repaired Dumpsters Replaced Number of Days to Repair Lids Number of Days to Perform Minor Repairs (Repairs to dumpster lifting components)
2020/21 Actual 4,486 2,798 1,621 45
2021/22 Estimated 3,528 4,046 1,020 90
2022/23 Projected 3,600 4,100 2,000 90
3
1
1
Commercial Collection Services 2022/23 Budget – 16% of Budget Commercial Collection Services serve approximately 4,259 business customers using either 8-cubic-yard front-loading containers or 3-cubic-yard side loading dumpsters. Smaller businesses and apartment complexes utilize the smaller 3-cubic-yard side-loading containers. Due to very competitive pricing from private commercial haulers with three-year term contracts and national chain service agreements, the commercial collection service has seen a decrease in customers and service from past years.
Solid Waste Collection and Disposal Combined Program Goals Performance Measures: Hours of Excess Vehicle Idle Time Reportable Accidents/ Incidents
2020/21 Actual 339hr./mo. 21
2021/22 Estimated 265 hr./mo. 13
2022/23 Projected 210 hr./mo. 9
2022-23 Employee Distribution by Position Business Unit
1431
Department Description SOLID WASTE COLLECTION ADMINISTRATIVE TECHNICIAN ADMINISTRATIVE ASSISTANT I UTILITY WORKER ADMINISTRATIVE ASSISTANT III SOLID WASTE SUPERINTENDENT ASSISTANT SOLID WASTE SUPER UTILITY WORKER - HOURLY SW CUSTOMER SERV COORD SOLID WASTE SERVICE COOR. ROUTE SUPERVISOR MAINTENANCE SHOP COORDINATOR SOLID WASTE SERVICE TECH ASST SOLID WASTE SERVICES COOR WELDER I WELDER II SW EQUIPMENT OPERATOR *UTILITIY WORKER SOLID WASTE COLLECTION Sum
Pos Id CLR941 CLR400 TRD930 CLR410 ADM240 ADM241 HRL930 MGT238 MGT240 MGT241 MGT260 TEC560 TEC915 TRD240 TRD241 TRD953 TRD930
Pos Count *Supplemental Total 1 $ 1 $ 16 $ 1 $ 1 $ 2 $ 2 $ 1 $ 4 $ 3 $ 1 $ 1 $ 1 $ 2 $ 1 $ 79 $ -2 $ 115 $
(77,429) (77,429)
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Capital Outlay Total Expenses
$
$
2021/22 Budget
1,799,160 282,868 2,401,619 321,332 14,766 4,819,744
$
$
2022/23 Budgeted
2,313,741 193,199 2,251,762 448,340 5,207,042
$ 2,639,801 299,467 2,414,018 449,522 $ 5,802,808
Approved Positions 2020/21 Actual Full-time Part-time Total
2021/22 Budget 43 2 45
Transfer Station Landfill
2022/23 Budgeted 41 2 43
38 2 40
Mission Provide for the safe and environmentally efficient processing, transportation, compaction, and daily cover of the waste at the Transfer Station, and Landfill operations in compliance with federal, state, and local permit regulations. The Landfill accepts solid waste and debris from the Transfer Station, other municipal departments, commercial contract haulers, contractors, private citizens, and neighboring communities. Solid Waste Disposal aligns with the City Council adopted BluePrint for Amarillo in utilizing Best Practices, and providing excellent Customer Service while always utilizing Safety first to improve the safety of the employees and citizens that utilize the Transfer Station and Landfill.
Goals & Objectives The Solid Waste Disposal department operates a Transfer Station that receives the refuse from commercial and residential collection vehicles. The Transfer Station is centrally located within the city limits of Amarillo, at the City Service Center, and reduces the overall transportation costs of hauling refuse to the Landfill. The Landfill strategic approach is to maintain compliance with federal and state environmental laws while serving the needs of the citizens of Amarillo through efficient waste disposal. Solid Waste Disposal aligns to the City Council adopted BluePrint for Amarillo’s strategic pillars of Civic Pride and Customer Service.
Programs of Solid Waste Disposal Transfer Station 2022/23 Budget — 36% of Budget The Transfer Station provides a central location to efficiently transfer refuse from the collection routes to the Landfill for disposal. To improve safety, a traffic signal was installed at the entrance of the Transfer Station to inform drivers of when it is safe to enter. This prevents too many drivers from entering at once, which creates an unsafe environment on the floor.
Landfill 2022/23 Budget — 64% of Budget The Landfill weighs the incoming refuse, and compacts and covers all incoming debris daily. The Landfill recycles appliances, miscellaneous metals, used tires, etc. The facility must collect air samples, groundwater samples, surface water run-off samples, and water well samples to assure compliance with federal, state, and local permit operating regulations. The Amarillo Landfill has an expected life of approximately another 123 years. Solid Waste is actively pursuing ways to reduce, reuse and recycle to expand the Landfill’s lifespan. One such effort is the composting site located at the landfill. This facility is approximately a year away from having quality compost available for sale but will utilize the materials collected from the city’s brush sites to grow this program. The compost site will allow the citizens and businesses of Amarillo to divert waste from the Landfill to the compost site, expanding the life of the Landfill.
A tire-shredding program is now being utilized at the Landfill. The Landfill receives approximately 1,350 tires a month. Prior to disposal, the tires are shredded two to three days out of the week. Approximately 300 400 tires are being shredded per week. Once the tires are shredded the tire chips are placed in the Landfill, reducing the amount of space consumed. A decrease is expected due to the advertising of alternative tire disposal methods. Workload Indicators: Number of Incoming Loads Tons of Solid Waste Received Used Tires Brought to Landfill (From Public and Transfer Station)
2020/21 Actual 60,438 277,710
2021/22 Estimated 59,662 274,142
2022/23 Projected 59,850 275,000
15,831
16,331
15,331
Solid Waste Disposal is going to increase our compaction rate which will save valuable space at the Landfill by compacting more waste into a smaller space. Implementation of a new compaction technique will reduce overall soil use and extend the life of the landfill. Performance Measures/Indicators: Compaction Ratio [lb./cy] *Estimate from the 2018 Solid Waste Master Study
2020/21 Actual 700*
2021/22 Estimated 800
2022/23 Projected 1,200
Solid Waste Collection and Disposal Combined Program Goals Performance Measures: Hours of Excess Vehicle Idle Time Reportable Accidents/ Incidents
2020/21 Actual 339hr./mo. 21
2021/22 Estimated 265 hr./mo. 13
2022/23 Projected 210 hr./mo. 9
2022-23 Employee Distribution by Position Business Unit
1432
Department Description SOLID WASTE DISPOSAL UTILITY WORKER UTILITY WORKER - HOURLY SW EQUIPMENT OPERATOR ADMINISTRATIVE SUPERVISOR TRANSFER TRUCK DRIVER LANDFILL SUPERVISOR ASSISTANT LANDFILL SUPERVISOR TRANSFER STATION SUPERVISOR ASST. TRANSFER STATION SUPER. ENVIRONMENTAL COMPLIANCE TECHN TRANSFER STATION OPERATOR GATE ATTENDANT I DISPOSAL EQUIPMENT OPERATOR TRANSFER STA. MAINT. MECHANIC *UTILITIY WORKER *UTILITIY OPERATOR SOLID WASTE DISPOSAL Sum
Pos Id TRD930 HRL930 TRD952 CLR130 HRL251 MGT250 MGT251 MGT252 MGT253 TEC150 TRD250 TRD252 TRD255 TRD972 TRD930 TRD960
Pos Count *Supplemental Total 11 $ 1 $ 8 $ 1 $ 1 $ 1 $ 1 $ 1 $ 1 $ 3 $ 2 $ 2 $ 9 $ 1 $ -2 $ -1 $ 40 $
(65,443) (49,787) (115,230)
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Capital Outlay Debt Service Inter Reimbursements Operating Transfers Total Expenses
$
$
1,067,786 157,089 892,408 1,446,581 690,070 36 4,253,970
2021/22 Budget $
2022/23 Budgeted
1,752,457 $ 228,140 1,054,214 871,991 4,500,000 818,531 (50,000) 315,222 9,490,555 $
$
2,072,533 258,962 1,150,209 1,012,713 863,305 (50,000) 5,307,722
Approved Positions 2020/21 Actual Full-time Part-time Total
2021/22 Budget
32 32
Administration/Support Drainage Utility Fee Maintenance Drainage Infrastructure/Maintenance Environmental Maint enance Drainage Capital Improvement Plan
2022/23 Budgeted 32 32
32 32
Mission Work cooperatively to provide the community with a safe and efficient drainage system while serving customers in a respectful, courteous, and responsive manner.
Goals and Objectives The Drainage Utility department is entering its eighth year of operating and maintaining the City’s drainage system. The Drainage Utility supports the goals and initiatives set out in the City Council adopted BluePrint for Amarillo’s pillars and initiatives by maintaining the City’s stormwater drainage infrastructure. The Drainage Utility division utilizes best practices to serve customers safely and efficiently. Services include customer billing assistance, street sweeping, inspection, inventory management, cleaning, rehabilitation, and repairing all municipal drainage infrastructure, including concrete channels, gutters, outfalls, inlets, culverts, storm pipes, open channels, stormwater pumps, and playa lakes. The principal guidance documents that aid in the department’s planning and operations are the BluePrint for Amarillo, the City of Amarillo Drainage Utility Study (June 2019), the Martin Road Lake Storm Water Master Plan (November 2013), the Tee Anchor Drainage Master Plan (July 2014), the Storm Water Management Master Plan (April 1993), and the Storm Water Management Criteria Manual (April 1995).
Programs Drainage Utility Administration/Support 2022/23 Budget - 13% of Budget Provide administration and support to the drainage utility system through infrastructure planning, implementing best practices, and utilizing the city’s safety programs. Workload Indicators: Number of service requests processed
2020/21 Actual 410
2021/22 Estimated 430
2022/23 Projected 450
Drainage Utility Fee Maintenance 2022/23 Budget - 5% of Budget Maintain and adjust the customer database for billing as changes occur on service properties in keeping with best practices. Revenues for the Drainage Utility are provided through the fees billed to approximately 77,000 drainage utility accounts. Workload Indicators: Drainage Utility Bills Inquiries
2020/21 Actual 1,680
2021/22 Estimated 1,780
2022/23 Projected 1,880
Drainage Infrastructure and Maintenance 2022/23 Budget - 63% of Budget Meet the infrastructure planning, safety programs, civic pride, and best practices initiatives of the BluePrint for Amarillo by inspecting, maintaining, and repairing the drainage system. Maintain the drainage system for operational efficiency and provide for the safest transport and removal of storm waters. Performance Measures: Storm sewer video inspected, cleaned, or maintained (Linear Feet) Percentage of system Cost per LF Drainage channel maintenance, cleanup, vegetation control, and mowing (Linear Feet) Percentage of system Cost per LF Curb and gutter maintenance (Linear Feet) Percentage of system Cost per LF Concrete alley approach, driveways, and channels (Square Feet) Percentage of system Cost per LF Drainage inlets inspection and maintenance Percentage of system (3,676 inlets) Manhole inspection and maintenance Percentage of system (618 manholes)
2020/21 Actual
2021/22 Estimated
2022/23 Projected
72,114
48,500
73,557
8.23% $0.33
5.54% $0.34
8.39% $0.35
54,913
75,000
76,500
15.2% $2.01 5,431 .08% $13.85
20.8% $2.05 4,500 .07% $13.90
21.22% $2.10 7,000 .10% $13.95
220
220
500
.03% $82.64 826 22.47% 107 17.3%
.03% $82.65 830 22.58% 110 17.8%
.07% $75.00 835 22.72% 115 18.6%
Environmental Maintenance 2022/23 Budget - 19% of Budget Sweep streets regularly to improve customer service and reduce contaminants regulated by state and federal agencies. Cover approximately 20,000 centerline miles of curbed streets. Performance Measures: Downtown Business District streets swept (Centerline Miles) All other streets swept (Centerline Miles) Cost of street sweeping (Centerline Mile) Sweeper idle time [hours per day] (goal to decrease by 10%) Number of miles driven per day (goal to decrease by 5%)
2020/21 Actual
2021/22 Estimated
2022/23 Projected
13,539
13,539
13,539
8,753 $11.09
6,414 $13.50
9,023 $11.25
2.7
2.6
2.0
12
11
12
Drainage Capital Improvement Plan 2022/23 Budget - 0% of Budget Determination of projects that need to be completed during the next five years to improve the quality of life for all citizens and improve the present service delivery system. Drainage Utility plans for projects such as installing new storm sewers, repair or improvement to existing storm sewer infrastructure, new construction, and vehicles and equipment to expand the Drainage Utility function. Workload Indicators: Approved CIP funding
2020/21 Actual $10,040,000
2021/22 Estimated $4,500,000
2022/23 Projected $2,044,550
2022-23 Employee Distribution by Position Business Unit
56100
Department Description DRAINAGE UTILITY ADMINISTRATIVE TECHNICIAN UTILITY WORKER ADMINISTRATIVE ASSISTANT II EQUIPMENT OPERATOR IV EQUIPMENT OPERATOR I CONCRETE FINISHER EQUIPMENT OPERATOR II EQUIPMENT OPERATOR III UTILITY OPERATOR DRAINAGE UTILITY ASST SUPER DRAINAGE UTILITY SUPERINTENDEN DRAINAGE UTILITY FOREPERSON DRAINAGE UTILITY SUPERVISOR STORM SEWER TECHNICIAN DRAINAGE UTILITY Sum
Pos Id CLR941 TRD930 CLR405 TRD220 TRD221 TRD222 TRD950 TRD951 TRD960 ADM090 ADM105 MGT224 MGT225 TEC932
Pos Count *Supplemental Total 1 $ 9 $ 1 $ 1 $ 2 $ 2 $ 5 $ 1 $ 2 $ 1 $ 1 $ 3 $ 2 $ 1 $ 32 $
-
City of Amarillo 2022 Summary of Expenditures by Activity Classification Description
2020 Actual
2021 Budget
2022 Budget
449,224
527,199
556,828
1415 - Capital Projects & Development
1,165,596
1,410,625
1,326,811
1720 - Planning and Development Svcs
765,983
931,431
991,060
3,093,565
3,589,728
3,013,071
-
-
938,191
1750 - Environmental Health
1,467,421
1,679,538
1,956,591
1930 - Fire Marshal
1,001,823
1,022,454
1,262,283
131,018
150,000
68,414
616,903
1,200,750
1,498,764
8,691,531
10,511,725
11,612,013
Development Services 01000 - General Fund 1410 - Public Works
1740 - Building Safety 1745 - Code Enforcement
02010 - CDBG Fund 20115 - Code Enforcement 05200 - Water and Sewer System Fund 52115 - Capital Projects & Development
Development Services Total Expenditures
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Inter Reimbursements Total Expenses
$
$
2021/22 Budget
482,368 $ 16,578 8,896 3,523 (62,142) 449,224 $
2022/23 Budgeted
573,122 $ 4,250 3,600 6,960 (60,733) 527,199 $
602,684 4,250 3,600 7,027 (60,733) 556,828
Approved Positions 2020/21 Actual Full-time Part-time Total
2021/22 Budget
2022/23 Budgeted
5 -
5 -
5
Division Administration and Support
5 -
5
5
Mission Understand the needs of our community and provide a high level of customer service. Focus on proactively engaging and communicating with our customers so that we can provide timely, efficient, and exceptional services to all that we encounter.
Goals & Objectives The primary function of the Public Works Department is to provide administrative support and managerial direction to the five departments within the Public Works department, which are: Drainage Utility, Fleet Services, Solid Waste Collection & Disposal, Streets Services, and Traffic. The Public Works department provides coordination, operational direction, and administrative support to these departments. These responsibilities include strategic planning, program coordination, contract management, quality, safety, and environmental systems, community outreach, and budget management. These functions are accomplished through the department’s singular program of Administration & Support Services. Public Works aligns with the City Council adopted BluePrint for Amarillo’s strategic pillars of Public Safety, Economic Development and Redevelopment, and Fiscal Responsibility.
Programs of the Public Works Department Administration and Support 2022/2023 Budget — 100% of Budget Provide management and oversight to the departments of Drainage Utility, Fleet Services, Solid Waste Collection & Disposal, Streets Services, and Traffic. Performance Measures/Indicators: Number of Employees Supported
2020/21 Actual 396
2021/22 Budgeted 399
2022/23 Budgeted 393
2022-23 Employee Distribution by Position Business Unit
1410
Department PUBLIC WORKS
Description
ADMINISTRATIVE ASSISTANT IV PUBLIC WORKS MANAGER DIRECTOR OF PUBLIC WORKS ASSISTANT DIR OF PUBLIC WORKS PROGRAM COORDINATOR PUBLIC WORKS Sum
Pos Id CLR415 ADM092 ADM200 ADM201 MGT560
Pos Count *Supplemental Total 1 $ 1 $ 1 $ 1 $ 1 $ 5 $
-
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Inter Reimbursements Total Expenses
$
$
2021/22 Budget
2,013,255 $ 31,242 159,642 144,724 (566,364) 1,782,499 $
2022/23 Budgeted
2,657,322 $ 129,808 216,560 172,685 (565,000) 2,611,375 $
2,865,297 131,808 220,296 173,174 (565,000) 2,825,575
Approved Positions 2020/21 Actual Full-time Part-time Total
2021/22 Budget
35 35
2022/23 Budgeted 35 35
Administrative and Support Capital Project Planning Capital Project Design Capital Project Construction Development Services Administration Right of Way (ROW) Management
36 2 38
Mission Facilitate safe, well-planned community improvements. The Department acts with integrity, accountability, and transparency to provide the highest level of service for the production of well-planned, well-designed, safe, lasting, and useful infrastructure.
Goals & Objectives CP&D Engineering is a full-service department made up of a team of professionals in the fields of surveying, drafting, GIS, project management, construction inspection, engineering, and administration. CP&D Engineering is committed to the strategic objectives in the City’s BluePrint for Amarillo as each initiative is considered a part of the department’s work approach. CP&D Engineering provides Customer Service to the citizens of Amarillo, engineering services to other city departments, and regulatory oversight to private development. The department commits to the health, public safety, and welfare of the general population by ensuring compliance with laws and regulations governing the design and construction of public drinking water production and supply systems; public wastewater collection, treatment, and disposal systems; public stormwater infrastructure; public solid waste disposal systems; and the public right-of-way. CP&D Engineering contributes to the overall efforts of the city’s Economic Development and Redevelopment initiative as well as the Civic Pride initiative by planning, designing, and constructing projects such as the Annual Arterial Reconstruction, Annual Sidewalk Replacement, 2-inch Water Main Replacement, and Sewer Main Pipe Bursting as well as projects identified in the various Neighborhood Plans. CP&D Engineering embodies the Fiscal Responsibility initiative by initiating and evaluating the success of a multi-year citywide infrastructure plan—Community Investment Program (CIP). The CIP focuses on infrastructure planning, design, and construction utilizing best practices. That plan includes collecting and evaluating statistical data and maintaining licensed and certified design and project management staff to make recommendations on the maintenance, expansion, and funding of the infrastructure needs of the community. CP&D Engineering strives for Excellence in Communication with the public, contractors, and private development partners. CP&D Engineering provides a safe work environment that encourages the growth of loyal employees who respect each other. The department holds the highest ethical standards and performs in ways that earn the trust of others by acknowledging that decisions affect all residents of Amarillo. The department was created in the 2015/16 fiscal year by combining the engineering functions from the Utilities and Engineering departments.
Programs of the CP&D Engineering Department Capital Department Administration/Support 2022/23 Budget — 23% of Budget
Provides oversight and management of the design and construction of capital projects and development for the city and its extraterritorial jurisdiction (ETJ). This program ensures best practices are used in the design process and construction of public infrastructure. Performance measures include meeting contractual processing times for project payments, change orders, and project acceptance letters. Performance Measures/Indicators: Capital projects accepted Capital projects budgeted Development projects capitalized Engineering consultant contracts administered
2020/21 Actual $21,127,963 $48,400,000 $8,766,662 17
2021/22 Estimated $26,915,624 $43,970,000 $11,722,790 20
2022/23 Projected $50,000,000 $45,508,950 $13,500,000 25
Capital Project Planning 2022/23 Budget — 3% of Budget Provides other departments with long-term planning and budgeting associated with CIP projects. Provides guidance and expertise for evaluating projects for conformance with the long-term plan for city infrastructure, Economic Development and Redevelopment, Civic Pride, most especially including community appearance, and disadvantaged areas of the community, and the comprehensive transportation network. Capital Improvement Projects 2022/2023 Capital Projects Proposed
Estimated Number of Projects 73
Estimated Value of Projects $97,320,179
Capital Project Design 2022/23 Budget — 34% of Budget Provides city departments with design and bidding phase services for capital projects, including land acquisition, the production of technical specifications, plans, detailed estimates, and contract documents. Performance Measures/Indicators: Value of arterial designed Value of storm sewer main designed Value of water main designed Value of sewer main designed Value of general construction design including street improvements, ADA/sidewalk improvements, bus stops, treatment plant projects, and misc. projects. # of surveys completed
2020/21 Actual $3,400,000 $1,000,000 $5,750,000 $8,500,000
2021/22 Estimated $13,000,000 $3,750,000 $5,600,000 $35,000,000
2022/23 Projected $20,000,000 $30,500,000 $4,100,000 70,000,000
$5,000,000
$4,000,000
$6,000,000
114
110
100
Capital Project Construction 2022/23 Budget — 26% of Budget Provides construction phase services to other departments for the construction of capital projects including project management, payment recommendation, field inspection, and project testing. Performance Measures/Indicators: Lane miles of arterial constructed Miles of residential streets constructed Lane miles of streets resurfaced Miles of storm sewer constructed Miles of water main constructed Miles of sewer main constructed General construction projects constructed including street improvements, ADA/sidewalk improvements, bus stops, and misc. projects.
2020/21 Actual 5.5 4 400 1 4.5 5
2021/22 Estimated 7.5 4.5 20 0.7 8.5 12
2022/23 Projected 18.5 3.5 50 4 7 15
5
6
5
Development Services Administration 2022/23 Budget — 6% of Budget Provides the public with services associated with planning for, establishing, and enforcing applicable laws and regulations for the design and construction of public infrastructure by private developers. This process includes maintaining the technical specifications for the construction of public infrastructure, flood plain administration, contract administration, review of technical documents, project inspection, and project testing. Performance Measures/Indicators: Development construction plans reviewed % reviewed on time Development drainage reports reviewed % reviewed on time
2020/21 Actual 25 96% 15 93%
2021/22 Estimated 30 83% 17 88%
2022/23 Projected 28 96% 14 92%
Right Of Way (ROW) Management 2022/23 Budget — 9% of Budget Provides the management of the public ROW, which includes acquiring needed ROW, mapping existing and proposed infrastructure, and planning for and permitting construction in the public ROW. Utilizes best practices by collecting data on the use of the public ROW to develop and enforce fiscally responsible construction methods, keep the public informed, facilitate public safety, and plan for the future of public ROW.
Performance Measures/Indicators: ROW permits issued ROW permits closed Construction easements
2020/21 Actual
2021/22 Estimated
2022/23 Projected
415 148 12
530 152 35
700 400 40
2022/23 Expenditures by Funding Source General Fund Water and Sewer System Fund
54% of Budget 46% of Budget
2022‐23 Employee Distribution by Position Business Unit
1415
Department CAPITAL PROJECTS & DEVELOPMENT
Description ADMINISTRATIVE ASSISTANT I ADMINISTRATIVE ASSISTANT II ADMINISTRATIVE ASSISTANT III ADMINISTRATIVE ASSISTANT IV ADMINISTRATIVE SPECIALIST I ASSISTANT CITY ENGINEER CITY ENGINEER CIVIL ENGINEER II CIVIL ENGINEER III DEV SVCS PROJ COORD DIR OF CAPITAL PROJECTS & DEV ENGINEERING ASSISTANT II ENGINEERING DESIGN COORD PROGRAM COORDINATOR PROJECT CONSTRUCTION SUPER PROJECT REPRESENTATIVE I PROJECT REPRESENTATIVE II RESOURCE ADMINISTRATOR SENIOR ENGINEERING ASST SENIOR PROJECTS COORDINATOR SURVEYOR II *INTERN HRL *PROJECT REPRESENTATIVE II
CAPITAL PROJECTS & DEVELOPMENT Total
Pos Id CLR400 CLR405 CLR410 CLR415 CLR947 ADM211 ADM210 PRF300 PRF304 TEC925 ADM375 TEC921 TEC923 MGT560 MGT055 TEC918 TEC919 PRF040 TEC926 PRF303 TEC212 HRL920 TEC919
Position Count
*Supplemental Total
1 $ 1 $ 1 $ 2 $ 1 $ 2 $ 1 $ 1 $ 3 $ 1 $ 1 $ 4 $ 1 $ 1 $ 1 $ 5 $ 4 $ 1 $ 1 $ 1 $ 1 $ 2 $ 0.4 $ 37.4 $
‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 24,926 26,000 50,926
2022‐23 Employee Distribution by Position
Business Unit
52115
Department CAPITAL PROJECTS & DEVELOPMENT
Description *PROJECT REPRESENTATIVE II
CAPITAL PROJECTS & DEVELOPMENT Total
Pos Id TEC919
Position Count
*Supplemental Total
0.6 $ 0.6 $
41,966 41,966
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Total Expenses
$
2021/22 Budget
720,284 6,145 21,431 18,123 765,983
$
$
$
2022/23 Budgeted
838,156 9,406 41,476 42,393 931,431
$
$
874,596 9,406 65,601 41,457 991,060
Approved Positions 2020/21 Actual Full-time Part-time Total
2021/22 Budget
2022/23 Budgeted
9 9
Administration and Support Long/Short Range Planni ng Development Applicati on Processing/Review Board and Commission Support Ordinance Maintenance Data Development and Maintenance
9 -
9 -
9
9
Mission Enhance the quality of life for Amarillo citizens by providing services that encourage quality growth, development, and redevelopment in all areas within the city and its extraterritorial jurisdiction. The Planning Department accomplishes this through concentrated efforts related to short- and long-range planning principles, land use controls, and development review practices. Additionally, the department includes staff dedicated to economic development who work to enhance and expand the City’s tax base and community’s quality of life while supporting other partners that focus on job retention/creation, workforce development, business support, and entrepreneurship.
Goals & Objectives The Planning Department provides professional planning advice and information to the City Council, Planning and Zoning Commission, other development-related boards/committees, residents, landowners, and the development community, with the goal of enhancing the quality of life and the built environment within the City of Amarillo. The department’s work is organized by the following program areas: LongRange/Neighborhood Planning, Current Planning, and Economic Development. In collaboration with various community stakeholders, Planning develops and recommends policies, regulations/ordinances, and procedures that promote effective development and redevelopment strategies aimed at improving the quality of life for Amarillo residents. Creating and promoting a vibrant and sustainable built environment, while ensuring the protection and enhancement of important cultural and historical resources, are also key goals for the Planning division. The Long-Range/Neighborhood Planning program is guided by goals and objectives provided by Amarillo’s Comprehensive Plan and adopted neighborhood plans. The Comprehensive Plan’s goals and objectives relate to long-range planning policy, annexation, land use, design, and housing. The adopted neighborhood plans’ goals and objectives relate to economic development and redevelopment, infrastructure, history and culture, community building, health, and safety. The Planning Department is in the beginning phases of an update to the Comprehensive Plan to realign land use policy with the community’s vision for future growth and development. This will ensure the plan addresses community concerns, changing demographics, and other trends affecting how Amarillo grows and develops. The plan’s updated vision and goals will then shape a future update to the City’s Zoning Ordinance and other development regulations and policies. Day-to-day, Current Planning activities are accomplished through administering regulations within the zoning, subdivision, and other development-related ordinances. Using these planning documents, the department strives to balance physical, social, and economic interests, in order to achieve a built form that will benefit both the present and future residents of the community. Public and stakeholder involvement in the planning process is encouraged to balance competing interests and engage the community. Finally, the Long-Range and Current Planning programs are integral in furthering specific initiatives identified within the City Council adopted BluePrint for Amarillo’s pillar of Economic Development and Redevelopment’s objectives for Infrastructure, Innovation, and Quality of Life and Civic Pride’s objectives of Community Appearance and Beautification and Embrace Culture, Arts and Recreation. Economic Development staff within the Planning Department lead the city’s efforts for local economic development with an emphasis on enhancing and expanding the city’s tax base and community’s quality
of life. It provides support to the City Manager’s Office and the Amarillo Economic Development Corporation as well as other partners such as Center City Main Street with a focus on job retention and creation, workforce development, business support, and entrepreneurship. The department is also responsible for serving as the liaison between the city and its various partners, as well as developing, implementing and maintaining the city’s economic development incentive policies and guidelines.
Programs of the Planning Department Planning and Development Services Administration/Support 2022/23 Budget — 27% of Budget This program provides for the management of staff and resources necessary to facilitate meetings and development review processes. This program includes program administration, office supplies and equipment, professional development, and public involvement/Title VI civil rights. Public meetings are an important way to engage the community and other stakeholders. Interest and investment by citizens can be measured by public involvement and participation at meetings for proposed projects and document preparation.
Performance Measures/Indicators: Planning Number of pre-application conferences
2020/2021 Actual
2021/2022 Estimated
2022/2023 Projected
38
44
41
Long-Range/Neighborhood Planning 2022/23 Budget —24% of Budget Long-range planning seeks to gather and analyze data and information related to growth and development as necessary to formulate plans. These plans establish a vision and goals framework, which provide policy direction for the implementation of development regulations, capital improvement projects, economic development incentives, and other projects related to improving the quality of life for Amarillo residents.
Performance Measures/Indicators:
2020/2021 Actual
2021/2022 Estimated
2022/2023 Projected
104.626 191.07
105.611 630.28
106.611 640
0
1
1
1 (Eastridge) 0
0 1 (Eastridge)
1 (TBD) 0
Planning Area within city limit (square miles) Acres annexed Number of comprehensive plan updates/amendments Neighborhood Plans initiated Neighborhood Plans completed
Current Planning/Development Application Processing and Review 2022/23 Budget — 18% of Budget Development Application Processing/Review is the program for administering development-related applications and review processes by appropriate staff. This program includes the review of development applications for plats, rezonings, certificates of appropriateness, right-of-way licenses, and vacations.
Performance Measures/Indicators:
Number of cases requiring public notice (zoning, replats, vacations, PIDs) Number of subdivision plats processed Number of residential lots Number of commercial lots Average time (days) to conduct completeness check for applications Average time (days) to complete review of preliminary plans Average time (days) for subdivision plat comments back to applicant Site plan cases reviewed Time for site plan initial review (days)
2020/2021 Actual
2021/2022 Estimated In city In ETJ Limits
2022/2023 Projected In city In ETJ Limits
58
58
12
58
8
111 1,098 103
64 812 46
32 346 38
66 820 63
33 304 39
3.5
4
3
14
14
12
12
12
12
69 13
98 12
74 12
Boards/Commissions Support 2022/23 Budget — 5% of Budget The Planning Department serves as a liaison to various development and economic development-related boards/commissions, public meetings, and public committees/groups as necessary to administer the review and approval of development-related applications. These include the Planning and Zoning Commission, Board of Review for Landmarks, Historic Districts and Downtown Design, Tax Increment Reinvestment Zones #1 and #2, Local Government Corporation, and the Neighborhood Plan Oversight Committee. Planning staff also facilitate public meetings for active neighborhood planning processes and regularly attend neighborhood association meetings for plan implementation support.
Performance Measures/Indicators: Number of public meetings Neighborhood/Long-Range planning public and advisory committee meetings Number of P&Z Commission staff reports (developed and presented) Average time (days) to create & distribute P&Z Commission packets
2020/2021 Actual
2021/2022 Estimated
2022/2023 Projected
27
40
40
23
20
30
84
104
88
4
4
4
Ordinance Maintenance 2022/23 Budget — 8% of Budget Ordinance Maintenance monitors and revises growth- and development-related policies and ordinances as necessary to implement current needs as recommended by development-related decision-making bodies. 2020/2021 Actual 1
Performance Measures/Indicators: Number of ordinance drafts/amendments
2021/2022 Estimated 2
2022/2023 Projected 2
Data Development and Maintenance 2022/23 Budget — 12% of Budget Data Development and Maintenance monitor and revise growth- and development-related policies and ordinances as necessary to implement current needs as recommended by development-related decisionmaking bodies. It also ensures up-to-date mapping, including the city’s official base map and other specialized mapping for transportation, spatial analysis, informational purposes, and annexations. Maintenance also provides support to other departments for special projects, exhibits, and reports. Performance Measures/Indicators:
2020/2021 Actual
Number of map amendments or layer creation
136
2021/2022 Estimated
2022/2023 Projected
156
130
Economic Development 2022/23 Budget — 6% of Budget
Economic Development staff handle economic development-related incentive requests for the City Council, Tax Increment Reinvestment Zones, as well as applications for state and federal programs needing city approval. Staff also handle economic development research, marketing materials, general requests for information on city development, economic development related pages on the website, as well as other websites such as www.downtowntx.org to keep current Amarillo information listed and current. Staff also coordinates with Amarillo Economic Development Corporation on their projects needing city assistance. Performance Measures/Indicators: Taxable values Number of new single-family permits Number of all new permits Total population Labor force Total taxable sales Taxable sales (increase/decrease)
2020/2021 Actual $14,100,000,000 588 6,402 200,393 102,143 $4,453,534,692 11.7%
2021/2022 2022/2023 Estimated Projected $14,600,000,000 $16,400,000,000 620 605 6,500 6,450 201,411 202,434 103,300 104,100 $5,000,000,000 $5,100,000,000 12.3% 2%
Taxable sales per person (total population) Business visits Unemployment Rate (March) Total number of TIRZ #1 grants/rebates Total number of TIRZ #2 grants/rebates Conference and association meetings attended
$22,224 5 4.3% 2 1
$24,825 5 3.2% 2 1
$25,193 5 2.9% 2 1
4
4
4
2022-23 Employee Distribution by Position Business Unit
1720
Department PLANNING
Description
Pos Id
ADMINISTRATIVE TECHNICIAN ASSISTANT DIRECTOR OF PLANNING DIRECTOR OF PLANNING AND DEVEL PLANNING & DEV SERVICES MGR SENIOR PLANNER PLANNER II PLANNER I PLANNING TECHNICIAN
CLR941 ADM215 ADM520 MGT025 PRF900 PRF901 PRF902 TEC520
PLANNING Sum
Pos Count *Supplemental Total 1 $ 1 $ 1 $ 1 $ 1 $ 2 $ 1 $ 1 $ 9 $
-
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Capital Outlay Total Expenses
$ 2,077,604 144,792 835,832 35,337 $ 3,093,565
2021/22 Budget $
2022/23 Budgeted
2,660,877 51,629 780,512 46,709 50,001 3,589,728
$
$
$
3,232,368 64,873 597,320 56,701 3,951,262
Approved Positions 2020/21 Actual Full-time Part-time Total
2021/22 Budget
35 35
2022/23 Budgeted 39 39
Buildi ng Safety & Support Plan revi ew and Permit Issuance Inspection Services Community Improvement
42 42
Mission Promotes livability and ensures public health, safety, and welfare in the built environment. Building Safety also provides services to promote neighborhood preservation, focusing on a healthy and vibrant environment through interaction and education of our community.
Goals & Objectives Building Safety fulfills its mission through a compliance approach to service delivery. This approach aligns with the City Council adopted BluePrint for Amarillo’s pillars of Public Safety, Economic Development and Redevelopment, and Customer Service. Community Improvement activities include abatement of uncultivated vegetation, accumulations of junk and debris, graffiti, junk vehicles, identification and removal of hazardous conditions, and legal due process requirements for dangerous structures. Building Safety is charged with inspecting the city’s housing stock through investigation of substandard housing complaints, and vacant building enforcement, as well as working closely with the Community Development Department to assist their Economic Development and Redevelopment efforts. The dangerous structure condemnation process is an excellent example of best practices. Prior to COVID-19, an average of three dangerous structures were abated per month. Building Safety staff consists of 36 full-time positions and 1 CDBG-funded position. All are dedicated to improving the safety and welfare of citizens and visitors to Amarillo daily. The department provides a high level of professional service to a wide range of programs and activities focused on health, safety, and quality of life in Amarillo. Mandated activities include compliance and enforcement actions in accordance with applicable local, state, and federal requirements relating to the built environment. Building Safety staff takes pride in working on the front side of the model by regularly engaging in customer consultation before and during development and compliance activities. The department is also responsible for other programs which improve the quality of life in Amarillo. These include contractor registration, transient business licenses, credit access business licenses, scrap tire businesses, topless establishment licenses, manufactured home/RV parks, and complaint investigations. The department convenes the following boards and commissions: the Construction Advisory and Appeals Commission, the Condemnation Appeals Commission, and the Zoning Board of Adjustments.
Programs of the Building Safety Department Building Safety and Support 2021/22 Budget — 11% of Budget Measurable improvement in services provided to the community includes shorter construction plan review turn-around and permitting times; focus on quality inspections; and community engagement and preservation. The Building Safety department has a continued focus on widespread cross-training/staff development, SOPs, and workflow diagrams. Currently, Building Safety has completed approximately 165 SOPs. Building Safety is also concerned with improving citizen access to information regarding services. This information is provided using a website, informational bulletins, and outreach activities. The implementation of new departmental software in April 2021 will further improve the customer service mission and efficiency of the department.
Performance Measures/Indicators: Performance Measures SOPs and workflow diagrams % of code-certified plan reviewers and inspectors
2020/21 Actual 165 48%
2021/22 Estimated 175 60%
2022/23 Projected 185 65%
Plan Review and Permit Issuance: Permit Intake, Plan Review, and Process Management 2021/22 Budget — 29% of Budget Permit Intake, Plan Review, and Process Management strive to reduce and maintain turn-around time through additional training and staff development. Some additional Customer Service initiatives include staff working with high volume builders’ usage of “Master Plans” that, once reviewed and approved, will be archived for re-use. When the builder re-uses an approved master plan, a review is only required for the site conditions. Several other examples of Customer Service initiatives include simplified mobile home applications. This new form reduced the permit process by approximately half an hour. The “Express Plans” (a fill-in-the-blank plan suitable for simple Homeowner projects such as decks, patio covers, and carports) process eliminates the need for multiple visits. The Building Safety department continues to create spreadsheets, white papers, checklists, and user-friendly forms/applications tailored to expedite the permit process.
Performance Measures/Indicators:
2020/21 Actual
2021/22 Estimated
2022/23 Projected
Permits / plan review
6,986
7,000
7,200
9,829 $494,054,468 14 7
12,000 $734,000,000 8 3
13,000 $600,000,000 7 3
Trade permit issuance (MEP) Total value of construction permitted Average calendar days to permit new residential Average calendar days to permit all commercial
Several customer service initiatives were implemented. The “Master Plan” process allows a builder to submit a catalog of master plans. Those plans only need one structural/life safety review. From then on, the contractor can submit a site plan indicating which master plan will be built which will only require a review of the site. This process expedites the turnaround time to the contractor. The recently developed “Express Plans” are available for simple homeowner projects. This will save our customers from multiple visits and will reduce the time taken for issuance of the permits. In order to improve customer service for the Plan Review team, Building Safety has appointed one staff member who is the point of contact for all residential remodeling projects. The implementation of new departmental software will further expedite and streamline the permitting and plan review process.
Inspection Services: Building/Site Inspection 2021/22 Budget — 39% of Budget Building Safety Inspection Services strives to reduce the number of site visits on projects through crosstraining and by expanding the current number of Combination Inspectors. Combination Inspectors can perform multiple inspections per visit allowing contractors to complete their projects ahead of schedule due to all-inclusive site visits. Building Safety currently has two Combination Inspectors and is encouraging more staff to transition to this status. These initiatives are in line with City Council priorities: fiscal responsibility, customer service, and economic development. Performance Measures/Indicators: Cross-Connection Plumbing Inspections (CSI) Total Inspections Average Site Visit Per Inspector Per Day
2020/21 Actual 2,092 36,576 16
2021/22 Estimated 2,000 45,000 17
2022/23 Projected 2,200 49,000 19
Community Improvement/Dangerous Structures: Code Violation Inspections 2021/22 Budget — 21% of Budget
Community Improvement/Dangerous Structure activities facilitate the overall Quality of Life in Amarillo, more specifically Public Safety, Economic Development/Redevelopment, and Civic Pride through compliance with local and national standards. The various activities encompassed within this program area include overgrown vegetation, junk and debris, junk vehicles, substandard/dangerous structures, and zoning violations. Performance Measures/Indicators: Community improvement inspections Code violation inspections Dangerous structures identified Community Development funded inspections Weed/junk and debris inspections Unoccupied, unsafe buildings inspections Tenant occupied unsafe building inspections Junk vehicle inspections
2020/21 Actual 30,482 6,527 88 12,881 22,652 201 193 66
2021/22 Estimated 20,000 5,000 68 12,000 20,000 170 180 300
2022/23 Projected 22,000 5,000 90 15,000 20,000 220 200 500
2022‐23 Employee Distribution by Position Business Unit
1740
Department BUILDING SAFETY
Description ADMINISTRATIVE SPECIALIST I ADMINISTRATIVE TECHNICIAN BUILDING INSPECTOR I BUILDING OFFICIAL BUILDING SAFETY MANAGER CHIEF BUILDING INSPECTOR CHIEF ELECTRICAL INSPECTOR CHIEF MECHANICAL & PLUMBING IN CHIEF PLANS EXAMINER CHIEF PLUMBING INSPECTOR COMM IMPROVEMENT INSPECTOR COMMUNITY IMPROVEMENT CHIEF COMMUNITY SAFETY INSPECTOR DEPUTY BUILDING OFFICIAL ELECTRICAL INSPECTOR I PERMIT TECHNICIAN PLANS EXAMINER PLUMBING INSPECTOR I ROOFING INSPECTOR *COMMUNITY SAFETY INSPECTOR
BUILDING SAFETY Total
Pos Id CLR947 CLR941 TRD511 ADM510 MGT520 TRD545 TRD515 TRD451 TRD513 TRD516 TRD520 TRD505 TRD500 ADM073 TRD514 TEC400 TRD525 TRD510 TRD242 TRD500
Position Count
*Supplemental Total
2 $ 1 $ 3 $ 1 $ 1 $ 1 $ 1 $ 1 $ 1 $ 1 $ 5 $ 1 $ 2 $ 1 $ 2 $ 5 $ 6 $ 3 $ 1 3 $ 42 $
‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 177,705 177,705
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Total Expenses
$ 1,244,973 22,746 188,896 10,806 $ 1,467,421
2021/22 Budget $
$
2022/23 Budgeted
1,448,655 22,792 188,720 19,371 1,679,538
$
$
1,701,785 35,537 199,013 20,256 1,956,591
Approved Positions 2020/21 Actual Full-time Part-time Total
18 18
Administration and Support Development Services Partner Food Hygiene Alcoholic Beverage License Vector Control On-site Sewage Facilities (OSSF) Recreational Water Group Care Public Heal th Nuisances Wastewater Pre-Treatment (Grease Trap)
2021/22 Budget
2022/23 Budgeted 20 20
21 21
Mission Reduce or eliminate food, water, and vector-borne illnesses through various environmental health programs with an emphasis on education and community partnerships. Our highly trained health and safety professionals identify and promote the conditions under which people can live within healthy communities and work to achieve optimum health while serving the Amarillo Area Public Health District.
Goals & Objectives Environmental Health is aligned with the City Council adopted Blueprint for Amarillo’s priorities, focusing specifically on the pillars of Highly Educated Population, Customer Service, and Excellence in Communication. In the coming fiscal year, the department will focus on retaining an appropriately sized and competent workforce by focusing on department culture and positive relationships with internal and external stakeholders. Retention of experienced health and safety professionals directly links to department performance and our ability to meet state mandated and internal performance measures. Within our largest program, Food Hygiene, the department’s long-term goal is to meet the FDA’s Voluntary National Retail Food Standard #3 for the required number of inspections per facility per year in accordance with a risk-based inspection program. The department continues to improve the use of technology to aid in information sharing with the public and ease of online access. We will continue to focus on growing community and industry partnerships through all our educational programs with a focus on rule review and development for existing and new businesses within the district. Additionally, the department will focus on improving communication using listservs to multiple different business groups focused on their specific interests, engaging certain groups during organized meetings and other outreach events as those opportunities present themselves.
Programs of the Environmental Health Department Food Hygiene 2022/23 Budget — 30% of Budget Conducts permitting and inspection of food establishments within the Amarillo Area Public Health District. Services include plan reviews, permitting, construction and compliance inspections, routine inspections, and investigations of food and waterborne illness and complaints. Performance Measures/Indicators: Complete food establishment plan reviews within ten calendar days Investigate food and waterborne illnesses within one business day Inspect all food establishments at least two times per year (required by state law) Total number of completed inspections * Total inspections should be closer to 5,500-6,500 annually
2020/21 Actual
2021/22 Estimated
2022/23 Projected
95%
100%
100%
95%
95%
100%
75%
90%
100%
3,685
6,000
6,200
Administration and Support 2022/23 Budget — 17% of Budget Manages and provides support to all staff to ensure appropriate and timely service delivery by assisting with data entry, customer interaction, technical guidance, and other administrative duties; furthermore, engaging the community and our partners to share resources and provide education and training on important public health and safety topics. Outreach includes program safety courses, association meetings, career days/fairs, and other community-based engagement and outreach presentations. Performance Measures/Indicators: All permit and license applications will be entered into the database within the same day of receipt Once permits and licenses have been processed, they will be sent to the permit/license holder within thirty days Attend at least four Panhandle Restaurant Association regular meetings to conduct education and/or updates
2020/21 Actual
2021/22 Estimated
2022/23 Projected
85%
95%
95%
85%
95%
100%
75%
100%
100%
On-site Sewage Facilities (OSSF) 2022/23 Budget — 15% of Budget Conducts permitting and inspection of on-site sewage facilities within the Amarillo Area Public Health District. Services include plan reviews, construction and compliance inspections, permitting, and investigations of sanitary nuisance complaints. Performance Measures/Indicators: Complete plan review and issue construction permit within seven business days application Complete all inspection requests within one business day Total number of issued permits/inspections
2020/21 Actual
2021/22 Estimated
2022/23 Projected
80%*
60%**
100%
85%*
75%**
100%
772
815
650
*FY20/21 OSSF program experienced a 25% increase in inspection requests from prior FY **FY21/22 OSSF program experienced another 5% increase in inspection requests from prior FY
Wastewater Pre-Treatment (Grease Trap) 2022/23 Budget – 11% of Budget Conducts permitting and inspection of grease traps within the Amarillo Area Public Health District. Services include plan reviews, construction and compliance inspections, permitting, routine inspections, and investigations of sanitary nuisances.
Performance Measures/Indicators: Inspect all permitted grease traps annually Push proper maintenance guidelines to all permitted facilities at least two times a year. Utilizing GIS, map grease blockages monthly
2020/21 Actual 95%
2021/22 Estimated 100%
2022/23 Projected 100%
50%
75%
100%
100%
100%
100%
Vector Control 2022/23 Budget — 8% of Budget Provides treatment of mosquitoes and other disease-causing vectors within Amarillo limits. Performance Measures/Indicators: Respond and treat valid complaints within one business day Establish an active mosquito trapping and surveillance program (# of sites) Conduct surveillance and spray standing water at least two times per week during mosquito season (May-October) Total acreage treated (Pre-Treatment) Total acreage treated (Larvaciding) Total acreage treated (Adulticiding)
2020/21 Actual
2021/22 Estimated
2022/23 Projected
100%
100%
100%
6
6
6
100%
100%
100%
0 46 4,687
50 50 4,500
50 50 4,500
Recreational Water 2022/23 Budget — 8% of Budget Conducts services related to the permitting and inspection of public swimming pools within the Amarillo Area Public Health District. Services include plan reviews, construction, and compliance inspections, permitting, routine inspections, and investigations of waterborne illnesses and complaints. Performance Measures/Indicators: Complete public swimming pool plan reviews within ten calendar days of request Inspect all annual public pools at least two times per year Offer at least four Certified Pool Technician courses per year Total number of completed inspections * Total inspections should be closer to 500-550 annually
2020/21 Actual
2021/22 Estimated
2022/23 Projected
100%
100%
100%
82%
82%
100%
100%
100%
100%
406
410
500
Development Services Partner 2022/23 Budget — 5% of Budget Participates in the “One-Stop-Shop” development concept, working with Planning, Building Safety, Fire Marshal, Capital Projects and Engineering, and Traffic Engineering to provide a rapid turnaround for project reviews, permitting, and inspections in an integrated system focused on superior customer service. Performance Measures/Indicators: Process plat reviews within one business day Participate in weekly Preliminary Application meetings Participate in weekly Development Review Committee meetings Complete pre-opening inspections for food establishments within three business days from building final
2020/21 Actual 100%
2021/22 Estimated 100%
2022/23 Projected 100%
85%
95%
100%
85%
95%
100%
85%
90%
100%
Group Care 2022/23 Budget — 3% of Budget Provides permitting and inspection of foster/adoption homes and institutional facilities in the Amarillo Area Public Health District. Performance Measures/Indicators: Conduct inspections within ten business days from request Conduct required reinspection’s within three business days
2020/21 Actual
2021/22 Estimated
2022/23 Projected
100%
80%
100%
100%
100%
100%
2020/21 Actual
2021/22 Estimated
2022/23 Projected
90%
75%
100%
100%
100%
100%
Public Health Nuisances 2022/23 Budget — 2% of Budget Investigates and mitigates threats to public health and the environment. Performance Measures/Indicators: Investigate sanitary nuisances within three business days Issuing orders to reset water meters within one business day of resolution of sanitary nuisance
Alcoholic Beverages 2022/23 Budget – 1% of Budget Collection and beer, wine, and liquor sales local fee receipts within the city limits. Performance Measures/Indicators: Issue payment receipt within thirty days of receipt of completed application
2020/21 Actual
2021/22 Estimated
2022/23 Projected
100%
100%
100%
2022-23 Employee Distribution by Position Business Unit
1750
Department Description ENVIRONMENTAL HEALTH ADMINISTRATIVE TECHNICIAN ADMINISTRATIVE ASSISTANT III DEPUTY ENV HEALTH DIRECTOR ENVIRONMENTAL HEALTH DIRECTOR ENV. HEALTH SUPERVISOR ENV HEALTH SPECIALIST I ENV. HEALTH SPECIALIST III *HEALTH SPECIALIST I ENVIRONMENTAL HEALTH Sum
Pos Id CLR941 CLR410 ADM099 ADM550 PRF540 PRF550 PRF552 PRF550
Pos Count *Supplemental Total 1 $ 3 $ 1 $ 1 $ 1 $ 4 $ 9 $ 1 $ 21 $
59,536 59,536
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Total Expenses
2021/22 Budget
2022/23 Budgeted
919,593 35,267 35,779 11,184 $ 1,001,823
943,624 29,788 32,091 16,951 $ 1,022,454
$ 1,168,934 36,849 34,014 22,486 $ 1,262,283
2020/21 Actual
2021/22 Budget
2022/23 Budgeted
$
$
Approved Positions Full-time - FMO Part-time Total
9 -
9 -
9
Fire Marshal's Administration and Support Fire Marshal's Fire Investigations Fire Marshal's Inspections Fire Marshal's Compliance
9
10 10
Mission Reduce the loss of life and property through prevention, education, and compliance.
Goals & Objectives The Fire Marshal office is responsible for the prevention of fires within the corporate city limits of Amarillo. This is achieved through fire inspections and compliance, fire investigations, and educating our citizens. All our personnel are certified as Fire Inspectors by the Texas Commission of Fire Protection. We conduct inspections within the corporate city limits to ensure Fire Code compliance monitoring to ensure safe environments for building occupants. We have five personnel that are certified Peace Officers by the Texas Commission of Law Enforcement. These personnel are also certified as Fire Investigators and Arson Investigators through the Texas Commission of Fire Protection. They investigate fires to determine the origin and cause and proceed with the investigation of any criminal-related fire incidents. They also investigate all fire-related injuries and fatalities.
The Fire Marshal office aligns with the City Council adopted BluePrint for Amarillo’s strategic pillars of Public Safety, Excellence in Communication, and Customer Service.
Programs of Fire Marshal Fire Marshal’s Administration/Support 2022/23 Budget — 11% of Budget This program area provides leadership, strategic planning, and administrative management for the Fire Marshal’s Office (FMO). Performance Measures/Indicators TCOLE certified peace officers TCFP certified plan reviewers/inspectors Number of Pre-application conferences Public meetings & community outreach
2020/21 Actual 5 8 87 14
2021/22 Estimated 5 8 100 15
2022/23 Projected 5 9 100 15
Fire Marshal’s Fire Investigation 2022/23 Budget — 44% of Budget The FMO Fire Investigation program provides fire origin and cause investigative services for the AFD. This allows for appropriate compensation and/or the prosecution of alleged arsonists. These officers investigate all fire-related injuries and fatalities.
Performance Measures/Indicators Requests for investigative services Percentage of fire investigations resulting in cause determination * Arson investigations conducted Percentage of arson cases referred to DA for prosecution
2020/21 Actual 204 64%
2021/22 Estimated 210 65%
2022/23 Projected 210 65%
54 42%
60 50%
60 50%
* FEMA identifies the nationwide average as being between 22-25 %
Fire Marshal’s Inspections 2022/23 Budget — 33% of Budget The FMO Inspections program provides fire prevention plan review, inspection, and testing services to property and business owners of Amarillo in order to assist them with city ordinances, fire codes, and local ordinances. The Inspections program personnel also conduct educational presentations and ensure schools meet the state-mandated requirements for fire drills. Performance Measures/Indicators: Requests for service (inspections, plan reviews, permits, etc.) New construction inspections completed within ten days of request Plan reviews completed within ten days of receipt
2020/21 Actual
2021/22 Estimated
2022/23 Projected
2,080
2,100
2,100
100%
100%
100%
100%
100%
100%
Fire Marshal’s Compliance 2022/23 Budget — 11% of Budget The Compliance program provides training and assistance to FMO personnel. This ensures they have the knowledge, skills, and abilities to, safely and effectively, prevent the loss of life and property by providing fire investigations, fire and life safety code enforcement, and peace officer responsibilities. This program ensures FMO compliance with statutory regulations and national standards. Performance Measures/Indicators: FMO staff meeting all educational requirements to hold TCOLE peace officer and TCFP investigator/inspector licensure Skills and educational hours completed by FMO personnel
2020/21 Actual
2021/22 Estimated
2022/23 Projected
100%
100%
100%
400
400
400
2022-23 Employee Distribution by Position Business Unit
1930
Department FIRE MARSHAL
Description
ADMINISTRATIVE TECHNICIAN FIRE MARSHALL ASSISTANT FIRE MARSHALL FIRE INSPECTOR FIRE INVESTIGATOR/INSPECTOR I FIRE INVESTIGATOR/INSPECTOR II *FIRE INVESTIGATOR I *FIRE INVESTIGATOR II *PLANS EXAMINER FIRE MARSHAL Sum
Pos Id CLR941 MGT870 MGT871 PRF800 PRF870 PRF871 PRF870 PRF871 TRD525
Pos Count *Supplemental Total 1 $ 1 $ 1 $ 3 $ 1 $ 2 $ 1 $ -1 $ 1 $ 10 $
88,783 (98,970) 71,940 61,753
City of Amarillo 2022 Summary of Expenditures by Activity Classification Description
2020 Actual
2021 Budget
2022 Budget
93,955
123,031
136,596
20110 - Program Management
343,824
341,385
291,162
20115 - Code Enforcement
131,018
20116 - Code Inspector
85,790
150,000 86,703
145,338
20125 - Rehab Support
108,160
235,825
112,515
20130 - Housing Rehab
435,539
296,416
295,148
20140 - Public Services
461,407
446,297
237,688
20145 - TEMAP (CARES)
5,215
-
55,113
20150 - Emergency Shelter
862,016
-
-
20155 - Neighborhood Facilities 02020 - Housing
47,830
250,000
203,000
Health and Human Services 01000 - General Fund 1335 - Vital Statistics 02010 - CDBG Fund
68,414
20210 - Housing Assistance
645,347
897,814
1,019,638
20230 - Housing Vouchers
9,424,869
10,526,962
10,525,998
279,639
-
-
1,049,763
321,299
-
20255 - Mainstream CARES Funding
16,731
-
-
20265 - HOUSING EHV
7,037
-
-
20240 - SRO Rehab 20250 - 5 Year Mainstream Voucher Prog
02030 - Home Investment Partnership 20310 - Home Administration
72,746
74,602
47,805
20320 - Home Projects
267,256
3,196,749
892,706
24,566
70,261
70,261
20451 - Coming Home Project
-
-
60,103
20452 - HSS-Housing Navigation
-
-
60,103
20453 - HSS - Social Services
-
-
369,735
26,862
35,272
35,272
362,670
877,928
789,880
158,642
145,192
106,000
02040 - Shelter Plus Care Fund 20400 - SHELTER PLUS CARE 02045 - Housing Stability Services
02050 - COC - Planning Fund 20500 - COC - Planning 02065 - Coming Home Project 20650 - Coming Home Project 02070 - TX Emergency Solutions Grants 20700 - TX Emergency Solutions Grant 20710 - TX ESG CARES
302,460
-
-
20715 - TX ESG CARES 2
328,425
-
-
02075 - HMIS 20750 - HMIS Capacity Building Project
53,442
71,500
-
20755 - HMIS
182,224
163,232
163,232
24510 - COVID-19 Response
214,785
-
-
24520 - COVID-19 CD Housing
2,380,530
-
-
-
-
-
02450 - COVID-19
24530 - COVID-19 ARP
02470 - PREP Program 24710 - Hurricane Ike
-
70,121
-
25011 - AHD Public Health
2,609,986
1,704,524
1,752,122
25012 - Refugee Health
154,983
380,452
672,041
25013 - IMM/Locals
342,213
479,197
537,155
25014 - HIV Prevention
219,572
311,155
363,983
25015 - Core Public Health
208,512
255,411
146,648
3,093
24,225
35,743
102,712
120,068
112,613
25018 - DIS
-
-
378,057
25019 - Health Equity
-
-
457,125
25020 - Bioterrorism Grant
306,462
423,594
391,036
25021 - CMHG Grant
94,325
-
99,380
25022 - Workforce
37,791
-
511,919
1,317,082
2,237,677
5,093,290
109,043
259,802
197,544
02500 - Public Health Fund
25016 - Hansen's 25017 - Healthy Texas Babies
25023 - DSHS/LIDS-IMM/COVID-19 25024 - DSRIP Immunizations 25026 - Harrington CHF
-
-
102,778
25027 - Clinical Health Bridge Grant
137,852
295,652
323,525
25028 - CPS/COVID-19
432,996
-
-
25029 - COVID-19
137,821
181,345
273,440
25030 - Epidemiology
89,374
116,972
116,188
25035 - Local Tuberculosis - Federal
82,429
103,217
60,371
25045 - Local Tuberculosis - State
104,801
207,703
215,915
25055 - COVD-19 Non-Grant
91,038
-
-
25311 - WIC Administration
257,062
640,851
542,587
25312 - WIC Nutrition Education
395,865
776,180
732,129
25313 - WIC Breastfeeding
46,661
93,494
87,816
25314 - WIC Client Services
703,511
875,810
827,199
02530 - WIC Grant Fund
25315 - WIC IT
13,312
40,141
15,857
25316 - WIC Special-Extra
213,971
67,237
58,872
25317 - WIC Lactation Consultant
10,960
17,048
17,081
25318 - WIC Peer Counselor
22,324
114,359
102,195
25319 - WIC Vendor Operations
31,527
21,443
15,108
25320 - WIC Mentor
-
49,948
40,398
25321 - WIC Obesity
4,221
34,815
31,320
25322 - WIC R D Grant
17,649
86,522
70,045
-
192,665
-
93,722
38,848
-
25323 - WIC Summer Feeding 25324 - WIC Virtual Classes 25325 - WIC Cooking Matters
Health and Human Services Total Expenditures
12,866
866,816
-
26,778,484
29,397,760
30,067,187
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Total Expenses
$
$
2021/22 Budget
52,436 5,785 35,322 412 93,955
$
2022/23 Budgeted
63,765 19,701 35,000 4,565 123,031
$
$
$
68,313 28,701 35,000 4,582 136,596
Approved Positions 2020/21 Actual Full-time Part-time Total
2021/22 Budget
2022/23 Budgeted
1 -
1 -
1
Birth Records Death Records Qualified Applicant Determination
1 -
1
1
Mission Serve the public by recording, preserving, and retrieving official and vital public records in a courteous and professional manner while consistently conforming to state and federal law governing these practices. Act in the best interest of the City of Amarillo by providing efficient, innovative, and quality services in a fair and impartial manner to all.
Strategic Approach The Vital Statistics department strives to perform at a high level and recognizes the need to continuously work to earn the respect of the community. The department also realizes the importance of always welcoming newcomers as well as lifelong residents with information, resources, and a smile. Vital Statistics works diligently in remaining compliant with state and federal law when distributing vital records. The Vital Statistics division has continued to follow counsel from state representatives, in attending the annual conferences for Vital Statistics to maintain awareness of all forthcoming changes. The division’s goal for the upcoming year is to obtain an additional Master Registrar certification to achieve a high level of knowledge to not only continue to meet requirements set forth by the state but also to perform at an exemplary level for our customers as well as for the City of Amarillo. Within the past year, Vital Statistics has worked towards the overall improvement of the maintenance, issuance, and preservation of all records. This will provide the exemplary customer service that each citizen deserves. The city has invested in upgraded technology to maintain records, as well as move to a more digital environment. Vital Statistics continues to strengthen skills within Tyler Technologies records software product called Eagle and the new Texas Electronic Vital Events Registrar (TxEVER) program. The program is a new registration system that replaced the legacy Texas Electronic Registrar (TER) systems. This new system has lead the State of Texas to becoming one of the first states to embrace a fully integrated vital records system. The TxEVER system went live on January 1, 2019 to support all vital events operations, including reporting, registration, and amendments of births and deaths. The City of Amarillo Vital Statistics Department recently implemented new online features through Permitium, which is a management, application, and processing software that allows customers to request birth and death records online. Customers submit their application and pay online, queued to be reviewed by departmental staff, and either approve or deny the request. If the request is approved, documents are prepared and sent according to the customer's mailing. This feature has been in production for a short time, but we have achieved great results with customer certificate needs. The department continues to look for innovative solutions to fulfill City Council adopted BluePrint for Amarillo including Customer Service, Excellence in Communication.
Programs of the Vital Statistics Department Birth Records 2022/23 Budget — 48% of Budget Assist the community in providing certified copies of birth records within the State of Texas and providing documents needed to obtain out-of-state birth records. There are many different methods by which the Vital Statistics division receives and distributes these records. Functions consist of certifying homebirth records, issuing amendments on birth records, completing acknowledgment of paternity requests, and helping the county and state agencies with requests—all in compliance with state and federal regulations. Performance Measures/Indicators: Birth Records Requested Attendance of annual conference Master Registrar Certification
2020/21 Actual *4,269 0 0
2021/22 Estimated 4,520 0 0
2022/23 Projected 4,603 3 1
*Numbers impacted by COVID-19
Death Records 2022/23 Budget — 28% of Budget Assist the community as well as funeral homes by providing certified copies of death records in compliance with state and federal regulations. Also issue fetal death certificates, amendments on death records, and burial transit permits in compliance with state and federal regulations. Performance Measures/Indicators: Death Records Requested Attendance of annual conference Master Registrar Certification
2020/21 Actual *3,748 0 0
2021/22 Estimated 3,900 0 0
2022/23 Projected 3,943 3 1
*Numbers impacted by COVID-19
Qualified Applicant Determination 2021/22 Budget — 24% of Budget Verify birth and death records are only distributed to qualified applicants. Under Texas Law, birth records are confidential for seventy-five years and death records are confidential for twenty-five years and can be obtained only by qualified applicants. A qualified applicant is defined as the registrant, or immediate family member either by blood or marriage, his or her guardian, or his or her legal representative. Local, state, and federal law enforcement or governmental agencies and other persons may be designated as properly qualified applicants by demonstrating a direct and tangible interest in the record when information in the record is necessary to implement a statutory provision or to protect a personal legal property right. A properly qualified applicant also may be any person who has submitted an application for a request to release personal information and has been approved as outlined in the Health and Safety Code, Section 181.11, relating to requests for Personal Data.
Performance Measures/Indicators: Lobby Orders Online Orders Certificates Issued *Numbers impacted by COVID-19
2020/21 Actual *6,962 *3,216 *10,178
2021/22 Estimated 8,000 2,500 10,500
2022/23 Projected 8,500 3,000 11,500
2022-23 Employee Distribution by Position Business Unit
1335
Department Description VITAL STATISTICS DEPUTY REGISTRAR VITAL STATISTICS Sum
Pos Id CLR075
Pos Count *Supplemental Total 1 $ 1 $
-
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Operating Transfers Total Expenses
2021/22 Budget
$
1,535,213 147,493 13,604,642 396,142 $ 15,683,489
$
$
2022/23 Budgeted
1,852,184 163,323 15,266,459 611,174 294,297 18,187,437
$ 1,995,916 53,237 12,508,311 501,706 $ 15,059,170
Approved Positions 2020/21 Actual Full-time Part-time Total
2021/22 Budget 32 1 33
Housing Entitlements Homeless Servi ces COVID Response Summer Lunch
2022/23 Budgeted 42 42
42.50 42.50
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Operating Transfers Total Expenses
$
$
2021/22 Budget
964,260 64,970 2,675,057 227,373 3,931,659
$
$
2022/23 Budgeted
1,852,184 163,323 15,266,459 611,174 294,297 18,187,437
$ 1,995,916 53,237 12,508,311 501,706 $ 15,059,170
Approved Positions 2020/21 Actual Full-time Part-time Total
2021/22 Budget 32 1 33
Housing Entitlements Homeless Servi ces COVID Response Summer Lunch
2022/23 Budgeted 42 42
42.50 42.50
Mission Committed to improving the community, alleviating poverty, and finding lasting solutions to homelessness.
Goals & Objectives Community Development is focused on three components to assist the Amarillo community in the goal to combat poverty and homelessness which includes housing, entitlement programs, and homeless services. Community Development actively participates in the goals outlined by City Council adopted BluePrint for Amarillo as it relates to long-term planning for Civic Pride specifically the reduction of poverty, slum, and blight.
Programs of the Community Development Department Housing 2022/23 Budget — % of Budget According to the 2020 US Census data, 15.4% or 30,397 individuals in Amarillo live at or below the poverty line. Cost burden (paying more than 30% of household income on housing expenses) and severe cost burden (paying more than 50% of household income on housing expenses) are the largest hurdles facing households in Amarillo. These issues place low-income households at risk of losing their housing with only one emergency or one unexpected event. Amarillo’s Housing program was established to provide decent, safe, and sanitary housing for eligible lowincome families, the elderly and persons with disabilities while ensuring that family rents are fair, reasonable, and affordable. Program Allocations: Administration Housing assistance funds available Performance Measures/Indicators: Total Units/Vouchers Available Leased Units/Vouchers Issued VASH Units (Veterans)
2020/21 Actual $660,760 $10,390,445
2021/22 Estimated $710,581 $6,981,654
2022/23 Proposed $921,451 $7,486,053
2020/21 Actual 18,612 15,292 1,064
2021/22 Estimated 18,612 14,616 1,111
2022/23 Proposed 18,612 14,784 1,119
Entitlements (HOME & CDBG) 2022/23 Budget — % of Budget Entitlement programs include CDBG (Community Development Block Grant) and HOME. In addition to the cost burden experienced by low-income households, ensuring safe housing that is in good repair is another demonstrated need in Amarillo. Nearly 65% percent of the total housing units were built prior to 1980, creating a need for rehabilitation of some units along with the construction of new, decent, and affordable units for low-income families. Community Development CDBG funds housing rehabilitation and emergency repair programs that work with the elderly, among other populations, in an attempt to maintain their home so they can continue to reside in their own homes. This program also provides for needed code enforcement, demolition, and clearance, along with a variety of public services. HOME funding provides rental assistance to low-income households and provides funding assistance in the construction of new housing to meet the need of improved and updated, affordable housing units for low-income residents. Both programs contribute to the reduction of poverty, slum, and blight in Amarillo. Program Administration: HOME Represents 10% of maximum HOME Entitlement
2020/21 Actual
2021/22 Estimated
2022/23 Proposed
$64,480
$72,096
$82,824
2020/21 Actual $546,867 $0 $70,000
2021/22 Estimated $467,926 $29,998 $105,985
2022/23 Proposed $589,177 $0 $124,235
2020/21 Actual 81 129
2021/22 Estimated 52 75
2022/23 Proposed 150 215
2020/21 Actual
2021/22 Estimated
2022/23 Proposed
$318,402
$339,063
$316,918
Program Allocations: HOME Tenant Based Rental Assistance (TBRA) Rental Rehab/New Construction CHDO New Construction Performance Measures/Indicators: HOME *(Tenant Based Rental Assistance) TBRA- Households Assisted TBRA- Total number of people served Program Administration: CDBG Represents 20% of maximum CDBG Entitlement
Program Allocations: CDBG Building Safety Public Services Neighborhood Improvements Owner Occupied Housing Improvements
2020/21 Actual $225,482 $242,887 $67,250 $859,840
2021/22 Estimated $334,228 $254,297 $67,250 $486,416
2022/23 Proposed $340,986 $237,688 $203,000 $486,000
2020/21 Actual 15,298 13,004 15 62 1,860 0
2021/22 Estimated 12,800 10,000 35 69 1,700 1
2022/23 Proposed 15,150 10,000 35 65 2,600 3
Performance Measures/Indicators: CDBG Total Persons Assisted Code Enforcement Demolition & Clearance ERG (Emergency Home Repairs) Public Services Neighborhood Improvements
Homeless Services (CoC, HMIS, ESG, & Coming Home, PREP Academy) 2022/23 Budget — % of Budget The 2019 Point in Time count of the homeless revealed that Amarillo had 774 homeless people living in the community. These individuals were adult males and females, children, veterans, and those experiencing chronic homelessness. Many utilize the various shelters, but a significant number were unsheltered and living on the streets. The number of homeless decreased to 600 in 2020 and 495 in 2021. In January 2022, the number has increased to a total of 539. The concerning number revealed in the 2022 Point in Time count was the 368 unsheltered individuals who were living in tents, cars, on the streets, or other places not meant for habitation. For the past few years, the number of unsheltered homeless individuals continues to grow. This is a troubling trend that demands attention and resolution for the health and safety of this population. The Continuum of Care (C.O.C.) is a collaboration of all homeless service providers in the city of Amarillo. The C.O.C. is charged with developing a community plan to organize and deliver housing and services to meet the specific needs of people who are homeless as they move to stable housing and maximize selfsufficiency. The Community Development Department is the collaborative applicant responsible for the C.O.C. The mission of the C.O.C. is to build a stronger community through collaborative solutions to ensure homelessness is rare, brief, and nonrecurring. Another key component is the management of the Homeless Management Information System (H.M.I.S.). HMIS is a locally administered, electronic data collection system that stores information about persons who access the homeless service systems in a Continuum of Care. The collection and sharing of this data are very important in the collaborative effort to address and end homelessness. The Coming Home program is a Housing First model, adopted to assist those experiencing chronic homelessness in Amarillo. Since November 2018, the Coming Home program has assisted over 300 individuals that were identified as experiencing homelessness. Since the creation of the Coming Home
program, the city of Amarillo has seen an approximate 20% decrease in the number of chronically homeless. This overwhelmingly shows that the Coming Home program is making a difference and is the solution to chronic homelessness. The Emergency Solutions Grant (E.S.G.) program is a competitive grant provided by Texas Department of Housing and Community Affairs (TDHCA). This grant provides services necessary to help persons that are homeless or at risk of becoming homeless. Specifically, this grant assists Amarillo through homeless outreach, rapid re-housing and homelessness prevention. Quickly identifying individuals and addressing their housing needs is key to the success of this program and successful outcomes for those being served in the community. The Peer Reintegration Employment Partnership (P.R.E.P.) Academy is a yearlong pilot project to employ recently homeless citizens of Amarillo. Peer support specialists work alongside these employees to help beautify Amarillo by picking up trash and reintegrating workers into the workforce through training, education, and support. Each program and system work cooperatively to combat homelessness in Amarillo. Funding Sources: Coming Home General Funds CDBG Funds Street Outreach CoC HSS Ending Homelessness United Way Donations Total
2020/21 Actual $147,208 $100,000 $92,430 $170,862 $0 $0 $0 $45,000 $555,500
2021/22 Estimated $168,224 $95,072 $107,368 $173,310 $318,528 $51,804 $0 $10,000 $924,306
2022/23 Proposed $168,224 $65,000 $106,514 $173,694 $637,056 $0 $16,000 $25,000 $1,191,488
2020/21 Actual 140 4,669
2021/22 Estimated 170 3,275
2022/23 Proposed 200 5,500
Performance Measures/Indicators: Coming Home (Explain) Clients Served Unduplicated Services
Program Allocations: CoC/HMIS CoC Planning Grant Homeless Management Information System (HMIS) HMIS Building Capacity (2-year grant) Coming Home Permanent Supportive Housing (Shelter Plus Care) Total
2020/21 Actual $35,002
2021/22 Estimated $39,561
2022/23 Proposed $39,561
$163,232
$163,232
$163,232
$143,000 $170,862
$0 $173,310
$0 $173,694
$66,133
$76,369
$76,849
$578,229
$452,472
$453,336
2020/21 Actual $48,630 $92,430 $141,060
2021/22 Estimated $71,579 $107,368 $178,947
2022/23 Proposed $71,009 $106,514 $177,523
2020/21 Actual 30 86
2021/22 Estimated 40 131
2022/23 Proposed 40 50
2020/21 Actual $0 $0
2021/22 Estimated $250,000 $250,000
2022/23 Proposed $250,000 $250,000
2020/21 Actual 0
2021/22 Estimated 38 81,900 lbs/ 40.95 tons
2022/23 Proposed 48 100,800 lbs/ 50.4 tons
Program Allocations: ESG Rapid Re-Housing Street Outreach Total Performance Measures/Indicators: Households Served Rapid Re-Housing Street Outreach Program Allocations: PREP Academy ARPA Funds Total Performance Measures/Indicators: PREP Academy Clients Served Trash collected
0
2022‐23 Employee Distribution by Position Business Unit
20110
Department PROGRAM MANAGEMENT
Description ASST COMM DEV DIRECTOR COMMUNITY DEV. ADMINISTRATOR GRANT MONITOR
PROGRAM MANAGEMENT Total
Pos Id ADM502 ADM560 CLR820
Position Count
*Supplemental Total 1 $ 1 $ 1 $ 3 $
‐ ‐ ‐ ‐
2022‐23 Employee Distribution by Position Business Unit
20116
Department CODE INSPECTOR
Description COMMUNITY IMPROV INSPECTOR
CODE INSPECTOR Total
Pos Id TRD520
Position Count
*Supplemental Total 2 $ 2 $
‐ ‐
2022‐23 Employee Distribution by Position Business Unit
20125
Department REHAB SUPPORT
Description INSPECTION SPECIALIST
REHAB SUPPORT Total
Pos Id TRD085
Position Count
*Supplemental Total 1 $ 1 $
‐ ‐
2022‐23 Employee Distribution by Position Business Unit
20130
Department HOUSING REHAB
Description GRANT MONITOR
HOUSING REHAB Total
Pos Id CLR820
Position Count
*Supplemental Total 1 $ 1 $
‐ ‐
2022‐23 Employee Distribution by Position Business Unit
20145
Department TEMAP (CARES)
Description GRANT MANAGER
TEMAP (CARES) Total
Pos Id MGT150
Position Count
*Supplemental Total 1 1
2022‐23 Employee Distribution by Position Business Unit
20210
Department HOUSING ASSISTANCE
Description ADMINISTRATIVE ASSISTANT I ADMINISTRATIVE COORDINATOR CASE WORKER HCV MANAGER (HOUSING) HOUSING PROGRAM COORDINATOR INSPECTION SPECIALIST
HOUSING ASSISTANCE Total
Pos Id CLR400 CLR150 CLR030 MGT140 CLR610 TRD085
Position Count
*Supplemental Total
1 $ 1 $ 4 $ 1 $ 1 $ 2 $ 10 $
‐ ‐ ‐ ‐ ‐ ‐ ‐
2022-23 Employee Distribution by Position Business Unit
20310
Department Description HOME ADMINISTRATION GRANT MONITOR HOME ADMINISTRATION Sum
Pos Id CLR820
Pos Count *Supplemental Total 1 $ 1 $
-
2022‐23 Employee Distribution by Position Business Unit
20451
Department HSS ‐ OUTREACH
Description SOCIAL WORKER
HSS ‐ OUTREACH Total
Pos Id PRF705
Position Count
*Supplemental Total 1 1
2022‐23 Employee Distribution by Position Business Unit
20452
Department HSS ‐ HOUSING NAVIGATOR
Description SOCIAL WORKER
HSS ‐ HOUSING NAVIGATOR Total
Pos Id PRF705
Position Count
*Supplemental Total 2 2
2022‐23 Employee Distribution by Position Business Unit
20453
Department HSS SOCIAL SERVICES
Description PEER SUPPORT SPECIALIST SOCIAL WORKER *CASE WORKER
HSS SOCIAL SERVICES Total
Pos Id CLR575 PRF705 CLR030
Position Count
*Supplemental Total
3 2 0.5 $ 5.5 $
38,660 38,660
2022‐23 Employee Distribution by Position Business Unit
20650
Department COMING HOME PROJECT
Description DEVELOPMENT COORDINATOR GRANT MANAGER PEER SUPPORT SPECIALIST SOCIAL WORKER TEAM LEADER ‐ COMING HOME
COMING HOME PROJECT Total
Pos Id PRF002 MGT150 CLR575 PRF705 MGT915
Position Count
*Supplemental Total
1 1 3 $ 3 $ 3 $ 11 $
‐ ‐ ‐ ‐
2022‐23 Employee Distribution by Position Business Unit
20700
Department TX EMERGENCY SOLUTIONS GRANT
Description PEER SUPPORT SPECIALIST SOCIAL WORKER
TX EMERGENCY SOLUTIONS GRANT Total
Pos Id CLR575 PRF705
Position Count
*Supplemental Total 1 $ 1 $ 2 $
‐ ‐ ‐
2022-23 Employee Distribution by Position Business Unit
20755
Department HMIS
Description
Pos Id
HMIS DATA TECHNICIAN GRANT COMPLIANCE SPECIALIST
CLR820 MGT145
HMIS Sum
Pos Count *Supplemental Total 1 $ 1 $ 2 $
-
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Capital Outlay Operating Transfers Total Expenses
$
$
2,466,841 499,580 1,533,945 478,734 1,511,947 6,491,047
2021/22 Budget $
2022/23 Budgeted
3,032,459 463,092 2,320,976 1,284,467 7,100,994
$
$
$
4,414,000 689,481 5,404,120 1,333,272 11,840,873
Approved Positions 2020/21 Actual Full-time Part-time Total
2021/22 Budget
43 2 45
2022/23 Budgeted 48 48
Public Heal th Admi nistration/Support Communicable Disease Immunization Refugee Heal th Tuberculosis/Hansen's Control STD/HIV Prevention and Treatment Public Heal th Preparedness Public Heal th Promotions Health Informatics COVID-19 Response
48 48
Mission Promoting and protecting health while preventing disease with integrity and compassion for our community.
Vision We believe in equitable health for all.
Goals and Objectives Public Health funding comes from the Amarillo Hospital District, which supports activities not funded through grants. For the past ten years, financial support from the Amarillo Hospital District has come in the form of an inter-governmental transfer, supporting participation in the 1115 Medicaid waiver program. The DSRIP portion of 1115 Medicaid Waiver comes to an end in December 2021. Public Health received notification in April 2022 that the DSRIP program will not be extended, this is a significant revenue loss for our department. The department also works with the Texas Department of State Health Services to implement budgets, work plans, and deliverables for each of the 13 grants. Private granting agencies supported one grant this year with the potential for additional grants in the future. The department utilizes each of these funding sources to carry out Texas state law and local ordinances, using innovative approaches to protect the public health of our community. Community needs are identified through the Community Health Assessment and Community Health Improvement Plan, which is completed on a 3 to 5-year cycle. The coordination of grant requirements for core public health services needs to be identified in our community, and City Council adopted BluePrint for Amarillo are the driving forces behind the department’s activities and funding needs. In late 2018, Amarillo Public Health completed the latest Community Health Assessment, Community Health Improvement Plan, and the department’s Strategic Plan. These documents and the process by which they were created have driven community conversation, initiated new partnerships, and opened the door to new collaboration. The Community Health Assessment and Improvement Plan addresses each of the BluePrint for Amarillo’s Pillars and Initiatives from Public Safety to Fiscal Responsibility. Amarillo Public Health will begin a new cycle of community health assessment in 2023-2024. In addition to fiscal support from the Amarillo Hospital District, 1115 Medicaid waiver projects, and grants, the department receives fees for certain services provided. These fees have remained very low, yet the department is coming closer to cost recovery for specific programs and additional revenue to support grant activities. Each day, the department works to meet the pillars of Civic Pride, Highly Educated Population, and Customer Service, in terms of disease prevention and health promotion. Public Health serves as a safety net for many of the most vulnerable in our community and provides services and expertise in a wide range of specific services from tuberculosis and immunizations to STDs and public health emergency preparedness, including the COVID-19 pandemic.
In addition to Public Health’s fixed location in northeast Amarillo, the mobile clinic allows for Public Health services to be made more available to the entire jurisdiction. Public Health secured the purchase of the building at 850 Martin Rd and in May of 2022 opened this facility as the clinical services building of the Amarillo Public Health campus.
Programs of Amarillo Public Health Administration/Support 2022/23 Budget — 8% of Budget Public Health Administration provides oversight for daily operations and support for department activities (Customer Service). The department provides community health assessment and community health improvement planning every three to five years. This planning along with the BluePrint helps to drive public health programming and vision. The department participates in the 1115 Medicaid waiver (DSRIP) program and conducts grant management for 18 grants through local, State, and Federal partners. The Director of Public Health serves as the liaison to the Amarillo Hospital District and Northwest Texas Health Care System and serves as staff for Amarillo Area Public Health Board. In early 2019, the Amarillo Area Public District welcomed four new member jurisdictions, Timbercreek Canyon, Lake Tanglewood, Bishop Hills, and Palisades. Later in 2019, the Public Health Board updated the Cooperative Agreement, which was last updated in 1997.
Communicable Disease 2022/23 Budget — 5% of Budget The Communicable Disease Program conducts disease surveillance and epidemiology, interfaces with hospitals and other providers, and provides community education. There are 88+ conditions in Texas that are notifiable to the Amarillo Public Health. During any given year, approximately 45+ of the 88 conditions are reported. Communicable Disease staff follow up with each report to ensure the safety of both individual patients and the public, ensure appropriate treatment of patients and contacts, and identify and respond to outbreaks. Communicable Disease staff are actively involved in the community and are the lead agency PanIC, the Panhandle Infection Control group. The Communicable Disease team was integral in the COVID-19 response. They maintained data reporting systems, launched the city’s COVID dashboard, and oversaw the data entry of tens of thousands of patient records. Performance Measures/Indicators: Total number of cases worked Number of Notifiable Conditions Investigated Disease investigations are reported to the Texas Department of State Health Services within the required time. (State average 82%)
2020/21 Actual 1,203 246
2021/22 Estimated 1,380 394
2022/2023 Projected 1,400 400
77.36%
93%
95%
Reported January – December and Perinatal Hep B reported Sept-Aug
Immunization 2022/23 Budget — 10% of Budget The immunization team provides adult and childhood immunizations through the mobile clinic and fixed location conducts immunization outreach and community education and conducts school/daycare compliance assessments. Target areas for the mobile clinic include vulnerable areas such as shelters, lowincome housing, community events, and community centers. Success from these events is often recognized years later when the patient returns to school or obtains. Vaccines provided through public health clinics include Hepatitis B, Rotavirus, DTaP, Hemophilus infuenzae type B (HIB), Pneumococcal conjugate and polysaccharide, Polio, Flu, MMR, Chickenpox, Hepatitis A, HPV, Meningococcal ACWY and B, Tdap, Td, Zoster, and rabies – a menu of 18 vaccines. COVID-19 caused disruption in the immunization program. However, in the summer of 2021, the immunization team ensured the full menu of immunizations was readily available for children and adults. COVID-19 vaccines have been successfully integrated into regular immunization clinics as of spring 2022. Performance Measures/Indicators: Patients seen Vaccines given
2020/21 Actual 2,863 6,903
2021/22 Estimated 3,800 9,000
2022/2023 Projected 4,000 10,000
Reported October – September
Refugee Health 2022/23 Budget — 7% of Budget The Refugee Health team provides health screenings for primary refugees within 90 days of arrival including TB skin testing, medical history, physical assessment, and necessary referrals for medical care. Follow-up immunizations for primary and secondary refugees, assistance with green card paperwork (medical portion), and community education are important components of this program. 2018-2021 travel bans and reduced Presidential determinations affected refugee resettlement; consequently, secondary resettlement was drastically affected. The department has welcomed an increase in clients to health screening clinic in 2021/2022. Performance Measures/Indicators: VOLAG capacity for Primary Refugee arrival Primary refugees: health screening within 90 days of arrival (#/%) Secondary Refugees seen in immunization clinic Green card assistance Reported October –September
2020/21 Actual 78
2021/22 Estimated 350
2022/2023 Projected 350
114
350
350
0
0
0
134
150
150
Tuberculosis/Hansen’s Control 2022/23 Budget — 5% of Budget The Tuberculosis Control team provides treatment of active cases and contact investigation, treatment of latent cases, TB testing for the public and community education. In 2017, the department opened the first Hansen’s clinic in the Panhandle of Texas and in 2018 obtained funding through DSHS via a grant opportunity (Fiscal Responsibility). Through the Hansen’s clinic, staff provide case management and medication management for Hansen’s patients from a variety of backgrounds. Many TB activities were suspended in response to COVID-19 as TB staff were heavily involved in COVID19 response. This team is highly trained in contact investigation and interview. Their expertise was invaluable during the pandemic. Treating patients with Hansen’s and active TB remained a top priority. In the summer 2021 the department reopened all clinical services, including all aspects of the TB program. Performance Measures/Indicators:
2020/21 Actual 128 24 82 3 100%
TB skin tests placed Latent Tuberculosis patients seen in clinic Latent Tuberculosis therapy completion rate Active Tuberculosis patients seen in clinic Active Tuberculosis therapy completion rate
2021/22 Estimated 380 72 140 2 100%
2022/2023 Projected 400 80 150 3 100%
Reported October –September
STD/HIV Prevention and Treatment 2022/23 Budget — 16% of Budget The STD/HIV team provides an STD clinic and treatment, disease intervention and contact investigation, HIV outreach, and community education. Increased testing to targeted, high-risk populations continue as well as enhanced partner elicitation and increased education. Through contact investigation, a dangerous trend in meeting sexual partners has been identified. The use of dating apps to find anonymous sexual partners is used frequently--as is the practice of unprotected sex. Advertising and education on Facebook and other social media platforms have been tools implemented along with traditional methods of outreach. STD/HIV staff have worked diligently to increase testing, treatment, and education – by looking for disease, our department is finding it and working to eliminate it. Many STD/HIV services were suspended during the initial COVID-19 response. This team is highly trained in contact tracing and interviews. Their expertise was critical during the pandemic. In the summer 2021 the department reopened all clinical services, including STD/HIV services. Performance Measures/Indicators: Patients seen in STD clinic Patients tested through HIV Outreach Testing numbers reported October - September
2020/21 Actual 58 63
2021/22 Estimated 530 1,260
2022/2023 Projected 550 1,275
Public Health Preparedness 2022/23 Budget — 3% of Budget The Public Health Preparedness team conducts all-hazards preparedness, collaborates with community partners in planning, response, and evaluation, and provides community education. This team collaborates with city, State, and Federal partners in planning and conducting a wide range of exercises from tabletop to full scale. The PHEP team was fully dedicated to COVID-19 response.
Public Health Promotions 2022/23 Budget — 6% of Budget The public health promotions program continues to evolve as funding becomes available through grant opportunities. In April 2018, the department was awarded a Healthy Texas Mothers and Babies grant to reduce low birth weight and preterm births in Potter and Randall Counties. Through community collaboration, community assessment, and strategic planning, Healthy People 2020 goals are the target. In April 2020, the department was also approved to participate in the Community and Clinical Health Bridge grant. This opportunity provides funding for obesity and chronic disease-related conditions in Potter and Randall Counties. In the spring of 2019, a need for safe sleep accommodations was identified for babies in our local homeless shelters. Through collaboration with APD’s CIT program, Amarillo Public Health is accepting donations to purchase cribs for kids and is looking forward to additional grant dollars to expand the program. Due to COVID19, the car seat program was suspended in mid-March 2020. This program was quickly re-established as the need was identified as a priority during the pandemic. Working with the Harrington Cancer and Health Foundation, the department was awarded a grant for a Safe Kids Program to include a Safe Kids Program Manager and Community Health Worker. This program will focus on the prevention of unintentional injuries in children by building a coalition and providing action around unintentional injury prevention. This team will serve as the action arm of the Panhandle Child Fatality Review Team.
Number of car seats inspected Number of car new seats installed Number of cribs provided to families
2020/21 Actual 38 27 10
2021/22 Estimated 207 78 42
2022/2023 Projected 220 85 50
Health Informatics 2022/23 Budget — 6% of Budget Health Informatics is a growing field in healthcare, including electronic medical records, health information exchange, billing, HIPAA privacy and security, provider credentialing, staff development and training, data analysis, and quality improvement. The Health Informatics team:
• • • • • •
Coordinates the electronic medical record efforts for the department. Serves as backup to the Local Responsible Party for information privacy and security. Establishes and oversees billing practices. Maintains pharmacy license and CLIA certification for the department; and Provides staff onboarding and coordinates LMS. Coordinates the performance of program evaluations/quality assurance for the department. The health informatics team supported COVID response with logistics support, IT training, administrative support, and data analysis and communication support.
COVID-19 Response 2022/23 Budget — 34% of Budget Amarillo Public Health stood ready to respond to the COVID-19 pandemic with the first case in the Potter/Randall area occurring on March 18, 2020. With a full-time staff of 40 public health professionals, contact tracing, patient monitoring, and other response-related activities began after about a month of planning. Public Health staff split into teams according to their strengths: the TB team conducted contact tracing, the immunization team began patient monitoring, and our Director of Nursing provided medical consultations. It became clear that 40 team members were not sufficient. We began hiring temporary staffing to fill the gap. Since the first case, the department has organized and developed systems to respond to and report tens of thousands of cases of COVID-19. We have moved to 9 different locations throughout the city as space and needs require. We stood up multiple call centers to respond to the needs of our community answering hundreds of thousands of phone calls. We provided life-saving vaccines and infusions in the most expedient and caring way. We participated in weekly press events to communicate with the community and keep everyone up to date. The team developed these systems from the ground up with the expertise that public health professionals use every day. We are thankful for all the Angel Nurses, Phrayse Interpreters, Texas Workforce Solutions and Express Staffing employees, Potter and Randall County Sheriff’s offices Amarillo Fire Department and Amarillo Police Department, as well as all the employees from other City of Amarillo departments who have joined our team during this response. Performance Measures/Indicators: Positive Cases Temporary Staffing Drive Through Testing Total Testing Monoclonal Antibody Infusion * October 2020-Sept 2021 **October 2021-Sept 2022 Estimated *** October 2022-Sept 2023 Projected
2020/21 Estimated* 28,618 60 3,650 330,096
2021/2022 Estimated** 54,000 53 1,769 177,527
134
6,216
2022/2023 Projected*** 15,000 25 1,000 100,000 Depends on Need
2022‐23 Employee Distribution by Position Business Unit
25011
Department AHD PUBLIC HEALTH
Description ASST DIRECTOR OF PUBLIC HEALTH DIRECTOR OF PUBLIC HEALTH PUBLIC HEALTH PROGRAM MGR PUBLIC HEALTH RN PUBLIC HEALTH TECHNICIAN
AHD PUBLIC HEALTH Total
Pos Id ADM580 ADM581 MGT580 PRF572 CLR415
Position Count
*Supplemental Total 1 $ 1 $ 2 $ 2 $ 2 $ 8 $
‐ ‐ ‐ ‐ ‐ ‐
2022‐23 Employee Distribution by Position Business Unit
25012
Department REFUGEE HEALTH
Description COMMUNITY SERVICE AIDE NURSE PRACTITIONER PUBLIC HEALTH PROGRAM MGR PUBLIC HEALTH RN
REFUGEE HEALTH Total
Pos Id CLR561 PRF605 MGT580 PRF572
Position Count
*Supplemental Total 1 $ 1 $ 1 $ 1 $ 4 $
‐ ‐ ‐ ‐ ‐
2022‐23 Employee Distribution by Position Business Unit
25013
Department IMM/LOCALS
Description DISEASE INTERVENTION SPC PUBLIC HEALTH LVN PUBLIC HEALTH PROGRAM MGR PUBLIC HEALTH RN PUBLIC HEALTH TECHNICIAN
IMM/LOCALS Total
Pos Id CLR581 PRF910 MGT580 PRF572 CLR415
Position Count
*Supplemental Total 1 $ 1 $ 1 $ 1 $ 2 $ 6 $
‐ ‐ ‐ ‐ ‐ ‐
2022‐23 Employee Distribution by Position Business Unit
25014
Department HIV PREVENTION & COUNCILING
Description DISEASE INTERVENTION SPC PUBLIC HEALTH PROGRAM COOD
HIV PREVENTION & COUNCILING Total
Pos Id CLR581 MGT560
Position Count
*Supplemental Total 3 $ 1 4 $
‐ ‐
2022‐23 Employee Distribution by Position Business Unit
25015
Department CORE PUBLIC HEALTH
Description PUBLIC HEALTH PROGRAM COOD
CORE PUBLIC HEALTH Total
Pos Id MGT560
Position Count
*Supplemental Total 1 $ 1 $
‐ ‐
2022‐23 Employee Distribution by Position
Business Unit
25017
Department HEALTHY TX MOTHER/BABIES GRANT
Description HEALTH EDUCATOR/PLANNER
HEALTHY TX MOTHER/BABIES GRANT Total
Pos Id PRF150
Position Count
*Supplemental Total 1 $ 1 $
‐ ‐
2022‐23 Employee Distribution by Position Business Unit
25018
Department DIS
Description DISEASE INTERVENTION SPC PUBLIC HEALTH PROGRAM COOD PUBLIC HEALTH TECHNICIAN
DIS Total
Pos Id CLR581 MGT560 CLR415
Position Count
*Supplemental Total 2 1 1 4
2022‐23 Employee Distribution by Position Business Unit
25019
Department HEALTH EQUITY
Description PUBLIC HEALTH PROGRAM MGR
HEALTH EQUITY Total
Pos Id MGT580
Position Count
*Supplemental Total 1 1
2022‐23 Employee Distribution by Position Business Unit
25020
Department BIOTERRORISM GRANT
Description PUBLIC HEALTH PROGRAM MGR PUBLIC HEALTH PROGRAM SPC PUBLIC HEALTH TECHNICIAN
BIOTERRORISM GRANT Total
Pos Id MGT580 PRF581 CLR415
Position Count
*Supplemental Total 2 $ 1 $ 1 $ 4 $
‐ ‐ ‐ ‐
2022‐23 Employee Distribution by Position Business Unit
25023
Department DSHS/LIDS‐IMM/COVID‐19
Description DISEASE INTERVENTION SPC PUBLIC HEALTH PROGRAM COOD PUBLIC HEALTH PROGRAM MGR PUBLIC HEALTH PROGRAM SPC
DSHS/LIDS‐IMM/COVID‐19 Total
Pos Id CLR581 MGT560 MGT580 PRF581
Position Count
*Supplemental Total 2 $ 1 $ 1 $ 1 $ 5 $
‐ ‐ ‐ ‐ ‐
2022‐23 Employee Distribution by Position Business Unit
25024
Department DSRIP IMMUNIZATIONS
Description PUBLIC HEALTH TECHNICIAN
DSRIP IMMUNIZATIONS Total
Pos Id CLR415
Position Count
*Supplemental Total 1 $ 1 $
‐ ‐
2022‐23 Employee Distribution by Position Business Unit
25026
Department Harrington CHF
Description DISEASE INTERVENTION SPC
Harrington CHF Total
Pos Id CLR581
Position Count
*Supplemental Total 1 1
2022‐23 Employee Distribution by Position Business Unit
25027
Department CLINICAL HEALTH BRIDGE GRANT
Description HEALTH EDUCATOR/PLANNER
CLINICAL HEALTH BRIDGE GRANT Total
Pos Id PRF150
Position Count
*Supplemental Total 2 $ 2 $
‐ ‐
2022‐23 Employee Distribution by Position Business Unit
25029
Department COVID‐19 CONTRACT
Description DISEASE INTERVENTION SPC PUBLIC HEALTH RN
COVID‐19 CONTRACT Total
Pos Id CLR581 PRF572
Position Count
*Supplemental Total 1 $ 1 $ 2 $
‐ ‐ ‐
2022‐23 Employee Distribution by Position Business Unit
25030
Department EPIDEMIOLOGY
Description EPIDEMIOLOGIST
EPIDEMIOLOGY Total
Pos Id PRF650
Position Count
*Supplemental Total 1 $ 1 $
‐ ‐
2022‐23 Employee Distribution by Position Business Unit
25035
Department LOCAL TUBERCULOSIS ‐ FEDERAL
Description PUBLIC HEALTH RN
LOCAL TUBERCULOSIS ‐ FEDERAL Total
Pos Id PRF572
Position Count
*Supplemental Total 1 $ 1 $
‐ ‐
2022‐23 Employee Distribution by Position Business Unit
25045
Department LOCAL TUBERCULOSIS ‐ STATE
Description PUBLIC HEALTH RN PUBLIC HEALTH TECHNICIAN
LOCAL TUBERCULOSIS ‐ STATE Total
Pos Id PRF572 CLR415
Position Count
*Supplemental Total 1 $ 1 $ 2 $
‐ ‐ ‐
Budget Comparison 2020/21 Actual Personal Services Supplies Contractual Services Other Charges Capital Outlay Operating Transfers Total Expenses
$
$
924,588 276,074 203,679 251,477 13,689 154,141 1,823,650
2021/22 Budget $
$
2022/23 Budgeted
2,109,743 1,235,050 137,929 433,417 38 3,916,177
$
$
1,748,763 264,189 87,630 440,025 2,540,607
Approved Positions 2020/21 Actual Full-time Part-time Total
47 47
Department Administration Nutrition Education Breastfeeding Education Client Services
2021/22 Budget
2022/23 Budgeted 47 47
47 47
Mission Safeguard the health of low- and moderate-income women, infants, and children (up to age five) who are at nutritional risk by providing nutritious foods to supplement diets, information on healthy eating, and referrals to health care.
Strategic Approach The mission and role of the WIC Nutrition program directly address the City Council adopted BluePrint for Amarillo’s pillar of Civic Pride—Enhance Health and Wellness by serving low- and moderate-income families, by providing health screenings, nutritious foods to supplement their diets, and referrals to health care. Participation in the WIC program is associated with a reduction in the number of poor birth outcomes and a reduction in the amount spent on Medicaid costs. Participation in the WIC program supports cognitive development, helping children to enter kindergarten ready to learn. The WIC Nutrition Program is federally funded by USDA through a grant to the State of Texas. The state administers the program and contracts with the City of Amarillo to provide services in accordance with state and federal guidelines. The WIC Nutrition Program delivers the highest quality services with integrity and with respect to the WIC-eligible population. The department serves an average of 4,903 participants per month or 58,841 participants per year. The department has an operating budget of $2.5 million. Additionally, the department oversees $4.5 million in food benefit issuances. There are two major types of nutrition risks recognized for WIC eligibility: medically based risks such as anemia, underweight, history of pregnancy complications, or poor pregnancy outcomes; and dietary risks, such as inappropriate nutrition/feeding practices or failure to meet the current Dietary Guidelines for Americans. Women, infants, and children at nutrition risk have a much greater risk of experiencing health problems.
Programs of the WIC Department Administration 2022/23 Budget — 27% of Budget This program provides the administrative expertise for the administration of all aspects of the WIC Nutrition Program in accordance with federal and state regulations and internal policies and procedures.
Education 2022/23 Budget — 33% of Budget This program is responsible for delivering nutrition education to participants enrolled in the WIC Nutrition Program according to state and federal regulations. The Nutrition Education section transformed Nutrition Education from an in-person event to providing Nutrition Education via telephone and Zoom effective March 2020 in response to the COVID-19 pandemic. Risk assessment and Individual counseling as a component of the certification process has been conducted with 100% of the participants certified for the program via telephone. WIC participants have also been able to participate in Nutrition Education classes that are provided on-line and available 24/7 to accommodate various schedules. WC participants complete the quiz at the end of each class and obtain a code to provide the WIC office in order to receive credit for the class. In-person classes have also been provided via telephone sessions for those individuals
who wish to complete their nutrition education in this manner. Beginning in December 2020, Cooking Classes via Zoom were added to the options that WIC participants can select from for their nutrition education. The Zoom cooking classes have been very popular with over 900 WIC participants and family members participating in these classes. Performance Measures/Indicators: Strive to maintain percentage of WIC participants receiving nutrition education above 95% (state standard) Annual number of families receiving nutrition education and counseling services at the time of benefit issuance
2020/21 Actual
2021/22 Actual
2022/23 Projected
99%
100%
100%
67,772
58,841
61,195
Breastfeeding Education 2022/23 Budget — 8% of Budget This program is responsible for providing breastfeeding information, education, and support to pregnant women and breastfeeding women enrolled in the WIC Nutrition Program, as well as those in the general public requesting such. Services are provided by Breastfeeding Educators, Lactation Consultants, and Peer Counselors. Performance Measures/Indicators: Percent of infants enrolled in WIC that are breastfed. Number of breastfeeding women receiving breastfeeding counseling/education
2020/21 Actual
2021/22 Actual
2022/23 Projected
46%
44%
43%
8,913
6,711
6,979
Client Services 2022/23 Budget — 32% of Budget This program provides support for the delivery of services to WIC participants in the most efficient, timely, accurate, professional, and pleasant manner possible. These support services include performing anthropometric body measurements and plotting results on growth grids; assessing eligibility for the program based on financial, residency, medical/nutritional factors; computer data entry of participant information; issuance of program benefits; scheduling certification and nutrition education appointments; copying/reproduction of materials; filing; and telephone and reception activities. In March of 2020, this department transitioned overnight from providing in-person services to providing modified curbside services where WIC participants utilize a secure link to upload identification, residency, and income documents. WIC staff then discuss individual circumstances with the participant over the telephone to evaluate and determine residency and financial eligibility. Nutrition staff complete the nutrition evaluation, counseling, and certification. An appointment is given for the participant to come to the WIC office and have food benefits loaded on their WIC electronic benefit card utilizing protective measures and social distancing. This has continued to be the manner in which services have been delivered through 2021 and the first half of 2022.
The COVID-19 pandemic had a severe impact on the overall caseload for the department, creating a 20% drop in caseload from Jan. 2020 to March 2021. The drop in caseload is attributed to Amarillo being a hot spot early in the pandemic and WIC participants deciding to stay home rather than come to their WIC appointments to avoid infection, the high hospitalization rate in Amarillo from August 2020 through February 2021 and again from July of 2021 through January of 2022; the temporary 25% increase in SNAP benefits from March of 2020 through September of 2021 which then became a permanent increase effective October 2021, the issuance of three stimulus checks along with early advances on the child tax credit that people received. The department remains optimistic that the caseload will return once the effects of the pandemic subside. Performance Measures/Indicators:
2020/21 Actual
2021/22 Actual
2022/23 Projected
28%
29%
29%
43%
42%
42%
29%
29%
29%
5,705
4,903
5,100
Total number of WIC participants receiving food benefits annually.
68,460
58,841
61,200
Percentage change from previous year.
-5%
-14%
+4%
Percentage of total caseload that is Infants. Percentage of total caseload that is Children. Percentage of total caseload that is Women. Average number of participants served monthly.
2022‐23 Employee Distribution by Position Business Unit
25311
Department WIC ADMINISTRATION
Description ADMINISTRATIVE ASSISTANT III ASSISTANT WIC DIRECTOR DIETITIAN I DIETITIAN II ENROLLMENT SPECIALIST GREENHOUSE TECHNICIAN INTAKE SPECIALIST NUTRITION HEALTH EDUCATOR NUTRITION SPECIALIST NUTRITION TECH I NUTRITION TECH II NUTRITION TECH III NUTRITION TECHNICIAN IV NUTRITIONIST III NUTRITIONIST IV WIC MANAGER WIC OFFICE MANAGER WIC TECHNICIAN I WIC TECHNICIAN III
WIC ADMINISTRATION Total
Pos Id CLR410 ADM055 TEC570 TEC571 TECXXX TEC450 TECXXX PRFXXX TECXXX TEC585 TEC586 TEC588 TEC589 PRF587 PRF588 ADM585 TECXXX TEC587 TEC591
Position Count
*Supplemental Total
1 $ 1 $ 1 $ 1 $ 2 $ 1 $ 1 $ 1 $ 1 $ 2 $ 2 $ 2 $ 4 $ 3 $ 2 $ 1 $ 1 $ 9 $ 2 $ 38 $
‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
2022‐23 Employee Distribution by Position Business Unit
25312
Department WIC ADMINISTRATION
Description NUTRITION HEALTH INFO TECH COUNSELOR WIC TECHNICIAN II
WIC ADMINISTRATION Total
Pos Id PRFXXX TEC590
Position Count
*Supplemental Total 2 5 7
2022‐23 Employee Distribution by Position Business Unit
25313
Department WIC ADMINISTRATION
Description NUTRITION CARE SPECIALIST
WIC ADMINISTRATION Total
Pos Id PRFXXX
Position Count
*Supplemental Total 2 2
City of Amarillo 2022 Summary of Expenditures by Activity Classification Description
2020 Actual
2021 Budget
2022 Budget
1,567,352
761,074
825,813
149
54,799
65,276
498,715
540,248
1,415,626
893,793
1,096,531
4,843,735
13,225
31,659
31,659
25,266
53,208
54,242
5,698
10,856
11,474
2,824
10,389
10,567
Public Improvement Districts 02700 - Greenways at Hillside Fund 27100 - Greenways at Hillside 02705 - Pinnacle PID 27050 - Pinnacle PID 02710 - Heritage Hills PID Fund 27110 - Heritage Hills PID 02730 - Colonies 27300 - Colonies 02740 - Tutbury Public Imprv Dist 27400 - Tutbury Imprv Dist 02750 - Point West PID 27510 - Points West PID 02760 - Quail Creek Public Improv Dist 27610 - Quail Creek PID 02770 - Vineyards PID 27710 - Vineyards PID 02790 - Town Square PID 27900 - Town Square PID
Public Improvement Districts Total Expenditures
619
89,494
559,189
3,007,642
2,648,258
7,817,581
Budget Comparison 2020/21 Actual Supplies Contractual Services Other Charges Capital Outlay Debt Service Operating Transfers Total Expenses
379,711 547,405 69,102 1,429,601 (6,424) 588,247 $ 3,007,642 $
2021/22 Budget
2022/23 Budgeted
688,209 780,362 70,329 435,000 663,165 2,637,065
743,995 960,038 73,285 5,385,000
Greenways PID Pinnacle PID Heritage Hills PID Brennan Boulevard PID Colonies PID Tutbury PID Point West PID Quail Creek PID Vineyards PID Town Square PID
655,262 $ 7,817,580
Mission To promote and facilitate the development of quality neighborhoods that enhance the community's appearance.
Strategic Approach Public Improvement Districts (PIDs) were established to provide for the installation and maintenance of certain amenities and common areas including hardscape and greenscape features that enhance the neighborhood by providing recreational and aesthetic-related improvements. A five-year service plan that defines the annual budget and individual assessments for each PID as well as providing a 5-year expense/revenue projection is approved annually by the respective PID Advisory Board and City Council. Each PID is fully funded by assessments and does not require city funding. PIDs align with the City Council adopted BluePrint for Amarillo’s strategic pillars of Customer Service and Civic Pride.
Programs of the Public Improvement District Greenways 2022/23 Budget — 29% of Budget Established in 1995, Greenways was the first PID established in Amarillo. Landscaped parkways and common areas which include hardscape features are some of the improvements within the Greenways. The Greenways PID continues to develop a linear park system which now contains approximately 29 acres. The park-like setting meanders throughout the development, interconnecting the home sites with a linear parkway. Trees and shrubs have been added to enhance the park’s large expanse of irrigated turf. The park contains over a mile of walking/jogging trails for the use and enjoyment of all users. Utilizing grant dollars from the State of Texas Parks and Wildlife Department, the city constructed a natural setting city park with soccer fields and other recreational type amenities in what was previously an undeveloped playa lake. The city maintains this “playa park”. The assessments for the Greenways PID are necessary to fund the maintenance and administrative costs associated with the PID improvements, debt service, and reserve. The Greenways PID has a five-member advisory Board. Per the terms of the Greenways PID petition, three board member positions are homeowners and two are suggested for approval by the developer.
Pinnacle 2022/23 Budget — 2% of Budget Established in 2017, the Pinnacle PID encompasses approximately 510 acres of land and is in south Amarillo. The Pinnacle PID contains residentially developed properties. The Pinnacle PID is a multi-phased development and will be subject to developer reimbursements for portions of the improvements. Since the proposed services are in addition to the standard level of service provided by the city, the property owners within the Pinnacle PID will be assessed for the cost of care and maintenance. Per the approved petition that established the PID, assessments will be collected on the platted portions of the Pinnacle PID beginning in FY 2020/21. The assessments for the Pinnacle PID are necessary to fund the maintenance
and administrative costs associated with the PID improvements, debt service, and reserves. Improvements such as landscaped medians, entryway features, and specialty lighting will be installed, dedicated, accepted, and are subject to being maintained by the PID assessments. Current administrative expenses due prior to assessments being collected will be paid by the developer/property owner. The Pinnacle PID will establish an initial three-member advisory board. Once more than 100 lots are sold, the advisory board will expand to five members. Per the terms of the Pinnacle PID petition, the initial three-member board will consist of two board positions suggested for approval by the developer and one board position suggested by approval by the owner of non-school property. The expanded five-member board will consist of two board positions suggested for approval by the developer, two board positions suggested for approval by the Property Owners Association who are lot owners in the PID, and one board position suggested for approval by owner of non-school property.
Heritage Hills 2022/23 Budget — 20% of Budget The Heritage Hills PID was established in July 2016 to provide for the construction and maintenance of certain right-of-way improvements such as landscaping, green areas, and entry features throughout the subdivision. Heritage Hills will be a multi-phased development and will be subject to developer reimbursements for portions of the improvements. Since the proposed services are in addition to the standard level of service provided by the city, the property owners within the Heritage Hills PID will be assessed for the cost of care and maintenance. Per the terms of the Heritage Hills PID petition, the five-member advisory board consists of two members recommended by the HOA, two members recommended by the developer, and one member recommended by the owner.
Colonies 2022/23 Budget — 42% of Budget Established in 2001, the Colonies PID encompasses approximately 375 acres of land and is in southwest Amarillo. The Colonies PID contains both residentially and commercially developed properties. The Colonies PID is a multi-phased development and will be subject to developer reimbursements for portions of the improvements. Since the proposed services are in addition to the standard level of service provided by the city, the property owners within the Colonies PID will be assessed for the cost of care and maintenance. The Colonies PID collected the first assessments in January 2002. The assessments for the Colonies PID are necessary to fund the maintenance and administrative costs associated with the PID improvements, debt service, and reserves. Improvements 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 by the PID assessments. The Colonies PID has a five-member advisory board. Per the terms of the Colonies PID petition, two board positions are suggested for approval by lot owners, two board positions are suggested for approval by the developer, and one board position is suggested for approval by the owners.
Tutbury 2022/23 Budget — 1% of Budget The Tutbury PID was established to provide for the maintenance of eight landscaped parcels, which have been designated as common areas within the Colonies Unit #9 subdivision. The Tutbury PID has a three-member advisory board. Per the terms of the Tutbury PID petition, all three board members must be Tutbury homeowners.
Point West 2022/23 Budget — 2% of Budget Point West Business Park is a Planned Development for business and office land uses. The Point West PID was established to provide for the maintenance of several landscaped medians and entryway features within the city right-of-way. The City of Amarillo has a policy of not allowing medians within city right-ofway and therefore required the PID be established for a maintenance mechanism. Since the improvements and associated maintenance services are in addition to the standard level of service provided by the city, the property owners within Point West are assessed for the cost of care and maintenance of the medians. The assessments for the Point West PID are necessary to fund the associated maintenance and administrative costs. These costs will be divided among the property owners based on the percentage of the total square footage of the property owned. The Point West PID has a five-member advisory board. Per the terms of Resolution No. 5-29-12-1 which expanded the board from three members to five members, two members shall be suggested by the developer, two members must be lot owners, and one member shall be suggested for approval by the owners.
Quail Creek 2022/23 Budget — 0.4% of Budget The Quail Creek PID was established to provide for the maintenance of a common area with walkways and brick dumpster enclosures as well as landscaped medians within the city right-of-way. This 29-lot residential subdivision was developed on an irregular piece of land and was limited in what could be designed as a workable residential subdivision. The large median in the middle of the development was a result of this irregular tract. There will be no entry features associated with this tract and the only landscaping will be grass and trees within the common area and medians 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. The amenities offered within this PID are in addition to the standard level of service provided by the city. The property owners within the Quail Creek PID will be assessed for the cost of care and maintenance of the common area amenities. The Quail Creek PID has a three-member advisory board. Per the terms of the Quail Creek PID petition, all board positions now represent Quail Creek homeowners.
Vineyards 2022/23 Budget — 0.4% of Budget The Vineyards PID was established to provide for the installation and maintenance of certain landscaped common areas. Since the proposed services are in addition to the standard level of service provided by the city, the property owners within the Vineyards PID will be assessed for the cost of care and maintenance. The Vineyards PID is a multi-phased residential development and may be subject to developer reimbursements for portions of the improvements. The Vineyards PID collected its first assessments in October 2012. Improvements such as entryway features, landscaped medians, and specialty lighting have been installed, accepted, and therefore, are now being maintained within the first phase of development. Per the terms of the Vineyards PID petition, after the first year, the advisory board will consist of five members appointed by the City Council and all members of the advisory board will serve terms of three years. Two members are recommended by the developer, two members are lot owners within the Vineyards and one is recommended by the owners.
Town Square 2022/23 Budget — 3% of Budget The Town Square PID was established in 2014 and provides for the installation and maintenance of certain landscaped common areas to include hardscape features. Town Square will be a multi-phased development and will be subject to developer reimbursements for portions of the improvements. Since the proposed services are in addition to the standard level of service provided by the city, the property owners within the Town Square PID will be assessed for the cost of care and maintenance. Per the terms of the Town Square PID petition, the five-member advisory board is to consist of two board members suggested for approval by the POA, two members suggested for approval by the developer, and one member who is suggested by the owner.
534
CITY OF AMARILLO DEBT SERVICE Current Requirements The total debt service requirement for the City of Amarillo for fiscal year 2022/2023 is $68,313,659. The debt service consists of $38,961,742 in principal payments, $28,146,034 in interest payments, $30,000 in paying agent fees, and $1,175,883 in estimated compensated absences payments. The State of Texas sets a limit on the amount of General Obligation debt that can be issued. This limit would apply to the General Obligation Bonds and the Certificates of Obligation Bonds. The limit of General Obligation debt is 10% of the total assessed property value before applying exemptions. Accordingly, the City of Amarillo’s total General Obligation debt limit would be $2.0 billion. The City’s actual General Obligation debt net of Debt Service assets is $473.7 million which leaves a balance of greater than $1.5 billion. The City of Amarillo does not foresee any projects that would take the City anywhere near this limit. Following are the details of the outstanding bonds and information on the compensated absences payments noted above. A Statement of Bonded Indebtedness and Expenditures by Issue is also provided. Tax Supported Debt The City has twelve outstanding bond issues that are tax supported. Tax revenues will fund the debt service requirements for fiscal year 2023 of $23,752,175 including principal, interest and paying agent fees. Recovery Zone Build America Bonds, Series 2010 On April 15, 2010, the City issued $1,392,000 Recovery Zone Build America Bonds, Series 2010. These bonds were issued at 5.81% with a 45% interest subsidy from the United States Treasury. The maturities range thru 2030 with an average interest coupon of 3.196% (net of the subsidy). The proceeds are to fund the City's portion of the construction of a bridge at Grand and 3rd Street, as well as street and drainage improvements. The annual principal maturities range from $73,000 to $88,000. General Obligation Refunding Bonds, Series 2017 On February 22, 2017, the City issued $15,110,000 of General Obligation Refunding Bonds for the purpose of the refunding the Combination Tax and Revenue Certificates of Obligation Bonds, Series 2007. The original 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 at that time increased public facility and infrastructure needs and many of these projects had been waiting for a funding source for several years. The refunding was undertaken to reduce total debt service payments over the next ten years by $2.7 million and resulted in a present value benefit of $2.4 million. Interest is payable in semi-annual installments which began May 15, 2017, at a 4.00% interest rate and the term bonds mature annually to May 15, 2027, in amounts ranging from $1,505,000 to $1,760,000. The bonds are not subject to optional redemption. Certificates of Obligation, Series 2017 In conjunction with the General Obligation Refunding Bonds issued on February 22, 2017, the City issued $6,940,000 of Combination Tax and Revenue Certificates of Obligation for the purpose of acquiring a two-way radio communications system for the public safety department. Interest is payable in semi-annual installments which will begin February 15, 2018, at rates ranging from 3.00% to 3.50%, and the term bonds mature annually to February 15, 2037, in amounts ranging from $140,000 to $620,000. The City reserved the right to redeem the bonds with maturities on or after February 15, 2028, on February 15, 2027, or any date thereafter. General Obligation Bonds, Series 2017 The City issued $21,280,000 of General Obligation Bonds on May 11, 2017, to address public safety and street capital improvement projects approved by voters during a November 2016 bond election. This is the first year of five anticipated bond issues associated with the November 2016 bond election. The voters approved two propositions totaling $109 million for streets and public safety infrastructure initiatives. Interest is payable in semi-annual installments which will begin February 15, 2018, at rates ranging from 3.00% to 5.00%, and the serial bonds mature annually to February 15, 2042, in amounts ranging from $625,000 to $1,270,000. The City reserved the right to redeem the bonds with maturities on or after February 15, 2028, on February 15, 2027, or any date thereafter. General Obligation Bonds, Series 2018 On July 18, 2018, the City issued $22,145,000 of General Obligation Bonds for the purpose of public safety and street capital improvement projects approved by voters during a November 2016 bond election. This is the second year of five anticipated bond issues associated with the November 2016 bond election. Interest is payable in semi-annual installments which will begin February 15, 2019, at rates ranging from 3.125% to 5.00%, and the serial bonds mature annually to February 15, 2028, in amounts ranging from $620,000 to $1,325,000. The City reserved the right to redeem the bonds with maturities on or after February 15, 2029, in whole or from time to time in part in principal amounts of $5,000 or any integral multiple thereof, on February 15, 2028, or any date thereafter, at the par value thereof plus accrued interest to the date of redemption.
General Obligation Bonds, Series 2020 On May 1, 2020, the City issued the City of Amarillo, Texas General Obligation Bonds, Series 2020 (GO Series 2020) in the total amount of $8,100,000 for the purpose of constructing and improving public safety facilities. This is the third year of five anticipated bond issues associated with the November 2016 bond election but the final issuance for Proposition 2 to address Public Safety needs. Interest is payable in semi-annual installments which will begin February 15, 2021, at rates ranging from 2.00% to 5.00%. The serial bonds mature annually through 2045 in amounts ranging from $130,000 to $485,000. The City reserved the right to redeem the bonds with maturities on or after February 15, 2028, in whole or from time to time in part in principal amounts of $5,000 or any integral multiple thereof, on February 15, 2027, or any date thereafter, at par value thereof plus accrued interest to the date of redemption. Certificates of Obligation, Series 2020 On May 1, 2020, the City issued the City of Amarillo, Texas Combination Tax and Revenue Certificates of Obligation, Series 2020 (CO Series 2020) in the total amount of $8,000,000 for the construction of a new pool at Thompson Park to replace an existing pool that had been closed. Interest is payable in semi-annual installments which will begin February 15, 2021, at rates ranging from 2.00% to 5.00%. The serial bonds mature annually through 2050 in amounts ranging from $135,000 to $400,000. The City reserved the right to redeem the bonds with maturities on or after February 15, 2028, in whole or from time to time in part in principal amounts of $5,000 or any integral multiple thereof, on February 15, 2027, or any date thereafter, at par value thereof plus accrued interest to the date of redemption. Tax Notes, Series 2020 On May 1, 2020, the City issued the City of Amarillo, Texas Tax Notes, Series 2020 (Notes Series 2020) in the total amount of $3,520,000 for the purpose of acquiring land on South Johnson Street for municipal facilities. Interest is payable in semi-annual installments which will begin February 15, 2021, at rates ranging from 2.00% to 3.00% ranging in amounts from $490,000 to $545,000. The notes mature annually through 2027. The notes will not be subject to optional redemption. General Obligation Bonds, Series 2021 The City issued $52,985,000 of General Obligation Bonds on January 15, 2021, to address street capital improvement projects approved by voters during a November 2016 bond election. This is the final bond issuance associated with the November 2016 bond election Proposition 1 to address street capital improvement projects. Interest is payable in semi-annual installments which will begin February 15, 2022, at rates ranging from 2.00% to 4.00%, and the serial bonds mature annually to February 15, 2046, in amounts ranging from $1,495,000 to $2,775,000. The City reserved the right to redeem the bonds with maturities on or after February 15, 2031, on February 15, 2030, or any date thereafter. Certificates of Obligation, Series 2022 The City issued $6,815,000 of Certificates of Obligation on March 22, 2022, for the purpose of acquiring, constructing, improving and equipping park athletic field lighting. Interest is payable in semi-annual installments which will begin February 15, 2023, at rates ranging from 3.00% to 4.00%, and the serial bonds mature annually to February 15, 2043, in amounts ranging from $100,000 to $505,000. The City reserved the right to redeem the bonds with maturities on or after February 15, 2033, on February 15, 2032. Combination Tax and Revenue Notes, Series 2022 The City of Amarillo, Texas issued Combination Tax and Revenue Notes, Series 2022 in the amount of $23,900,000 for the purpose of improving public infrastructure and construction of public facilities on January 11, 2022. The amount of the Tax Notes, Series 2022 supported by property tax revenue is $11,950,000. The proceeds of the Tax and Revenue Notes will be used to renovate an existing City building that will house City departments and will serve as City Hall. Interest is payable in semi-annual installments which will begin January 10, 2023, at a rate of 2.00% per annum. Combination Tax and Revenue Notes, Series 2022 mature annually to January 10, 2027 in amounts ranging from $2,265,000 to $2,495,000. Tax Notes, Series 2022B The City of Amarillo, Texas issued Tax Notes, Series 2022B on August 15, 2022 in the total amount of $7,345,000 for the purpose of acquiring enterprise resource planning software and the construction and improvement of fuel islands for the fleet services department. The amount of the Tax Notes, Series 2022B supported by property tax revenue is $3,650,000 and was used to procure the enterprise resource planning software. Interest is payable in semi-annual installments which will begin February 15, 2023, at rates ranging from 3.00% to 5.00%. Tax Notes, Series 2022B mature annually to February 15, 2029 in amounts ranging from $540,000 to $685,000. Tax Notes, Series 2022* The City of Amarillo, Texas anticipates issuing Tax Notes, Series 2022 in the amount of $260,525,000 for the purpose of improving public infrastructure and construction of public facilities. The anticipated use of funds will be used to repair, improve and expand the existing Civic Center. On August 9, 2022, the City's General Obligation debt is rated AAA by Standards and Poor's with the outlook revised from stable to negative.
Special Assessment Debt and Other Revenue Sources The City has four outstanding bond issues supported by special assessments and other revenue sources which will fund the debt service requirements of $1,530,905 including principal, interest and paying agent fees. The Greenways Public Improvement District (PID), Colonies Public Improvement District (PID) and Heritage Hills Public Improvement District (PID) have developed a park system throughout each District to create a park-like setting that meanders throughout the development. The City sold bonds to help fund the cost of reimbursing the developers for the cost of the park improvements. The bond debt service is funded by special assessments to property owners in each PID. Four of the PID bond issues were refunded with the 2020 General Obligation Refunding Bonds. The City also sold bonds to fund the reconstruction of one of the City golf courses and to fund downtown improvement projects within the Tax Increment Reinvestment Zone #1 (TIRZ #1). These bonds are paid by revenue sources from the golf course operations and TIRZ #1 property tax increments. Both of these bond issues were also refunded with the 2020 General Obligation Refunding Bonds. Certificates of Obligation, Series 2014 On April 1, 2014, the City issued $2,260,000 of Combination Tax and Revenue Certificates of Obligation, Series 2014 for the purpose of financing enhancements of the park facilities in the Greenways Public Improvement District ($725,000) and the Colonies Public Improvement District ($1,535,000), respectively. Debt Service is to be funded out of special assessments on properties within each District. The principal and interest are payable in semi-annual installments at rates ranging from 3.00% to 3.625%, and the certificates are subject to mandatory redemption in annual amounts ranging from $105,000 to $155,000. The final maturity is August 15, 2034. Certificates of Obligation, Series 2018 In conjunction with the General Obligation Bonds issued on July 18, 2018, the City issued $3,000,000 of Combination Tax and Revenue Certification of Obligation for the purpose of improving park facilities in the Colonies PID. Interest is payable in semi-annual installments which will begin February 15, 2019, at rates ranging from 3.00% to 4.00%, and the serial bonds mature annually to February 15, 2038, in amounts ranging from $120,000 to $205,000. The City reserved the right to redeem the bonds with maturities on or after February 15, 2029, in whole or from time to time in part in principal amounts of $5,000 or any integral multiple thereof, on February 15, 2028, or any date thereafter, at the par value thereof plus accrued interest to the date of redemption. General Obligation Refunding Bonds, Series 2020 On May 1, 2020, the City issued the Refunding Series 2020 Bonds in the total amount of $50,540,000. The amount of the Refunding Series 2020 Bonds supported by special assessment and other sources revenue is $5,700,000. The Refunding Series 2020 Bonds refunded $170,000 of the Series 2003 Certificates of Obligation, $230,738 of the Series 2006 Certificates of Obligation, $305,000 of the Series 2008A Certificates of Obligation, $755,000 of the Series 2008B Certificates of Obligation, $2,885,000 of the Series 2011A Certificates of Obligation, and $1,500,000 of the Series 2011B Certificates of Obligation Bonds. The refunded bonds are considered defeased and have been removed from the City’s books. The refunded bonds were for Greenways PID bonds, Colonies PID bonds, bonds originally issued for to reconstruct one of the City’s golf courses and bonds originally issued for TIRZ #1 downtown improvement projects. The refunding was undertaken to reduce total debt service payments over the next eighteen years by $1,497,571 and resulted in an economic gain of $1,346,586. The outstanding Refunding Series 2020 Bonds mature annually thru 2037 with principal payments ranging from $470,000 to $200,000 and provide for interest rates ranging from 2.00% to 3.00%. The City reserved the right to redeem the bonds with maturities on or after February 15, 2029, in whole or from time to time in part in principal amounts of $5,000 or any integral multiple thereof, on February 15, 2028, or any date thereafter, at par value thereof plus accrued interest to the date of redemption. Certificates of Obligation, Series 2021 On January 15, 2021, the City issued $975,000 of Combination Tax and Revenue Certification of Obligation for the purpose of improving park facilities in the Greenways PID. Interest is payable in semi-annual installments which will begin February 15, 2022, at rates ranging from 1.00% to 3.00%, and the serial bonds mature annually to February 15, 2041, in amounts ranging from $40,000 to $60,000. The City reserved the right to redeem the bonds with maturities on or after February 15, 2031, in whole or from time to time in part in principal amounts of $5,000 or any integral multiple thereof, on February 15, 2030, or any date thereafter, at the par value thereof plus accrued interest to the date of redemption. Certificates of Obligation, Series 2023 The City of Amarillo, Texas anticipates issuing Certificates of Obligation, Series 2023 in the total amount of $6,300,000 for the purpose of improving public infrastructure at the landfill through the construction of Cell 10. Certificates of Obligation, Series 2023 The City of Amarillo, Texas anticipates issuing Certificates of Obligation, Series 2023 in the total amount of $4,250,000 for the purpose of financing enhancements of the park facilities in the Colonies Public Improvement District ($3,000,000) and the Heritage Hills Public Improvement District ($1,250,000), respectively.
Hotel Occupancy Tax Supported Debt The City has two outstanding bond issues supported by hotel occupancy taxes which will fund the debt service requirements of $3,177,080 including principal and interest. During 2016 the City issued Hotel Occupancy Tax Revenue Bonds. The bonds were used to construct and equip a downtown Amarillo parking garage located in the vicinity of the City’s convention center facilities. The parking garage construction corresponds with the completion of a privately funded convention hotel. During 2018 the City issued a second Hotel Occupancy Tax Revenue Bonds. This issue completed the funding for the multipurpose event venue (ballpark) of $45.5 million with the balance of the funding from cash. The ballpark project completed during 2019 and is the home of the Amarillo Sod Poodles who ended their first season as the 2019 Texas League Champions (Double-A). The ballpark was selected as the Best Double-A Ballpark by Ballpark Digest. The construction of the ballpark is the final piece of the City’s downtown initiative that also included the construction of a convention hotel and parking garage. Hotel Occupancy Tax Revenue Bonds, Taxable Series 2016 On April 13, 2016, the City issued the Hotel Occupancy Tax Revenue Bonds, Taxable Series 2016 (Series 2016) in the amount of $11,995,000 to construct and equip the downtown Amarillo parking garage located in the vicinity of the City’s convention center facilities. Debt service is to be funded by the Hotel Occupancy Tax. Principal and interest are payable annually at rates ranging from 2.35% to 4.25% and are subject to mandatory redemption in annual amounts ranging from $345,000 to $740,000. Final maturity is August 15, 2043.
Hotel Occupancy Tax Revenue Bonds, Taxable Series 2018 On March 20, 2018, the City issued the Hotel Occupancy Tax Revenue Bonds, Taxable Series 2018 (Series 2018) in the amount of $38,835,000 to construct and equip a multiuse facility. Debt service is to be funded by the Hotel Occupancy Tax. Principal and interest are payable annually at rates ranging from 2.80% to 4.15% and are subject to mandatory redemption in annual amounts ranging from $845,000 to $1,220,000. Final maturity is August 15, 2033, with additional maturities of $6,915,000 4.20% term bonds due August 15, 2038, and $19,120,000 4.40% term bonds due August 15, 2048. The City reserved the right to redeem the bonds with maturities on or after August 15, 2027, in whole or from time to time in part in principal amounts of $5,000 or any integral multiple thereof, on August 15, 2026, or any date thereafter, at the par value thereof plus accrued interest to the date of redemption. Water and Sewer Bonds The City has fourteen outstanding Water and Sewer bond issues (noted below) that were used to repair, improve, and expand the water and sewer system. Funding for debt service requirements will be from the Water and Sewer Fund of $23,584,170 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 for the 2013 Water and Sewer issue, the 2014 Water and Sewer issue, the 2015 Water and Sewer issue, and the 2018A Water and Sewer Bond issue. The reserve account is fully funded. All debt issuances are monitored for potential savings with refundings. Certificates of Obligation, Series 2009C On December 29, 2009, the City issued Combination Tax and Revenue Certificates of Obligation Series 2009C in the amount of $18,075,000. The Series 2009C bonds mature annually through 2031 with annual principal payment of $905,000 and provide for 0% interest rate. Water and Sewer Revenue Bonds, Series 2013 On July 10, 2013, the City issued the Waterworks and Sewer System New Series Revenue Bonds, Series 2013 in the amount of $1,310,000. The Series bonds mature annually through 2023 in principal amounts of $135,000 and provide for interest rates ranging from 0.52% to 0.85%. The proceeds will be used to fund the design of the Osage to Arden Road pipeline. Water and Sewer Revenue Bonds, Series 2014 On January 22, 2014, the City issued the Waterworks and Sewer System New Series Revenue Bonds, Series 2014 in the amount of $8,495,000. The Series 2014 bonds mature annually through 2033 in principal amounts ranging from $410,000 to $495,000 and provide for interest rates ranging from 1.09% to 2.62%. These funds will be used for the design and construction of Georgia Street Interceptor project. This project will eliminate a lift station and ensure proper operation of the collection system in the area. This bond issue will also fund the planning and design for the replacement of Lift Station 32. Included in this financing is an additional amount of $441,131 of loan forgiveness for a total project of $8.9 million. Water and Sewer Revenue Bonds, Series 2015 On October 2, 2015, the City issued the City of Amarillo, Texas, Waterworks & Sewer System Revenue Bonds, Series 2015 in the amount of $17,195,000. The Series 2015 bonds mature annually through 2035 in principal amounts ranging from $825,000 to $950,000 and provide for interest rates ranging from 0.33% to 1.59%. These funds will be used for the construction of the Arden Road transmission pipeline project from the Osage water treatment plant to the connection for the Arden Road pump station. This allows the City to move an additional 20 million gallons per day which allows the City to deliver the new water supply from the Potter County well field to the west side of town.
Water and Sewer Revenue Refunding Bonds, Series 2015A
On October 2, 2015, the City issued the City of Amarillo, Texas, Waterworks & Sewer System Refunding Bonds, New Series 2015A (Series 2015A Bonds) in the amount of $21,145,000. The Series 2015A Bonds refunded the Series 2005, 2006 and 2006A Bonds. The refunded bonds are considered defeased and have been removed from the City’s books. The refunding was undertaken to reduce total debt service payments over the next sixteen years by $4,259,179 and resulted in an economic gain of $3,494,212 and the present value benefit of $2,623,562. The outstanding Series 2015A Bonds mature annually thru 2032 with principal payments ranging from $375,000 to $1,730,000 and provide for interest rates ranging from 2.25% to 4.00%. Water and Sewer Revenue Bonds, Series 2017 On May 11, 2017, the City issued the City of Amarillo, Texas, Waterworks & Sewer System Revenue Bonds, New Series 2017 in the amount of $31,005,000. The New Series 2017 bonds mature annually through 2037 in principal amounts ranging from $1,360,000 to $2,035,000 and provide for interest rates ranging from 3.00% to 5.00%. These funds will be used for the construction of the improvement and extension of the City’s waterworks and sewer system as identified through a five-year community improvement plan. Water and Sewer Revenue Bonds, Series 2018A On July 19, 2018, the City issued the City of Amarillo, Texas, Waterworks & Sewer System Revenue Bonds, New Series 2018A in the amount of $12,500,000. The New Series 2018A bonds mature annually through 2038 in principal amounts ranging from $585,000 to $705,000 and provide for interest rates ranging from 0.51% to 1.60%. These funds will be used for the construction of Lift Station 32. The City reserved the right to redeem the bonds with maturities on or after April 1, 2029, in whole or from time to time in part in principal amounts of $5,000 or any integral multiple thereof, on October 1, 2028, or any date thereafter, at the par value thereof plus accrued interest to the date of redemption. Water and Sewer Revenue Bonds, Series 2018B On July 19, 2018, the City issued the City of Amarillo, Texas, Waterworks & Sewer System Revenue Bonds, New Series 2018B in the amount of $14,610,000. The New Series 2018B bonds mature annually through 2034 in principal amounts ranging from $580,000 to $845,000 and provide for interest rates ranging from 4.00% to 5.00% with additional maturities of $1,790,000 3.50% term bonds due April 1, 2036, and $1,915,000 3.50% term bonds due April 1, 2038. These funds will be used for the improvement and extension of the City’s waterworks and sewer system as identified through a five-year community improvement plan. The City reserved the right to redeem the bonds with maturities on or after April 1, 2029, in whole or from time to time in part in principal amounts of $5,000 or any integral multiple thereof, on April 1, 2028, or any date thereafter, at the par value thereof plus accrued interest to the date of redemption. Water and Sewer Revenue Bonds, Series 2020 On July 14, 2020, the City issued the City of Amarillo, Texas, Waterworks and Sewer System Revenue Bonds, Series 2020 (Series 2020 Bonds) in the amount of $28,500,000. The Series 2020 bonds mature annually through 2040 with principal payments of $1,425,000 and bear no interest. The City reserved the right to redeem the bonds with maturities on or after April 1, 2031, in whole or from time to time in part in principal amounts of $5,000 or any integral multiple thereof, on October 1, 2030, or any date thereafter, at par value thereof plus accrued interest to the date of redemption. Water and Sewer Revenue Refunding Bonds, Series 2020A On May 1, 2020, the City issued the City of Amarillo, Texas, Waterworks and Sewer System Revenue Refunding Bonds, Series 2020A (Series 2020A Bonds) in the amount of $9,775,000 with a premium of $642,656. The Series 2020A Bonds refunded $10,230,000 of the Water and Sewer Revenue Bonds, Series 2011. The refunded bonds are considered defeased and have been removed from the City’s books. The refunding was undertaken to reduce total debt service payments over the next eleven years by $1,485,127 and resulted in an economic gain of $1,351,098. The outstanding Refunding Series 2020 Bonds mature annually thru 2031 with principal payments ranging from $805,000 to $1,040,000 and provide for interest rates ranging from 2.00% to 3.00%. The City reserved the right to redeem the bonds with maturities on or after April 1, 2029, in whole or from time to time in part in principal amounts of $5,000 or any integral multiple thereof, on April 1, 2028, or any date thereafter, at par value thereof plus accrued interest to the date of redemption. General Obligation Refunding Bonds, Series 2020 On May 1, 2020, the City issued the Refunding Series 2020 Bonds in the total amount of $50,540,000. The amount of the Refunding Series 2020 Bonds supported by water and sewer revenue is $43,880,000. The Refunding Series 2020 Bonds refunded $16,480,000 of the Series 2009 Certificates of Obligation, $27,140,000 of the Series 2009B Certificates of Obligation, and $1,665,000 of the Series 2011 General Obligation Bonds. The refunded bonds are considered defeased and have been removed from the City’s books. The refunding was undertaken to reduce total debt service payments over the next ten years by $2,807,342 and resulted in an economic gain of $2,492,547. The outstanding Refunding Series 2020 Bonds mature annually thru 2029 with principal payments ranging from $3,275,000 to $5,630,000 and provide for interest rates ranging from 2.00% to 3.00%. The City reserved the right to redeem the bonds with maturities on or after February 15, 2029, in whole or from time to time in part in principal amounts of $5,000 or any integral multiple thereof, on February 15, 2028, or any date thereafter, at par value thereof plus accrued interest to the date of redemption. Water and Sewer Revenue Bonds, Series 2021 On February 1, 2021, the City issued the City of Amarillo, Texas, Waterworks and Sewer System Revenue Bonds, Series 2021 (Series 2021 Bonds) in the amount of $25,900,000. The Series 2021 bonds mature annually through 2041 with principal payments of $1,075,000 to $1,565,000 and provide for interest rates ranging from 2.00% to 4.00%. These funds will be used for the improvement and extension of the City’s waterworks and sewer system and to pay issuance costs on the Bonds. The City reserved the right to redeem the bonds with
maturities on or after April 1, 2031, in whole or from time to time in part in principal amounts of $5,000 or any integral multiple thereof, on April 1, 2030, or any date thereafter, at the par value thereof plus accrued interest to the date of redemption. Combination Tax and Revenue Notes, Series 2022 The City of Amarillo, Texas issued Combination Tax and Revenue Notes, Series 2022 in the amount of $23,900,000 for the purpose of improving public infrastructure and construction of public facilities on January 11, 2022. The amount of the Tax Notes, Series 2022 supported by water and sewer revenue is $11,950,000. The proceeds of the Tax and Revenue Notes will be used to renovate an existing City building that will house City departments and will serve as City Hall. Interest is payable in semi-annual installments which will begin January 10, 2023, at a rate of 2.00% per annum. Combination Tax and Revenue Notes, Series 2022 mature annually to January 10, 2027 in amounts ranging from $2,265,000 to $2,495,000. Water and Sewer Revenue Bonds, Series 2022 The City of Amarillo, Texas issued $52,590,000 in Waterworks and Sewer System Revenue Bonds on August 1, 2022 for the improvement and extension of the City’s waterworks and sewer system and to pay issuance costs on the Bonds. The Series 2022 bonds mature annually through 2036 with principal payments of $450,000 to $3,155,000 and provide for interest rates ranging from 4.00% to 5.00%. The City reserved the right to redeem the bonds with maturities on or after April 1, 2032, in whole or from time to time in part in principal amounts of $5,000 or any integral multiple thereof, on April 1, 2031, or any date thereafter, at the par value thereof plus accrued interest to the date of redemption. Water and Sewer Revenue Bonds, Series 2023 The City anticipates issuing $46,500,000 in Waterworks and Sewer System Revenue Bonds during 2023 for the improvement and extension of the City’s waterworks and sewer system. On August 5, 2022, the City of Amarillo’s Waterworks and Sewer System Revenue Bonds debt is rated AA+ with a stable outlook by Standards and Poor's. Water Authority Obligations In 1968 the City, together with 10 other cities, entered into a contract with the Canadian River Municipal Water Authority (CRMWA) to reimburse it for the cost of constructing a dam and aqueduct system in exchange for the water to be provided from the reservoir. The dam is located approximately 35 miles northeast of the City. Although the CRMWA debt is not bonded debt, it is a long-term obligation of the City. This obligation represents the City's portion of the CRMWA’s debt that was issued to provide the municipal water supply. This debt is paid for out of the Water and Sewer Fund. There are currently four outstanding CRMWA bond issues. Funding for CRMWA debt service requirements will be from the Water and Sewer Fund of $7,934,781 including principal and interest. CRMWA, 2012 Revenue Refunding Issuance On January 22, 2013, CRMWA issued Subordinate Lien Contract Revenue Refunding Bonds, Series 2012 in the amount of $39,505,000 for the advance refunding of the 2005 CRMWA Contract Revenue Series. The 2012 Refunding Bonds will reduce total debt service payments over the next thirteen years by $5,063,754 with Amarillo's share at $2,443,576. The refunding resulted in an economic gain of $4,259,006 with Amarillo's share at $2,044,083. The City's outstanding portion of this bond issue is $7,667,019 at September 30, 2022, with principal maturing annually through February 15, 2025, and interest of 5.00%. In total, the payments to CRMWA will remain constant throughout the term of the various bond issues. The City's portion of the principal payments range from $1,134,779 to $3,348,405. CRMWA, 2014 Revenue Refunding Issuance During 2006, the member cities of CRMWA agreed to participate in the 2006 CRMWA debt issue. The Contract Revenue Bonds, Series 2006 were issued in the amount of $49,075,000. During 2015, the 2006 CRMWA issue was partially refunded with the 2014 refunding issue. At September 30, 2022, the City's proportionate share of the 2014 issue is $5,560,338. The City's portion of the principal payments for the 2014 issue range from $463,079 to $1,368,251 with an interest rate of 5.00%. CRMWA, 2017 Revenue Refunding Issuance CRMWA issued Subordinate Lien Contract Revenue Refunding Bonds, Series 2017 in the amount of $11,465,000 with interest rates ranging from 3.00% - 5.00%. The proceeds were used to advance refund $13,575,000 of outstanding Contract Revenue Bonds, Series 2009 which had interest rates ranging from 3.00% - 5.00%. The net proceeds of $14,228,820 (including a $1,317,090 premium, a debt service reserve contribution of $1,684,400, less $237,670 in underwriting fees and other issuance costs) were deposited in an irrevocable trust with an escrow agent to provide funds for the future debt service payment on the refunded bonds. The refunded portion of the Contract Revenue Bonds, Series 2009 is considered defeased and the liability for those bonds has been removed from the statement of net position. The City’s proportionate share of Series 2017 bonds is $3,015,598 at September 30, 2022. CRMWA, 2020 Revenue Refunding Issuance During December 2011, CRMWA issued debt in the amount $81,630,000 to fund the purchase of additional water rights in the Ogallala Aquifer. The City participated in this issue and the City's proportionate share of the bond issue was $33,536,053. The bonds were issued at a premium and the City's proportionate share was $3,091,199 with bond issuance cost of $473,755. During 2021, the 2011 CRMWA issue was refunded with the 2020 refunding issue. At September 30, 2022, the City's proportionate share of the 2020 issue is $15,538,789. The City's portion of the principal payments for the 2020 issue range from $621,551 to $2,193,147 with an interest rate of 5.00%.
Drainage Utility Bonds Currently, there are four outstanding Drainage Utility bond issues (noted below) that were used to repair, improve, and expand the drainage utility system. Funding for debt service expenses will be from the Drainage Utility Fund of $2,303,414 including principal, interest and paying agent fees. All debt issuances are monitored for potential savings with refundings. Certificates of Obligation, Series 2012A On December 12, 2012, the City issued $6,260,000 in Combination Tax and Drainage Utility Revenue Certificates of Obligations (COs). The 2012A issue is mainly for drainage improvements on Farmers Avenue. The 2012A bonds have a final maturity of August 15, 2032. The COs are subject to mandatory redemption in annual amounts ranging from $260,000 to $320,000 and provide for an interest rate of 2.00%. In addition to the tax pledge, the Drainage Utility COs have an unlimited net pledge of the Drainage Utility System of 1.25 times net revenue. The City intends to fund the debt entirely from the Drainage Utility and not levy a property tax for the COs. Thus, the debt is structured similar to the Water & Sewer revenue debt. Drainage Revenue Bonds, Series 2014 On April 1, 2014, the City issued $6,080,000 in Drainage Utility Revenue Bonds. The 2014 issue is mainly for drainage improvements on Martin Road. The 2014 bonds have a final maturity of 2034. The bonds are subject to mandatory redemption in annual amounts ranging from $280,000 to $410,000 and provide for interest rates ranging from 3.00% to 3.75%. The bonds have an unlimited net pledge of the Drainage Utility System of 1.25 times net revenue. Drainage Revenue Bonds, Series 2020 On July 1, 2020, the City issued the City of Amarillo, Texas, Drainage Utility System Revenue Bonds, Series 2020 (Series 2020 Bonds) in the amount of $9,240,000. The Series 2020 Bonds mature annually thru 2040 with principal payments ranging from $365,000 to $550,000 and provide for interest rates ranging from 2.00% to 5.00%. The City reserved the right to redeem the bonds with maturities on or after August 15, 2029, in whole or in part in principal amounts of $5,000 or any integral multiple thereof, on August 15, 2028, or any date thereafter, at the par value thereof plus accrued interest to the date of redemption. Drainage Revenue Bonds, Series 2021 On February 1, 2021, the City issued the City of Amarillo, Texas, Drainage Utility System Revenue Bonds, Series 2021 (Series 2021 Bonds) in the amount of $9,160,000. The Series 2021 Bonds mature annually thru 2041 with principal payments ranging from $385,000 to $540,000 and provide for interest rates ranging from 2.00% to 4.00%. The City reserved the right to redeem the bonds with maturities on or after August 15, 2031, in whole or in part in principal amounts of $5,000 or any integral multiple thereof, on August 15, 2030, or any date thereafter, at the par value thereof plus accrued interest to the date of redemption Drainage Revenue Bonds, Series 2023 The City anticipates issuing $5,000,000 in Drainage Utility System Revenue Bonds, Series 2023 to repair, improve, and expand the drainage utility system. On January 28, 2021, Standard & Poor's Rating Services affirmed its AAA rating and revised the outlook from stable to negative, on the City of Amarillo, Texas Drainage Utility System Revenue Bonds. Fleet Services Fund Debt Tax Notes, Series 2022B The City of Amarillo, Texas issued Tax Notes, Series 2022B on August 15, 2022, in the total amount of $7,345,000 for the purpose of acquiring enterprise resource planning software and the construction and improvement of fuel islands for the fleet services department. The amount of the Tax Notes, Series 2022B supported by the Fleet Services Fund is $3,695,000 and will be used for the construction and improvement of fuel islands. Interest is payable in semi-annual installments which will begin February 15, 2023, at rates ranging from 3.00% to 5.00%. Tax Notes, Series 2022B mature annually to February 15, 2029 in amounts ranging from $470,000 to $605,000. Compensated Absences Fund Payments Amounts provided in the Provision for Compensated Absences Fund of $1,175,883 are used to pay terminating and retiring employees their respective sick and annual leave. Civilian employees with 10 years of service are entitled to be paid up to 90 days of unused sick days and 65 unused vacation days. Police Officers and Firefighters are entitled to be paid for up to 90 days of unused sick days and 65 unused vacation days but are not required to have 10 years of service to receive the benefit. The compensated absences fund was depleted before the end of fiscal year 2019; however, the City located unspent budget to fund the remainder of fiscal year 2019 and 2020. The City dedicated $1.25 million for this benefit in fiscal year 2021/2022 and $1.25 million is budgeted in the fiscal year 2022/2023 budget.
Future Bond Requirements The following pages also detail the future annual principal and interest requirements for the City's outstanding debt obligations, not including the CRMWA debt. As of October 1, 2022, through 2050, the City has a total of $468,201,000 in principal to retire and $134,584,518 in interest to pay. The total amount due for all outstanding CRMWA debt obligations are $31,781,744 in principal and $5,543,997 in interest. Future Bond Sales and Impact on Operating Budget During budget adoption, City Council noted the anticipation of bond issues for $6.3 million in Certificates of Obligation for Landfill development and improvements, and $4.3 million for the purpose of financing enhancements of the park facilities in the Colonies and Heritage Hills Public Improvement Districts. Revenue Bonds in the amounts of $46.5 million in Waterworks and Sewer System capital improvements, and $5.0 million in Drainage Revenue Bonds for capital improvements are also expected. *City Council also anticipated the issuance of $260.5 million in Tax Notes to repair, improve and expand the existing Civic Center. However, during tax rate adoption discussions, City Council adopted a tax rate that excludes the debt service portion of these anticipated Tax Notes in the 2022-2023 Budget. Therefore, City Council does not anticipate issuing these Tax Notes in fiscal year 2023-2023, although they are reflected in the Budget.
CITY OF AMARILLO Interest and Redemption Fund ‐ Total Statement of Bonded Indebtedness at October 1, 2022 and Expenditures by Issue for Fiscal Year 2022/2023
BOND ISSUES Property Tax Supported Debt General Obligation Bonds: Series 2017 Refunding Series 2017 Series 2018 Series 2020 Series 2021 Combination Tax and Revenue Certificates of Obligation: Series 2010 Series 2017 Series 2020 Series 2022 Tax Notes Series 2020 Series 2022 (50% of City Hall project) Sereies 2022B (ERP software system) Series 2022 (approved ‐ not issued) (estimated) Paying Agency Fees Total Property Tax Supported Debt Service
Date of Issue
1/15/2017 4/1/2017 7/18/2018 5/12/2020 1/28/2021
$ $ $ $ $
15,110,000 21,280,000 22,145,000 8,100,000 52,985,000
4/15/2010 1/15/2017 5/12/2020 3/22/2022
$ $ $ $
5/12/2020 1/11/2022 8/15/2022 Not issued
$ $ $ $
Debt Serviced by Special Assessments and Other Revenue Sources General Obligation Bonds: 5/12/2020 Series 2020 Refunding ‐ Greenways PID Series 2020 Refunding ‐ Colonies PID 5/12/2020 Series 2020 Refunding ‐ Golf Course Improvement Fund 5/12/2020 Series 2020 Refunding ‐ TIRZ #1 5/12/2020 Combination Tax and Revenue Certificates of Obligation: 4/30/2014 Series 2014 ‐ Greenways PID Series 2014 ‐ Colonies PID 4/30/2014 Series 2018 ‐ Colonies PID 7/18/2018 Series 2021 ‐ Greenways PID 1/28/2021 Series 2023 ‐ Solid Waste Fees (estimated) Not issued Not issued Series 2023 ‐ Colonies PID (estimated) Series 2023 ‐ Heritage Hills PID (estimated) Not issued Paying Agency Fees Total Debt Serviced by Special Assessments and Other Revenue Service Hotel Occupancy Tax Supported Debt Hotel Occupancy Tax Revenue Bonds Series 2016 Series 2018 Total Hotel Occupancy Tax Supported Debt Service
Original Issue
4/13/2016 3/20/2018
$
EXPENDITURE BUDGET FOR 2022/2023 Principal Interest Total
$
325,800 663,944 730,694 211,168 1,310,350
1,830,800 1,288,944 1,350,694 341,168 2,805,350
$ 1,505,000 625,000 620,000 130,000 1,495,000
1,392,000 6,940,000 8,000,000 6,815,000
641,000 4,530,000 7,790,000 6,815,000
73,000 550,000 135,000 ‐
21,438 131,150 212,719 306,950
94,438 681,150 347,719 306,950
3,520,000 11,950,000 3,650,000 260,525,000
2,580,000 11,950,000 3,650,000 260,525,000
490,000 2,265,000 ‐ ‐
62,600 250,333 ‐ 11,624,029
$ 405,481,000
$ 7,888,000
552,600 2,515,333 ‐ 11,624,029 13,000 23,752,175
$
15,851,175
$
$
$ $ $ $
430,000 $ 950,000 2,860,000 1,460,000
275,000 $ 700,000 2,585,000 1,245,000
80,000 $ 130,000 150,000 110,000
4,700 12,700 53,593 25,050
$ $ $ $ $ $ $
725,000 1,535,000 3,000,000 975,000 6,300,000 3,000,000 1,250,000 $
485,000 1,035,000 2,570,000 945,000 ‐ ‐ ‐ ‐ 9,840,000
35,000 70,000 120,000 40,000 ‐ ‐ ‐ ‐ 735,000
15,950 34,056 87,431 20,925 540,000 ‐ ‐ ‐ 794,405
11,995,000 $ 38,835,000 $
10,695,000 37,215,000 47,910,000
$
345,000 845,000 $ 1,190,000
$
$ 463,231,000
$ 9,813,000
$ $
$
8,145,000 18,755,000 20,015,000 7,900,000 52,185,000
Total General Obligation Debt Service Water and Sewer Supported Debt Local Water and Sewer Debt General Obligation Bonds Series 2020 Refunding ‐ Water and Sewer Combination Tax and Revenue Certificates of Obligation, Series 2009C Series 2009C Tax Notes Series 2022 (50% of City Hall project) Water and Sewer Revenue Bonds Series 2013 Series 2014 Series 2015 Series 2015A Series 2017 Series 2018A Series 2018B Series 2020A Series 2020A Series 2021 Series 2022 (estimated) Series 2023 (estimated) Total Local Water & Sewer Debt Service Canadian River Municipal Water Authority (CRMWA) Debt 2012 Refunding Bonds 2014 Refunding Bonds 2017 Refunding Bonds 2020 Refunding Bonds Total CRMWA Debt Service Paying Agency Fees Total Water and Sewer Supported Debt Service
Outstanding 10/01/22
$
$
$
$
84,700 142,700 203,593 135,050 50,950 104,056 207,431 60,925 540,000 ‐ ‐ 1,500 1,530,905
$
428,357 1,558,723 1,987,080
$
773,357 2,403,723 3,177,080
$
18,632,659
$
28,460,159
$
692,951
$
6,062,951
5/12/2020
$
43,880,000 $
35,695,000
$ 5,370,000
2/4/2010
$
18,075,000
8,145,000
905,000
‐
905,000
1/11/2022
$
11,950,000
11,950,000
2,265,000
250,333
2,515,333
1/22/2014 1/22/2014 10/2/2015 10/2/2015 4/11/2017 7/19/2018 7/19/2018 5/12/2020 7/14/2020 2/2/2021 8/1/2022 Not Issued
$ $ $ $ $ $ $ $ $ $ $ $
1,310,000 8,495,000 17,195,000 21,145,000 31,005,000 12,500,000 14,610,000 9,775,000 28,500,000 25,900,000 52,590,000 46,500,000
135,000 4,975,000 11,405,000 10,060,000 24,945,000 10,155,000 12,325,000 8,180,000 25,650,000 24,920,000 52,590,000 ‐ 241,130,000
135,000 410,000 825,000 1,490,000 1,360,000 585,000 580,000 805,000 1,425,000 1,075,000 2,156,757 1,759,459 21,146,216
1,148 107,280 139,642 350,456 942,794 130,394 509,024 218,750 ‐ 652,150 1,644,069 1,341,214 6,980,205
136,148 517,280 964,642 1,840,456 2,302,794 715,394 1,089,024 1,023,750 1,425,000 1,727,150 3,800,826 3,100,674 28,126,421
$ $ $ $
18,415,688 12,354,877 4,657,198 18,115,549
383,351 278,017 126,291 760,706 1,548,365 ‐ * 8,528,570 $
3,567,186 1,459,411 586,324 2,321,860 7,934,781 13,000 36,074,202
7,667,019 3,183,835 5,560,338 1,181,394 3,015,598 460,033 15,538,789 1,561,154 31,781,744 6,386,416 ‐ ‐ $ 272,911,744 $ 27,532,632 $
Continued
CITY OF AMARILLO Interest and Redemption Fund ‐ Total Statement of Bonded Indebtedness at October 1, 2022 and Expenditures by Issue for Fiscal Year 2022/2023
BOND ISSUES Drainage Supported Debt Combination Tax and Revenue Certificates of Obligation Series 2012A Drainage Revenue Bonds Series 2014 Series 2020 Series 2021 Series 2023 (estimated) Paying Agency Fees Total Drainage Supported Debt Service Fleet Services Fund Supported Debt Tax Notes Series 2022B (estimated) Total Fleet Services Fund Debt Service Total City of Amarillo Debt Service * Paying agent fees are Included in the operating budget
Date of Issue
Original Issue
Outstanding 10/01/22
EXPENDITURE BUDGET FOR 2022/2023 Principal Interest Total
12/12/2012
$
6,260,000 $
2,870,000 $
4/1/2014 7/14/2020 2/1/2021 Not issued
$ $ $ $
6,080,000 9,240,000 9,160,000 5,000,000
4,055,000 8,555,000 8,885,000 ‐ ‐ 24,365,000
$
8/15/2022
$
3,695,000 $ $
280,000 365,000 385,000 150,109 ‐ $ 1,440,109
3,695,000 $ 3,695,000 $
$ 764,202,744
260,000 $
$
176,000 $ 176,000 $
$ 38,961,742
$
57,400
$
317,400
133,494 265,800 222,950 181,161 ‐ * 860,805 $
413,494 630,800 607,950 331,270 2,500 2,303,414
124,000 124,000
$ $
300,000 300,000
28,146,034
$
67,137,776
CITY OF AMARILLO COMPUTATION OF LEGAL DEBT MARGIN October 1, 2022
Assessed Value - 2022 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 09/30/2021) Less: HOT Revenue Bonds Less: Waterworks Revenue Bonds Less: Drainage Revenue Bonds
Total Amount of Debt Applicable to Debt Limit
Pro Forma Legal Debt Margin
$20,092,650,340 $2,009,265,034
$
468,201,000 (1,114,696) (47,910,000) (185,340,000) (24,365,000)
$
209,471,304
$1,799,793,730
CITY OF AMARILLO General Obligation Debt Service Fund Total At October 1, 2022
2019/2020 ACTUAL AVAILABLE FUNDS: Beginning Balance, October 1
$
1,944,568
2020/2021 ESTIMATED $
1,436,947
2021/2022 ESTIMATED $
2,351,381
ADD RECEIPTS: Interest Earnings Ad Valorem Tax Collections Transfers Other
362 6,977,452 3,563,485 43,613
6,940 10,664,000 4,174,894 47,070
6,000 23,226,991 4,706,839 37,000
Total Receipts
10,584,912
14,892,904
27,976,830
Total Resources & Receipts
12,529,480
16,329,851
30,328,211
DEDUCT EXPENDITURES: Principal Maturities Interest Maturities Paying Agency Fees
5,960,000 5,137,259 (23,665)
7,132,000 6,831,970 14,500
9,813,000 18,632,660 14,500
Total Expenditures
11,073,594
13,978,470
28,460,160
Ending Balance, September 30
$
1,455,886
$
2,351,381
$
1,868,051
Reserve for Future Maturities
$
1,455,886
$
2,351,381
$
1,868,051
$
1,139,287 356,892 (59,232)
$
1,436,947
Available funds calculation: Cash & Investments Assets to be converted to Cash Liabilities & Encumbrances Balance as of October 1, 2020
CITY OF AMARILLO General Obligation Debt Service Fund Property Tax Supported Debt At October 1, 2022
2020/2021 ACTUAL AVAILABLE FUNDS: Beginning Balance, October 1
$
996,674
2021/2022 ESTIMATED $
1,114,696
2022/2023 ESTIMATED $
2,028,580
ADD RECEIPTS: Interest Earnings Ad Valorem Tax Collections Transfers Other
315 6,977,452 ‐ 43,613
6,390 10,664,000 ‐ 47,070
6,000 23,226,991 ‐ 37,000
Total Receipts
7,021,380
10,717,460
23,269,991
Total Resources & Receipts
8,018,054
11,832,156
25,298,571
DEDUCT EXPENDITURES: Principal Maturities Interest Maturities Paying Agency Fees
4,190,000 2,795,767 (25,265)
5,262,000 4,528,576 13,000
7,888,000 15,851,175 13,000
Total Expenditures
6,960,502
9,803,576
23,752,175
Ending Balance, September 30
$
1,057,552
$
2,028,580
$
1,546,396
Reserve for Future Maturities
$
1,057,552
$
2,028,580
$
1,546,396
$
817,036 356,892 (59,232)
$
1,114,696
Available funds calculation: Cash & Investments Assets to be converted to Cash Liabilities & Encumbrances Balance as of October 1, 2021
CITY OF AMARILLO General Obligation Debt Service Fund Special Assessments and Other Revenue Supported Debt At October 1, 2022
2020/2021 ACTUAL AVAILABLE FUNDS: Beginning Balance, October 1
$
2,331
2021/2022 ESTIMATED $
2,334
2022/2023 ESTIMATED $
2,334
ADD RECEIPTS: Interest Earnings Transfers
‐ 930,402
‐ 998,960
‐ 1,530,905
Total Receipts
930,402
998,960
1,530,905
Total Resources & Receipts
932,733
1,001,294
1,533,239
DEDUCT EXPENDITURES: Principal Maturities Interest Maturities Paying Agency Fees
640,000 290,403 1,600
715,000 282,460 1,500
735,000 794,405 1,500
Total Expenditures
932,003
998,960
1,530,905
Ending Balance, September 30
$
730
$
2,334
$
2,334
Reserve for Future Maturities
$
730
$
2,334
$
2,334
Available funds calculation: Cash & Investments
$
2,334
Balance as of October 1, 2021
$
2,334
CITY OF AMARILLO General Obligation Debt Service Fund Hotel Occupancy Tax Supported Debt At October 1, 2022
2020/2021 ACTUAL AVAILABLE FUNDS: Beginning Balance, October 1
$
945,563
2021/2022 ESTIMATED $
319,917
2022/2023 ESTIMATED $
320,467
ADD RECEIPTS: Interest Earnings Transfers
47 2,633,083
550 3,175,934
‐ 3,175,934
Total Receipts
2,633,130
3,176,484
3,175,934
Total Resources & Receipts
3,578,693
3,496,401
3,496,401
DEDUCT EXPENDITURES: Principal Maturities Interest Maturities Paying Agency Fees
1,130,000 2,051,089 ‐
1,155,000 2,020,934 ‐
1,190,000 1,987,080 ‐
Total Expenditures
3,181,089
3,175,934
3,177,080
Ending Balance, September 30
$
397,604
$
320,467
$
319,321
Reserve for Future Maturities
$
397,604
$
320,467
$
319,321
Available funds calculation: Cash & Investments
$
319,917
Balance as of October 1, 2021
$
319,917
CITY OF AMARILLO Interest and Redemption Fund ‐ General Obligation Debt Statement of Bonded Indebtedness at October 1, 2022 and Expenditures by Issue for Fiscal Year 2022/2023
BOND ISSUES Property Tax Supported Debt General Obligation Bonds: Series 2017 Refunding Series 2017 Series 2018 Series 2020 Series 2021 Combination Tax and Revenue Certificates of Obligation: Series 2010 Series 2017 Series 2020 Series 2022 Tax Notes: Series 2020 Series 2022 (50% of City Hall project) Sereies 2022B (ERP software system) Series 2022 (estimate)
BOND INDEBTEDNESS Interest Original Rate Issue
EXPENDITURES 2022/23
Date of Issue
Final Maturity Date
Outstanding 10/01/22
1/15/2017 4/1/2017 7/18/2018 5/12/2020 1/28/2021
5/15/2027 2/15/2042 2/15/2043 2/15/2045 2/15/2046
4.00 $ 3.00 ‐ 5.00 $ 3.00 ‐ 5.00 $ 2.00 ‐ 5.00 $ 2.00 ‐ 4.00 $
15,110,000 $ 21,280,000 22,145,000 8,100,000 52,985,000
8,145,000 18,755,000 20,015,000 7,900,000 52,185,000
4/15/2010 1/15/2017 5/12/2020 3/22/2022
8/15/2030 2/15/2037 2/15/2050 2/15/2043
5.81 3.00 ‐ 3.50 2.00 ‐ 5.00 3.00 ‐ 4.00
$ $ $ $
1,392,000 6,940,000 8,000,000 6,815,000
641,000 4,530,000 7,790,000 6,815,000
73,000 550,000 135,000 ‐
21,438 131,150 212,719 306,950
94,438 681,150 347,719 306,950
5/12/2020 1/11/2022 8/15/2022 Not issued
2/15/2027 1/10/2027 2/15/2029
2.00 ‐ 3.00 $ 2.00 $ 3.00 ‐ 5.00 $ $
3,520,000 11,950,000 3,650,000 260,525,000
2,580,000 11,950,000 3,650,000 ‐
490,000 2,265,000 ‐ ‐
62,600 250,333 ‐ 11,624,029
552,600 2,515,333 ‐ 11,624,029
15,851,175 $
23,752,175
80,000 $ 130,000 150,000 110,000
4,700 12,700 53,593 25,050
84,700 142,700 203,593 135,050
Principal
$
Interest
1,505,000 625,000 620,000 130,000 1,495,000
$
Total
325,800 663,944 730,694 211,168 1,310,350
$
Paying Agency Fees
13,000
Total Property Tax Supported Debt Service Special Assessments and Other Revenue Supported Debt General Obligation Bonds: Series 2020 Refunding ‐ Greenways PID Series 2020 Refunding ‐ Colonies PID Series 2020 Refunding ‐ Golf Course Improvement Fund Series 2020 Refunding ‐ TIRZ #1 Combination Tax and Revenue Certificates of Obligation: Series 2014 ‐ Greenways PID Series 2014 ‐ Colonies PID Series 2018 ‐ Colonies PID Series 2021 ‐ Greenways PID Series 2023 ‐ Solid Waste Fees (estimate) Series 2023 ‐ Colonies PID (estimated) Series 2023 ‐ Heritage Hills PID (estimated)
5/12/2020 5/12/2020 5/12/2020 5/12/2020
2/15/2037 2/15/2037 2/15/2037 2/15/2037
2.00 ‐ 3.00 2.00 ‐ 3.00 2.00 ‐ 3.00 2.00 ‐ 3.00
$ $ $ $
4/30/2014 4/30/2014 7/18/2018 1/28/2021 Not issued Not issued Not issued
8/15/2034 8/15/2034 5/15/2038 2/15/2041
2.00 ‐ 3.625 $ 2.00 ‐ 3.625 $ 3.00 ‐ 3.50 $ 1.25 ‐ 3.00 $ $ $ $
$
144,956,000
$
430,000 $ 950,000 2,860,000 1,460,000
275,000 700,000 2,585,000 1,245,000
$
725,000 1,535,000 3,000,000 975,000 6,300,000 3,000,000 1,250,000
485,000 1,035,000 2,570,000 945,000 ‐ ‐ ‐
35,000 70,000 120,000 40,000 ‐ ‐ ‐
15,950 34,056 87,431 20,925 540,000 ‐ ‐
50,950 104,056 207,431 60,925 540,000 ‐ ‐
‐
‐
‐
1,500
Paying Agency Fees Total Special Assessments and Other Revenue Supported Debt Service Hotel Occupancy Tax Supported Debt Hotel Occupancy Tax Revenue Bonds: Series 2016 Series 2018 Total Hotel Occupancy Tax Supported Debt Service Total General Obligation Debt Service
1,830,800 1,288,944 1,350,694 341,168 2,805,350
4/13/2016 3/20/2018
$
8/15/2043 8/15/2048
1.85 ‐ 4.25 2.80 ‐ 4.15
$ $
11,995,000 38,835,000
9,840,000
$
10,695,000 37,215,000
7,888,000
735,000
$
$
794,405
345,000 845,000
428,357 1,558,723
$
1,530,905
773,357 2,403,723
$
47,910,000
$
1,190,000 $
1,987,080
$
3,177,080
$
202,706,000
$
9,813,000
18,632,659 $
28,460,159
$
CITY OF AMARILLO SCHEDULE OF MATURITIES INTEREST AND REDEMPTION FUND ‐ GENERAL OBLIGATION BONDS October 1, 2022
Fiscal Year
Outstanding Beginning of Year
Principal
Interest
Total
General Obligation Refunding Bonds, Series 2017 2022/23 2023/24 2024/25 2025/26 2026/27
8,145,000 6,640,000 5,075,000 3,450,000 1,760,000
TOTALS
1,505,000 1,565,000 1,625,000 1,690,000 1,760,000
325,800 265,600 203,000 138,000 70,400
1,830,800 1,830,600 1,828,000 1,828,000 1,830,400
8,145,000
1,002,800
9,147,800
General Obligation Bonds, Series 2017 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 2034/35 2035/36 2036/37 2037/38 2038/39 2039/40 2040/41 2041/42 TOTALS
18,755,000 18,130,000 17,470,000 16,775,000 16,045,000 15,280,000 14,480,000 13,645,000 12,780,000 11,890,000 10,975,000 10,030,000 9,055,000 8,050,000 7,010,000 5,935,000 4,825,000 3,680,000 2,495,000 1,270,000
625,000 660,000 695,000 730,000 765,000 800,000 835,000 865,000 890,000 915,000 945,000 975,000 1,005,000 1,040,000 1,075,000 1,110,000 1,145,000 1,185,000 1,225,000 1,270,000
663,944 631,819 597,944 562,319 524,944 489,819 457,119 427,444 401,119 374,044 345,553 315,553 283,988 250,756 216,388 180,881 143,522 104,203 63,534 21,431
1,288,944 1,291,819 1,292,944 1,292,319 1,289,944 1,289,819 1,292,119 1,292,444 1,291,119 1,289,044 1,290,553 1,290,553 1,288,988 1,290,756 1,291,388 1,290,881 1,288,522 1,289,203 1,288,534 1,291,431
18,755,000
7,056,322
25,811,322
CITY OF AMARILLO SCHEDULE OF MATURITIES INTEREST AND REDEMPTION FUND ‐ GENERAL OBLIGATION BONDS October 1, 2022
Fiscal Year
Outstanding Beginning of Year
Principal
Interest
Total
General Obligation Bonds, Series 2018 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 2034/35 2035/36 2036/37 2037/38 2038/39 2039/40 2040/41 2041/42 2042/43
20,015,000 19,395,000 18,745,000 18,060,000 17,340,000 16,580,000 15,785,000 14,955,000 14,100,000 13,220,000 12,310,000 11,375,000 10,405,000 9,405,000 8,370,000 7,295,000 6,185,000 5,035,000 3,840,000 2,605,000 1,325,000
TOTALS
620,000 650,000 685,000 720,000 760,000 795,000 830,000 855,000 880,000 910,000 935,000 970,000 1,000,000 1,035,000 1,075,000 1,110,000 1,150,000 1,195,000 1,235,000 1,280,000 1,325,000
730,694 698,944 665,569 630,444 593,444 554,569 522,244 496,969 470,944 443,525 414,113 382,550 349,306 314,319 277,394 239,156 199,606 158,569 116,044 71,231 24,016
1,350,694 1,348,944 1,350,569 1,350,444 1,353,444 1,349,569 1,352,244 1,351,969 1,350,944 1,353,525 1,349,113 1,352,550 1,349,306 1,349,319 1,352,394 1,349,156 1,349,606 1,353,569 1,351,044 1,351,231 1,349,016
20,015,000
8,353,647
28,368,647
General Obligation Bonds, Series 2020 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 2034/35 2035/36 2036/37 2037/38 2038/39
7,900,000 7,770,000 7,630,000 7,485,000 7,330,000 7,170,000 6,850,000 6,520,000 6,185,000 5,835,000 5,475,000 5,110,000 4,735,000 4,355,000 3,965,000 3,565,000 3,160,000
130,000 140,000 145,000 155,000 160,000 320,000 330,000 335,000 350,000 360,000 365,000 375,000 380,000 390,000 400,000 405,000 420,000
211,168 204,419 197,294 189,794 181,919 171,519 160,169 150,194 141,669 134,569 127,319 119,919 112,131 103,706 94,568 85,009 74,950
341,168 344,419 342,294 344,794 341,919 491,519 490,169 485,194 491,669 494,569 492,319 494,919 492,131 493,706 494,568 490,009 494,950
CITY OF AMARILLO SCHEDULE OF MATURITIES INTEREST AND REDEMPTION FUND ‐ GENERAL OBLIGATION BONDS October 1, 2022
Fiscal Year 2039/40 2040/41 2041/42 2042/43 2043/44 2044/45
Outstanding Beginning of Year 2,740,000 2,310,000 1,870,000 1,420,000 960,000 485,000
TOTALS
Principal
Interest
Total
430,000 440,000 450,000 460,000 475,000 485,000
64,325 53,450 42,325 30,950 18,966 6,366
494,325 493,450 492,325 490,950 493,966 491,366
7,900,000
2,676,698
10,576,698
General Obligation Refunding Bonds, Series 2020 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 2034/35 2035/36 2036/37
4,805,000 4,335,000 3,905,000 3,465,000 3,040,000 2,615,000 2,180,000 1,885,000 1,585,000 1,275,000 955,000 770,000 585,000 395,000 200,000
TOTALS
470,000 430,000 440,000 425,000 425,000 435,000 295,000 300,000 310,000 320,000 185,000 185,000 190,000 195,000 200,000
96,043 87,044 78,344 69,694 61,194 52,594 43,819 36,394 30,294 23,994 18,944 15,128 11,025 6,694 2,250
566,043 517,044 518,344 494,694 486,194 487,594 338,819 336,394 340,294 343,994 203,944 200,128 201,025 201,694 202,250
4,805,000
633,455
5,438,455
General Obligation Bonds, Series 2021 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 2034/35 2035/36
52,185,000 50,690,000 49,135,000 47,515,000 45,830,000 44,080,000 42,255,000 40,355,000 38,380,000 36,335,000 34,235,000 32,095,000 29,910,000 27,680,000
1,495,000 1,555,000 1,620,000 1,685,000 1,750,000 1,825,000 1,900,000 1,975,000 2,045,000 2,100,000 2,140,000 2,185,000 2,230,000 2,275,000
1,310,350 1,249,350 1,185,850 1,119,750 1,051,050 979,550 905,050 827,550 757,375 705,700 663,300 620,050 575,900 530,850
2,805,350 2,804,350 2,805,850 2,804,750 2,801,050 2,804,550 2,805,050 2,802,550 2,802,375 2,805,700 2,803,300 2,805,050 2,805,900 2,805,850
CITY OF AMARILLO SCHEDULE OF MATURITIES INTEREST AND REDEMPTION FUND ‐ GENERAL OBLIGATION BONDS October 1, 2022
Fiscal Year 2036/37 2037/38 2038/39 2039/40 2040/41 2041/42 2042/43 2043/44 2044/45 2045/46 TOTALS
Outstanding Beginning of Year 25,405,000 23,085,000 20,720,000 18,305,000 15,845,000 13,335,000 10,775,000 8,160,000 5,495,000 2,775,000
Principal
Interest
Total
2,320,000 2,365,000 2,415,000 2,460,000 2,510,000 2,560,000 2,615,000 2,665,000 2,720,000 2,775,000
484,900 438,050 390,250 341,500 291,800 241,100 189,350 136,550 82,700 27,750
2,804,900 2,803,050 2,805,250 2,801,500 2,801,800 2,801,100 2,804,350 2,801,550 2,802,700 2,802,750
52,185,000
15,105,625
67,290,625
CITY OF AMARILLO SCHEDULE OF MATURITIES INTEREST AND REDEMPTION FUND ‐ CERTIFICATES OF OBLIGATION October 1, 2022
Fiscal Year
Outstanding Beginning of Year
Principal
Interest
Total
Combination Tax and Revenue Certificates of Obligation, Series 2010 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30
641,000 568,000 493,000 416,000 338,000 257,000 174,000 88,000
TOTALS
73,000 75,000 77,000 78,000 81,000 83,000 86,000 88,000
21,438 18,997 16,489 13,913 11,305 8,595 5,819 2,943
94,438 93,997 93,489 91,913 92,305 91,595 91,819 90,943
641,000
99,500
740,500
Combination Tax and Revenue Certificates of Obligation, Series 2014 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34
1,520,000 1,415,000 1,305,000 1,195,000 1,080,000 960,000 835,000 710,000 580,000 440,000 300,000 155,000
TOTALS
105,000 110,000 110,000 115,000 120,000 125,000 125,000 130,000 140,000 140,000 145,000 155,000
50,006 46,856 43,556 40,257 36,806 33,206 29,300 25,238 20,850 15,950 10,875 5,619
155,006 156,856 153,556 155,257 156,806 158,206 154,300 155,238 160,850 155,950 155,875 160,619
1,520,000
358,519
1,878,519
Combination Tax and Revenue Certificates of Obligation, Series 2017 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 2034/35
4,530,000 3,980,000 3,415,000 2,835,000 2,235,000 1,615,000 1,475,000 1,330,000 1,180,000 1,025,000 870,000 710,000 540,000
550,000 565,000 580,000 600,000 620,000 140,000 145,000 150,000 155,000 155,000 160,000 170,000 175,000
131,150 114,425 97,250 79,550 61,250 49,850 45,575 41,150 36,575 31,828 26,806 21,444 15,728
681,150 679,425 677,250 679,550 681,250 189,850 190,575 191,150 191,575 186,828 186,806 191,444 190,728
CITY OF AMARILLO SCHEDULE OF MATURITIES INTEREST AND REDEMPTION FUND ‐ CERTIFICATES OF OBLIGATION October 1, 2022
Fiscal Year 2035/36 2036/37
Outstanding Beginning of Year 365,000 185,000
TOTALS
Principal
Interest
Total
180,000 185,000
9,625 3,238
189,625 188,238
4,530,000
765,444
5,295,444
Combination Tax and Revenue Certificates of Obligation, Series 2018 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 2034/35 2035/36 2036/37 2037/38
2,570,000 2,450,000 2,325,000 2,195,000 2,060,000 1,920,000 1,770,000 1,615,000 1,460,000 1,300,000 1,135,000 960,000 780,000 595,000 405,000 205,000
TOTALS
120,000 125,000 130,000 135,000 140,000 150,000 155,000 155,000 160,000 165,000 175,000 180,000 185,000 190,000 200,000 205,000
87,431 82,531 77,431 72,131 66,631 60,831 55,506 50,856 46,131 41,050 35,525 29,756 23,709 17,381 10,675 3,588
207,431 207,531 207,431 207,131 206,631 210,831 210,506 205,856 206,131 206,050 210,525 209,756 208,709 207,381 210,675 208,588
2,570,000
761,166
3,331,166
Combination Tax and Revenue Certificates of Obligation, Series 2020 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 2034/35 2035/36 2036/37 2037/38 2038/39
7,790,000 7,655,000 7,515,000 7,365,000 7,210,000 7,045,000 6,815,000 6,575,000 6,330,000 6,080,000 5,825,000 5,565,000 5,300,000 5,025,000 4,745,000 4,460,000 4,165,000
135,000 140,000 150,000 155,000 165,000 230,000 240,000 245,000 250,000 255,000 260,000 265,000 275,000 280,000 285,000 295,000 300,000
212,719 205,844 198,594 190,969 182,969 174,244 166,044 158,769 152,594 147,544 142,394 137,144 131,572 125,500 118,966 112,078 104,825
347,719 345,844 348,594 345,969 347,969 404,244 406,044 403,769 402,594 402,544 402,394 402,144 406,572 405,500 403,966 407,078 404,825
CITY OF AMARILLO SCHEDULE OF MATURITIES INTEREST AND REDEMPTION FUND ‐ CERTIFICATES OF OBLIGATION October 1, 2022
Fiscal Year 2039/40 2040/41 2041/42 2042/43 2043/44 2044/45 2045/46 2046/47 2047/48 2048/49 2049/50
Outstanding Beginning of Year 3,865,000 3,560,000 3,245,000 2,920,000 2,590,000 2,250,000 1,900,000 1,540,000 1,170,000 790,000 400,000
TOTALS
Principal
Interest
Total
305,000 315,000 325,000 330,000 340,000 350,000 360,000 370,000 380,000 390,000 400,000
97,263 89,316 80,916 72,319 63,525 54,469 45,150 35,569 25,725 15,619 5,250
402,263 404,316 405,916 402,319 403,525 404,469 405,150 405,569 405,725 405,619 405,250
7,790,000
3,247,885
11,037,885
Combination Tax and Revenue Certificates of Obligation, Series 2021 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 2034/35 2035/36 2036/37 2037/38 2038/39 2039/40 2040/41
945,000 905,000 865,000 825,000 780,000 735,000 690,000 645,000 595,000 545,000 495,000 445,000 390,000 335,000 280,000 225,000 170,000 115,000 55,000
TOTALS
40,000 40,000 40,000 45,000 45,000 45,000 45,000 50,000 50,000 50,000 50,000 55,000 55,000 55,000 55,000 55,000 55,000 60,000 55,000
20,925 19,725 18,525 17,250 15,900 14,550 13,200 11,775 10,275 8,775 7,775 7,181 6,494 5,738 4,912 3,950 2,850 1,700 550
60,925 59,725 58,525 62,250 60,900 59,550 58,200 61,775 60,275 58,775 57,775 62,181 61,494 60,738 59,912 58,950 57,850 61,700 55,550
945,000
192,050
1,137,050
Combination Tax and Revenue Certificates of Obligation, Series 2022 2022/23 2023/24 2024/25 2025/26 2026/27
6,815,000 6,815,000 6,715,000 6,615,000 6,515,000
0 100,000 100,000 100,000 100,000
306,950 231,126 227,126 223,126 219,126
306,950 331,126 327,126 323,126 319,126
CITY OF AMARILLO SCHEDULE OF MATURITIES INTEREST AND REDEMPTION FUND ‐ CERTIFICATES OF OBLIGATION October 1, 2022
Fiscal Year 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 2034/35 2035/36 2036/37 2037/38 2038/39 2039/40 2040/41 2041/42 2042/43 TOTALS
Outstanding Beginning of Year 6,415,000 6,115,000 5,800,000 5,475,000 5,135,000 4,780,000 4,415,000 4,035,000 3,640,000 3,230,000 2,810,000 2,375,000 1,930,000 1,470,000 995,000 505,000
Principal
Interest
Total
300,000 315,000 325,000 340,000 355,000 365,000 380,000 395,000 410,000 420,000 435,000 445,000 460,000 475,000 490,000 505,000
211,126 198,826 186,026 172,726 158,826 144,426 129,526 116,002 103,927 91,477 78,652 65,451 51,876 37,851 23,254 7,891
511,126 513,826 511,026 512,726 513,826 509,426 509,526 511,002 513,927 511,477 513,652 510,451 511,876 512,851 513,254 512,891
6,815,000
2,985,317
9,800,317
CITY OF AMARILLO SCHEDULE OF MATURITIES INTEREST AND REDEMPTION FUND ‐ TAX NOTES October 1, 2022
Fiscal Year
Outstanding Beginning of Year
Principal
Interest
Total
Tax Notes, Series 2020 2022/23 2023/24 2024/25 2025/26 2026/27
2,580,000 2,090,000 1,590,000 1,075,000 545,000
TOTALS
490,000 500,000 515,000 530,000 545,000
62,600 52,700 39,975 24,300 8,175
552,600 552,700 554,975 554,300 553,175
2,580,000
187,750
2,767,750
2,265,000 2,350,000 2,395,000 2,445,000 2,495,000
250,333 170,200 122,750 74,350 24,950
2,515,333 2,520,200 2,517,750 2,519,350 2,519,950
11,950,000
642,583
12,592,583
0 540,000 560,000 590,000 620,000 655,000 685,000
163,326 166,300 141,500 112,750 82,500 50,625 17,125
163,326 706,300 701,500 702,750 702,500 705,625 702,125
3,650,000
734,126
4,384,126
Tax Notes, Series 2022 2022/23 2023/24 2024/25 2025/26 2026/27
11,950,000 9,685,000 7,335,000 4,940,000 2,495,000
TOTALS
Tax Notes, Taxable Series 2022B 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 TOTALS
3,650,000 3,650,000 3,110,000 2,550,000 1,960,000 1,340,000 685,000
CITY OF AMARILLO SCHEDULE OF MATURITIES INTEREST AND REDEMPTION FUND ‐ HOTEL OCCUPANCY TAX BONDS October 1, 2022
Fiscal Year
Outstanding Beginning of Year
Principal
Interest
Total
Hotel Occupancy Tax Revenue Bonds, Series 2016 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 2034/35 2035/36 2036/37 2037/38 2038/39 2039/40 2040/41 2041/42 2042/43
10,695,000 10,350,000 9,995,000 9,630,000 9,255,000 8,865,000 8,460,000 8,040,000 7,605,000 7,150,000 6,680,000 6,190,000 5,680,000 5,150,000 4,595,000 4,015,000 3,415,000 2,785,000 2,130,000 1,450,000 740,000
TOTALS
345,000 355,000 365,000 375,000 390,000 405,000 420,000 435,000 455,000 470,000 490,000 510,000 530,000 555,000 580,000 600,000 630,000 655,000 680,000 710,000 740,000
428,357 418,249 407,350 395,670 383,108 368,132 352,580 336,452 319,748 301,229 282,100 262,157 241,400 218,875 195,288 170,638 145,138 118,363 90,525 61,625 31,450
773,357 773,249 772,350 770,670 773,108 773,132 772,580 771,452 774,748 771,229 772,100 772,157 771,400 773,875 775,288 770,638 775,138 773,363 770,525 771,625 771,450
10,695,000
5,528,429
16,223,429
Hotel Occupancy Tax Revenue Bonds, Series 2018 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 2034/35 2035/36 2036/37 2037/38 2038/39
37,215,000 36,370,000 35,500,000 34,600,000 33,665,000 32,695,000 31,690,000 30,645,000 29,560,000 28,430,000 27,255,000 26,035,000 24,765,000 23,440,000 22,060,000 20,620,000 19,120,000
845,000 870,000 900,000 935,000 970,000 1,005,000 1,045,000 1,085,000 1,130,000 1,175,000 1,220,000 1,270,000 1,325,000 1,380,000 1,440,000 1,500,000 1,565,000
1,558,723 1,531,683 1,502,103 1,470,153 1,436,025 1,399,650 1,360,958 1,319,680 1,276,280 1,230,515 1,182,340 1,131,710 1,078,370 1,022,720 964,760 904,280 841,280
2,403,723 2,401,683 2,402,103 2,405,153 2,406,025 2,404,650 2,405,958 2,404,680 2,406,280 2,405,515 2,402,340 2,401,710 2,403,370 2,402,720 2,404,760 2,404,280 2,406,280
CITY OF AMARILLO SCHEDULE OF MATURITIES INTEREST AND REDEMPTION FUND ‐ HOTEL OCCUPANCY TAX BONDS October 1, 2022
Fiscal Year 2039/40 2040/41 2041/42 2042/43 2043/44 2044/45 2045/46 2046/47 2047/48 TOTALS
Outstanding Beginning of Year 17,555,000 15,925,000 14,220,000 12,440,000 10,585,000 8,645,000 6,620,000 4,510,000 2,305,000
Principal
Interest
Total
1,630,000 1,705,000 1,780,000 1,855,000 1,940,000 2,025,000 2,110,000 2,205,000 2,305,000
772,420 700,700 625,680 547,360 465,740 380,380 291,280 198,440 101,420
2,402,420 2,405,700 2,405,680 2,402,360 2,405,740 2,405,380 2,401,280 2,403,440 2,406,420
37,215,000
25,294,648
62,509,648
CITY OF AMARILLO Compensated Absences Fund At October 1, 2022
2020/2021 ACTUAL AVAILABLE FUNDS: Beginning Balance, October 1
$
373,070
2021/2022 ESTIMATED $
(3)
2022/2023 ESTIMATED $
713
ADD RECEIPTS: Interest Earnings Transfers Other
‐ 1,703,296 ‐
‐ 1,330,000 ‐
‐ 1,250,000 ‐
Total Receipts
1,703,296
1,330,000
1,250,000
Total Resources & Receipts
2,076,366
1,329,997
1,250,713
2,076,369 ‐
1,329,284 ‐
1,175,883 ‐
2,076,369
1,329,284
1,175,883
DEDUCT EXPENDITURES: Compensated Absences Operating Transfers Total Expenditures Ending Balance, September 30
$
(3)
$
713
$
74,830
Reserve for Future Compensated Absences
$
(3)
$
713
$
74,830
$
‐ ‐ (3)
$
(3)
Available funds calculation: Cash & Investments Assets to be converted to Cash Less: Liabilities & Encumbrances Balance as of October 1, 2020
CITY OF AMARILLO Water & Sewer Utility Estimated Receipts, Expenditures & Available Cash
Original Budget
2021/22 Revised Estimate
2022/23 Proposed Budget
$ 40,277,797
$ 39,537,454
$ 47,325,026
Add Revenues: Operating Income Bond Proceeds
90,371,642 28,500,000
94,857,153 28,500,000
100,425,015 46,500,000
Total Revenues
118,871,642
123,357,153
146,925,015
Total Available Resources
159,149,439
162,894,607
194,250,041
Deduct Expenditures: Operating, less depreciation Nominal Capital Capital Debt Service Pmts ‐ Principal Debt Service Pmts ‐ Interest
54,891,679 78,775 36,210,000 22,878,060 7,361,860
52,609,665 110,000 36,210,000 20,658,057 5,981,859
58,564,511 49,856 59,200,000 27,532,632 8,528,570
121,420,374
115,569,581
153,875,569
Available Funds, end of year
37,729,065
47,325,026
40,374,472
Less Reserves: Sick Leave and Annual Leave Legal Reserves Future Water Rights Purchases
931,239 2,415,303 12,308,523
879,839 2,416,032 12,311,644
897,436 2,416,032 12,311,644
$ 22,074,000
$ 31,717,511
$ 24,749,360
Available Funds, beginning of year
Total Expenditures
Adjusted Available Funds, end of year Three Months Operating Reserve Capital Reserve Target Reserve
$ 14,653,592 9,000,000 $ 23,653,592
Available Cash Flow Over (Under) Reserve
$
1,095,769
Reserves include $12.3 million in funds restricted for water rights generated mainly from the sale of the Hartley County water rights.
CITY OF AMARILLO Interest and Redemption Fund ‐ Water and Sewer Fund Statement of Bonded Indebtedness at October 1, 2022 and Expenditures by Issue for Fiscal Year 2022/2023
BOND ISSUES Local Water and Sewer Debt General Obligation Bonds Series 2020 Refunding ‐ Water and Sewer Combination Tax and Revenue Certificates of Obligation Series 2009C Tax Notes Series 2022 (50% of City Hall project) Water and Sewer Revenue Bonds Series 2013 Series 2014 Series 2015 Series 2015A Series 2017 Series 2018A Series 2018B Series 2020A Refunding Series 2020 Series 2021 Series 2022 (estimated) Series 2023 (estimated) Total Local Water & Sewer Debt Canadian River Municipal Water Authority (CRMWA) Debt 2012 Refunding Bonds 2014 Refunding Bonds 2017 Refunding Bonds 2020 Refunding Bonds Total CRMWA Debt
Date of Issue
BOND INDEBTEDNESS Final Interest Original Maturity Date Rate Issue
5/12/2020
5/15/2029
2/4/2010
5/15/2031
0.00
1/11/2022
1/10/2027
1/22/2014 1/22/2014 10/2/2015 10/2/2015 4/11/2017 7/19/2018 7/19/2018 5/12/2020 7/14/2020 2/2/2021 8/1/2022 Not issued
4/1/2023 4/1/2033 4/1/2035 4/1/2032 4/1/2037 4/1/2038 4/1/2038 4/1/2031 4/1/2040 4/1/2041 4/1/2042
2/15/2025 2/15/2027 2/15/2029 2/15/2031
2.00 ‐ 3.00 $
Outstanding 10/01/22
CURRENT RESERVE BALANCE**
Principal
35,695,000
$ 5,370,000 $
$
18,075,000
8,145,000
905,000
‐
905,000
2.00
$
11,950,000
11,950,000
2,265,000
250,333
2,515,333
0.01 ‐ 0.85 0.36 ‐ 2.62 0.50 ‐ 1.59 2.00 ‐ 4.00 3.00 ‐ 5.00 0.17 ‐ 1.60 3.00 ‐ 5.00 2.00 ‐ 3.00 0.00 2.00 ‐ 4.00 4.00 ‐ 5.00
$ $ $ $ $ $ $ $ $ $ $ $
1,310,000 8,495,000 17,195,000 21,145,000 31,005,000 12,500,000 14,610,000 9,775,000 28,500,000 25,900,000 52,590,000 46,500,000 $
135,000 4,975,000 11,405,000 10,060,000 24,945,000 10,155,000 12,325,000 8,180,000 25,650,000 24,920,000 52,590,000 ‐ 241,130,000
135,000 1,148 136,148 410,000 107,280 517,280 825,000 139,642 964,642 1,490,000 350,456 1,840,456 1,360,000 942,794 2,302,794 585,000 130,394 715,394 580,000 509,024 1,089,024 805,000 218,750 1,023,750 1,425,000 1,425,000 ‐ 1,075,000 652,150 1,727,150 2,156,757 1,644,069 3,800,826 1,759,459 1,341,214 3,100,674 $ 21,146,216 $ 6,980,205 $ 28,126,421
18,415,688 $ 12,354,877 4,657,198 18,115,549 $
7,667,019 5,560,338 3,015,598 15,538,789 31,781,744
$ 3,183,835 $ 383,351 $ 3,567,186 1,181,394 278,017 1,459,411 460,033 126,291 586,324 1,561,154 760,706 2,321,860 $ 6,386,416 $ 1,548,365 $ 7,934,781
Various Various Various Various
$ $ $ $
$
692,951 $ 6,062,951
‐
‐
‐
13,000
272,911,744
$ 27,532,632
$ 8,528,570
$ 36,074,202
(At September 30, 2022, Water and Sewer 2013, 2014, 2015, and 2018A bond issues require a reserve fund of $2,808,821)
* Bond interest expense and paying agent fees are Included in the operating budget
Total
43,880,000 $
Paying Agency Fees Total Water and Sewer Supported Debt Service
EXPENDITURES * Interest
$ 2,430,949
CITY OF AMARILLO SCHEDULE OF MATURITIES INTEREST AND REDEMPTION FUND ‐ WATER AND SEWER BONDS October 1, 2022
Fiscal Year
Outstanding Beginning of Year
Principal
Interest
Total
General Obligation Refunding Bonds, Series 2020 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29
35,695,000 30,325,000 25,130,000 19,830,000 14,420,000 8,905,000 3,275,000
TOTALS
5,370,000 5,195,000 5,300,000 5,410,000 5,515,000 5,630,000 3,275,000
692,951 587,300 482,350 375,250 266,000 154,550 49,125
6,062,951 5,782,300 5,782,350 5,785,250 5,781,000 5,784,550 3,324,125
35,695,000
2,607,526
38,302,526
Combination Tax and Revenue Certificates of Obligation, Series 2009C 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31
8,145,000 7,240,000 6,335,000 5,430,000 4,525,000 3,620,000 2,715,000 1,810,000 905,000
TOTALS
905,000 905,000 905,000 905,000 905,000 905,000 905,000 905,000 905,000
‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
905,000 905,000 905,000 905,000 905,000 905,000 905,000 905,000 905,000
8,145,000
‐
8,145,000
2,265,000 2,350,000 2,395,000 2,445,000 2,495,000
250,333 170,200 122,750 74,350 24,950
2,515,333 2,520,200 2,517,750 2,519,350 2,519,950
11,950,000
642,583
12,592,583
Tax Notes, Series 2022 2022/23 2023/24 2024/25 2025/26 2026/27
11,950,000 9,685,000 7,335,000 4,940,000 2,495,000
TOTALS
Water and Sewer Revenue Bonds, Series 2013 2022/23 TOTALS
135,000
135,000
1,148
136,148
135,000
1,148
136,148
CITY OF AMARILLO SCHEDULE OF MATURITIES INTEREST AND REDEMPTION FUND ‐ WATER AND SEWER BONDS October 1, 2022
Fiscal Year
Outstanding Beginning of Year
Principal
Interest
Total
Water and Sewer Revenue Bonds, Series 2014 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2030/32 2030/33
4,975,000 4,565,000 4,145,000 3,715,000 3,280,000 2,835,000 2,385,000 1,925,000 1,455,000 980,000 495,000
TOTALS
410,000 420,000 430,000 435,000 445,000 450,000 460,000 470,000 475,000 485,000 495,000
107,280 101,148 94,092 86,309 77,914 68,791 59,026 48,492 37,212 25,385 12,969
517,280 521,148 524,092 521,309 522,914 518,791 519,026 518,492 512,212 510,385 507,969
4,975,000
718,618
5,693,618
Water and Sewer Revenue Bonds, Series 2015 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 2034/35
11,405,000 10,580,000 9,750,000 8,915,000 8,070,000 7,220,000 6,360,000 5,490,000 4,605,000 3,710,000 2,805,000 1,885,000 950,000
TOTALS
825,000 830,000 835,000 845,000 850,000 860,000 870,000 885,000 895,000 905,000 920,000 935,000 950,000
139,642 134,280 157,889 120,541 112,006 102,656 92,508 81,546 69,688 56,978 43,675 29,691 15,105
964,642 964,280 992,889 965,541 962,006 962,656 962,508 966,546 964,688 961,978 963,675 964,691 965,105
11,405,000
1,156,205
12,561,205
Water and Sewer Revenue Bonds, Series 2015A 2022/23 2023/24 2024/25 2025/26 2026/27
10,060,000 8,570,000 7,015,000 5,400,000 3,715,000
1,490,000 1,555,000 1,615,000 1,685,000 1,730,000
350,456 290,856 228,656 164,056 113,506
1,840,456 1,845,856 1,843,656 1,849,056 1,843,506
CITY OF AMARILLO SCHEDULE OF MATURITIES INTEREST AND REDEMPTION FUND ‐ WATER AND SEWER BONDS October 1, 2022
Fiscal Year 2027/28 2028/29 2029/30 2030/31 2031/32
Outstanding Beginning of Year 1,985,000 1,610,000 1,225,000 830,000 420,000
TOTALS
Principal
Interest
Total
375,000 385,000 395,000 410,000 420,000
61,606 50,356 38,806 26,462 13,650
436,606 435,356 433,806 436,462 433,650
10,060,000
1,338,410
11,398,410
Water and Sewer Revenue Bonds, Series 2017 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 2034/35 2035/36 2036/37
24,945,000 23,585,000 22,160,000 20,660,000 19,185,000 17,740,000 16,220,000 14,640,000 12,995,000 11,305,000 9,560,000 7,765,000 5,915,000 4,005,000 2,035,000
TOTALS
1,360,000 1,425,000 1,500,000 1,475,000 1,445,000 1,520,000 1,580,000 1,645,000 1,690,000 1,745,000 1,795,000 1,850,000 1,910,000 1,970,000 2,035,000
942,794 874,794 803,542 728,544 654,794 582,544 521,744 458,544 409,194 358,494 306,144 250,050 192,238 130,162 66,138
2,302,794 2,299,794 2,303,542 2,203,544 2,099,794 2,102,544 2,101,744 2,103,544 2,099,194 2,103,494 2,101,144 2,100,050 2,102,238 2,100,162 2,101,138
24,945,000
7,279,720
32,224,720
Water and Sewer Revenue Bonds, Series 2018 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 2034/35 2035/36 2036/37 2037/38 TOTALS
10,155,000 9,570,000 8,985,000 8,395,000 7,795,000 7,190,000 6,580,000 5,960,000 5,335,000 4,700,000 4,055,000 3,405,000 2,745,000 2,075,000 1,395,000 705,000
585,000 585,000 590,000 600,000 605,000 610,000 620,000 625,000 635,000 645,000 650,000 660,000 670,000 680,000 690,000 705,000
130,394 126,298 121,444 115,838 109,478 102,642 95,322 87,572 79,446 70,938 62,038 52,742 42,974 32,790 22,182 11,280
715,394 711,298 711,444 715,838 714,478 712,642 715,322 712,572 714,446 715,938 712,038 712,742 712,974 712,790 712,182 716,280
10,155,000
1,263,378
11,418,378
CITY OF AMARILLO SCHEDULE OF MATURITIES INTEREST AND REDEMPTION FUND ‐ WATER AND SEWER BONDS October 1, 2022
Fiscal Year
Outstanding Beginning of Year
Principal
Interest
Total
Water and Sewer Revenue Bonds, Series 2018B 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 2034/35 2035/36 2036/37 2037/38
12,325,000 11,745,000 11,145,000 10,520,000 9,865,000 9,175,000 8,450,000 7,690,000 6,890,000 6,140,000 5,360,000 4,550,000 3,705,000 2,825,000 1,915,000 975,000
TOTALS
580,000 600,000 625,000 655,000 690,000 725,000 760,000 800,000 750,000 780,000 810,000 845,000 880,000 910,000 940,000 975,000
509,024 485,826 461,824 430,576 397,824 363,326 327,074 289,076 257,074 227,074 195,876 163,474 129,674 98,876 67,024 34,126
1,089,024 1,085,826 1,086,824 1,085,576 1,087,824 1,088,326 1,087,074 1,089,076 1,007,074 1,007,074 1,005,876 1,008,474 1,009,674 1,008,876 1,007,024 1,009,126
12,325,000
4,437,748
16,762,748
Water and Sewer Revenue Bonds, Series 2020 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 2034/35 2035/36 2036/37 2037/38 2038/39 2039/40 TOTALS
25,650,000 24,225,000 22,800,000 21,375,000 19,950,000 18,525,000 17,100,000 15,675,000 14,250,000 12,825,000 11,400,000 9,975,000 8,550,000 7,125,000 5,700,000 4,275,000 2,850,000 1,425,000
1,425,000 1,425,000 1,425,000 1,425,000 1,425,000 1,425,000 1,425,000 1,425,000 1,425,000 1,425,000 1,425,000 1,425,000 1,425,000 1,425,000 1,425,000 1,425,000 1,425,000 1,425,000
‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
1,425,000 1,425,000 1,425,000 1,425,000 1,425,000 1,425,000 1,425,000 1,425,000 1,425,000 1,425,000 1,425,000 1,425,000 1,425,000 1,425,000 1,425,000 1,425,000 1,425,000 1,425,000
25,650,000
‐
25,650,000
CITY OF AMARILLO SCHEDULE OF MATURITIES INTEREST AND REDEMPTION FUND ‐ WATER AND SEWER BONDS October 1, 2022
Fiscal Year
Outstanding Beginning of Year
Principal
Interest
Total
Water and Sewer Revenue Bonds, Series 2020A Refunding 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31
8,180,000 7,375,000 6,555,000 5,715,000 4,845,000 3,945,000 3,015,000 2,045,000 1,040,000
TOTALS
805,000 820,000 840,000 870,000 900,000 930,000 970,000 1,005,000 1,040,000
218,750 202,650 186,250 161,050 134,950 107,950 80,050 50,950 20,800
1,023,750 1,022,650 1,026,250 1,031,050 1,034,950 1,037,950 1,050,050 1,055,950 1,060,800
8,180,000
1,163,400
9,343,400
Water and Sewer Revenue Bonds, Series 2021 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 2034/35 2035/36 2036/37 2037/38 2038/39 2039/40 2040/41
24,920,000 23,845,000 22,740,000 21,615,000 20,455,000 19,250,000 18,000,000 16,810,000 15,580,000 14,300,000 12,995,000 11,665,000 10,305,000 8,920,000 7,505,000 6,065,000 4,595,000 3,095,000 1,565,000
TOTALS
1,075,000 1,105,000 1,125,000 1,160,000 1,205,000 1,250,000 1,190,000 1,230,000 1,280,000 1,305,000 1,330,000 1,360,000 1,385,000 1,415,000 1,440,000 1,470,000 1,500,000 1,530,000 1,565,000
652,150 619,900 586,750 553,000 506,600 458,400 408,400 360,800 311,600 286,000 259,900 233,300 206,100 178,400 150,100 121,300 91,900 61,900 31,300
1,727,150 1,724,900 1,711,750 1,713,000 1,711,600 1,708,400 1,598,400 1,590,800 1,591,600 1,591,000 1,589,900 1,593,300 1,591,100 1,593,400 1,590,100 1,591,300 1,591,900 1,591,900 1,596,300
24,920,000
6,077,800
30,997,800
Water and Sewer Revenue Bonds, Series 2022 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30
52,590,000 51,540,000 51,090,000 49,245,000 47,310,000 45,280,000 43,145,000 40,905,000
1,050,000 450,000 1,845,000 1,935,000 2,030,000 2,135,000 2,240,000 2,350,000
1,309,248 2,327,950 2,305,450 2,213,200 2,116,450 2,014,950 1,908,200 1,796,200
2,359,248 2,777,950 4,150,450 4,148,200 4,146,450 4,149,950 4,148,200 4,146,200
CITY OF AMARILLO SCHEDULE OF MATURITIES INTEREST AND REDEMPTION FUND ‐ WATER AND SEWER BONDS October 1, 2022
Fiscal Year 2030/31 2031/32 2032/33 2033/34 2034/35 2035/36 2036/37 2037/38 2038/39 2039/40 2040/41 2041/42 TOTALS
Outstanding Beginning of Year 38,555,000 36,085,000 33,490,000 30,765,000 27,905,000 24,905,000 21,750,000 18,470,000 15,060,000 11,515,000 7,825,000 3,990,000
Principal
Interest
Total
2,470,000 2,595,000 2,725,000 2,860,000 3,000,000 3,155,000 3,280,000 3,410,000 3,545,000 3,690,000 3,835,000 3,990,000
1,678,700 1,555,200 1,425,450 1,289,200 1,146,200 996,200 870,000 738,800 602,400 460,600 313,000 159,600
4,148,700 4,150,200 4,150,450 4,149,200 4,146,200 4,151,200 4,150,000 4,148,800 4,147,400 4,150,600 4,148,000 4,149,600
52,590,000
27,226,998
79,816,998
CITY OF AMARILLO SCHEDULE OF MATURITIES INTEREST AND REDEMPTION FUND ‐ CRMWA BONDS October 1, 2022
Fiscal Year
Outstanding Beginning of Year
Principal
Interest
Total
CRMWA Refunding Bonds, Series 2012 2022/23 2023/24 2024/25
7,667,019 4,483,184 1,134,779
TOTALS
3,183,835 3,348,405 1,134,779
383,351 224,159 56,739
3,567,186 3,572,564 1,191,518
7,667,019
664,249
8,331,268
CRMWA Refunding Bonds, Series 2014 2022/23 2023/24 2024/25 2025/26 2026/27
5,560,338 4,378,944 3,136,618 1,831,330 463,079
TOTALS
1,181,394 1,242,326 1,305,288 1,368,251 463,079
278,017 218,947 156,831 91,566 23,154
1,459,411 1,461,273 1,462,119 1,459,817 486,233
5,560,338
768,515
6,328,853
CRMWA Refunding Bonds, Series 2017 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29
3,015,598 2,555,565 2,073,698 1,566,443 1,034,308 480,847 85,300
TOTALS
460,033 481,867 507,255 532,135 553,461 395,547 85,300
126,291 104,401 80,308 54,945 32,375 14,426 2,558
586,324 586,268 587,563 587,080 585,836 409,973 87,858
3,015,598
415,304
3,430,902
CRMWA Refunding Bonds, Series 2020 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 TOTALS
15,538,789 13,977,635 12,338,423 10,617,730 8,812,132 6,912,043 4,910,616 2,814,698 621,551
1,561,154 1,639,212 1,720,693 1,805,598 1,900,089 2,001,427 2,095,918 2,193,147 621,551
760,706 682,649 600,688 514,654 424,374 329,369 229,298 124,502 29,689
2,321,860 2,321,861 2,321,381 2,320,252 2,324,463 2,330,796 2,325,216 2,317,649 651,240
15,538,789
3,695,929
19,234,718
CITY OF AMARILLO Drainage Utility Estimated Receipts, Expenditures & Available Cash
2021/22 Original Budget Available Funds, beginning of year
$
6,855,060
2022/23 Proposed Budget
Revised Estimate $
8,701,660
$
5,958,623
Add Revenues: Operating Income Bond Proceeds
7,095,375 ‐
7,001,283 ‐
7,509,602 5,000,000
Total Revenues
7,095,375
7,001,283
12,509,602
Total Available Resources
13,950,435
15,702,943
18,468,225
Deduct Expenditures: Operating, less depreciation Nominal Capital Capital Debt Service Pmts ‐ Principal Debt Service Pmts ‐ Interest
3,807,218 ‐ 4,500,000 1,160,000 816,031
3,268,290 ‐ 4,500,000 1,160,000 816,031
3,940,026 ‐ 8,850,000 1,440,109 860,805
10,283,249
9,744,321
15,090,940
Available Funds, end of year
3,667,186
5,958,623
3,377,285
Less Reserves: Sick Leave and Annual Leave
45,782
52,659
53,712
Total Expenditures
Adjusted Available Funds, end of year
$
3,621,404
$
5,905,964
$
3,323,572
Three Months Operating Reserve Capital Reserve Target Reserve
$ $
985,007 2,000,000 2,985,007
Available Cash Flow Over (Under) Reserve
$
338,566
CITY OF AMARILLO Interest and Redemption Fund ‐ Drainage Fund Statement of Bonded Indebtedness at October 1, 2022 and Expenditures by Issue for Fiscal Year 2022/2023
BOND ISSUES Combination Tax & Revenue Certificates of Obligation Series 2012A Drainage Utility System Revenue Bonds Series 2014 Series 2020 Series 2021 Series 2023 (estimated)
Date of Issue
BOND INDEBTEDNESS Final Interest Original Maturity Date Rate Issue
Outstanding 10/01/22
12/12/12
8/15/2032
1.00 ‐ 2.00 $
6,260,000 $
2,870,000
04/01/14 07/14/20 02/01/21 Not issued
8/15/2034 8/15/2040 8/15/2041
2.00 ‐ 3.75 $ 2.00 ‐ 5.00 $ 2.00 $ $
6,080,000 9,240,000 9,160,000 5,000,000
4,055,000 8,555,000 8,885,000 ‐
Principal $
EXPENDITURES * Interest
260,000 $
57,400 $
317,400
280,000 365,000 385,000 150,109
133,494 265,800 222,950 181,161
413,494 630,800 607,950 331,270
Paying Agency Fees Total Drainage Utility System Debt
* Bond interest expense and paying agent fees are Included in the operating budget
Total
2,500 $
24,365,000
$ 1,440,109
$
860,805
$ 2,303,414
CITY OF AMARILLO SCHEDULE OF MATURITIES INTEREST AND REDEMPTION FUND ‐ DRAINAGE BONDS October 1, 2022
Fiscal Year
Outstanding Beginning of Year
Principal
Interest
Total
Combination Tax and Revenue Certificates of Obligation, Series 2012A 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32
2,870,000 2,610,000 2,345,000 2,075,000 1,800,000 1,515,000 1,225,000 930,000 630,000 320,000
TOTALS
260,000 265,000 270,000 275,000 285,000 290,000 295,000 300,000 310,000 320,000
57,400 52,200 46,900 41,500 36,000 30,300 24,500 18,600 12,600 6,400
317,400 317,200 316,900 316,500 321,000 320,300 319,500 318,600 322,600 326,400
2,870,000
326,400
3,196,400
Drainage Revenue Bonds, Series 2014 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34
4,055,000 3,775,000 3,485,000 3,190,000 2,885,000 2,570,000 2,240,000 1,900,000 1,550,000 1,185,000 805,000 410,000
TOTALS
280,000 290,000 295,000 305,000 315,000 330,000 340,000 350,000 365,000 380,000 395,000 410,000
133,494 125,094 116,394 107,544 98,394 88,944 78,630 67,582 55,768 42,994 29,694 15,374
413,494 415,094 411,394 412,544 413,394 418,944 418,630 417,582 420,768 422,994 424,694 425,374
4,055,000
959,906
5,014,906
Drainage Revenue Bonds, Series 2020 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32
8,555,000 8,190,000 7,810,000 7,410,000 6,990,000 6,550,000 6,085,000 5,600,000 5,090,000 4,630,000
365,000 380,000 400,000 420,000 440,000 465,000 485,000 510,000 460,000 475,000
265,800 251,200 232,200 212,200 191,200 169,200 145,950 121,700 106,400 92,600
630,800 631,200 632,200 632,200 631,200 634,200 630,950 631,700 566,400 567,600
CITY OF AMARILLO SCHEDULE OF MATURITIES INTEREST AND REDEMPTION FUND ‐ DRAINAGE BONDS October 1, 2022
Fiscal Year 2032/33 2033/34 2034/35 2035/36 2036/37 2037/38 2038/39 2039/40
Outstanding Beginning of Year 4,155,000 3,670,000 3,175,000 2,670,000 2,155,000 1,630,000 1,095,000 550,000
TOTALS
Principal
Interest
Total
485,000 495,000 505,000 515,000 525,000 535,000 545,000 550,000
83,100 73,400 63,500 53,400 43,100 32,600 21,900 11,000
568,100 568,400 568,500 568,400 568,100 567,600 566,900 561,000
8,555,000
2,170,450
10,725,450
Drainage Revenue Bonds, Series 2021 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 2034/35 2035/36 2036/37 2037/38 2038/39 2039/40 2040/41 TOTALS
8,885,000 8,500,000 8,110,000 7,710,000 7,300,000 6,880,000 6,445,000 5,995,000 5,525,000 5,040,000 4,540,000 4,075,000 3,600,000 3,115,000 2,620,000 2,115,000 1,600,000 1,075,000 540,000
385,000 390,000 400,000 410,000 420,000 435,000 450,000 470,000 485,000 500,000 465,000 475,000 485,000 495,000 505,000 515,000 525,000 535,000 540,000
222,950 215,250 207,450 199,450 187,150 174,550 157,150 139,150 120,350 105,800 90,800 81,500 72,000 62,300 52,400 42,300 32,000 21,500 10,800
607,950 605,250 607,450 609,450 607,150 609,550 607,150 609,150 605,350 605,800 555,800 556,500 557,000 557,300 557,400 557,300 557,000 556,500 550,800
8,885,000
2,194,850
11,079,850
CITY OF AMARILLO Fleet Services Fund Estimated Receipts, Expenditures & Available Cash
2021/22 Original Budget Available Funds, beginning of year
$
9,849,278
2022/23 Proposed Budget
Revised Estimate $
9,641,310
$
7,679,180
Add Revenues: Operating Income Bond Proceeds
18,588,737 5,000,000
18,611,108 5,000,000
19,813,477 ‐
Total Revenues
23,588,737
23,611,108
19,813,477
Total Available Resources
33,438,015
33,252,418
27,492,657
Deduct Expenditures: Operating, less depreciation Nominal Capital Capital Debt Service Pmts ‐ Principal Debt Service Pmts ‐ Interest
11,530,070 ‐ 13,000,000 176,000 124,000
12,573,238 ‐ 13,000,000 ‐ ‐
12,530,989 ‐ 7,000,000 176,000 124,000
24,830,070
25,573,238
19,830,989
Available Funds, end of year
8,607,945
7,679,180
7,661,668
Less Reserves: Sick Leave and Annual Leave
296,952
260,160
265,363
Total Expenditures
Adjusted Available Funds, end of year
$
8,310,993
$
7,419,020
$
7,396,305
Three Months Operating Reserve Capital Reserve Target Reserve
$ $
3,132,747 5,000,000 8,132,747
Available Cash Flow Over (Under) Reserve
$
(736,442)
CITY OF AMARILLO Interest and Redemption Fund ‐ Fleet Services Fund Statement of Bonded Indebtedness at October 1, 2022 and Expenditures by Issue for Fiscal Year 2022/2023
BOND ISSUES Combination Tax & Revenue Certificates of Obligation Series 2022 (estimated) Total Fleet Services Fund Debt
* Bond interest expense is Included in the operating budget
Date of Issue 08/15/22
BOND INDEBTEDNESS Final Interest Original Maturity Date Rate Issue 2/15/2029
3.00 ‐ 5.00 $
Outstanding 10/01/21
Principal
EXPENDITURES * Interest
Total
3,695,000 $
3,695,000
$
176,000 $
124,000 $
300,000
$
3,695,000
$
176,000
124,000
300,000
$
$
CITY OF AMARILLO SCHEDULE OF MATURITIES INTEREST AND REDEMPTION FUND ‐ FLEET SERVICES BONDS October 1, 2021
Fiscal Year
Outstanding Beginning of Year
Principal
Interest
Total
Fleet Services Bonds, Series 2022 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30
3,695,000 3,225,000 2,750,000 2,255,000 1,730,000 1,180,000 605,000 ‐
TOTALS Fiscal Year 2022/2023
470,000 475,000 495,000 525,000 550,000 575,000 605,000 ‐
150,281 147,000 125,125 99,625 72,750 44,625 15,125
620,281 622,000 620,125 624,625 622,750 619,625 620,125 ‐
3,695,000
654,531
4,349,531
470,000
150,281
620,281
CITY OF AMARILLO SCHEDULE OF MATURITIES INTEREST AND REDEMPTION FUND ‐ ALL OUTSTANDING October 1, 2022
Fiscal Year
Outstanding Beginning of Year
Principal
Interest
111,805,000 $ 31,111,000 278,705,000 47,910,000 287,630,000 29,365,000 3,695,000
34,828,547 $ 12,753,880 45,341,235 30,823,077 65,524,045 7,030,829 654,531
GO CO TAX NOTE HOT W/S DRAINAGE FLEET
$
TOTAL
$ 790,221,000
$ 196,956,144
31,781,744
5,543,997
822,002,744
202,500,141
CRMWA
Total per Schedule in Budget
822,002,744
Estimated Debt CO Tax Note W&S Drainage Fleet
6,300,000 260,525,000 46,500,000 5,000,000 3,695,000
4,344,000 43,776,776 12,253,095 1,379,223 654,531
Total 146,633,547 43,864,880 2,767,750 78,733,077 282,450,951 36,395,829 4,349,531
$ 595,195,564 $
37,325,741 632,521,305
CAPITAL PROJECTS The City’s Capital Improvement Plan represents the staff’s determination of projects that need to be completed during the next five years to improve the quality of life for all our citizens and to improve our present service delivery system. Funding for the 2022/2023 portion of this Capital Improvement Plan has been approved in the City’s annual fiscal year budget. Funding for the remaining portion of the plan will be determined on an annual basis depending upon available financial resources and our changing needs and priorities. CAPITAL PROJECTS FUND General Construction -- To account for traffic engineering and other miscellaneous construction funded primarily by the general revenues of the City. This fund also accounts for costs of construction of various improvements to the City’s parks which, in recent years, have been financed primarily by general revenues and, in some instances, by intergovernmental grants. The General Construction Fund is also used to account for general revenues designated for replacement of existing buildings, improvements and equipment, and for similar projects. Street Assessments Fund -- To account for the construction of streets and alleys which are financed primarily by property owner participation. Street Improvement Fund -- To account for improvements being made to major thoroughfares as well as the storm sewer system of the City which is financed by general revenues, augmented in some instances by property owner participation. Golf Course Improvement Fund -- To account for the portion of green fees designated for improvements to the public golf courses. Solid Waste Disposal Improvement Fund -- To account for costs of improvements to the City’s solid waste disposal facilities, which in recent years have primarily been financed by general revenues. T-Anchor-Bivins Improvement Fund -- To account for sales of City land, the proceeds of which are designated for future betterments to the historic Bivins home. This historic home is owned by the City and rented to the Amarillo Chamber of Commerce and other community service organizations. Civic Center Improvement Fund -- To account for improvements to the Civic Center Complex which are financed by hotel tax receipts. General Obligation Projects Fund -- To account for projects funded fully or partially through the issuance of general obligation debt. METHODS OF FINANCING CAPITAL IMPROVEMENT 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 aside for capital construction or purchase. The accumulation may result from a surplus of earmarked operational revenues, funds in depreciation reserves, or the sale of capital assets. Certificates of Obligation Bonds With certificates of obligation bonds, the taxing power of the jurisdiction is pledged to pay interest and retire the debt. Certificates of obligation bonds can be sold to finance permanent types of improvements such as municipal buildings, parks, and recreation facilities. General Obligation Bonds With general obligation bonds, the taxing power of the jurisdiction is pledged to pay interest and retire the debt. General obligation bonds can be sold to finance permanent types of improvements such as municipal buildings, parks, and recreation facilities. Voter approval is required. Revenue Bonds Revenue bonds are frequently sold for projects that produce revenues, such as water and sewer systems. Voter approval is not required. Lease-Purchase The lease-purchase method requires the City to prepare specifications for a needed expenditure. The equipment is then leased by the municipality. At the end of the lease period, the title to the equipment can be conveyed to the municipality without any future payments. Special Assessments Public works that benefit particular properties may be financed more equitably by special assessment, i.e. paid by those who directly benefit.
State and Federal Grants State and federal grant-in-aid programs are available to finance a number of programs. These may include streets, water and sewer facilities, airports, parks and playgrounds, etc. The cost of funding these facilities may be borne completely by grant funds or a local share may be required. Enterprise Funds Funds established from the delivery of specific services where the money paid to administer the services, and the expenses as a result of providing services, are accounted for separate from the General Fund budget of the City. FUNCTIONS OF THE CAPITAL IMPROVEMENT PROGRAM Estimating capital requirements, budgeting priority projects and identifying revenue sources for proposed improvements. Scheduling all capital projects over a fixed period with appropriate planning, implementation, and informing the public of projected capital improvements. Coordinating the activities of various departments in meeting project schedules. Monitoring and evaluating the progress of capital projects. CAPITAL IMPROVEMENT DEFINITIONS Capital Improvement Project Any expenditure of public funds for the purchase, construction, rehabilitation, replacement, or expansion of the physical assets of the community when the project is relatively large in size, expensive, long-term, and permanent. A capital improvement project should have a useful life of over five years and a unit value of at least $25,000. Some common examples include streets, libraries, tennis courts, signal systems, fire stations, water and sewer lines, and fire engines. Capital Improvement Projects should not include expenditures for equipment or services that management defines as operating budget items and which should be financed out of current revenue. Capital Improvement Program A five-year scheduling of public physical improvements to be constructed with estimated resources available to finance the projected expenditures. Capital Improvement Budget Improvements programmed for the next fiscal year and adopted as part of the normal budget process of the City. It is shown as year number one of the Capital Improvements Program. CAPITAL PROJECTS 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 $0.9 million funded from the Civic Center improvement fund for various enhancements to the Civic Center, $7 million for routine replacements of rolling stock, and $14.4 million has been included to address needs of aged street and traffic control infrastructure. The City’s General Fund capital program includes funding of $0.1 million in matching grant funds and radio communications equipment, funding of $4 million for Public Safety facilities and infrastructure funding study, $5 million for street and traffic improvements, $1.5 million for various parks improvements, $0.1 million for solid waste landfill improvements, and $5.5 million for various Fire and Police Department equipment. The City Water and Wastewater Utility, or Utilities Fund includes $59.2 million in capital projects, partially funded with anticipated bond proceeds of $46.5 million. The City Council has approved a 10% rate increase to fund the related debt service. Amarillo now has over 1,400 miles of water mains and over an additional 1,030 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 $8.6 million for the 2022/2023 year. Projects will include maintenance and extensions to the storm sewer drainage system. The City Council has approved a 6% rate increase to help fund the capital program. The Airport Fund includes $6.3 million in capital projects, with anticipated federal and state grant awards in the amount of $3.8 million. Projects include various enhancements and maintenance needed to the terminal and airfield.
CAPITAL PROJECTS OPERATING IMPACTS Operating Impacts Project Number 411687 540353 54XXXX 410943 411425 430111 521400 521402 521649 411114
Project Name Park Maintenance Equipment & Improvement - E&I Pavement Condition Index / Pavement Management Plan Update Environmental IT Upgrades for Bag Handling System (BHS) Training Facility Repair and Maint.. (E&I) Siren System Expansion Project Landfill Development WD Water System Expansion WWC Sewer System Expansion WWC Sewer Extensions and Improvements Traffic Signal System Improvements Total Operating Impact
Total Project $ 3,600,000 1,000 300,000 25,000 50,000 6,300,000 500,000 500,000 1,600,000 1,000,000 $ 13,876,000 $
Software Costs
$
5,000
5,000
$
O&M Total Impact 1,000 $ 1,000 1,000 1,000 5,000 10,000 10,000 10,000 1,000 1,000 25,000 25,000 15,000 15,000 10,000 10,000 10,000 10,000 20,000 20,000 98,000 $ 103,000
No quantifiable operating impacts were identified within the 2022/2023 annual budget aside from those noted above. However, operating impacts are anticipated in future periods as projects reach completion. Operating costs as noted above can be absorbed in the current operating budget of the General Fund. Most projects in the Water & Sewer system will have minimal operating impact as most are rehabilitation or maintenance related except for those listed above. These operating impacts can be absorbed in the division’s current activity. As the system expands and more customers are brought on, the revenue collected increases to cover these additional costs. Airport Improvement projects are not expected to have a major operational impact either as these projects are mostly related to maintenance and rehabilitation of the current Airport property with the exception noted above which can be absorbed in the division’s current operations.
Available Funds at 10/01/2021
Calculation of Available Funds at 10/01/2021: Cash & Investments (Appreciation) Depreciation in Investments Assets to be converted to Cash Less: Liabilities & Encumbrances Less: Construction in Progress Balances
Available Funds at 10/01/2023
Fiscal Year 2022/2023 Available Funds at 10/01/2022 Revenues: Sales, Receipts and Revenues Bond Proceeds Total Revenues Expenditures: M & O Expenditures Capital Expenditures Total Expenditures
Fiscal Year 2021/2022 Available Funds at 10/01/2021 (see below) Revenues: Sales, Receipts and Revenues Bond Proceeds Total Revenues Expenditures: M & O Expenditures Capital Expenditures Total Expenditures
Description
145,057 36,756,192 36,901,249
2,537,213 57,010,807 59,548,020
12,120 23,300,125 23,312,245
3,216,767 32,967,725 36,184,492
216,850 $ (860,000) (452,476)
469 $
-
469 469
(0) $
(1,095,182) (1,095,182)
444 444
$ 24,212,436 $ 5,214,705 $ (1,095,626) $
$ 82,398,078 $ 12,978,776 $ 190,220 162,164 (4,533,850) (690,542) (53,842,012) (7,235,693)
$ 9,352,759 $ 4,348,767 $
23,312,178 23,312,178
29,745,525 6,300,000 36,045,525
$ 9,491,726 $ 4,348,834 $
32,035,378 4,000,000 36,035,378
40,827,310 4,000,000 44,827,310
767,480 $
767,480 $ -
767,431 $
120 2,337,000 2,337,120
2,337,071 2,337,071
767,480 $
78 2,337,000 2,337,078
2,337,078 2,337,078
767,480 $
496,123 $
6,430,600 6,430,600
2,636 6,300,000 6,302,636
624,087 $
93,000 93,000
3,385 3,385
713,702 $
72,837 $
713,702 $
72,837 $ 5,154,727 $ 27,313 (28,551) (4,439,787)
133,150 $
203,593 203,593
203,593 203,593
133,150 $
201,544 201,544
261,857 261,857
72,837 $
General Obligation Projects (4600)
3,000,934 2,625,000 5,625,934
6,177,743 6,177,743
3,000,934 900,000 3,900,934
3,889,563 3,889,563
(0)
-
-
(0)
284,782 15,199,615 15,484,397
11,388 11,388
234,818 $ 2,831,511 $ 15,473,009
234,818 $ 5,335,798 $ 57,636,792 743 (313,970) (2,640,787) (2,191,060) (39,522,996)
234,871 $ 3,371,949 $
-
15 15
234,856 $ 3,383,320 $
-
38 38
234,818 $ 2,831,511 $ 15,473,009
Street Street Golf Course Solid Waste Bivins Civic Center Assessments Improvement Improvement Improvement Improvement Improvement (4150) (4200) (4250) (4300) (4350) (4400)
$ 24,212,436 $ 5,214,705 $ (1,095,626) $
Total
General Construction (Multiple)
CITY OF AMARILLO SUMMARY OF RESOURCES AND EXPENDITURES CAPITAL PROJECTS FUNDS FISCAL YEAR 2022/2023
City of Amarillo Capital Improvement Plan Fiscal Year 2022-2023 Description 1020x01 Grant Matching Project In any given year each department is presented with Grant funding opportunities that require matching capital dollars. This fund will be available on a first come first serve basis to all department to encourage departments to pursue grant opportunities and effectively leverage existing capital dollars.
Total Project
$
50,000
$
50,000
$
50,000
$
50,000
$
250,000
$
250,000
$
1,000,000
1420 Street Total
$
1,000,000
410822 Upgrade Police and Municipal Courts Entrances Upgrade and update the entrance to Police Department and Courts on the South side of the building. Repave and strip parking lot.
$
1,850,000
$
389,000
411413 Facilities Capital Maintenance (E&I) To create a reoccurring capital account, for the Facilities Department, to withstand unforeseen emergencies regarding maintenance and repairs to City Facilities.
$
1,401,100
1252 Facilities Maintenance Total
$
3,640,100
$
140,000
1020 City Managers Total 411425 Siren System Expansion Project This project will give the option to purchase one (1) outdoor warning siren each year and/or buy equipment for maintenance of the current system. We do have a 5-year plan to utilize this funds but conditions always warrant an annual review of changes and needs. 1232 Emergency Management Total 1415x00 Infrastructure Funding Study During the previous year, the City of Amarillo has facilitated an initiative named the Partnership on Development Progress. This initiative engaged a citizen committee who developed their own mission statement of: Creating a comprehensive roadmap to grow, sustain, and develop opportunity for Amarillo. One of the directives of the Citizen committee was to explore basic infrastructure funding options specifically for future growth, and how future growth has an impact on the basic infrastructure system. CP&DE is requesting capital funding to evaluate the existing ordinances, policies and infrastructure Master Planning documents and recommend revisions as required to be able to implement the recommendations of the PDP committee.
1415 CP&DE Total 1420x05 Reconstruction of 5th Street and Bowie Street plus pedestrian crossing This funding is for the reconstruction of SW 5th Avenue from Parker Street to Bowie Street and Bowie Street from SW 5th Avenue to SW 6th Avenue. These two streets will be upgraded from residential sections to commercial sections based on adjacent development plans.
411384 Comanche Trails Golf: Roof and Ceiling Renovations Remove the existing flat roof and install a gabled roof to match existing roof. Remove the deteriorated ceiling and insulation in the pro-shop and replace with new acoustical tiles. Update existing lighting with LED lights and remove the HVAC system off of the roof and relocate it on the ground.
1305x02 Municipal Court Building Floor & Wall Repair Replacement of the all linoleum tile and paint walls in some areas the Municipal Court building. The tile is a safety issue and will be replaced in the staff office area, and in spaces accessed by the public, ie. jury rooms and in the courtroom area. The wallpaper is peeling and pulling from the walls.The walls would be painted in the staff office areas.
1305 Municipal Court
$
140,000
1610x01 CISD School Liaison Vehicles One Black and White patrol equipped vehicle (class 115) for CISD School Liaison Officer
$
63,525
1610x05 Patrol Vehicles (4) Four Black and White patrol equipped vehicle (class 110) each year for 5 years. Initial Purchase of vehicle with all equipment
$
106,000
1610x08 Upfitting Patrol Vehicles E&I Upfit cost of 30 new (replacement) patrol vehicles (yearly recurring) Replacement equipment installation for existing cars as they are retired. Durable equipment such as radios, camera systems and other items are reused when possible.
$
210,500
411536 AISD School Liaison Vehicles Two Black and White patrol equipped vehicles (class 115) for AISD School Liaison Officers
$
110,000
1610 Police Total
$
490,025
$
10,080,000
$
10,080,000
$
1,000,000
1731 Traffic Administration Total
$
1,000,000
411687 Park Maintenance Equipment & Improvement - E&I Funding for Parks Equipment & Improvements during the 5-year Capital Improvement Program, to better address urgent Park issues that arise during the next five fiscal years
$
1,500,000
1861 Park Maintenance Total
$
1,500,000
1720x01 North Hughes Complete Street Project Reconstruction of North Hughes as a complete street from NW 3rd to the northern boundary of the North Heights neighborhood plan area at NW 24th. The proposed project will transform Hughes into an urban “main street” using a context-sensitive design approach with wider sidewalks, street trees, pedestrian lighting, on-street parking and bike lanes. 1720 Planning Total 411114 Traffic Signal System Improvements This is a public Safety Improvement Project. Every licensed driver in Amarillo depends on the Traffic Signal system to work properly every time they use their vehicle. As electronic equipment ages, it becomes less dependable. The components in this CIP have an Industry Standard service life of 10 years. See attached for more detail. The Traffic's Master Plan determines that the following should be budgeted to ensure proper updated and replacement of outdated equipment.
410716 Fire Apparatus Equipment Upfitting (E&I) These critical funds are necessary to complete the finish out on new fire fleet vehicles. Most items are now being ordered with the new vehicle, however depending upon the vehicle there are additional items.
$
75,000
410943 Training Facility Repair and Maint.. (E&I) This is a critical E&I project intended to fund the repairs and maintenance of elements of the fire training facility that do not have a funding source for major repairs.
$
25,000
411328 Fire Station #14 This project will build a new one-company station on in the hospital district. 100K of equipment in year 4 is also for furnishings and supplies.
$
5,000,000
1910 Fire Operations Total
$
5,100,000
4100 General Construction Fund
$
23,300,125
420064 Various Street Resurfacing Annual Street Resurfacing
$
2,337,000
1420 Street Total
$
2,337,000
4200 Street Improvement Fund
$
2,337,000
$
130,600
1431 Solid Waste Collection Total
$
130,600
430111 Landfill Development Cell 10 Phase 3 Construction
$
6,300,000
1432 Solid Waste Disposal Total
$
6,300,000
4300 Solid Waste Disposal Improvement Fund
$
6,430,600
430113 Solid Waste Collections E&I This project is for the funding of expansion and improvements to the City's solid waste collection programs. Items to be funded from this project include the replacement of existing dumpsters, poly-carts, vehicles, equipment, and related appurtenances as well as critical or unexpected needs of the Solid Waste Division. It is also used for funding new dumpsters, poly-carts, vehicles and equipment based on growth.
440058 Keyless Entry System To provide a uniform access system to the Civic Center Complex consistent with others throughout the City while increasing the ability to secure facilities and its contents. This project is consistent with the City of Amarillo Comprehensive Plan Chapter 5 Parks & Cultural Resources, Table 5.5, Item 2 - ongoing fiscal support of facilities.
$
100,000
$
100,000
440381 Coliseum Restroom Renovations Refurbishment and updating of the existing Coliseum restrooms.
$
365,000
440602 Parking Lot Asphalt Replacement Replacement of asphalt in needed areas surrounding Civic Center Complex.
$
310,000
440610 Overhead Door Replacement Through age, use and deterioration, many of the overhead doors are in need of replacement or major repairs.
$
25,000
1241 Civic Center Total
$
900,000
4400 Convention Annex Improvement Fund
$
900,000
52200x00 Water Rights E&I Acquisition and expansion of water rights for the City of Amarillo
$
18,000,000
52200x99 Valve Replacement This is to rehab valves in the water distribution system.
$
500,000
52200 Water Production Total
$
18,500,000
523440 Chlorine System (REGULATORS, CHLORINATORS, FEED SYSTEM PIPING) REPLACE CHLORINATORS, REGULATORS AND FEED PIPING SYSTEM TO THE INJECTORS. PLC AND SCADA COMPATIBILTY.
$
46,900
52220 Osage Water Treatment Total
$
46,900
521400 WD Water System Expansion New Water Main extensions in the new developing areas, for which City participation is required.
$
500,000
$
750,000
523366 WD Water Main Replacement Project Funding for small main replacement
$
750,000
523433 WD Water Extensions and Improvements Funding for Emergency, critical, or unexpected needs to the City's water system
$
3,450,000
52230 Water Distribution Total
$
5,450,000
440079 GNC Portable Chairs Total replacement of all portable seating in the Globe-News Center. This portion of funding is to address the Pit seating at this venue.
523350 WD Water Main Replacement Project (Small Main) Ongoing project utilizing outside contractors to replace small diameter water mains primarily 2", 4" and 6" thought-out the City. Targeted replacement of older lines with a history of problems.
521402 WWC Sewer System Expansion New Sewer Main extensions that require City funds for participation in new development areas. This is a cumulative fund.
$
500,000
521649 WWC Sewer Extensions and Improvements Funding for emergency and unexpected needs for wastewater collection lines, force mains, lift stations, plant maintenance, main extensions and improvements in the city's sewer system.
$
2,950,000
52240x01 WWC 18" outfall Upsize to 30" from N7_MH3 to O6_MH81 (Arroyo) Replace 18" Wastewater main from River Road and St Francis to the inverted syphon.
$
2,500,000
523367 WWC Sewer Main Rehab Program This is to rehab sewer mains in sections of the city.
$
500,000
$
26,170,825
52200x98 WW Master Study 2022 WW Master study will be to study and compile information about the WW system. This will include both of the WRF's
$
1,500,000
52240 Waste Water Collection Total
$
34,120,825
$
580,275
523312 VFD and Motor Replacement T4 High Lift Pump Variable Frequency Drive and motor replacement for High Service Pump (T-4). The Variable Frequency Drive allows for motor speed and pump flow control. This would aid in providing Xcel's variable water demands.
$
502,000
52260 River Road Water Reclamation Total
$
1,082,275
5200 Water & Sewer Fund
$
59,200,000
540339 TWY P/Associated Shoulders and Runway Blast Pad Rehabilitation - Environmental TWY P/Associated Shoulders and Runway Blast Pad Rehabilitation - Environmental
$
10,000
540353 Pavement Condition Index / Pavement Management Plan Update Environmental Pavement Condition Index / Pavement Management Plan Update Environmental
$
1,000
540340 SRE - Replace De-icing Truck includes Environmental and Purchase SRE - Replace De-icing Truck includes Environmental and Purchase
$
800,000
540106 Rosenwald & Batson Reconstruction Rosenwald & Batson Reconstruction
$
1,870,939
540356 RWY 31 REIL Replacement - EA, Design, Construction RWY 31 REIL Replacement - EA, Design, Construction
$
225,000
540216 GPU for PBB (2) GPU for PBB (2)
$
180,000
540217 PC Air for PBB (6) PC Air for PBB (6)
$
80,000
530042 NE Interceptor The NE interceptor will run from I-40 north to the RR WRF, servicing the NE side of Amarillo. This project will Move water currently going to HR WRF to RR WRF.
521628 RR Expand/Add Sludge Injection Basin Secondary sludge holding basin for digested sludge awaiting disposal. Texas Pollutant Discharge Elimination System Regulations prohibit the disposal of Digested Sludge at the Dedicated Land Disposal Site during or immediately following inclement weather
540200 Replace Front- end Loader Replace Front- end Loader
$
380,000
540201 Purchase Ramp Snow Plow Box Blade Purchase Ramp Snow Plow Box Blade
$
110,000
540345 Terminal Roof Assessment Terminal Roof Assessment
$
35,000
54XXXX Airport Chillers Refurbishment (2) Airport Chillers Refurbishment (2)
$
300,000
54XXXX Passenger Boarding Bridge Canopy Replacement (6) Passenger Boarding Bridge Canopy Replacement (6)
$
120,000
54XXXX IT Upgrades for Bag Handling System (BHS) IT Upgrades for Bag Handling System (BHS)
$
130,000
540341 Custodial Equipment Custodial Equipment
$
30,000
540198 Design and Replace Landside Irrigation System Design and Replace Landside Irrigation System
$
120,000
540347 Runway Rubber Removal Project Runway Rubber Removal Project
$
40,000
540359 Parking Facility Expansion and Rehab Phase 2 Parking Facility Expansion and Rehab Phase 2
$
1,700,000
540214 Building 602 Maintenance Building 602 Maintenance
$
100,000
540219 Mowing Tractor Mowing Tractor
$
75,000
540220 Mowing Deck Mowing Deck
$
28,000
54110 Airport Total
$
6,334,939
5400 Airport Fund
$
6,334,939
560000 Storm Sewer repairs Extensions & Improvements This funding is for drainage related system expansions and Improvements throughout the City. Work will involve repair of storm sewer lines, inlets, replacement of culverts, regrading of ditches erosion control and playa lake maintenance.
$
800,000
560081 Willow Grove Lake Improvements Improvements to Willow Grove Lake including replacement of damaged fencing and grading of existing slopes.
$
200,000
56100x00 Downtown Drainage Projects Design and construction of downtown storm sewer improvements to address long standing drainage issues.
$
5,000,000
$
414,000
56100x01 Arterial Storm Sewer - 34th Avenue - Helium Road to Soncy Road Design and construction of storm sewer and all associated features in conjunction with the improvement of 34th Avenue to a full arterial section from Helium Road to Soncy Road.
56100x02 Arterial Storm Sewer - Bell Street - Hollywood Road to Sundown Lane Design and construction of storm sewer and all associated features in conjunction with the improvement of Bell Street from Hollywood Road to Sundown Lane and Sundown Lane from I-27 to Western Street to full arterial sections.
$
273,000
56100x03 Arterial Storm Sewer - Coulter Street - Hollywood Road to Sundown Lane Design of storm sewer and all associated features in conjunction with the improvement of Coulter Street to a full arterial section from Hollywood Road to Sundown Lane.
$
1,805,500
56100x04 Arterial Storm Sewer - Georgia Street - Burk Lane to Hollywood Road Design and construction of storm sewer and all associated features in conjunction with the improvement of Georgia Street to a full arterial section from Burk Lane to Hollywood Road.
$
357,500
56100 Drainage Utility Total
$
8,850,000
5600 Drainage Utility Fund
$
8,850,000
610022 Equipment Replacement Scheduled Fleet replacements 2022/2023
$
7,000,000
61120 Fleet Service Total
$
7,000,000
6100 Fleet Services Fund
$
7,000,000
Grand Total
$
114,352,664
CITY OF AMARILLO FY2022/2023 Capital Improvement Projects by Funding Source
Description
Grand Total
Other Grant in Aid Funding Federal
TxDOT Assistance
Bond Proceeds
W&S Bond Proceeds
Photo Traffic Enforcement
HOT Tax
General Funding
Water & Sewer
Airport
Drainage
Fleet
1020x01 Grant Matching Project 1020 City Managers Total
50,000 50,000
-
-
-
-
-
-
-
50,000 50,000
-
-
-
-
411425 Siren System Expansion Project 1231 Radio Communications Total
50,000 50,000
-
-
-
-
-
-
-
50,000 50,000
-
-
-
-
1,850,000 389,000 1,401,100 3,640,100
-
-
-
-
-
-
-
1,850,000 389,000 1,401,100 3,640,100
-
-
-
-
1305x02 Municipal Court Building Floor & Wall Repair 1305 Municipal Court Total
140,000 140,000
-
-
-
-
-
-
-
140,000 140,000
-
-
-
-
1415x00 Infrastructure Funding Study 1415 CP&DE Total
250,000 250,000
-
-
-
-
-
-
-
250,000 250,000
-
-
-
-
1,000,000 1,000,000
-
-
-
-
-
-
-
1,000,000 1,000,000
-
-
-
-
63,525 106,000 210,500 110,000 490,025
47,625 82,500 130,125
-
-
-
-
-
-
15,900 106,000 210,500 27,500 359,900
-
-
-
-
1720x01 North Hughes Complete Street Project 1720 Planning Total
10,080,000 10,080,000
-
-
-
-
-
-
1,700,000 1,700,000
-
-
-
-
411114 Traffic Signal System Improvements 1731 Traffic Administration Total
1,000,000 1,000,000
-
-
-
-
-
-
-
-
-
411687 Park Maintenance Equipment & Improvement (E&I) 1861 Park Maintenance Total
1,500,000 1,500,000
-
-
-
-
-
-
-
1,500,000 1,500,000
-
-
-
-
410716 Fire Apparatus Equipment Upfitting (E&I) 410943 Training Facility Repair and Maint. (E&I) 411328 Fire Station #14 1910 Fire Operations Total
75,000 25,000 5,000,000 5,100,000
-
-
-
-
-
-
-
75,000 25,000 5,000,000 5,100,000
-
-
-
-
4100 General Construction Fund Total
23,300,125
130,125
-
-
-
-
13,790,000
-
-
-
-
420064 Various Street Resurfacing 1420 Street Total
2,337,000 2,337,000
-
-
-
-
-
-
-
2,337,000 2,337,000
-
-
-
-
4200 Street Improvement Fund Total
2,337,000
-
-
-
-
-
-
-
2,337,000
-
-
-
-
430113 Solid Waste Collections (E&I) 1431 Solid Waste Collection Total
130,600 130,600
-
-
-
-
-
-
-
130,600 130,600
-
-
-
-
430111 Landfill Development 1432 Solid Waste Disposal Total
6,300,000 6,300,000
-
-
-
6,300,000 6,300,000
-
-
-
-
-
-
-
-
4300 Solid Waste Improvement Fund Total
6,430,600
-
-
-
6,300,000
-
-
-
130,600
-
-
-
-
410822 Upgrade Police and Municipal Courts Entrances 411384 Comanche Trails Golf: Roof and Ceiling Renovations 411413 Facilities Capital Maintenance (E&I) 1252 Facilities Maintenance Total
1420x05 Reconstruction of 5th Street and Bowie Street plus pedestrian crossing 1420 Street Total 1610x01 CISD School Liaison Vehicles 1610x05 Patrol Vehicles (4) 1610x08 Upfitting Patrol Vehicles (E&I) 411536 AISD School Liaison Vehicles 1610 Police Total
8,380,000 8,380,000
8,380,000
1,000,000 1,000,000
1,000,000
-
-
CITY OF AMARILLO FY2022/2023 Capital Improvement Projects by Funding Source
Description
Grand Total
Other Grant in Aid Funding Federal
TxDOT Assistance
Bond Proceeds
W&S Bond Proceeds
Photo Traffic Enforcement
HOT Tax
General Funding
Water & Sewer
Airport
Drainage
Fleet
440058 Keyless Entry System 440079 GNC Portable Chairs 440381 Coliseum Restroom Renovations 440602 Parking Lot Asphalt Replacement 440610 Overhead Door Replacement 1241 Civic Center Total
100,000 100,000 365,000 310,000 25,000 900,000
-
-
-
-
-
-
100,000 100,000 365,000 310,000 25,000 900,000
-
-
-
-
-
4400 Convention Annex Improvement Fund Total
900,000
-
-
-
-
-
-
900,000
-
-
-
-
-
18,000,000 500,000 18,500,000
-
-
-
-
-
-
-
500,000 500,000
-
-
-
46,900 46,900
-
-
-
-
-
-
-
-
46,900 46,900
-
-
-
521400 WD Water System Expansion 523350 WD Water Main Replacement Project (Small Main) 523366 WD Water Main Replacement Project 523433 WD Water Extensions and Improvements 52230 Water Distribution Total
500,000 750,000 750,000 3,450,000 5,450,000
-
-
-
-
-
-
-
-
500,000 750,000 750,000 3,450,000 5,450,000
-
-
-
521402 WWC Sewer System Expansion 521649 WWC Sewer Extensions and Improvements 52240x01 WWC 18" outfall Upsize to 30" from N7_MH3 to O6_MH81 (Arroyo) 523367 WWC Sewer Main Rehab Program 530042 NE Interceptor 52240x00 WWC Master Study 52240 Waste Water Collection Total
500,000 2,950,000 2,500,000 500,000 26,170,825 1,500,000 34,120,825
-
-
-
-
-
-
-
500,000 2,950,000 170,825 500,000 1,500,000 5,620,825
-
-
-
521628 RR Expand/Add Sludge Injection Basin 523312 VFD and Motor Replacement T4 High Lift Pump 52260 River Road Water Reclamation Total
580,275 502,000 1,082,275
-
-
-
-
-
-
-
580,275 502,000 1,082,275
-
-
-
5200 Water & Sewer Fund Total
59,200,000
-
-
-
-
-
-
-
12,700,000
-
-
-
560000 Storm Sewer repairs Extensions & Improvements 560081 Willow Grove Lake Improvements 56100x00 Downtown Drainage Projects 56100x01 Arterial Storm Sewer - 34th Avenue - Helium Road to Soncy Road 56100x02 Arterial Storm Sewer - Bell Street - Hollywood Road to Sundown Lane
800,000 200,000 5,000,000 414,000 273,000
-
-
-
5,000,000 -
-
-
-
-
-
-
800,000 200,000 414,000 273,000
-
56100x04 Arterial Storm Sewer - Georgia Street - Burk Lane to Hollywood Road 56100 Drainage Utility Total
1,805,500 357,500 8,850,000
-
-
-
5,000,000
-
-
-
-
-
-
1,805,500 357,500 3,850,000
-
5600 Drainage Utility Fund Total
8,850,000
-
-
-
5,000,000
-
-
-
-
-
-
3,850,000
-
540106 Rosenwald & Batson Reconstruction 540200 Replace Front- end Loader 540217 PC Air for PBB (6) 540219 Mowing Tractor 540220 Mowing Deck
1,870,939 380,000 80,000 75,000 28,000
-
-
-
-
-
-
187,094 38,000 8,000 75,000 28,000
52200x00 Water Rights (E&I) 52200x99 Valve Replacement 52200 Water Production Total 523440 Chlorine System (REGULATORS, CHLORINATORS, FEED SYSTEM PIPING) 52220 Osage Water Treatment Total
56100x03 Arterial Storm Sewer - Coulter Street - Hollywood Road to Sundown Lane
1,683,845 342,000 72,000 -
-
-
18,000,000 18,000,000
2,329,175 26,170,825 28,500,000 46,500,000
-
-
CITY OF AMARILLO FY2022/2023 Capital Improvement Projects by Funding Source
Description 540341 Custodial Equipment 540347 Runway Rubber Removal Project
Grand Total
Other Grant in Aid Funding Federal
TxDOT Assistance
Bond Proceeds
W&S Bond Proceeds
Photo Traffic Enforcement
HOT Tax
General Funding
Water & Sewer
Airport
Drainage
Fleet
30,000 40,000
-
-
-
-
-
-
-
-
-
30,000 40,000
-
-
10,000
-
9,000
-
-
-
-
-
-
-
1,000
-
-
540340 SRE - Replace De-icing Truck includes Environmental and Purchase 540356 RWY 31 REIL Replacement - EA, Design, Construction 540216 GPU for PBB (2) 540201 Purchase Ramp Snow Plow Box Blade 540345 Terminal Roof Assessment 54110x01 Airport Chillers Refurbishment (2) 54110x02 Passenger Boarding Bridge Canopy Replacement (6) 54110x03 IT Upgrades for Bag Handling System (BHS) 540198 Design and Replace Landside Irrigation System 540359 Parking Facility Expansion and Rehab Phase 2 540214 Building 602 Maintenance 54110 Airport Total
1,000 800,000 225,000 180,000 110,000 35,000 300,000 120,000 130,000 120,000 1,700,000 100,000 6,334,939
-
900 720,000 202,500 162,000 99,000 31,500 270,000 108,000 117,000 3,817,745
-
-
-
-
-
-
-
100 80,000 22,500 18,000 11,000 3,500 30,000 12,000 13,000 120,000 1,700,000 100,000 2,517,194
-
-
5400 Airport Fund Total
6,334,939
-
3,817,745
-
-
-
-
-
-
-
2,517,194
-
-
610022 Equipment Replacement 61120 Fleet Service Total
7,000,000 7,000,000
-
-
-
-
-
-
-
-
-
-
-
7,000,000 7,000,000
6100 Fleet Services Fund Total
7,000,000
-
-
-
-
-
-
-
-
-
-
-
7,000,000
114,352,664
130,125
540339 TWY P/Associated Shoulders and Runway Blast Pad Rehabilitation - Environmental 540353 Pavement Condition Index / Pavement Management Plan Update Environmental
Grand Total
3,817,745
8,380,000
11,300,000
46,500,000
1,000,000
900,000
16,257,600
12,700,000
2,517,194
3,850,000
7,000,000
TOTAL FUNDING $114,352,664
The most significant funding sources are Water and Sewer with $59.2 million. The Water and Sewer Funds includes $46.5 million in bond proceeds. These revenue bonds will be funded through a 10% increase in water and sewer rates. The 2023 General Obligation (GO) Bond project fund includes $5.1 million in funding for Fire Station #14, funding of $3.6 million for various Facilities projects, funding of $1.7 million for planning North Hughes complete street project, $1 million for traffic signal system improvements, and $3.4 million in various other projects. In the General Construction Fund there is $8.5 million in outside funding from either grants or other sources. For the 2022/223fiscal year, the Airport has $6.3 million in capital projects with $3.8 million covered by state and federal funding to assist in the Airport projects. The Drainage fund includes $8.9 million in capital projects.
TOTAL EXPENDITURES $23,300,125
Planning makes up the largest General Capital expenditure comprising of $10 million, or 43% of total General Capital expenditures for the 2022/2023 fiscal year budget. This amount will fund the reconstruction of North Hughes as a complete street in North Heights neighborhood. The second largest General Capital expenditure comprising of $5 million or 22% is the construction of Fire Station #14. Facilities expenditures makes up the third largest amount at $3.6 million or 16%. These funds are for various repairs and maintenance items for city facilities. The remaining 19% is various projects for Traffic ($1.0 million), Street ($1.0 million), Engineering ($0.25 million), Emergency Management ($0.05 million), City Manager ($0.05 million), Municipal Court ($0.14 million), Parks ($1.5 million), and Police ($0.5 million)
CITY OF AMARILLO HUMAN RESOURCES SUMMARY
The Human Resources Department is a strategic business partner that is committed to providing highquality 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: recruitment/retention and employment selection, compensation/job classification system, policy development and administration, training and career development, payroll administration and processes, employee relations, 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. Other full-time employees are considered classified and are governed by local and/or state civil service law. The City of Amarillo has a three-member Civil Service Commission appointed by the City Manager and confirmed by the City Council. Each member of the Civil Service Commission serves a three-year alternating term. The Civil Service Commission is one of the few regulatory commissions of the city and is empowered to adopt rules and regulations for the administration of the City's Civil Service System. It also serves as a hearing tribunal for all classified employees appealing actions of demotion, suspension, or termination. The Human Resources Department is responsible for the administration of the city's 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) Executive and 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, Hourly Salary Schedule and Executive and Managerial Salary Schedule are administered as a pay-for-performance system designed to compensate and reward employees on the basis of job performance. Salary schedules for Police and Fire are regulated to a greater extent by state law and such are limited to longevity or time-in-rank salary increases which may be adjusted as approved by the City 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, improving employee communications, and increasing 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 workforce, to better coordinate individual career development with the city's overall organizational goals and policies. The Human Resources Department is responsible, with the approval of the City Manager, for the development, implementation, and revision of all personnel policies and procedures establishing the manner in which all personnel-related transactions are to be administered throughout the City. 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.
Total General Fund
Accounting Amarillo Emergency Comm. Cntr. Animal Management and Welfare Benefits Building Safety Capital Projects Development and Eng. Central Stores City Attorney City Manager City Secretary Civic Center Administration Civic Center Box Office Civic Center Operations Civic Center Sports Custodial Operations Emergency Management Environmental Health Facilities Maintenance Finance Fire Fire Civilian Personnel Fire Marshal Globe News Center Golf Human Resources Judicial Library Mayor and Council Municipal Court Office of Civil Hearings Parks and Recreation Planning and Development Services Police Police Civilian Personnel Public Communications Public Works (previously Engineering) Purchasing Risk Management Solid Waste Collection Solid Waste Disposal Street Traffic Transit Vital Statistics
GENERAL FUND DEPARTMENTS 1320 1270 1710 1340 1740 1415 1345 1210 1020 1220 1241 1248 1243 1245 1251 1232 1750 1252 1315 1910 1940 1930 1249 1811 1110 1040 1260 1011 1305 1306 1820 1720 1610 1640 1023 1410 1325 1120 1431 1432 1420 1731 1761 1335
Unit
Business
1,640
13 67 40 3 32 20 7 10 6 2 5 3 22 2 26 9 18 31 6 269 10 8 3 37 8 3 57 0 23 1 105 10 370 68 3 4 8 3 103 42 93 24 65 1
ACTUAL 2018
1,659
13 67 42 3 35 19 7 10 7 2 5 3 22 2 27 9 18 31 8 279 10 8 3 32 8 3 57 0 22 1 102 10 371 67 4 5 8 3 110 43 91 23 68 1 1,650
14 67 42 3 35 18 7 10 7 2 5 3 22 2 27 9 18 31 8 279 9 9 3 22 8 3 57 0 22 1 103 9 372 68 4 5 8 3 109 43 91 23 68 1 1,637
15 62 45 3 39 18 7 10 9 3 5 3 22 2 30 5 20 31 7 279 10 9 3 22 8 3 57 0 22 1 76 9 372 69 6 5 8 3 115 41 91 23 68 1 1,663
15 62 46 3 42 18 7 10 10 3 5 3 23 2 30 5 21 31 7 295 10 10 3 22 9 3 57 0 21 1 77 9 376 70 7 5 8 3 113 38 90 23 69 1
PERMANENT POSITIONS ACTUAL ACTUAL REVISED BUDGET 2019 2020 2021 2022
349
2 2 3 1 2 0 0 0 0 0 0 9 0 0 0 0 0 0 1 0 1 0 0 56 2 1 20 5 3 1 182 0 0 3 1 0 1 0 2 2 4 45 0 0 340
2 2 3 1 0 0 0 0 1 0 0 9 0 0 0 0 0 0 1 0 1 0 0 56 2 1 20 5 3 1 175 0 0 3 0 0 1 0 2 2 4 45 0 0 378
2 2 3 1 0 0 0 0 1 0 0 9 0 0 0 0 0 0 1 0 1 0 0 69 2 1 20 5 3 1 197 0 0 6 0 0 1 0 2 2 4 45 0 0 343
2 2 3 1 0 0 0 0 0 0 0 9 0 0 0 0 0 0 1 0 1 0 0 69 2 1 20 5 3 1 164 0 0 6 0 0 1 0 2 2 4 44 0 0 344
2 2 3 1 0 2 0 0 1 0 0 9 0 0 0 0 0 0 1 0 1 0 0 69 2 1 19 5 3 1 163 0 0 6 0 0 1 0 2 2 4 44 0 0
PART-TIME POSITIONS ACTUAL ACTUAL ACTUAL REVISED BUDGET 2018 2019 2020 2021 2022
CITY OF AMARILLO 2022/2023 RECAPITULATION OF RECOMMENDED PERSONNEL AUTHORITY
1,989
15 69 43 4 34 20 7 10 6 2 5 12 22 2 26 9 18 31 7 269 11 8 3 93 10 4 77 5 26 2 287 10 370 71 4 4 9 3 105 44 97 69 65 1 1,999
15 69 45 4 35 19 7 10 8 2 5 12 22 2 27 9 18 31 9 279 11 8 3 88 10 4 77 5 25 2 277 10 371 70 4 5 9 3 112 45 95 68 68 1
2,028
16 69 45 4 35 18 7 10 8 2 5 12 22 2 27 9 18 31 9 279 10 9 3 91 10 4 77 5 25 2 300 9 372 74 4 5 9 3 111 45 95 68 68 1
1,980
17 64 48 4 39 18 7 10 9 3 5 12 22 2 30 5 20 31 8 279 11 9 3 91 10 4 77 5 25 2 240 9 372 75 6 5 9 3 117 43 95 67 68 1
2,007
17 64 49 4 42 20 7 10 11 3 5 12 23 2 30 5 21 31 8 295 11 10 3 91 11 4 76 5 24 2 240 9 376 76 7 5 9 3 115 40 94 67 69 1
TOTAL POSITIONS ACTUAL ACTUAL ACTUAL REVISED BUDGET 2018 2019 2020 2021 2022
45 1 5 109
61110 63125 64300 20110
Fleet Services
Self Insurance
City Care Clinic
Special Revenue 2,201
32
62010
Information Technology
TOTAL
32
56100
Drainage Utility
2,239
124
5
1
45
32
32
59
282
283 54
5 18 21 22 21 38 38 65 15 8 31
2,240
130
5
3
45
37
32
58
280
5 17 21 22 21 38 38 65 15 8 30
2,273
140
5
4
45
43
32
63
304
5 17 21 22 21 62 38 65 15 8 30
2,302
5 18 21 22 21 65 38 65 15 8 30 0 308 0 64 0 32 0 40 0 45 0 4 0 5 0 141
PERMANENT POSITIONS ACTUAL ACTUAL REVISED BUDGET 2019 2020 2021 2022 5 19 21 22 21 38 38 65 15 8 31
54110
52110 52115 52281 52270 52260 52100 52240 52230 52200 52210 52220
Unit
ACTUAL 2018
Airport
Total Water & Sewer Utility
Director of Utilities Capital Projects and Development Eng Environmental Laboratory Hollywood Road Wastewater Trtmnt River Road Reclamation Utility Billing Wastewater Collection Water Distribution Water Production Water Transmission Water Treatment
WATER & SEWER UTILITIES
Business
362
5
0
0
0
2
0
0
6
0 0 0 2 2 2 0 0 0 0 0
353
5
0
0
0
2
0
0
6
0 0 0 2 2 2 0 0 0 0 0
392
7
0
0
0
1
0
0
6
0 0 0 2 2 2 0 0 0 0 0
354
3
0
0
0
1
0
0
7
0 0 0 2 2 3 0 0 0 0 0
355
3
0
0
0
0
0
0
8
0 0 0 2 2 4 0 0 0 0 0
PART-TIME POSITIONS ACTUAL ACTUAL ACTUAL REVISED BUDGET 2018 2019 2020 2021 2022
CITY OF AMARILLO 2022/2023 RECAPITULATION OF RECOMMENDED PERSONNEL AUTHORITY
2,563
114
5
1
45
34
32
54
289
5 19 21 24 23 40 38 65 15 8 31
2,592
129
5
1
45
34
32
59
288
5 18 21 24 23 40 38 65 15 8 31
2,632
137
5
3
45
38
32
58
286
5 17 21 24 23 40 38 65 15 8 30
2,627
143
5
4
45
44
32
63
311
5 17 21 24 23 65 38 65 15 8 30
2,657
144
5
4
45
40
32
64
316
5 18 21 24 23 69 38 65 15 8 30
TOTAL POSITIONS ACTUAL ACTUAL ACTUAL REVISED BUDGET 2018 2019 2020 2021 2022
The Public Safety functional group, which includes both the Police and Fire Departments, employs the largest number of employees at 892 full‐time positions and 20 part‐time positions. Leisure Services departments consist of 192 full‐time and 260 seasonal employees, most of which are located under Parks and Recreation. The Utility Services group, consisting of the Solid Waste Collection and Disposal, the Water and Sewer Departments, and Drainage Utility, employs 473 full‐time and 12 part‐time positions. The Transportation group, which includes Street, Traffic, Transit, and Airport, employs 246 full‐time positions and 48 part‐time positions.
CITY OF AMARILLO CITY EMPLOYEES BY FUNCTIONAL GROUP FOR FISCAL YEAR 2022/2023
PUBLIC SAFETY
FULL TIME
Judicial Emergency Management Emergency Management Grants Amarillo Emergency Comm. Cntr. Municipal Court Office of Civil Hearings Police Police Civilian Personnel Animal Management and Welfare Fire Fire Civilian Personnel Court Security Fund Total
3 5 1 62 21 1 376 70 46 295 10 2 892
PART TIME
-
-
1 2 3 1
LEISURE SERVICES
FULL TIME
PART TIME
Civic Center Library Parks and Recreation Golf Total
36 57 77 22 192
9 19 163 69 260
90 69 23
-
TRANSPORTATION 6 3 1 3 20
Street Transit Traffic Photographic Traffic Enforcement Airport Total
-
64 246
-
4 44
48
GENERAL GOVERNMENT Mayor and Council City Manager City Attorney City Secretary Public Communications Total
-
10 10 3 7 30
-
5 1
6
UTILITY SERVICES Solid Waste Disposal Solid Waste Collection Water & Sewer Drainage Utility Total
38 113 290 32 473
2 2 8
-
12
SUPPORT SERVICES Human Resources Risk Management Custodial Operations Facilities Maintenance Finance Accounting Purchasing Benefits Central Stores Fleet Services Information Technology City Care Clinic Self Insurance Total
9 3 30 31 7 15 8 3 7 45 40 5 4 207
-
-
2
1 2 1 1
DEVELOPMENT SERVICES Public Works (previously Engineering) Capital Projects and Development Eng Planning and Development Services Building Safety Environmental Health Fire Marshal Urban Transportation Planning Total
5 36 9 42 21 10
123
-
2
HEALTH & HUMAN SERVICES
7
Vital Statistics Community Development & Housing Health Grants Total
1 43 95 139
2
-
CITY OF AMARILLO 2022/2023 GENERAL SALARY SCHEDULE
CLASS GROUP G-01
GROUP G-02
GROUP G-03
DESCRIPTION
G01 CLR052 311 CUSTOMER SERVICE REPRESENTATIVE I CLR400 ADMINISTRATIVE ASSISTANT I TRD040 BUILDING ATTENDANT I TRD530 BUS DRIVER TRD910 CUSTODIAN I CLR955 DELIVERY DRIVER CLR189 FRONT DESK ATTENDANT TRD935 LABORER TEC770 PHOTO TECHNICIAN TRD900 SECURITY GUARD TRD925 SERVICER I TRD930CDL UTILITY WORKER WITH CDL TRD930 UTILITY WORKER WITHOUT CDL TEC587 WIC TECHNICIAN I
G02 CLR053 CLR405 TRD215 TRD590 TRD041 TRD065 CLR135 CLR565 CLR561 TRD047 CLR430 CLR935 TRD252 TRD430 TRD805 TRD170 TEC950 TEC851 CLR167 TRD333 TEC590
311 CUSTOMER SERVICE REPRESENTATIVE II ADMINISTRATIVE ASSISTANT II ADOPTION SPECIALIST ANIMAL ATTENDANT BUILDING ATTENDANT II BUILDING MECHANIC TRAINEE COLLECTIONS CLERK I COMMUNITY HEALTH WORKER COMMUNITY SERVICE AIDE CUSTODIAN II CUSTOMER SERVICE REPRESENTATIVE EVIDENCE CLERK GATE ATTENDANT GREENSKEEPER I GROUNDWATER OPERATOR METER READER I PARK TECHNICIAN I PRINT SHOP TECHNICIAN I STORE CLERK WATER METER MECHANIC I WIC TECHNICIAN II
G03 CLR410 TRD080 PRF085 TRD904 CLR950 CLR077 CLR965 TEC900 CLR411 CLR075 TRD221 TEC771 TRD435 TRD431 PRF034 TRD171 TRD335 TEC585 TRD970 TRD415 TEC951 TEC400 TEC852 TRD050 TRD234 TEC560 PRF571 TEC220 CLR605 TEC541 TRD411
ADMINISTRATIVE ASSISTANT III AIRPORT MECHANIC I AIRPORT OPERATIONS AGENT BUILDING MECHANIC I BUYER I CALL CENTER AGENT CIRCULATION SUPERVISOR COMM TECHNICIAN ASSISTANT I DEPUTY COURT CLERK I DEPUTY REGISTRAR EQUIPMENT OPERATOR I EVIDENCE TECHNICIAN GOLF IRRIGATION TECH I GREENSKEEPER II LIBRARY ASSISTANT METER READER II METER SERVICE REP II NUTRITION TECHNICIAN L PARK MAINTENANCE MECHANIC I PARK PLUMBER I PARK TECHNICIAN II PERMIT TECHNICIAN PRINT SHOP TECHNICIAN II RANGE OFFICER SERVICER II SOLID WASTE SERVICE TECHNICIAN STD/HIV OUTREACH SPECIALIST I TRAFFIC CONTROL TECHNICIAN TRAFFIC GUIDE/PARKING ENFCMT TRAFFIC TECHNICIAN I TREE TRIMMER
STARTING RATE
13.000
MINIMUM (hr/mth/yr)
MAXIMUM (hr/mth/yr)
12.000 2,080 24,960
20.202 3,502 42,021
12.320 2,135 25,626
21.212 3,677 44,121
12.936 2,242 26,907
22.273 3,861 46,327
15.000
13.000 13.000 13.000 18.000 13.000 13.000
13.150 13.150 13.150 13.150
15.150
13.150 13.150 13.150 13.150 13.150 13.150 13.150 13.150
13.500 13.500
13.300
18.000 13.300 13.300 13.300 13.300 13.300 13.300 13.300 13.300 13.300 13.300 13.300 13.300 13.300 13.300 13.300 13.300 13.300
CITY OF AMARILLO 2022/2023 GENERAL SALARY SCHEDULE
CLASS CLR412 TRD331 TRD334 TRD240 TEC591 TEC955
GROUP G-04
DESCRIPTION UTILITY BILLING CASHIER UTILITY LOCATOR WATER METER MECHANIC II WELDER I WIC TECHNICIAN III ZOO KEEPER I
G04 CLR121 ACCOUNTS PAYABLE CLERK CLR415 ADMINISTRATIVE ASSISTANT IV TRD565 ANIMAL CARE WORKER TEC943 BACTERIOLOGY TECHNICIAN CLR065 BENEFITS COORDINATOR I TRD042 BUILDING ATTENDANT III TRD905 BUILDING MECHANIC II TRD043 BUILDING TECHNICIAN TRD535 BUS/VAN OPERATER WITH OUT CDL TRD535CDL BUS/VAN OPERATOR WITH CDL CLR951 BUYER II CLR620 CLINIC AIDE TEC905 COMM TECHNICIAN ASSISTANT II TRD222 CONCRETE FINISHER TRD160 CSR INTAKE SPECIALIST TRD046 CUSTODIAN III CLR068 CUSTOMER SERVICE LEAD CLR096 DATA ADMINISTRATOR CLR416 DEPUTY COURT CLERK II CLR535 DISPATCHER TEC211 ENGINEERING AIDE I TRD950 EQUIPMENT OPERATOR II TRD436 GOLF IRRIGATION TECH II TRD980 HOUSING INSPECTOR TRD341 LIFT STATION MAINT MECH I TEC586 NUTRITION TECHNICIAN II TRD410 PARK MAINTENANCE MECHANIC II TRD416 PARK PLUMBER II TEC853 PRINT SHOP TECHNICIAN III TRD555 REHAB INSPECTOR I PRF095 SECURITY OPERATIONS SUPERVISOR PRF575 STD/HIV OUTREACH SPECIALIST II TEC213 SURVEYOR I TEC225 TRAFFIC CONTROL SPECIALIST TRD964 TREATMENT PLANT OPERATOR I TRD954 UTILITY MAINTENANCE MECHANIC I TRD960 UTILITY OPERATOR CLR455 VITAL STATISTICS CLERK TRD241 WELDER II TEC160 WIC TECHNICIAN IV PRF005 ZOO EDUCATION COORDINATOR TEC952 ZOO EDUCATION COORDINATOR TEC956 ZOO KEEPER II
STARTING RATE
MINIMUM (hr/mth/yr)
MAXIMUM (hr/mth/yr)
13.583 2,354 28,253
23.386 4,054 48,643
13.300 13.300 13.300 13.300 13.300
19.000 15.000 18.000
15.400
15.400
18.000 15.400
CITY OF AMARILLO 2022/2023 GENERAL SALARY SCHEDULE
CLASS
GROUP G-05
GROUP G-06
G05 CLR130 CLR941 TRD560 CLR113 MGT270 PRF452 CLR045 CLR044 PRF110 CLR602 CLR952 CLR191 CLR557 CLR925
DESCRIPTION
STARTING RATE
ADMINISTRATIVE SUPERVISOR ADMINISTRATIVE TECHNICIAN ANIMAL MGMT OFFICER TRAINEE ARRAIGNMENT CLERK ASSISTANT BOX OFFICE MANAGER ASST GOLF PROFESSIONAL II ASST. AQUATIC COORDINATOR ASST. RECREATION COORDINATOR BAILIFF BENEFITS COORDINATOR II BUYER III CALL CENTER LEAD CASHIER LEAD CLAIMS ASSISTANT
MINIMUM (hr/mth/yr)
MAXIMUM (hr/mth/yr)
14.262 2,472 29,666
24.555 4,256 51,075
14.975 2,596 31,149
25.784 4,469 53,630
DEPUTY COURT CLERK SUPERVISOR
CLR131 TRD055 TRD951 CLR085 CLR190 CLR560 TRD350 CLR166 TEC030 TRD920 CLR555 TEC340 CLR945 TRD233 CLR960 CLR195 TRD351 TRD952 CLR975 TRD965 TEC120 TEC162
ELECTRICIAN TRAINEE EQUIPMENT OPERATOR III EXECUTIVE ASSISTANT FRONT DESK MANAGER HOUSING TECHNICIAN INDUSTRIAL WASTE INSPECTOR INVENTORY CLERK IT GENERALIST MECHANIC APPRENTICE MOBILE UNIT AGENT ODOR CONTROL TECHNICIAN OFFICE ADMINISTRATOR PAINTER AND BODY REPAIRER PAYROLL TECHNICIAN POOL MANAGER STORM WATER INSPECTOR SW EQUIPMENT OPERATOR I TRAINING RECORDS ADMINISTRATOR TREATMENT PLANT OPERATOR II UTILITY TECHNICIAN WIC TECHNICIAN V
G06 CLR120 CLR585 CLR947 TRD917 TRD962 TRD592 CLR010 TRD906 CLR953 MGT210 CLR030 PRF351 TRD070 TEC216 MGT245 TRD255 MGT224 TRD915 TEC920 TRD220 TRD440 MGT140 CLR820 MGT135 PRF592 TRD085 TEC588 CLR630 MGT950 CLR575 TEC942 PRF145
ACCOUNTING ASSISTANT ACCOUNTING TECHNICIAN ADMINISTRATIVE SPECIALIST I AIRPORT LANDSIDE FLEET MECHANI AIRPORT MECHANIC III ANIMAL MANAGEMENT OFFICER I BILLING SPECIALIST BUILDING MECHANIC III BUYER IV CAPITAL IMPRV PROGRAM COORD. CASE WORKER CHEMIST I CUSTODIAL FOREPERSON DESIGN TECHNICIAN I DISPATCHER/ROUTE SUPERVISOR DISPOSAL EQUIPMENT OPERATOR DRAINAGE UTILITY FOREPERSON ELECTRICIAN I ENGINEERING ASSISTANT I EQUIPMENT OPERATOR IV GOLF EQUIPMENT MECHANIC HCV MANAGER (HOUSING) HMIS DATA TECHNICIAN HOME MANAGER IMMUNIZATION OUTREACH SPEC INSPECTION SPECIALIST NUTRITION TECHNICIAN III OFFICE MANAGER PARK FOREPERSON I PEER SUPPORT SPECIALIST PROCESS CONTROL TECHNICIAN SENIOR BAILIFF
19.000 16.000
16.000 16.000 15.500
25.340 20.850
19.500
15.550 19.000 15.550 24.500 16.500
CITY OF AMARILLO 2022/2023 GENERAL SALARY SCHEDULE
GROUP G-07
GROUP G-08
CLASS CLR145 CLR230 MGT340 TEC543 MGT221 CLR220 PRF560 TEC212 TRD953 TEC542 TRD250 TRD966 TRD956 MGT330
DESCRIPTION SENIOR BUYER SERVICE WRITER SEWER FOREPERSON SIGNAL TECHNICIAN STREET FOREPERSON I STREET PROGRAM COORDINATOR SUPPORTIVE HOUSING COORDINATOR SURVEYOR II SW EQUIPMENT OPERATOR TRAFFIC TECHNICIAN II TRANSFER STATION OPERATOR TREATMENT PLANT OPERATOR III UTILITY MAINT MECH II WATER FOREPERSON
G07 CLR150 TRD593 TRD975 MGT045 PRF450 CLR775 TEC901 TRD520 CLR550 CLR770 TEC555 TEC150 CLR155 MGT900 TRD597 PRF025 TRD600 TEC130 PRF070 TRD342 CLR140 CLR090 TRD921 TEC589 PRF165 TEC520 TRD510 TEC065 TEC918 TEC005 TRD556 TRD232 TEC903 MGT222 TEC222 TRD957 PRF440 TEC945 MGT345
ADMINISTRATIVE COORDINATOR ANIMAL MANAGEMENT OFFICER II ASSISTANT GOLF COURSE SUPER ASSISTANT PRODUCTION MANAGER ASST GOLF PROFESSIONAL I CIVILIAN INVESTIGATOR I COMMUNICATIONS TECHNICIAN COMMUNITY IMPROVEMENT INSPECT CUSTOMER SERVICE TECHNICIAN EMERGENCY COMM SPECIALIST ENVIRONMENTAL TECHNICIAN ENVT COMPLIANCE TECHNICIAN EVENTS COORDINATOR EVENTS SUPERVISOR FIRE MECHANIC 1 FITNESS/WELLNESS COORD FLEET MECHANIC I IT ASSISTANT LEGAL ASSISTANT LIFT STATION MAINT MECH II MARKETING ADMINISTRATOR MARKETING COORDINATOR MECHANIC I NUTRITION TECHNICIAN IV PARK PROGRAM COORDINATOR PLANNING TECHNICIAN PLUMBING INSPECTOR PRODUCTION TECHNICIAN PROJECT REPRESENTATIVE I QUALITY CONTROL TECH REHAB INSPECTOR II SENIOR WELDER SIREN TECH STREET FOREPERSON II TRAFFIC DESIGN TECHNICIAN UTILITY MAINT MECH III VISITOR SERVICE SPECIALIST WATER BACTERIOLOGIST WATER/SEWER FOREPERSON I
G08 CLR013 MGT120 TRD926 CLR040 PRF088 PRF420 TEC915 CLR042 PRF430
ACCOUNTS PAYABLE/PURCHASER AFTERNOON SHELTER SUPERVISOR AIRPORT LANDSIDE/FLEET FOREPERSON AIRPORT OFFICE MANAGER AIRPORT OPERATIONS COORDINATOR AQUATICS SPECIALIST ASSIST SOLID WASTE SVC COORD ASSISTANT CASHIER SUPERVISOR ATHLETIC SPECIALIST
CLR635 TRD511 MGT520 PRF352 CLR780
BOOKKEEPER/PURCHASING SPEC BUILDING INSPECTOR I BUILDING SAFETY MANAGER CHEMIST II CIVILIAN INVESTIGATOR II
STARTING RATE
MINIMUM (hr/mth/yr)
MAXIMUM (hr/mth/yr)
15.724 2,726 32,706
27.073 4,693 56,312
16.510 2,862 34,342
28.426 4,927 59,127
16.500
16.000 18.000 17.000
19.000 23.000 16.830
17.788
17.750
17.500
CITY OF AMARILLO 2022/2023 GENERAL SALARY SCHEDULE
CLASS CLR025 CLR118 TEC215 CLR581 PRF105 TRD514 TRD060 TEC930 PRF903 TEC921 PRF060 TEC170 TEC450 PRF030 PRF577 TRD506 TRD923 PRF585 MGT117 MGT951 PRF902 TRD525 PRF142 MGT241 TEC910 TEC932 CLR012 CLR015 TRD972 PRF600 CLR175 TRD175 MGT432 CLR450 MGT931 TEC320
GROUP G-09
G09 PRF610 MGT253 MGT251 MGT420 MGT082 PRF705 PRF354 CLR110 PRF075 CLR098 TEC925 PRF550 TRD595 TRD810 TRD605 TEC155 PRF910 TRD075 MGT242 PRF500 TRD922 PRF586 CLR779 MGT321 TEC919 TRD242 TRD540 TEC926 MGT540 MGT541 TEC550 MGT535 MGT910 MGT930
DESCRIPTION CLINIC MANAGER COURT PROGRAM COORDINATOR DESIGN TECHNICIAN II DISEASE INTERVENTION SPC DOMESTIC VIOLENCE TEAM COORD. ELECTRICAL INSPECTOR I ELECTRICIAN II ELECTRONICS/INSTRUMENT TECH EMERGENCY MANAGEMENT PLANNER ENGINEERING ASSISTANT II FACILITIES COORDINATOR GIS TECHNICIAN GREENHOUSE TECHNICIAN LIBRARIAN I LINKAGE TO CARE COORDINATOR MASTER PLUMBER MECHANIC FOREPERSON NUTRITIONIST I OPERATIONS MANAGER PARK FOREPERSON II PLANNER I PLANS EXAMINER RECREATION COORDINATOR ROUTE SUPERVISOR SOLID WASTE TECHNICIAN STORM SEWER TECHNICIAN SYSTEMS SPECIALIST TRAINER/QA SPECIALIST TRANSFER STATION MAINT MECH U. R. NURSE VETERINARY ASSISTANT VETERINARY ASSISTANT VISITOR SERVICE COORDINATOR VITAL STATISTICS SUPERVISOR WATER AND SEWER SUPERVISOR I WATER OPS/COMPLIANCE TECH
AMBULANCE PERMIT ANALYST ASSIST TRANSFER STATION SUPV ASSISTANT LANDFILL SUPERVISOR ATHLETIC SUPERVISOR BUILDING FOREPERSON CASE MANAGER-SOCIAL WORKER CHEMIST-BIOLOGIST COURT REPORTER CRIME DATA ANALYST CUSTOMER SERVICE SUPERVISOR DEV SERVICES PROJECT COORD ENV HEALTH SPECIALIST I FIRE MECHANIC II FLEET INV EQUIP CONTROL TECH FLEET MECHANIC II FORENSIC VIDEO TECHNICIAN LVN LANDSIDE/FLEET COORDINATOR MAINTENANCE SHOP SUPERVISOR MANAGEMENT ANALYST MECHANIC II NUTRITIONIST II POLICE DATA ADMINISTRATOR PROCESS CONTROL SUPERVISOR PROJECT REPRESENTATIVE II ROOFING INSPECTOR SAFETY AND TRAINING OPS SUPV SENIOR ENGINEERING ASSISTANT SIGNAL FOREPERSON SIGNS AND MARKINGS SUPERVISOR TRAFFIC OPERATIONS TECHNICIAN TRANSIT OPERATIONS SUPERVISOR TREAT PLANT MAINT FOREPERSON WATER AND SEWER SUPERVISOR II
STARTING RATE
MINIMUM (hr/mth/yr)
MAXIMUM (hr/mth/yr)
17.336 3,005 36,059
29.848 5,174 62,083
30.000
19.500 30.000
18.530
21.634 19.000 19.000
23.380
19.230
25.340
22.500
21.500
19.000 23.380
CITY OF AMARILLO 2022/2023 GENERAL SALARY SCHEDULE
CLASS
GROUP G-10
GROUP G-11
DESCRIPTION
G10 CLR055 PRF125 PRF155 TRD073 TRD074 TRD594 MGT041 PRF810 CLR840 CLR057 MGT030 ADM160 PRF353 TEC927 PRF302 CLR005 PRF078 PRF002 MGT039 MGT225 PRF570 MGT320 MGT115 TEC923 MGT902 PRF061 TRD045 TRD608 TEC335 MGT250 PRF031 MGT260 TRD615 PRF587 MGT941 MGT411 MGT412 MGT410 PRF400 CLR850 MGT040 MGT560 MGT400 MGT044 TEC540 MGT545 MGT240 TEC928 MGT220 MGT238 TEC210 PRF055 MGT046 MGT043 MGT252 MGT430
311 CUSTOMER SERVICE SUPV ACCOUNTANT I ACCREDITATION & COMP OFFICER AIRPORT MAINTENANCE COORD AIRSIDE MAINTENANCE COORD ANIMAL MANAGEMENT OFFICER III BOX OFFICE MANAGER BUSINESS ANALYST CALL CENTER SUPERVISOR CASHIER SUPERVISOR CENTER SUPERVISOR CENTRAL STORES SUPERINTENDENT CHEMIST III CHIEF DESIGN TECHNICIAN CIVIL ENGINEER I COMMUNICATONS COORDINATOR CRIME SCENE TECHNICIAN DEVELOPMENT COORDINATOR DIRECTOR OF BOOKING DRAINAGE UTILITY SUPERVISOR EDUCATION COORDINATOR ELECTRONIC/INSTRUMENT SUPV EMERGENCY COMMUNICATIONS MGT COORD ENGINEERING DESIGN COORD EVENTS MANAGER FACILITIES COORDINATOR II FACILITIES SUPERVISOR FLEET SUPERVISOR I INDUSTRIAL WASTE SUPERVISOR LANDFILL SUPERVISOR LIBRARIAN II MAINTENANCE SHOP COORDINATOR MECHANIC SUPERVISOR 1 NUTRITIONIST III OPERATIONS CONTROL SUPERVISOR PARK HORTICULTURAL SUPERVISOR PARK MAINTENANCE SUPERVISOR PARK OPERATIONS SUPERVISOR PARK PLANNER PRINT SHOP SUPERVISOR PRODUCTION MANAGER PROGRAM COORDINATOR RECREATION SUPERVISOR SENIOR TELECOMMS SUPERVISOR SIGNAL OPERATIONS TECHNICIAN SIGNAL SUPERVISOR SOLID WASTE SERVICE COORD STORMWATER SUPERVISOR STREET SUPERVISOR SW CUSTOMER SERVICE COORD SYSTEMS ADMINISTRATOR I TECHNICAL HAZARDS COORDINATOR TELECOMMS SHIFT SUPERVISOR TRAINING/QA SUPERVISOR TRANSFER STATION SUPERVISOR ZOO CURATOR
G11 PRF126 MGT035 CLR080 CLR035 MGT090 MGT590 TEC115
ACCOUNTANT II ADMIN OPERATIONS MANAGER ADMINISTRATIVE SPECIALIST II ADOPTION COORDINATOR AIRPORT FACILITIES MANAGER AMW FIELD SUPERVISOR BAS CONTROL TECHNICIAN
PRF036 TRD512 TRD500 PRF033
BEAUTIFICATION‐PUBLIC ARTS CRD BUILDING INSPECTOR II COMMUNITY SAFETY INSPECTOR COORD OF PR AND PROGRAMMING
STARTING RATE
MINIMUM (hr/mth/yr)
MAXIMUM (hr/mth/yr)
18.203 3,155 37,862
35.518 6,157 73,878
19.113 3,313 39,755
37.295 6,464 77,573
24.720
24.520
20.000
20.000
18.200
20.000
CITY OF AMARILLO 2022/2023 GENERAL SALARY SCHEDULE
GROUP G-12
GROUP G-13
GROUP G-14
GROUP G-15
CLASS PRF074 PRF350 PRF800 TRD610 MGT150 PRF140 MGT145 CLR610 PRF250 TEC123 TEC121 PRF032 PRF028 TRD230 PRF588 TEC137 MGT055 PRF122 MGT915 TEC907
DESCRIPTION CRIME DATA ANALYST SUPERVISOR ENVIRONMENTAL CHEMIST FIRE INSPECTOR FLEET SUPERVISOR II GRANT MANAGER HEALTH INFORMATICS PROG SPEC HMIS MANAGER HOUSING PROGRAM COORDINATOR HUMAN RESOURCE GENERALIST IT SUPPORT SPECIALIST I IT TECHNICIAN LIBRARIAN III LIBRARY TECH SPECIALIST MECHANIC SUPERVISOR II NUTRITIONIST IV PERSONAL COMPUTER SPECIALIST PROJECT CONSTRUCTION SUPV PROPERTY ACCOUNTANT ANALYST TEAM LEADER-COMING HOME TELEPHONE SYSTEMS ENGINEER I
G12 PRF128 PRF080 TEC010 PRF625 PRF300 TEC570 PRF581 PRF065 PRF090 PRF875 TEC124 PRF901 CLR800 PRF850 TEC908 PRF017
ACCOUNTANT III AIRPORT POLICE OFFICER AIRPORT TECHNOLOGY SPECIALIST BENEFITS SPECIALIST CIVIL ENGINEER II DIETITIAN I EDUCATOR/SNS COORDINATOR EXEC ASSIST TO THE CITY MGR EXEC ASSIST TO THE CITY MGR FACILITIES FIELD SUPERVISOR IT SUPPORT SPECIALIST II PLANNER II POLICE RECORDS MANAGER PROPERTY & EVIDENCE MANAGER TELEPHONE SYSTEMS ENGINEER II TRAINING COORDINATOR
G13 TRD801 PRF551 TEC177 TEC125 PRF900 MGT601
CHIEF MECHANIC ENV HEALTH SPECIALIST II IT CAD SPECIALIST IT SUPPORT SPECIALIST III SENIOR PLANNER SR HR GENERALIST
G14 MGT810 PRF081 ADM088 PRF035 PRF015 PRF552 ADM551 TEC131 TEC178 TEC126 ADM032 PRF010 PRF805 PRF160 PRF807 TEC139 PRF011
AIRPORT OPERATIONS MANAGER AIRPORT POLICE SERGEANT AIRPORT SHIFT COORDINATOR CIVIL OPERATIONS COORDINATOR COMMUNICATIONS MANAGER ENV HEALTH SPECIALIST III ENVIRONMENTAL ADMINISTRATOR INFRASTRUTURE ADMINISTRATOR IT CAD ADMINISTRATOR IT SUPPORT SPECIALIST IV LIBRARIAN IV MARKETING MANAGER OUTREACH MANAGER SAFETY COORDINATOR SOCIAL MEDIA MANAGER SOFTWARE DEVELOPER I VISUAL PRODUCTION MANAGER
G15 MGT800 TEC140
AIRPORT BUSINESS & PROC COORD APPLICATION SPECIALIST I
STARTING RATE
22.080
MINIMUM (hr/mth/yr)
MAXIMUM (hr/mth/yr)
20.069 3,479 41,743
39.160 6,788 81,452
21.072 3,652 43,830
41.118 7,127 85,525
22.126 3,835 46,021
43.173 7,483 89,799
23.232 4,027
45.332 7,858
31.250
31.000 24.085
25.220
27.400
CITY OF AMARILLO 2022/2023 GENERAL SALARY SCHEDULE
GROUP G-16
GROUP G-17
CLASS PRF071 PRF130 PRF135 TRD545 TRD515 TRD800 TRD450 TRD513 TRD516 MGT610 TRD505 MGT775 TEC146 TEC571 PRF553 MGT780 PRF120 PRF870 MGT050 TEC172 ADM900 PRF170 ADM899 PRF750 PRF150 TEC122 TEC132 TEC143 TEC174 PRF345 PRF131 PRF572 PRF040 MGT615 MGT790 TEC107
DESCRIPTION ATTORNEY I BUDGET ANALYST CD COORDINATOR CHIEF BUILDING INSPECTOR CHIEF ELECTRICAL INSPECTOR CHIEF ELECTRICIAN CHIEF MECHANICAL INSPECTOR CHIEF PLANS EXAMINER CHIEF PLUMBING INSPECTOR CLAIMS ADMINISTRATOR COMMUNITY IMPROVEMENT CHIEF COMPLIANCE MANAGER DATABASE ADMINISTRATOR I DIETITIAN II ENV HEALTH SPECIALIST IV FIELD SERVICES MANAGER FINANCIAL ACCOUNTANT/GRANT MGR FIRE INVESTIGATOR/INSPECTOR I FLEET MANAGER GIS ADMINISTRATOR I GOLF COURSE SUPERINTENDENT HCID SURVEILLANCE LEAD HEAD GOLF PROFESSIONAL HEALTH EDUCATOR HEALTH PLANNER INFORMATION TECHNOLOGY ANALYST INFRASTRUCTURE ENGINEER I IT DEVELOPER I IT PUBLIC SAFETY TECHNICIAN I PAYROLL COORDINATOR PUBLIC WORKS ANALYST REGISTERED NURSE RESOURCE ADMINISTRATOR RISK MANAGEMENT SPECIALIST SHELTER MANAGER SPECIAL PROJECTS MANAGER
G16 TEC141 ADM340 ADM065 ADM331 ADM321 ADM025 ADM093 ADM171 ADM411 ADM241 ADM221 ADM090 ADM231 TRD451 PRF304 TEC147 PRF540 PRF650 PRF871 TEC173 TEC133 TEC100 TEC144 TEC175 TEC180 MGT665 ADM610 ADM325 MGT235 ADM018
APPLICATION SPECIALIST II ASSIST WASTEWATER COLL SUPER ASSIST WASTEWATER TREAT SUPER ASSIST WATER DIST SUPER ASSIST WATER PRODUCTION SUPER ASSISTANT CITY SECRETARY ASSISTANT EMERG MGMT COMM MGR ASSISTANT MGR UTILITY BILLING ASSISTANT PARK SUPERINTENDENT ASSISTANT SOLID WASTE SUPER ASSISTANT STREET SUPER ASST. DRAINAGE UTILITY SUPT. ASST. FLEET SUPERINTENDENT CHIEF MECHANICAL & PLUMBING IN CIVIL ENGINEER III - PE DATABASE ADMINISTRATOR II ENV HEALTH SUPERVISOR EPIDEMIOLOGIST FIRE INVESTIGATOR/INSPECTOR II GIS ADMINISTRATOR II INFRASTRUCTURE ENGINEER II IT ARCHITECT IT DEVELOPER II IT PUBLIC SAFETY TECHNICIAN II IT SECURITY ARCHITECT RADIO COMMS COORDINATOR SAFETY MANAGER SENIOR COMMS OFFICER SENIOR SERVICES COORDINATOR SR COMMUNICATIONS OFFICER
G17 MGT081
AIRPORT POLICE COMMANDER
STARTING RATE
MINIMUM (hr/mth/yr) 48,322
MAXIMUM (hr/mth/yr) 94,291
24.393 4,228 50,738
47.599 8,250 99,005
25.613
49.979
38.460
CITY OF AMARILLO 2022/2023 GENERAL SALARY SCHEDULE MINIMUM (hr/mth/yr) 4,440 53,275
MAXIMUM (hr/mth/yr) 8,663 103,956
ENTERPRISE APPLICATION MANAGER ENTERPRISE APPLICATIONS MGR INTERNAL AUDITOR IT INFRASTRUCTURE MANAGER IT INFRASTRUCTURE MGR IT PUBLIC SAFETY MANAGER PROJECT MANAGER PUBLIC WORKS MANAGER SENIOR PROJECTS COORDINATOR WATER RECLA FACILITY MANAGER WATER UTILITIES MAINT MANAGER
26.894 4,662 55,939
52.477 9,096 109,152
G20 ADM115 ADM095 ADM130
ASSOCIATE MUN COURT JUDGE EMERG COMM CENTER MANAGER INFORMATION TECHNOLOGY MANAGER
29.650 5,139 61,673
57.856 10,028 120,341
G21 ADM121 ADM211 ADM041 ADM591 ADM085 ADM061 ADM141 ADM531 ADM055 ADM560 ADM031 ADM580 ADM112 ADM051 ADM404 ADM078 ADM355 ADM310 ADM073 ADM081 ADM099 MGT871 ADM105 PRF020 ADM230 ADM601 ADM905 ADM410 ADM240 ADM220
ASSISTANT CITY AUDITOR ASSISTANT CITY ENGINEER ASSISTANT CIVIC CENTER MANAGER ASSISTANT DIRECTOR OF AM & W ASSISTANT DIRECTOR OF AVIATION ASSISTANT FACILITIES MANAGER ASSISTANT PURCHASING AGENT ASSISTANT TRANSIT MANAGER ASSISTANT WIC DIRECTOR ASST COMM DEVELOPMENT DIRECTOR ASST DIR OF LIBRARY SERVICES ASST DIR OF PUBLIC HEALTH ASST DIR. OF COURT SERVICES ASST EMERGENCY MGMT COORD ASST. GM OF GOLF OPERATIONS ATTORNEY III- ASST CITY ATTY CHIEF CHEMIST ENVT PGM MGR CHIEF WATER UTILITIES ENGINEER DEPUTY BUILDING OFFICIAL DEPUTY DIRECTOR OF AVIATION DEPUTY ENV HEALTH DIRECTOR DEPUTY FIRE MARSHALL DRAINAGE UTILITY SUPER ECON DEVELOPMENT SPECIALIST FLEET SUPERINTENDENT HUMAN RESOURCES MANAGER MPO ADMINISTRATOR PARK SUPERINTENDENT SOLID WASTE SUPERINTENDENT STREET SUPERINTENDENT
31.133 5,396 64,756
60.749 10,530 126,358
CLASS TEC142 ADM035 ADM015 PRF072 PRF580 TEC148 ADM042 ADM124 TEC134 TEC049 TEC176 ADM126 ADM155 ADM129 PRF605 MGT065 MGT025 MGT580 TEC145 TEC045
DESCRIPTION APPLICATION SPECIALIST III ASSISTANT BUILDING OFFICIAL ASSISTANT TO THE CITY MANAGER ATTORNEY II COORD OF PUBLIC HEALTH PREP DATABASE ADMINISTRATOR III DIRECTOR OF OPERATIONS GIS SERVICE MANAGER INFRASTRUCTURE ENGINEER III IT CYBERSECURITY ENGINEER IT PUBLIC SAFETY TECH III IT SUPPORT MANAGER IT SUPPORT MANAGER IT TELECOMMUNICATIONS MANAGER NURSE PRACTITIONER OEM PROJECT COORDINATOR PLANNING & DEV SERVICES MGR PROGRAM MANAGER SENIOR IT DEVELOPER III SOFTWARE DEVELOPER II
GROUP G-18
G18 ADM125 TEC046 PRF100 ADM128 TEC047 ADM127 ADM091 ADM092 PRF303 ADM165 ADM175
GROUP G-20
GROUP G-21
STARTING RATE
CITY OF AMARILLO 2022/2023 GENERAL SALARY SCHEDULE
CLASS ADM541 ADM345 ADM330 ADM320
DESCRIPTION TRANSPORTATION SUPERINTENDENT WASTEWATER TREATMENT SUPER WATER AND SEWER SYSTEM SUPER WATER PRODUCTION SUPER
STARTING RATE
MINIMUM (hr/mth/yr)
MAXIMUM (hr/mth/yr)
GROUP G-22
G22 ADM075 TEC048
SENIOR ASST. CITY ATTORNEY IT PRINCIPAL ENGINEER
32.690 5,666 67,994
63.786 11,056 132,674
GROUP G-23
G23 ADM047 ADM101 ADM401 ADM215 ADM201 ADM301 ADM705 ADM071 ADM405 ADM131
ANIMAL MANAGEMENT & WELFARE VETERINARIAN ASSISTANT DIRECTOR OF FINANCE ASSISTANT DIRECTOR OF PARKS AND RECREATION ASSISTANT DIRECTOR OF PLANNING ASSISTANT DIRECTOR OF PUBLIC WORKS ASSISTANT DIRECTOR OF UTILITIES ASSISTANT SHELTER VETERINARIAN DEPUTY CITY ATTORNEY GM OF GOLF OPERATIONS INFORMATION TECHNOLOGY ASSISTANT DIRECTOR
34.324 5,949 71,394
66.975 11,609 139,309
Fire Driver (40 hour week) Fire Driver (56 hour week)
Fire Lieutenant (40 hour week) Fire Lieutenant (56 hour week)
Fire Captain (40 hour week) Fire Captain (56 hour week)
Fire District Chief (40 hour week) Fire District Chief (56 hour week)
FIR850 FIR870
FIR840 FIR875
FIR830 FIR880
FIR820 FIR885
*Monthly assignment pay for a 40 hour week
Job Title Firefighter (40 hour week) Firefighter (56 hour week)
Class FIR860 FIR865
Effective 10/1/22
8,622 8,622
7,582 7,582
6,752 6,752
6,106 6,106
Step 1 4,071 4,071
8,707 8,707
7,655 7,655
6,818 6,818
6,165 6,165
Step 2 4,443 4,443
8,792 8,792
7,726 7,726
6,884 6,884
6,223 6,223
Step 3 4,850 4,850
8,873 8,873
7,800 7,800
6,950 6,950
6,281 6,281
Step 4 5,292 5,292
8,957 8,957
7,874 7,874
7,017 7,017
6,341 6,341
Step 5 5,772 5,772
FIRE DEPARTMENT PAY SCHEDULE
CITY OF AMARILLO
788
691
609
557
Assign Pay* 500
12
12
12
12
S2 12
24
24
24
24
36
36
36
36
Months Before Raise S3 S4 24 36
48
48
48
48
S5 48
Job Title Police Officer
Corporal
Sergeant
Lieutenant
Captain
Class POL760
POL750
POL740
POL730
POL720
Effective 10/01/22
9,212
8,154
7,193
6,488
Step 1 4,835
9,303
8,234
7,266
6,553
Step 2 5,125
9,396
8,318
7,338
6,619
Step 3 5,434
9,490
8,400
7,411
6,684
Step 4 5,758
9,584
8,512
7,485
6,750
Step 5 6,248
8,569
7,560
6,820
Step 6 6,311
Step 7 6,374
POLICE DEPARTMENT PAY SCHEDULE
CITY OF AMARILLO
Step 8 6,438
24
24
24
24
S2 12
48
48
48
48
S3 24
72
72
72
72
96
96
96
96
120
120
120
Months Before Raise S4 S5 S6 S7 36 48 72 96
S8 120
CITY OF AMARILLO INCENTIVE/CERTIFICATION PAY PLAN ALL FULL-TIME CITY PERSONNEL Monthly Pay Amount Bilingual (1026/1017) Sign Language (1027/1021) Journeyman Electrician (1075) Journeyman HVAC (1058) Shift Differential (1076) Commercial Driver’s License (1077) Certified Welder (1088) Tire Industry Association Certification (1099) Tire Industry 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 (1109) Automotive Society of Engineers (ASE) Certification 4 (1112) Automotive Society of Engineers (ASE) Master Technician (1113)
$50 $50 $75 $75 $50 $50 $100 $50 $100 $25 $50 $75 $100 $150
FIRE AND POLICE DIVISIONS Monthly Pay Amount CERTIFICATE PAY: Fire and Police Intermediate Certificate (1055/1004) Advanced Certificate (1050/1000) Master Certificate (1052/1002)
$50 $75 $100
EDUCATION PAY: Fire and Police 10 - 19 Hours College Credit (1064/1016) 20 - 29 Hours College Credit (1063/1014) 30+ Hours College Credit (1062/1012) 60+ Hours College Credit/Associates Degree (1061/1010) Bachelors Degree (1059/1008) Masters Degree (1060/1006)
$15 $25 $35 $75 $125 $150
LONGEVITY: Fire (1139/1140/1141/1142) 01 and above years of service ($6 times years of service)
$6 to $200
Police (1135/1137) 01 to 04 years of service ($4 times years of service) 05 to 09 years of service ($5 times years of service) 10 to 14 years of service ($6 times years of service) 15 to 19 years of service ($7 times years of service) 20 and above years of service ($8 times years of service)
$4 to $16 $25 to $45 $60 to $84 $105 to $133 $160 to $200
The maximum longevity monthly pay amount for Police and Fire shall not exceed $200
CITY OF AMARILLO INCENTIVE/CERTIFICATION PAY PLAN FIRE AND POLICE DIVISIONS (CONT.) Monthly Pay Amount OTHER: Fire EMT-Intermediate (1022/1018) EMT-Paramedic (1023/1019)
$100 $200
Fire Civilian Fire Emergency Vehicle Technician – Level I (1051) Fire Emergency Vehicle Technician – Level II (1053) Fire Emergency Vehicle Technician – Level III (1054)
$25 $50 $75
Police Field Training Officer (1149) Crises Intervention (1044) Shift Differential (2.5% of base) (1168)
$25 per training day $50 $107 to $213
Police Civilian Typist Piece Rate (1132)
$0.60 per minute
A Firefighter or Police Officer can receive both certificate pay and education pay. However, both certificate pay and education pay do not accumulate. A Firefighter or Police Officer can be paid for only one category of certificate pay (intermediate, advanced, or master certificate). Correspondingly, a Firefighter or Police Officer can be paid for only one level of education pay (10 hours credit, 20 hours credit, 30 hours credit, Associates Degree, Bachelors Degree, or Masters Degree). DEVELOPMENT SERVICES DIVISION Monthly Pay Amount Community Development Lead Inspector (1057)
$50
Building Safety Code Level I (1120) Code Level II (1125) Code Level III (1130)
$125 $200 $275
Environmental Health Certified Chemical Applicator (1094) Environmental Health Advanced Certificate Level 1 (1210)
$50 $100
PUBLIC WORKS DIVISION Monthly Pay Amount Solid Waste Solid Waste C License (1117) Solid Waste B License (1118) Solid Waste A License (1119)
$50 $100 $200
CITY OF AMARILLO INCENTIVE/CERTIFICATION PAY PLAN PUBLIC WORKS DIVISION (CONT.) Monthly Pay Amount Engineering Survey Technician Level I (1071) Survey Technician Level II (1072) Survey Technician Level III (1073) Survey Technician Level IV (1074)
$25 $50 $100 $200
Traffic Traffic Signals I (1095) Traffic Signals II (1096) Traffic Signs and Markings I (1097) Traffic Signs and Markings II (1098)
$100 $200 $50 $100
Fleet Services Section Leader Certification (1079)
$100
Drainage Utility Confined Space Entry (1068)
$100 PARKS DIVISION Monthly Pay Amount $30 $30 $75 $75 $100 $75 $100 $100 $75 $75 $150 $100 $50 $50 $50
Certified Grounds Keeper (1080) Licensed Irrigation Installer (1081) Chemical Imm. of Animals (Zoo) (1082) Certified Pool & Spa Operator (1083) Certified Playground Inspector (1084) Arborist Certification Program (1085) Certified Backflow Inspector (1086) Certified Irrigation License (1087) Master Gardener Certification (1089) Aquatic Facility Operator (AFO) (1090) Certified Park Maintenance School Graduate (1091) Instructor Trainer-Lifeguard Instructor (1092) Lifeguard Instructor (1093) Certified Chemical Applicator (1094) CPR/First Aid Instructor (1128) MANAGEMENT & ADMINISTRATION DIVISION
Monthly Pay Amount Amarillo Emergency Communication Center Intermediate Texas Commission on Law Enforcement Officers Standards (1028) Advanced Texas Commission on Law Enforcement Officers Standards (1029) Telecommunicator’s Emergency Response Taskforce, Tactical Dispatch (1043) Amarillo Emergency Communication Center Pay shall not exceed $150 per month per employee.
$25 $25 $25
CITY OF AMARILLO INCENTIVE/CERTIFICATION PAY PLAN PUBLIC SERVICES DIVISION Monthly Pay Amount Animal Management and Welfare National Animal Control Association I (1129) National Animal Control Association II (1133) National Animal Control Association III (1134) Euthanasia (1136) Field Training Officer (1138) Cat Care (1171)
$25 $50 $75 $50 $50 $50
Public Health Director of Nursing (1146)
$666
Transit Commercial Driver’s License “P” Endorsement (1131) Training Pay (1169)
$50 $50 when training
MUNICIPAL COURT Monthly Pay Amount $50 $75 $100
Court Clerk I (1101) Court Clerk II (1102) Court Clerk III (1103) UTILITY DIVISION “A” Water (1065) “A” Wastewater (1067) “B” Water (1070) “B” Wastewater (1100) “C” Water (1105) “C” Wastewater (1110) “D” Water (1106) “D” Wastewater (1111) Confined Space Entry (1068) National Environmental Laboratory Accreditation Conference Technical Director (1069)
Monthly Pay Amount $200 $200 $100 $100 $50 $50 $25 $25 $100 $100
Survey Technician Certification Level I (1071) Level II (1072) Level III (1073) Level IV (1074)
Monthly Pay Amount $25 $50 $100 $200
Collection System Operator Class I (1114) Class II (1115) Class III (1116)
Monthly Pay Amount $25 $50 $100
Environmental Lab Household Hazard Waste Processor (1031)
Monthly Pay Amount $200
Utility Division Certification Pay shall be for one license only per employee.
CITY OF AMARILLO INCENTIVE/CERTIFICATION PAY PLAN AIRPORT DIVISION American Association of Airport Executives (AAAE) Communications (1154) Security (1161) Airfield Lighting Maintenance (1156) Operations (1157) Trusted Agent (1158) Certified Member (1159) Accredited Airport Executive (1163)
Monthly Pay Amount $25 $25 $25 $25 $25 $50 $75
AAAE Certification Pay shall not exceed $150 per month per employee. Airport Police Field Training Officer (1024)
Monthly Pay Amount $50
TCEQ Underground Storage Tank Operator Class A (1164) Class B (1165) Class C (1166)
Monthly Pay Amount $75 $75 $50
INFORMATION TECHNOLOGY DIVISION On Call Pay (1143) Holiday On Call Pay (1148)
$1 hour $3 hour
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.
CITY OF AMARILLO 2022/2023 GENERAL SALARY SCHEDULE CLASS
DESCRIPTION
MINIMUM (hr/mth/yr)
MAXIMUM (hr/mth/yr)
GROUP M-01 M01
ADM620 ADM020 MGT525 ADM002 MGT100 MGT870 ADM140 ADM540 ADM170
BENEFITS MANAGER CITY SECRETARY DEVELOPMENT CUSTOMER SERVICE COORDINATOR DIRECTOR OF COMMUNICATIONS ECONOMIC DEVELOPMENT MANAGER FIRE MARSHAL PURCHASING AGENT TRAFFIC ENGINEER UTILITY BILLING MANAGER
35.577 6,167 74,000
67.399 11,683 140,190
GROUP M-02 M02
ADM510 ADM120 ADM210 ADM040 ADM502 ADM590 ADM111 ADM550 ADM030 ADM581 ADM585 ADM050 ADM060 ADM530
BUILDING OFFICIAL CITY AUDITOR CITY ENGINEER CIVIC CENTER MANAGER COMMUNITY DEVELOPMENT DIRECTOR DIRECTOR OF ANIMAL MANGEMENT AND WELFARE DIRECTOR OF COURT SERVICES DIRECTOR OF ENVIRONMENTAL HEALTH DIRECTOR OF LIBRARY SERVICES DIRECTOR OF PUBLIC HEALTH DIRECTOR OF WIC EMERGENCY MANAGEMENT COORDINATOR FACILITIES & SPECIAL PROJECTS ADMINISTRATOR TRANSIT MANAGER
39.490 6,845 82,140
74.812 12,967 155,609
GROUP M-03 M03
FIR810 ADM080 ADM600 ADM520
DEPUTY FIRE CHIEF DIRECTOR OF AVIATION DIRECTOR OF HUMAN RESOURCES DIRECTOR OF PLANNING AND DEVELOPMENT SERVICES
43.834 7,598 91,175
83.041 14,394 172,726
GROUP M-04 M04
ADM005 ADM375 ADM500 ADM100 ADM400 ADM300
ASSISTANT POLICE CHIEF CIP DIRECTOR DIRECTOR OF COMMUNITY SAFETY & REGULATIONS DIRECTOR OF FINANCE DIRECTOR OF PARKS AND RECREATION DIRECTOR OF UTILITIES
48.656 8,434 101,205
88.399 15,323 183,870
GROUP M-05 M05
ADM200 ADM137
DIRECTOR OF PUBLIC WORKS INFORMATION SERVICES DIRECTOR
48.656 8,434 101,205
92.176 15,977 191,726
GROUP M-06 M06
ADM070 ADM800 ADM700
CITY ATTORNEY FIRE CHIEF POLICE CHIEF
54.008 9,361 112,337
92.175 15,977 191,725
GROUP E-01 E01
ADM010 ADM011
ASSISTANT CITY MANAGER ASSISTANT CITY MANAGER
64.904 11,250 135,000
96.675 16,757 201,084
GROUP E-02 E02
ADM012
DEPUTY CITY MANAGER
71.394 12,375 148,500
106.343 18,433 221,194
CITY OF AMARILLO 2022/2023 GENERAL SALARY SCHEDULE HOURLY CLASS
DESCRIPTION
MINIMUM
MAXIMUM
GROUP H-01
H01
COC001 HRL039 HRL040 HRL001 HRL050 HRL031 HRL400 HRL401 HRL030 HRL403 HRL404 ROS100 HRL540 HRL541 HRL402 HRL900 HRL412 HRL411 HRL413
CHAMBER ADMIN ASST-HRLY CIVIC CENTER TECHNICAL CREW CIVIC CNTR BOX OFFICE CLERK I CREDIT UNION TELLER-HRLY EMERGENCY MGMT. VOLUNTEER LIBRARY VOLUNTEER LIFEGUARD LIFEGUARD PART-TIME NEWSPAPER INDEXER POOL CASHIER POOL CASHIER PART-TIME ROSS ROGERS PRO EMPLOYEES SCHOOL CROSSING GUARD SCHOOL CROSSING GUARD SUB SWIMMING LESSON INSTRUCTOR VOE YOUTH WRKR - REC (PART-TIME) YOUTH WRKR - RECREATION YOUTH WRKR -MAINTENANCE
7.250
10.109
GROUP H-02
H02
HRL065 HRL550 HRL090 HRL405 HRL417 HRL095 HRL415 HRL416 HRL414
ASST. RECREATION COORDINATOR ENVIRONMENTAL HEALTH INVESTIGA FITNESS ATTENDANT- HRLY HEAD LIFEGUARD LESSON COORDINATOR PROGRAM ATTENDANT RECREATION LEADER RECREATION LEADER (PART-TIME) RECREATION SPECIALIST
7.250
10.312
GROUP H-03
H03
HRL406 HRL407 HRL905 HRL100 HRL418 HRL422 HRL542 HRL551 HRL587
ASSISTANT POOL MGR ASSISTANT POOL MGR. PART TIME ATHLETIC SPECIALIST BUILDING MECHANIC (HRLY) DISTRICT SUPERVISOR HEALTH PROMOTION SPECIALIST TRAFFIC COUNTER WEED INSPECTOR WIC TECHNICIAN I
7.250
11.131
GROUP H-04
H04
HRL125 HRL025
ADOPTION SPECIALIST ANIMAL ATTENDANT
7.250
11.808
HRL210
ENGINEERING TRAINEE
HRL170
METER READER
HRL408 HRL536
NEIGHBORHOOD POOL MANAGER PART‐TIME MOBILE ASSISTANT
HRL910
TEMPORARY INTERN
HRL543 HRL588
TRANSPORTATION PLANNING INTERN WIC TECHNICIAN II
CITY OF AMARILLO 2022/2023 GENERAL SALARY SCHEDULE
GROUP H-05
GROUP H-06
GROUP H-07
H05
H06
H07
CLASS
DESCRIPTION
HRL901 HRL904
ACCOUNT CLERK I ADMINISTRATIVE ASSISTANT
HRL150
BINDERY WORKER‐HOURLY
HRL260 HRL020 HRL111 HRL113 HRL085 HRL252 HRL270 HRL935
CART ATTENDANT COMMUNITY SERVICE AIDE DATA ENTRY OPERATOR HOURLY FIRE INTERN FRONT DESK ATTENDANT GATE ATTENDANT GOLF COURSE MARSHAL LABORER
HRL936
LABORER‐RECREATION
HRL032 HRL530 HRL970
LIBRARY MESSENGER LUBRICATION ATTENDANT MESSENGER
HRL175
PRINT SHOP TECHNICIAN
HRL571 HRL033 HRL544 HRL902
STD/HIV FIELD INVESTIGATOR TECHNOLOGY SERVICES TECH TRAFFIC CONTROL OFFICER WATCHGUARD
HRL903
AIRPORT OPERATIONS AGENT
HRL973
ANIMAL CARE WORKER‐HOURLY
HRL975 HRL042
ANIMAL CONTROL OFFICER BUILDING ATTENDANT
HRL800
CAMP ASSISTANT
HRL041 HRL875 HRL915 HRL911 HRL430 HRL590 HRL930
CIVIC CENTER BOX OFFICE CLERK II CONCESSION WORKER CREW LEADER CUSTODIAN I GREENSKEEPER (PT/SEASONAL) NUTRITION TECHNICIAN I UTILITY WORKER
HRL584 HRL589
WIC TECHNICIAN II WIC TECHNICIAN III
HRL906 HRL960
ACCOUNT CLERK II DRAFTER I
HRL005
MARKETING COORDINATOR‐ PT
HRL926 HRL140 HRL925
MECHANIC APPRENTICE PURCHASING CLERK SERVICER I
HRL957
TREATMENT PLANT OPERATOR‐ HRLY
HOURLY MINIMUM MAXIMUM 7.250
12.300
7.250
12.890
7.400
13.590
CITY OF AMARILLO 2022/2023 GENERAL SALARY SCHEDULE
GROUP H-08
GROUP H-09
GROUP H-10
GROUP H-11
GROUP H-12
H08
H09
H10
H11
H12
CLASS
DESCRIPTION
HRL920 HRL265 HRL211 HRL221 HRL075 HRL051 HRL940 HRL038 HRL275 HRL907 HRL080 HRL164 HRL409
COLLEGE INTERN DELI ATTENDANT ENGINEERING AIDE I EQUIPMENT OPERATOR I EXECUTIVE ADMINISTRATIVE ASSISTANT HAZMAT OUTREACH ASSISTANT LAB TECHNICIAN I OUTREACH SPECIALIST PRO SHOP ATTENDANT SECRETARY II SECURITY OPERATIONS AGENT STORE CLERK I SWIMMING POOL MGR.
HRL130
TEMPORARY DATA CONTROL CLERK
HRL955
UTILITY MAINTENANCE MECHANIC I
HRL010
ADMIN ASSISTANT III ‐HRLY
HRL421 HRL950 HRL592 HRL419 HRL420
ASSISTANT AQUATIC/ELLIS INSTRUCTOR EQUIPMENT OPERATOR II NUTRITION TECHNICIAN II PLUMBER PROGRAM COORDINATOR
HRL953
RESIDENTIAL EQUIPMENT OPERATOR
HRL240
WELDER I
HRL941 HRL531 HRL909 HRL980 HRL034 HRL593
ADMINISTRATIVE TECHNICIAN BUS DRIVER COMMUNICATIONS TECHNICIAN HOUSING INSPECTOR LIBRARY ASSISTANT NUTRITION TECH III
HRL200
SENIOR AIDE‐HRLY
HRL133
COMPUTER OPERATOR
HRL951
EQUIPMENT OPERATOR III
HOURLY MINIMUM MAXIMUM 7.760
14.204
8.130
14.893
8.510 18.00
15.583
8.920
16.332
HRL055
EVENT SUPERVISOR
HRL230 HRL215 HRL908 HRL548 HRL251
MECHANIC PROJECT REPRESENTATIVE SECRETARY III SIGNAL TECHNICIAN TRANSFER TRUCK DRIVER
20.00
HRL060
COMMERCIAL EQUIP OPERATOR
9.370
HRL250
TRANSFER STATION OPERATOR
17.169
CITY OF AMARILLO 2022/2023 GENERAL SALARY SCHEDULE
GROUP H-13
H13
CLASS
DESCRIPTION
HRL410 HRL580
AQUATIC SPECIALIST GREENHOUSE TECHNICIAN ‐HRLY
HRL585 HRL700
NUTRITIONIST I OFFICIALS SPECIALIST ATHLETICS
HRL705
OFFICIALS SPECIALIST‐ROAMING
HRL138 HRL725 HRL545
PERSONAL COMPUTER TECHNICIAN RANGE OFFICER SCHOOL CROSSING GUARD SUPERVISOR
HOURLY MINIMUM MAXIMUM 9.910
18.127
GROUP H-14
H14
HRL145 HRL916 HRL555 HRL945 HRL052 HRL035 HRL575 HRL586
COLLECTIONS CLERK ELECTRICIAN I ENVIRONMENTAL TECHNICIAN EQUIPMENT MECHANIC I HAZMAT OUTREACH COORDINATOR LIBRARIAN I LVN NUTRITIONIST II
10.420
19.069
GROUP H-15
H15
HRL141 HRL770 HRL965
COMPUTER PROGRAMMER I EMERGENCY COMMUNICATIONS SPECIALIST INSPECTOR
11.500 18.00
21.055
GROUP H-16
H16
HRL520 HRL581 HRL570 HRL500 HRL053
BUDGET ANALYST DISEASE INTERVENTION SPECIALIST II HEALTH PROMOTION SPECIALIST MANAGEMENT ANALYST PBX OPERATOR
12.080
22.138
HRL425
TRANSPORTATION PLANNER‐ HOURLY
GROUP H-17
H17
HRL110 HRL582 HRL870
COURT REPORTER NUTRITIONIST IV PUBLIC FIRE SAFETY SPECIALIST
13.240
24.266
GROUP H-18
H18
HRL120
BAILIFF
13.900
25.470
HRL070
BAILIFF (HRLY)
HRL121 HRL990
INFORMATION TECHNOLOGY TECHNICIAN OFFICE MANAGER
HRL137
P.C. SPECIALIST
CLR960
PAYROLL TECHNICIAN
HRL985
POLICE GRANTS MANAGER‐ PT
CITY OF AMARILLO 2022/2023 GENERAL SALARY SCHEDULE
GROUP H-19
H19
CLASS
DESCRIPTION
HRL045 HRL855 HRL860 HRL775 HRL595
ADMINISTRATIVE HEARING OFFICER ASSISTANT TO THE MAYOR CIVILIAN BACKGROUND INVESTIGATOR CIVILIAN IDENTIFICATION TECHNICIAN DIETITIAN
HRL880
DIR OF COMMUNICATIONS‐ HRLY
HRL750
DISTRICT ATTORNEY LIAISON OFFICER
HRL865 HRL885
ELECTION CLERK (PART‐TIME) ELECTION CLERK‐ PART‐TIME
HRL830 HRL871 HRL946
ENGINEER FIRE INSPECTOR FLEET MANAGER
HRL565 HRL760
HEALTH PLANNER LIAISON OFFICER
HRL850
MANAGEMENT INTERN
EDC005
MARKETING/RESEARCH ASSOC‐ HRLY
HRL115 HRL560 HRL573 HRL572 HRL610
MUNICIPAL COURT JUDGE NURSE PRACTITIONER PHYSICIAN REGISTERED NURSE SAFETY TRAINER
HOURLY MINIMUM MAXIMUM 14.600
66.547
GROUP H-20
H20
HRL525
DATA ANALYST ‐HRLY
15.330
69.875
GROUP H-25
H25
HRL614
INTERMEDIATE SWIM INSTRUCTOR
16.097
71.272
GROUP H-26
H26
HRL615
ADVANCED SWIM INSTRUCTOR
16.901
72.698
09/06/2022 BSM
ORDINANCE NO. 8004
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AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF AMARILLO, ADOPTING THE BUDGET FOR THE FISCAL YEAR OCTOBER 1, 2022, THROUGH SEPTEMBER 30, 2023, FOR THE CITY OF AMARILLO; APPROPRIATING MONEY FOR THE VARIOUS FUNDS AND PURPOSES OF SUCH BUDGET; AMENDING VARIOUS TERMS AND PROVISIONS OF THE AMARiLLO MUNICIPAL CODE TO ADD, MODIFY, INCREASE, OR DELETE VARIOUS FEES AND RATES; PROVIDING A SAVINGS AND SEVERABILITY CLAUSE; REPEALING ALL ORDINANCES AND APPROPRIATIONS IN CONFLICT; PROVIDING AN EFFECTIVE DATE. WHEREAS, a budget for operating the municipal government of the City of Amarillo for the fiscal year October 1, 2022 through September 30, 2023 (hereafter, "fiscal year" or "FY") has been prepared by the City Manager of the City of Amarillo; and WHEREAS, all public notices and hearings required by State law and the City Charter have been duly and legally advertised, published and conducted as required; and
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WHEREAS, said budget has been filed with the City Secretary for more than fifteen (15) days immediately prior to the public hearing heretofore held upon said budget; and WHEREAS, at the public hearing the financial condition, comparative expenditures as filed, and public comments were duly considered; NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF AMARILLO, TEXAS: SECTION 1. That the budget as filed with the City Secretary of the City of Amarillo for the fiscal year of October I, 2022 through September 30, 2023 (hereafter, "the fiscal year"), together with any amendments made upon motion, second, and majority vote during public hearings, is hereby approved, adopted and ratified as the Annual Budget for the City of Amarillo, Texas, for the fiscal year. SECTION 2. That the number, classification, and designation of each position, as listed in the
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Annual Budget and incorporated herein by reference, is hereby created, established and adopted as the official plan for the classified service and unclassified service (managerial schedule and part-time schedule) of the City of Amarillo for the fiscal year. Any classified or unclassified position which is not listed in said Annual Budget is expressly found, after having been examined in budget work sessions to be a surplus position and, in order to increase eqiciency of providing service and to reduce expenditures,
-1-
such position is hereby abolished. The number of authorized positions may be increased by subsequent action if grants or other revenue sources become available during the fiscal year to fund such position(s). On October 1, 2022, one (1) additional Fire District Chief, four (4) additional police officers, and fifteen (15) additional firefighters will be added to authorized positions. SECTION 3. That in accordance with the annual personnel budget for the City, effective January 1, 2023, the City contribution rate to the Texas Municipal Retirement System will be 11.85% Effective
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January 1, 2023, the City contribution rate to the Amarillo Firemen's Relief and Retirement Fund will be 20.32%. Effective January 1, 2023, the City contribution rate towards the City's Other Post Employment Benefits (OPEB) liability will be 2.43%. This does not change the amounts contributed by employees each payroll period. SECTION 4. The Amarillo Municipal Code, Chapter 2-4, Article I, Section 2-4-3 be and hereby is amended in part as follows: Sec. 2-4-3. - Dues Accruing to City payable in eurrent men ·; payment by credit card or debit card; reimbursement fee; service charge. (a)
Taxes levied to defray the current expenses of City government, and all licenses and
occupation taxes levied, and all fines, forfeitures, penalties and other dues accruing to the city shall be payable in current money. (b)
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A charge of thirty dollars ($30.00) will be assessed on all returned checks or drafts,
dishonored money orders, dishonored credit card transactions, bank debits, and all other payments made through electronic means. (c)
Any municipal official who collects fees, fines, court costs, or other charges for the City is
hereby authorized to accept payment by credit card or debit card of the fee, fine, court cost, or other charge. (d)
Any municipal official who collects fees, fines, court costs, or other charges for the City is
hereby authorized to collect a reimbursement fee for processing any payment by credit card or debit card. The processing fee shall not exceed five (5) percent of the amount of the fee, fine, court cost. or othe r charge being paid. The municipal official collecting the processing fee shall de p osit the fee in the general fund of the city unless otherwise prescribed by applicable law. (e)
If, for any reason, a payment by credit card or debit card is not honored by the company or
bank on which the funds are drawn, a service charge from the person owing the fee. fine, court cost, or other charge will be imposed. The service charge is in addition to the original fee, fine, court cost, or
-2-
D
other charge and is for the collection of that oriajnal amount. The amount of the service charge shall be in the same amount as the fee charged by the City for the collection of a check drawn on an account with insufficient funds under subsection (b) above. The municipal official collecting a service charge shall deposit a service charge in the general fund of the City unless otherwise prescribed by applicable law.
SECTION 5.
That, in accordance with the annual budget adopted for the Public Works
Department, Chapter 8-3, Article IV, Division 2, Section 8-3-92, of the Amarillo Municipal Code is hereby amended to read as follows: Sec. 8-3-92. - Residential collection and disposal.
(a) Residential collection and disposal charges shall be set out as follows: TABLE NUMBER ONE Type/Description
Monthly Charge
(1) One-Family Residence ..... $
21.20
(2) Two-Family Residence with 1 water meter ..... 36.39 41.59
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(3) Three-Family Residence with 1 water meter ..... M..59--62.39 (4) Four-Family Residence with 1 water meter .....
83.19
(5) Two-Family Residence, each unit on separate water meter, each unit ..... ¾ d 9 41.59 (6) One-Family Residence and single apartment on 1 water meter .....
21.20
(7) One-Family Residence and single apartment on 1 water meter, each unit .....
21.20
(8) One-family unit or single-family unit, without alley entrance, where it is necessary to carry out municipal solid waste for more than ten feet but less than 50 feet from the curb, each unit ..... $37.00 (9) One-family unit or single-family unit, without alley entrance, where it is necessary to carry out municipal solid waste for more than 50 feet but less than 100 feet from the curb, each unit ..... $46.00 (10) One-family unit or single-family unit, without alley entrance, where it is necessary to carry out the municipal solid waste more than 100 feet from the curb but less than 150 feet, each unit ..... $54.00
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(11) Where adjustments to the carry out rate may be necessary, the Solid Waste Superintendent will make case by case determinations of the need and the appropriate rates. (12) One additional curbside container may be provided at no charge to customers requiring more capacity than that provided by one container. Each additional container, beyond the first two, shall be charged for at a rate that is one half of the standard rate as listed in Sec. 8-3-92(a)(l). -3-
*** SECTION 6.
That, in accordance with the annual budget adopted for the Public Works
Department, 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)
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Table o f charges. Commercial collection and disposal charges shall be based on the size, type and number of containers 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 Monthly Charge Per Container
Container Pickups Per Week Not More Than Container Volume (In Cu. Yds.)
2
3
4
5
6
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Single container charge:
3
$
94:-7+
125.38
156.05
186.71
78.95
107.97
142.94
177.90
212.85
4
6
8
159.63
316.03
181.98
360.28
116.98
173.71
230.34
287.31
343.90
133.36
198.03
262.59
327.54
392.05
126.46
187.79
249.13
310.45
371.78
144.17
214.08
284.01
353.92
423.94
-4-
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SECTION 7.
That, in accordance with the annual budget adopted for the Public Works
Department, Chapter 8-3, Article IV, Division 2, Section 8-3-94, of the Amarillo Municipal Code is hereby amended to read as follows:
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Sec. 8-3-94. - Landfill use fees. (a)
Table of charges. Except as hereinafter provided in subsections (b), (c) and (d) below, the fees charged for the use of the City landfill facility shall be computed at the rate of thirty three dollars and fifty aenls ($::l,UiQ) $35.17 per ton of waste with a minimum charge offive dollars ($5.00) per load. If the net weight in tons of any load cannot be determined, the fees charged shall be as set out in Table Number Three. The fees charged for source separated organic waste materials delivered to the compost facility will be seventy-five (75) percent of the fees charged for the use of the city landfill. Organic waste that requires minimum processing, as determined by the Superintendent, may be charged a rate as low as fifty (50) percent of the fees charged for the use of the city sanitary landfill facility.
*****
SECTION 8. That in accordance with the budget of the Building Safety Department the Amarillo Municipal Code, Chapter 4-1, Section 4-1-3 be and hereby is amended to read as follows: Sec. 4-1-3. - Application, plan review and permit time limits, cancellations and refunds.
(a)-(b) [NO TEXTUAL CHANGE]
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(c)
Fee for renewing expired permits. A permit that has expired by time limitations may be
renewed for an additional time period as stated above provided there have been no substantial changes in the plans or scope of work, and upon payment of a renewal fee as follows: (1) Not more than sixty (60) days after expiration date: Fifty eellaFS ($§8.QQ) $61.00 (2)
(3)
Sixty-one (61) to not more than one hundred eighty One-half(½) original fee, but not less than filly eellaFS ($§8.QQ)$61.00
(180) days after expiration date: More than one hundred eighty (180) days after expiration date:
New application and at full price.
SECTION 9. That in accordance with the budget of the Building Safety Department the Amarillo
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Municipal Code, Chapter 4-1, Section 4-1-4 be and hereby is amended to read as follows:
Sec. 4-1-4. - Late fee; offense.
(a) When work for which a permit is required is begun prior to obtaining such permit, or otherwise receiving approval from the Building Safety Department to begin work, a late fee of t>.ve ffiffieFed fifty eellaFs ($2§Q.QQ) $265.00 shall be assessed in addition to the required permit fee. A person who fails or -5-
refuses to obtain a required permit on a second or subsequent occasion within a twenty-four month period shall pay a late fee o f fiye lmndred dollars ($500.00) $530.00 in addition to triple the required permit fee for each subsequent violation occasion. EXCEPTION: A person who owns and occupies a single-family dwelling will not be charged the above late fee for work on their dwelling provided such owner makes an application for the required permit by the end o f the next work day following notification o f the requirement to obtain a permit.
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However, this exception does not apply to a person who fails or refuses to obtain a required permit on a second or subsequent occasion within a twenty-four-month period. Such person shall be subject to the above late fee provisions. (b) [NO TEXT CHANGE]
SECTION I 0. That in accordance with the budget o f the Building Safety Department the Amapllo Municipal Code, Chapter 4-1, Article I, Division 2, Section 4-1-20 be and hereby is amended to read as follows:
Sec. 4-1-20. - Plan review fee; building permit application. (a) Fees established. A non-refundable plan review fee shall be paid upon submittal of plans to be reviewed. The valuation shall be either the valuation of a non-residential structure or the square footage
D
for a residential dwelling, as stated by the applicant; or, when in the opinion of the Building Official the stated valuation or footage appears to be materially understated, the valuation or footage may be calculated based on the most recent building data available. (1) All non-residential projects:$ Value x 0.0011 .0012
Plan review fee: rounded to whole
dollars, minimum $70.00.$74.00. (2) Commercial (public or semi-public) swimming pool, spa, public interactive water feature, $:l68.00. $379.00. (3) Residential dwelling permit and inspection fees are as shown in the table below, with a $
$74.00 minimum, or the greater amount calculated as shown in the following table for
Residential dwelling projects:
RESIDENTIAL DWELLING PERMIT AND INSPECTION FEES Fee Type New Single Family Dwelling, Townhome, TwoFamily Dwelling (Duplex)
-6-
Fee
Notes
Plan review and permit $0.42,$.45
Per square foot o f all floor area under roof
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Fee Type
D
Fee
Notes
Residential Alterations, Garages (residential detached), Carport, Fire Repair (residential), Storage Buildings over 200 square feet
Plan review and permit $0.2':t $.29 Minimum Fee - $116.00 $123.00
Per square foot of all floor area under roof
Swimming Pool
Plan Review and permit Residential - $263.00 $279.00 Commercial 368.00 �390.00
*** (b) A new plan review fee shall be required under the following conditions: (1) When substantial revisions in the scope o f the project require additional plan review o f more than one (1) hour, then a new plan review fee shall be paid. When additional or revised plans are submitted before the original plans have been reviewed, then no additional fee is required. When substantial revisions in the scope of the project require additional plan review of more than one (I) hour, then a revision fee shall be paid. When additional or revised plans are submitted before the original plans have been reviewed, then
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no additional fee is required. Fee schedule Revision fee .00051 Minimum $200 not to exceed 5500 (2) - (3) [NO TEXT CHANGE]
SECTION 11. That in accordance with the budget of the Building Safety Department the Amarillo Municipal Code, Chapter 4-1, Article I, Division 2, Section 4-1-21 be and hereby is amended to read as follows:
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Sec. 4-1-21. - Building permit and inspection fee schedule.
(a)
[NO TEXT CHANGE]
(b)
Building Permit Fee Schedule.
(1)
All Nonresidential dwelling Projects: $ Value x 0.0032 $.0034 = Permit Fee: Rounded to
whole dollars. -7-
(2)
Minimum Permit Fees (Nonresidential and Residential dwellings): a.
New construction: One hundred twenty dollars ($116.00) $123.00 plus--filty-dollan; ($58.00) $61 .00 times the number of other permits required for electrical, plumbing and HVAC work.
b.
Remodels and Additions: ($-l-M---123.00) plus fifty dollars ($58.00) $61.00 times the number of other permits required for electrical, plumbing and HVAC work.
(3)
0
Other Permits and Inspection Fees (Nomesidential and Residential dwellings): a.
Certificate of Occupancy review and inspection when not associated with a building
permit: ..... $126.00 $134.00 b.
Recreation of existing Certificate of Occupancy: ..... $42.00 $45.00
c.
Wrecking permit and Moving permits: ..... $95.00 $ 101.00
d.
Permit for the installation of flammable liquids tanks and pumps: ..... $63 .00 $67.00
This includes the fees for electrical and plumbing permits e.
Residential Re-roofing permit: ..... $150.00 $159.00
f.
Manufactured home installation: ..... $190.00 $201.00
This includes the fees for electrical and plumbing permits. g.
Inspection not otherwise noted above, and those requested after hours, two hour
D
minimum charge per hour ..... $93.00 $97.00 h.
Re inspection: ..... $58.00 $61.00
i.
Construction and Advisory and Appeals Board application: ..... $158.00 $167.00
J.
Siding and exterior veneer: Value of project x O.OOW .0032 minimum: ..... $58.00
k.
Expedited Review Fee: Projects:$ Value x .00051 ..... $525.00
$61.00
$557.00 minimum I.
Insulation and energy conservation: value o f project v 0.0032, 0.0034 minimum of
..... $58.00 $61.00 m.
Technology Fee ..... _$_10.00$11.00
n.
Glass/Glazing Permit ..... $58.00 $61.00
o.
Insulation Permit ..... $58.00 $61.00
p.
Reserved. -8-
D
q.
Commercial (public or semi-public) swimming pool, spa, public interactive water feature ..... $3e8.00 $390.00
r.
0
Sign permit .... $95.00 $101.00
SECTION 12. That in accordance with the budget of the Building Safety Department the Amarillo Municipal Code, Chapter 4-1, Article I, Division 2, Section 4-1-30 be and hereby is amended to read as foll,ows: Sec. 4-1-30. - Fee schedule. (a)
[NO TEXT CHANGE]
(b)
Electrical Permit and Inspection Fee Schedule.
(1)
New Construction and additions to panel service: a. Minimum fee: ..... $S8.00 $61.00
0
b.
Fee for construction taps: ..... $58.00 $61.00
c.
All 120-volt through 480-volt single-or three-phase services, per
ampere: .....
(2)
(3)
$0.35
Alterations: a.
Alteration ofresidential service entrance: ..... $58.00 $61.00
b.
Alteration of nonresidential service entrance: ..... $58.00 $61.00
Equipment additions: a.
Gasoline pump and dispensers, generators and wind generators, transformers, sig n s, sign transformers, electrical device or opening not listed; each: ..... $S8.00 $61.00
b.
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Electrical passenger or freight elevator or dumbwaiter installation, each: ..... $58.00 $61.00
(4)
Inspection fees: a.
Inspection not otherwise noted above, and those requested after hours, two hour minimum charge, per hour: ..... $93.00 $99.00
b.
Re-inspection fee: ..... $S8.00 $61.00
-9-
(5)
Technology fee: ..... -1400-11.00
SECTION 13. That in accordance with the budget of the Building Safety Department the Amarillo Municipal Code, Chapter 4-1, Article I, Division 4, Section 4-1-40 be and hereby is amended to read as follows:
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Sec. 4-1-40. - Heating, Ventilation, and Air Conditioning, HVAC, Permit Fee Schedule.
(a)
[NO TEXT CHANGE]
(b)
Existing buildings, equipment installations. For the installation or relocation ofHVAC
equipment in existing buildings when separate from a project requiring a building permit: (1)
Commercial hoods, Type I or II, for the first unit: ..... $58.00 $61.00 For each additional unit ..... $11.00 $12.00
(2)
Commercial refrigeration, for the first unit ..... $58.00 $61.00 For each additional unit ..... $11.00 $12.00
(3)
Commercial cold storage box, for the first unit ..... $58.00 $61.00 For each additional unit ..... $11.00 $12.00
(4)
Boilers-first 100,000 BTU/hour input ..... $58.00 $61.00 Each additional 100,000 BTU/hour input or portion thereof ..... $11.00 $12.00
(c)
Alterations and Equipment Change Outs. Alterations of or changing out environmental air
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system equipment when separate from a project requiring a building permit require the following fees: (1)
Floor heaters, wall furnaces, unit heaters: First unit ..... $58.00 $61.00 Each additional unit thereafter ..... $11.00 $12.00
(2)
Equipment change out, per unit: First 5 tons ..... $58.00 $61.00 Each additional 5 tons or portion thereof. .... $11.00 12.00
(3)
Relocation, replacement or installation o f new duct, chilled water or steam pipes in existing buildings, per square foot of floor area ..... 00.03
(d)
Minimum permit ..... $58.00 $61.00
(e)
Inspections: Inspections not otherwise noted above, and those requested after hours, two
hour minimum charge per hour ..... $99.00 (f)
Re-inspectionfee ..... $58.00 $61.00
(g)
Technology fee ..... -1400 11.00
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SECTION 14. That in accordance with the budget o f the Building Safety Department the Amarillo Municipal Code, Chapter 4-1, Article I, Division 5, Section 4-1-50 be and hereby is amended to read as follows:
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Sec. 4-1-50. - Plumbing permit fees.
(a)
Fees established. Plumbing permit fees shall be as follows.
(b)
Plumbing Permit Fee Schedule.
(1)
New construction, additions, and remodeling. The permit fee for a plumbing permit shall be combined with the fees for a building permit, when one is issued on the same project, in accordance with the building code fee schedule.
(2)
New fixture installations, additions, alterations and repairs. When there is no building permit issued on the same project where a plumbing installation is made, the plumbing permit fee shall be based on the following schedule: a.
Minimum fee for all installations: ..... $58.00 $61.00
b.
New Installations and additions per fixture, including but not limited to: bathtub, bidet, dishwasher, drinking fountain, floor drain, garbage disposal, grease interceptor, grease trap, hose bib, lavatory, shower, sink, toilet, urinal, wash rack, washing machine outlet assembly, and water heater ...... $7.00
Repairs and Replacements:
(3) a.
Replacement of water, gas, or sewer service line: ..... $58.00 $61.00 When more than one (1) of these service lines are replaced at the same time the fee shall cover all the lines that are installed and inspected at the same time. If the lines are not ready for inspection at the same time, re-inspection fees for additional inspections will be required.
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b.
Water Heater Replacement: ..... $58.00 $61.00
c.
Water, sewer, or gas re-piping within a structure and separate from service lines: ..... $58.00 $61.00 Plus per plumbing fixture and gas outlet: ..... $3.00
Medical Gas Installations, minimum: ..... $58.00 $61.00
(4)
Plus per outlet assembly: ..... $3.00 (5)
Inspection not otherwise noted above, and those requested after hours, two hour minimum charge per hour: ..... $99.00
(6) (7)
Re-inspection ..... $58.00 $61.00
(8)
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Technology fee: ..... -1-0,-00 $11.00 Minimum permit fee is ninety dollars ($95.00) $101.00 for the first seventy-five (75) heads plus fifty eents ($0.55) $.59 per head thereafter. SECTION 15. That the Amarillo Municipal Code, Chapter 4-3, Section 4-3-3 be and hereby is
amended to read as follows:
***
(c)
Provisional permit; opportunity to cure or remove structure.
(1) [NO TEXT CHANGE] (2) The Building Official shall issue a provisional permit for the agreed corrective work or removal of the structure when the Interested Persons (i) demonstrates the structure has been
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temporarily secured as required in the notice letter; (ii) tenders a plan and schedule of work that is feasible to accomplish within sixty (60) days or less, in consideration of: the season; availability of materials; skills of the owner or availability of skilled or licensed contractors in the local market; the scope and amount of work to be performed; and other objective factor reasonably bearing on likelihood of success of the endeavor; (iii) demonstrates reasonably adequate financial resources to accomplish the agreed corrective work within sixty (60) days, such as cash on hand, revenue stream, pre-approved loan, line o f credit or a combination of these or other liquid resources readily available to allow substantial completion within sixty (60) days; and, (iv) pays the required fee oftmee hundred forty five de!lars ($
***
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366.00) for the permit.
SECTION 16. That the Amarillo Municipal Code, Chapter 4-6, Article II, Division 2, Section 46-17 be and hereby is amended to read as follows: Sec. 4-6-17. -Application and procedures. (a)-(b) [NO CHANGE] (c) Fees. The Developer shall pay a non-refundable application fee of tmee hundred fifty se'o'eH de!lar ($357.00) $378.00 for the first acre and an additional ten dollar ($10.00) per acre per additional acre for each Preliminary Plan submitted.
***
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SECTION 17. That the Amarillo Municipal Code, Chapter 4-6, Article II, Division 5, Section 46-41 be and hereby is amended to read as follows: Sec. 4-6-41. - Application and procedures. (a) [NO TEXT CHANGE] (b) Fees. The Developer shall pay a non-refundable application fee of four lrundred fifty rune dellars ($459.00) $524.00 for the first acre and an additional ten dollars ($10.00) per additional acre for each Minor Plat submitted or if no notification is required, tmee hllHdred twenty fro'e thirty twe de!lars ($332.00) $352.00 for the first acre and an additional ten dollars ($10.00) per acre per additional acre for each Minor Plat submitted. SECTION 18. That the Amarillo Municipal Code, Chapter 4-6, Article II, Division 6, Section 46-49 be and hereby is amended to read as follows: Sec. 4-6-49. - Replats without vacation.
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(a)-(c) [NO CHANGE] (d) Fees. The Developer shall pay a non-refundable application fee of three htmeree fifty seven
0
dollar ($357.00) $378.00 for the first acre and an additional ten dollar ($10.00) per additional acre for each Replat Plat submitted. (e)-(g) [NOTEXTCHANGE] SECTION 19. That the Amarillo Municipal Code, Chapter 4-6, Article II, Division 6, Section 46-51 be and hereby is amended to read as follows: Sec. 4-6-51. - Amending plats. (a) - (d) [NO CHANGE]
Fees. The Developer shall pay a non-refundable application fee of fear IH!11dred fifty 11i11e dalla,s ($1ti9.00) $524.00 for the first acre and an additional ten dollars ($10.00) per additional acre for each Amending Plat submitted if no notification is required, three lumdred thirty two della,s ($332.00) $352.00 for the first acre and an additional ten dollars ($10.00) per acre per additional acre for each Amending Plat submitted.
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SECTION 20. That the Amarillo Municipal Code, Chapter 4-6, Article II, Division 6, Section 46-52 be and hereby is amended to read as follows: Sec. 4-6-52. - Plat vacation.
(a)-(b) [NO TEXT CHANGE] (c)
Fees. The Developer shall pay a non-refundable application fee of three htmeree
sil(ty feHF dollars ($304.00) $386.00 for the first acre and an additional ten dollars ($10.00) per additional acre for each Plat Vacation submitted. **** SECTION 21. That the Amarillo Municipal Code, Chapter 4-6, Article II, Division 4, Section 46-31 be and hereby is amended to read as follows: Sec. 4-6-31. - Application and procedures.
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(a)
[NO TEXT CHANGE]
(b)
Fees. The Developer shall pay a non-refundable application fee offlve hundred
and ten dollars ($§20.00) $551.00 for the first acre and an additional ten dollars ($10.00) per additional acre for each Final Plat submitted.
*****
SECTION 22. That the Amarillo Municipal Code, Chapter 4-6, Article IV, Section 4-6-179 be and hereby is amended to read as follows:
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Sec. 4-6-179. - Excavation permit for driveways, approaches and public sidewalk curb ramps.
(a) Curb removal permits must be obtained from the Traffic Engineer Building Safety for all driveway, approach and public sidewalk curb ramp construction requiring the removal of curbs. (b) The person obtaining a curb removal permit shall pay a fee oftv,enty five del!aFs ($25.QQ) $116.00 plus technology fee of $11.00 for each permit. If a curb removal is undertaken without a permit, the subsequent permit for that removal shall be fifty de!laFS ($50.QQ), $232.00 in addition to any fine, cost, or other penalty assessed for that violation.
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(c) Each person obtaining a curb removal permit shall comply with the Americans With Disabilities Act (ADA) guidelines for new and alteration construction.
SECTION 23. That the Amarillo Municipal Code, Chapter 4-6, Article IV, Section 4-6-189 be and hereby is amended to read as follows: Sec. 4-6-189. - Private encumbrance of public right-of-way; license.
The following shall control the consideration of requests for encumbrances on, over, under or through Public Rights-of-Way: (1) The right to encumber the Public Right-of-Way may be granted only by license and every grantee of a license shall agree to indemnify and hold the City harmless from any and all damages to persons or property, or both, arising in any way out of the use of the licensed Premises. Each person applying for a license shall pay an application fee oftwe fllHldred fifty five dellaFS ($ 255.QQ) $276.00 to cover the expenses of the processing costs associated
0
therewith. (2) [No Text Change] (3) A licensee shall pay a license fee depending upon the amount of Right-of-Way encumbered as set out below. In no event shall a license fee be less than tv10 fllHldred fifty five dellaFS ($255.QQ) $276.00 for a period of one (1).year.
****
SECTION 24. That the Amarillo Municipal Code, Chapter 4-6, Article IV, Section 4-6-190 be and hereby is amended to read as follows: Sec. 4-6-190. - Abandonment of public right-of-way.
In addition to the requirements set forth in V.T.C.A., Local Goverriment Code, Ch. 272, the following shall control the consideration of requests for abandonment of Public Rights-of-Way that are abandoned by separate legal instrument: (1) [NO TEXT CHANGE] (2) The applicant shall pay the following filing fees for Public Right-of-Way abandonment: fetlF fllHldFed eighty ninety five del!aFS ($485 495.QQ) $535.00 for each alley, easement, or street abandonment request filed for consideration. (3) [NO TEXT CHANGE]
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SECTION 25. That in accordance with the budget of the Building Safety Department the Amarillo Municipal Code, Chapter 4-7, Section 4-7-4 be and hereby is amended to read as follows: Sec. 4-7-4. - Licensing.
(a) -(c) [NO TEXT CHANGE] (d) License fee. All original License applications or renewals thereof shall be accompanied by a fee of one hundred silcteen twenty-three dollars ($116.00 123.00), plus twenty-ffillr five dollars ($;M.00-25.00) for each Manufactured Home Stand or Recreational Vehicle Stand in the Manufactured Home Park or Recreational Vehicle Park. The original fee shall be prorated on the nearest quarterly basis between the date of the original License and October 1 of the fiscal year. All renewal fees shall be due on October 1, of each year. Failure or refusal to pay a renewal fee by October 1 shall result in assessment and collection of a late fee of one dollar ($1.00) per each Manufactured Home or Recreational Vehicle Stand or Park for each day or part thereof the renewal
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fee is not paid. (e)-(g) [NO TEXT CHANGE] SECTION 26. That in accordance with the budget of the Building Safety Department the Amarillo Municipal Code, Chapter 4-1, Article II, Section 4-1-110 be and hereby is amended to read as follows: Sec. 4-1-110. - Registration of contractors; homeowner exemption; fees and requirements.
(a)-(h) [No TEXT Change] Table 4-1-110 Contractor Registration Requirements
Contractor Categories
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State License or Registration Required
City Registration In Addition to State License or Registration
Building Contractor
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Annual City Registration Fee
License and Permit Surety Bond
General Liability Insurance
General Contractor (fn. 1)
no
yes
$ 58.00
none
none
New Residential Contractor (fn. 2)
No
yes
$ 58.00
none
none
Residential Remodeling Contr. (fn. 3)
No
yes
$ 58.00
$20,000.00
none
Additional requirements for building demolition
no
any of the above
any of the above
lot clearance bond (fn. 4)
yes (fn. 5)
Electrical Contractor, Master Electrician License (fn. 6)
State Lie.
yes
$ 58.00
none
State Required Min.
Glass and Glazing Contractor
no
yes
$ 58.00
None
$500,000.00 (fn. 12)
HVAC Contractor, A and B (fn. 7)
State Lie. (fn. 7)
yes
$ 58.00
none
State Required Min.
Insulation Contractor
no
yes
$ 58.00
$20,000.00
$300,000.00 (fn. 11)
Landscape Irrigator or Irrigation Technician
State Lie.
yes
$ 58.00
$10,000.00
none
House Moving Contractor
no
yes
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$ 58.00
$10,000.00
none
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Plumbing Contractor, Master Plumber License (fu. 7)
State Lie.
yes
none
none
State Required Min.
With Medical Gas endorsement (MGE) (fu. 8)
MGE
yes
none
none
State Required Min.
Commercial Roofing Contractor
no
yes
$ 58.00
$20,000.00
$1,000,000.00 (fu. 13)
Residential Roofing Contractor
no
yes
$ 58.00
$20,000.00
$300,000.00 (fu. 11)
,
Sign Contractor
0
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Electrical Sign Contractor (fu. 9)
State Lie. (fu. 9)
yes
$ 58.00
none
State Required Min.
Non-electrical Si g n Contractor (fu. 10)
no (fu. 10)
yes
$ 58.00
$10,000.00
none
Swimming Pool and Spa Contractor
no
yes
$ 58.00
$10,000.00
none
State Lie.
yes
$ 58.00
$10,000.00
none
Water Treatment Equipment Installation Contractor
•••
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SECTION 27. That the Amarillo Municipal Code, Chapter 4-10, Article II, Division I, Section 410-23 be and hereby is amended to read as follows:
Sec. 4-10-23. - Amending procedure. (a) Application to Planning and Zoning Commission and planning department; fee. (1) [NO TEXT CHANGE}] (2)
Upon the filing of any application for a Zoning District classification change with
0
the Planning Department of the City, the applicant shall pay to the City Planning Department the following applicable sum: a. For a Zoning District classification change, the sum of eight hundred and sh,teen dollars ($8Hi.00) $882.00. b. For a specific use permit, the sum of sh, hundred eighty fi,,,e ninety rune dollars ($099.00). $756.00. c. For a Planned Development District classification, the sum of eight hundred and sh,teen dollars ($ 810.00). $882.00. d. For an amendment to a Planned Development District, the sum of six hundred and twelve dollars ($000 012.00). $661.00. (3) [NO TEXT CHANGE]
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(b) (1)-(4) [NO TEXT CHANGE] (5) ...... The applicant shall pay a fee of three hundred fifty-seven dollars($
378.00)
with the notice of appeal to defray publication, notice and other expenses. (6) [NO TEXT CHANGE] SECTION 28. That the Amarillo Municipal Code, Chapter 4-11, Article IV, Section 4-11-19 be and hereby is amended to read a s follows:
Sec. 4-11-19. - Application procedures. (a) [NO TEXT CHANGE] (b) [NO TEXT CHANGE] (c) At the time of filling the application, the owner or agent shall pay a fee ofRitVl'flO>---hundred and @\If dollars ($204.00) $216.00. An application without the fee is deemed incomplete.
SECTION 29. The Amarillo Municipal Code, Chapter 8-5, Article IV, Section 8-5-15 be and hereby amended as follows: -18-
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Sec. 8-5-15. - Fees. (a) Alcoholic Beverage Fees:
1. Application fee for City Certification ofTABC Prequalification Packet .... $±9Jl_.00
0
2. As authorized by the Texas Alcoholic Beverage code sec. 11.38 and 61.36 a holder of a State Permit or State License shall pay to the City a fee equal to one-half the fee paid to the State for such permit. All fees levied by this section are due and payable at the time at which the State license and permit fees are due. (b) Management o fFats, Oils and Grease Fees: 1. Annual permit fee .... $&S95.00 2. Biological Oxygen Demand (BOD) Testing fee .... Industry Cost 3. Total Suspended Solids (TSS) Testing fee .... Industry Cost
(c) Food Hygiene Fees:
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1. Application fee for all food establishments to include new and change of owner .... $±9Jl_.00 2. Plan Review fee for all food establishments to include new and change of owner .... $9+103.00 3. Annual permit fee will be based on square footage of the structure or assigned tenant space if within a mall or strip center and is as follows: 0 to 500 sq ft .... $ 300.00 501 to 3,000 sq ft .... $ 20.00 3,001 to 5,000 sq ft .... $W&539.00 5,001 to 15,000 sq ft .... $@660.00
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15,001 and Over sq ft .... $™779.00 4. Permit for the operation of multiple food establishments on one site or contiguous properties or within one (1) structure, all of which are owned and/or operated by the same legal entity. A master permit will be issued for the first using section three (3) in
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subsection (c) above and each additional structure or unit will be charged an annual fee of .... $-l+l-118.00 5. Annual permit fee for prepackaged, Non-Time, Temperature Control for Safety (TCS) food establishments:
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i. Less than 200 cubic feet .... Exempted ii. More than 200 cubic feet .... $ 300.00 6. Annual permit fee for caterer, farmers market, concessions stand, satellite or catered feeding location, school, child-care facility, food pantry, and salons (beverages only) .... $ 300.00 7. Annual permit fee for farmers market ... $100.00. 8. Annual permit fee for child-care facility serving Non-TCS (snacks only) and TCS vending machines (per unit) .... $ 122.00 9. Temporary food establishment permits are assessed at a per day, per booth/location rate. Licensed caterers are exempted, from the fees but are ret}1¼ired to submit fur tho permit. Fees are as follows:
{CHART] TEMPORARY FOOD ESTABLISHMENT PERMIT FEES Total # o f Food/ Beverage Booths at the Event
Fee per Temporary Food Establishment Permit per day per booth
0-5
$W32.00
6-12
$;µ29.00
13-20
$;!426.00
21-40
$U23.00
41-80
$-l-&20.00
81 or more
$B16.00
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10. Expedited processing of temporary food establishment permit. A person or licensed caterer applying for a temporary food establishment at any hour within the two business days prior to the day an event starts, shall pay a special express processing fee in addition to the fee shown in the above chart .... $ 60.00 11. Certified Food Manager course and exam fee. Fee aot SHBjeet to automatie iaerease o f (g)(l0) .... $150.00 per persoa Fee will be set b y Director of Environmental Health subject to City Manager approval.
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12. Certified Food Manager exam retest fee. Fee net eet
ts aatematie inerease s f
(g)(IO) .... $75.00 per persen Fee will be set by Director of Environmental Health subject to City Manager approval.
0
13. Certified Food Handler course and exam fee. Fee net soojeet ts aatematie iflerease s f (g)(l0) .... $15.00 per persen Fee will be set by Director of Environmental Health subject to City Manager approval. 14. Certified Food Manager annual registration fee .... $4851.00 (d) Group Care Fees: 1. Environmental inspection o f a foster/adopt home or child-care/group care facility .... $ 62.00 per structure (e) On-Site Sewage Facilities fees: 1. OSSF permit fee for a new system, modification, repair, or replacement .... $ 40.00 2. OSSF permit fee fer a n eidsting system inspeetien .... $170.00 OSSF inspection trip fee .... $-1-@ 110.00
2.
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3. Water sarn le callectiaA fee .... $q8.QQ When work for which a permit is required has begun prior to obtaining such permit, or otherwise receiving authorization to construct by Environmental Health Department to begin work, a fee of three hundred and fifty dollars ($350.00} shall be assessed in addition to the required permit fee in (e)(l). A person who fails or refuses to obtain a required permit on a second or subsequent occasion, shall pay a fee of seven hundred dollars ($700.00) in addition to the required permit fee in (e)O).
4.---(f) Recreational Water Fees: 1. Application fee for all recreational water units to include new and change o f owner ....
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$2931.00 2. Plan Review fee for all recreational water units to include new and change of owner .... $9+103.00 3. Annual permit fee for public and semi-public pools, spas and PIWFs operated yearround .... $2+4291.00 -21-
4. Annual permit fee for public and semi-public pools, spas and PIWFs operated seasonally (March 1' 1 through October 31 '1). ... $-1--W159.00 5. Permit for the operation of multiple recreational water units on one site or contiguous properties or within one (1) structure, all of which are owned and/or operated by the same legal entity. A master permit will be issued for the first unit using sections three (3) and four (4) in subsection (f) above and each additional unit will be charged an
□
annual fee of. ... $-l-W-114.00 6. Certified Pool Technician initial course, one and a half (1.5) days course and exam. Fee not subject to automatic increase of (g)(lO) .... $135.00 per person 7. Certified Pool Technician refresher course, one (1) day course and exam. Course will be offered to those who have taken the initial course and who's certification has yet to expire. Fee not subject to automatic increase of (g)(lO) .... $100.00 per person 8. Certified Pool Operator two (2) day course and exam fee. Fee not subject to automatic increase of(g)(l0) .... $375.00 per person 9. Certified Pool Operator blended one (1) day course with online primer course and exam fee. Fee not subject to automatic increase of (g)(l 0) .... $400.00 per person 10. Certified Pool Operator primer course (online) course fee. Fee not subject to automatic increase of (g)(l 0) .... $200.00 per person 11. Certified Pool Operator blended one (1) day course without online primer course and exam fee. Fee not subject to annual increase .... $275.00 per person 12. Certified Pool Operator exam or retest fee. Fee not subject to automatic increase of (g)(lO) .... $125.00 per person 13. Certified Pool Technician/Certified Pool Operator annual registration fee .... $4&21_.00 (g) Miscellaneous fees 1. Voluntary Construction Compliance Inspection (VCCI) fee .... $8490.00 2. Variance application fee .... $220.00 i. Processing time less than 30 minutes .... $117.00 ii. Processing time 31-60 minutes .... $175.00 iii. Processing time 61 or more minutes .... $234.00
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□
3. Duplicate copy of permit, registration, placard, or license .... $-l-Oll.00 4. Late renewal fee for annual permit; food establislnnents, pools, spas, PIWFs i f paid within thirty (30) days of expiration .... $ 62.00 5. Late renewal fee for annual permit; food establislnnents, pools, spas, PIWFs i f paid
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after thirty (30) days of expiration .... $-l--H-118.00 6. Outside of the City limits fee, excluding Group Care and On-Site Sewage Facility programs .... $M58.00 7. Wastewater Discharge Permit Fee ...... $
95.00
8. Re-inspection fees of food establislnnents, pools, spas, PIWFs are as follows ....
i. $-l-@110.00 11. 111.
IV.
(2 nd) $-1-§165.00 (3 rd) $ 274.00
(4th) $¾1-383.00
( 9 ) - (11) [NO TEXT CHANGE]
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SECTION 30. The Amarillo Municipal Code, Chapter 10-2, Article II, Section 10-2-16 be and hereby is amended to read as follows:
*** TABLE 113.2.1 INSPECTION FEES EXPAND
Day Care
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Occupant Load
Fee
Y p ts SQ
$4Q.QQ $100.00
51 ts lSQ
$8Q.QQ
Over lSQ
$8Q.QQ fer first lSQ plus $4Q.QQ Fer eaeh additienal lQQ er fraet thereef
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Foster/Group
Occupant Load
Fee
I to 5
$4MJ0..50.00
6 to 15
$80.00--100.00 (additional $ 10.00 oer home for more than
Home/Shelter
from same am licant Over 15
$80.00 for first 15 plus $40.00 Fer eaeh additienal 15 er fraet thereef
Nursing Homes
Hospitals
Up to 50 beds
$¼(:)..200.00
51 to 100 beds
$:240-250.00
Over 200 beds
$300.00 240 for first 100 beds Plus $80.00 for eaeh additienal :
10 I beds or more
beds er tFaetien thereef
Up to -l-00 200 beds
$J20 350.00
101 te 200 beds
$400.00
Over 200 beds
$600.00 400.00 for first 200 beds Plus $80.00 for eaeh additie 100 beds er Fraetien thereef
Other Facilities
Up to 2,500 5,000
$4050.00
sq. ft 5,001 -10,000
$100.00
10,001 - 50,000
$125.00
50,001 -100,000
$150.00
Over 100,000
$200 pus $50 for each additional 25,000 sq ft
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Occupant Load
Fee
Re-inspection
No charge for first inspection $25 for second inspection
0
$50 for each subseguent inspections
Faei!ities
2,501 ts 5,000 sq.
$80.00
ft 5,001 ts 10,000 sq.
$120.00
ft 10,001 ts 50,000
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$160.00
str-4t Over 50,000 sq. ft
$160.00 fur first 50,000 sq. ft. pl-Hs $40.00 fur eaeh additis 25.000 sq. ft. sr ffiletisn theresf
TABC
Licensed
$40.00
Facilities
TABLE 113.2.2 PERMIT FEES
0
EXPAND Operatisnal Permits
$40.00
Reaewal
$40.00
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Standby f6(lHiFee
$3(l(l_gg
Construction Permits
$80-100.00 minimum
Fire Alarm (per panel) 26-100 devices
$150.00 $200.00
101 and up Fire Sprinkler (per riser)
20-100 heads
$150.00
101 - 300 heads
$200.00
301 and up
$250.00
Underground
$100.00
Vent Hood System
$100.00
Re-submittals
$50.00
As-builts
Free
Phase inspection
$50.00 per phase after the first
Visual inspection prior to acc tance test
$50.00
Re-inspection
$4-050.00
Operational Permits
$50.00
Pyrotechnic Display
$100.00 per event
Amusement (Haunted House)
$100.00 every 30 days
Flame Test
$50.00
Temp. membrane structures, canopies
$100.00
Special event, carnival, fair
$100.00 -cooking on-site
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$50.00 - no cooking on-site All other operational permit types
Application fee only
Renewal
$40.00
Other Inspections Mobile food unit inspection
$50.00
Hotel/Apartment inspection
$200.00
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Re-inspection/no-show/not ready
$50.00
Variance request application
$100.00
After hours inspection
$100.00
Investigation inspection (working without pennit)
Two times the permit fee
SECTION 31. The Amarillo Municipal Code, Chapter 12-1, Article I, Section 12-1-4 be and hereby is amended to read as follows: Sec. 12-1-4. - Warford Activity Center.
(a) Visit and Membership Fees.
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Youth
Adult
Senior
Day Pass
$3.00
$5.00
$3.00
Monthly Membership
$15.00
$20.00
$15.00
$60.00
Annual Membership
$150.00
$200.00
$150.00
$600.00
Additional Child Monthly
NIA
NIA
NIA
$5.00
Additional Child Annually
NIA
NIA
NIA
$20.00
Punch and Play Membership Pass
$20.00
$20.00
$20.00
NIA
Family
SECTION 32. The Amarillo Municipal Code, Chapter 12-1, Article I, Section 12-1-5 be and hereby is amended to read as follows: D
Sec. 12-1-5. - Other facilities rental.
I Stage with Electricity
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Small shelter without Electricity
$30.00
Small shelter with Electricity
$4-080.00
Large shelter without Electricity
$50.00
Large shelter with Electricity
$69100.00
Gazebo with Electricity
$60.00
SECTION 33. The Amarillo Municipal Code, Chapter 12-3, Section 12-3-4 be and hereby is amended to read as follows: Sec. 12-3-4. - Swimming pool fees.
(a) (1)--{2) [NO TEXT CHANGE] (3) Swimmers:
Southeast and Southwest Pools
Regular
After4p.m.
Youth (age 1 to 12)
$3.00
$2.00
Adult
4.00
3.00
Senior Adult (55 & older)
3.00
2.00
Thompson Park Aquatic Facility: Full Day Admission ..... $10.00 Half-Day Admissions .....&00--(Mon -Thur. $6.00) (Fri.-Sun. $8.00) Evening Admission ..... 5.00 Morning Power Hour Admission ..... 3.00 Other Fees and Rentals set by Director o f Parks and Recreation with City Manager approval.
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SECTION 34. The Amarillo Municipal Code, Chapter 12-7, Section 12-7-8 be and hereby is amended to read as follows: 0
Sec. 12-7-8. - Park operating policy; permits.
(a) - (h) [NO TEXT CHANGE] (i) Special Event. A Special Event shall be defined as an event requiring a permit as set forth in this section that involves a group of two hundred (200) persons or more. A Pil'enty five dollar ($2S.00) processing fee shall be paid aad must aeeompany a !lfllllieatien (ll¼alifying as a Special Event Special Events fees shall be paid in accordance with this chapter. (1).
Small Event for 1 day (200-500 people) .... $1,000.00.
(2).
Each Additional day Small Event. ... $100.00.
(3).
Large Event for 1 day (more than 500) .... $1,600.00.
(4).
Each Additional day Large Event ... $200.00.
(5).
Refundable Deposit for Special Events .... $250.00.
(6).
Electricity .... $50.00.
(7).
Administrative Change Fee .... $25.00.
(i) Other Permit Fees
(1).
Daily Vendor Permit. ... $50.00
(2).
Annual Water Access Permit. ... $25.00
(3).
Daily Water Access Permit .... $10.00
SECTION 35. The Amarillo Municipal Code, Chapter 14-6, Article II, Division 2, Section 14-629 be and hereby is amended to read as follows: Sec. 14-6-29. - Fee; term; reapplication upon change in information.
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A Transient Retail Business license issued under this division shall require a fee of fifty eight sixty tvo'e dollars ($§.8-62.00) for each issuance. A license issued to a Transient Retail Business shall expire at the end of thirty (30) days from its issuance. Any change in the information required in the application shall require the reissuance of the license by submitting a new application. -29-
SECTION 36. That, in accordance with the annual budget adopted for the Parks and Recreation Department, Chapter 12-4, Section 12-4-5 o f the Amarillo Municipal Code is hereby amended to read as follows:
Sec. 12-4-5. - Golf fees. (a) A green fee for the use of the golf course shall be paid prior to commencement of play by all Davers exceot those plal'ers holdinQ annual oermits or discount oreen fee cards, as follows: Weekend Fee (FridaySunday& holidays)
Daily Fee(MondayThursday)
Twilight Fee (after ¼){)2:00 p.m.,)
Twilight Fee (MondayThursd a y , after� 4:00p.m)
Junior (18 or younger)/Senior (65 or older) Fee (MondayThursday)
Ross/Wildhorse
$;wn.oo
±628.00
$2+23.00
$-l-&20.00
$2+23.00
Ross/ Mustang course
;w31.oo
±628.00
$2+23.00
-l-&20.00
2+23.00
Comanche/Tomahawk
±628.00
�25.00
-l-&20.00
¼17.00
-l-&20.00
Comanche/Arrowhead
±628.00
�25.00
-l-&20.00
¼17.00
-l-&20.00
(b) Golf cart rental fees (tax included): 9 holes ..... $8.00 ($&W16.00) Single 18 holes ..... $4i>-.W--16.00 ($4'h-W 32.00) Single (c) ••••• Mini Golf Pass ..... $ � 440.00 (20-Rounds, All days, All courses, good for 12 months from date of purchase) (pass includes the Capital Improvement Fee).
***
SECTION 37. That, in accordance with the annual budget adopted for the Utility Division, the water rates and charges in Chapter 18-2, Article I, Section 18-2-8 o f the Amarillo Municipal Code are hereby amended in part to read as follows:
Sec. 18-2-8. - Tapping and making e
connections te the stFeet main.
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(a) It shall be unlawful for any plumber sr person, other than duly authorized contractors, plumber, or employees of the City, to tap any Street City main, make service connections with to the Street City main, extend service pipes from main to meter or place a stopcock and stop box at that point.
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(b) This tap and serviee All fees associated with service connections shall be paid for by the contractor, plumber or person ordering the work done before it is commenced, according to the schedule of charges set out in this chapter, a copy of which is filed in the office of the Director of Utilities and copies of which shall be furnished to all lieensed authorized plumbers or ether perssns contractors upon application. (c) Authorized Plumbers or Contractors shall meet bonding and insurance needs as required by the City for utility work in right of ways. Plumbers and Contractors shall apply to be added to the duly authorized contractor and plumbers list before being allowed to make service connections. This list shall be updated semiannually. ( d) Where the Plumber or Contractor installs the water service line, meter box, valving, an Administrative Fee shall be paid in advance of the construction of the service connection. (e) The plumber or contractor is responsible for all permits and repairs needed to perform the process of installing service connections. (f) All connections shall be inspected by a City representative. Inspections shall be scheduled during normal working hours with at least 24 hours advance notice.
SECTION 38. That Chapter 18-2, 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 service fees.
a. The Water Department shall collect from eaeh aerssn the applicant an estimated cost for the size service connection requested if the City is to perform the work. Actual cost shall be tracked and an adjustment to the initial payment by the applicant will be made after the service connection is completed. Actual Cost shall mean all costs to the City for labor, materials, administrative fees, and equipment to install the service connection and restore the surface. the fells·.ving fees fer the ,,arisus serviees and hardware deserihed in this seetisn. b. The administrative fee for all service connections up to and including 1" shall be $450. The administrative Fee for service connection above 1" up to 2" shall be $600. c. Meter Set cost will be at actual cost to include the cost o f the meter and labor. d. All service connections of 4" or larger must be installed by City employees or contractors employed by the City. e. All fees for plugging abandoned water service taps shall be at Actual Cost as described herein.
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(1) .:or the tapping of a municipal water main, the amount specifieci for t h e size of opening: TABLE 1 EXPAND Tap Si.ie
Meter/Tap Fee
Meter Set Only
I" Tap with %" Meter Dsmestie/Irrigatisn
$77S.00
$7S.00
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+11!3 Siale
Meter/+11!3 Fee
Metef Set GR!y
l " +11!3 'i'tith l " Metef 9emestie/Iffigatiea
s;;z;zs_gg
:i;;zs_gg
;!" +11!3with l \t," Metef 9emestie.'IFFigatiea
$1,l'.7§.QQ
s;;zs_gg
;!" +11!3 with;!" MeteF 9emestie.'Iffigatiea
$1,399.99
:i;;zs_gg
4" +11!3 with 3" Metef 9emestie
$6,§Qg_gg
$§,ggg_gg
4" +11!3 with 3" MeteF Iffigatiea
$§,§gg_gg
$4,999.99
4" ' +11!3 with 4" Metef Elemestie
s;;z,sgg_gg
$6,999.QQ
4" +11!3with 4" Metef IFFigatiea
$6,§Qg_gg
$§,ggg_gg
6" laFgef +11!3 with 6" and laFgef Metef
Aemal Gest
Aemal Gest
*Actual cost means all costs, including meter and meter vault, based on City's cost of labor, material and equipment to extend water service lines to the customer's side of the meter. (2) Tap enlargements shall be charged as follows: TAflbe 2
.. eXP"ND l,¥atef +11!3 eRlaFgemeats eRlaFgemeats %"!el"
$;!:;!§_gg
%" ef l " te ll!," ef ;!" ll!," ef ;!"
Metei;l'.f!l!3 Fee I !1!$'.7§.QQ
l W ' te ;!"
$:;!;!§_gg
%'' thfeugh ;!" !e 3"
Fee east+ !1!:l,;z§_gg 3" Meten1 +!1!3
3" te 4"
4" Me!eF Set Galy east
4" te 6" and b a F gef
Aemal Gest
!I! :i;;zs_gg is te abandea the eld 111!3
Tap reductions shall be charged as follows: T/lflbe 3 eXl¼ JD
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I
lNateF +ap Reeuetieas
0
ReeuetieHS
Gest
I " te %"
$;n§_gg
I W' ts I " ef smallef
$;!;!§_()()
;!" te I W' Bf smalleF
$;!;!§_()()
3" te ;!" ef smalleF
Me!6iil+a p Feeala ;;$+§.QQ
4 " le 3" ef smalleF
Me!eF Se! GHly essH ;;$+§.QQ
(4)i;ee for plugging abandoned water service taps shall be three hundreci ciollars ($300.00) for two inch or smaller main ans six hundred dollars ($600.00) for three inch or larger main.
SECTION 39. That, in accordance with the annual budget adopted for the Utility Division, the water rates and charges in Chapter 18-2, Article III, Section 18-2-57 of the Amarillo Municipal Code are
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hereby amended in part to read as follows: Sec. 18-2-57. - Monthly rates.
(a) The following minimum monthly meter service charges include the first three thousand (3 (3,000) gallons consumption:
Meter Size
Size
Water Rate 1
WaterRate2
(inches)
Code
Inside City
Outside City
%or¾
A
$la.§8 $18.24
$;!4.88 $27.37
1
B
$;!;!.;!(j $24.48
$33.38 $36.72'
1½
C
$;!8.§;! $31.38
$4;!.+8 $47,06
2
D
$44.31 $48.74
$aaA+ $73.12
3 orFHMeter
L,H,X
$le;!,99 $179.29
$;!44.49 $268.94
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Meter Size
Size
Water Rate 1
WaterRate2
(inches)
Code
Inside City
Outside City
4
E,Y
!J;;rns.84 $227.52
$3 IQ.;!'.7 $341.30
6
FA
$3G9.;!e $340.19
$4s3.9G $510.30
8 or larger
G,J,K,M, W
$4is.3+ $469.oo
$s39.§e $703.52
(b) In addition to the monthly meter charge set forth in subsection (a) above, the following shall apply to the amount of water used in excess of three thousand (3000) gallons per month: Inside City per 1,000 Gallons
Quantity (gallons) Residential: 0-3,000 3,001-10,000 10,001-30,000 30,001-50,000 Over 50,000 Cammercial/Jndustrial: 0-3,000 Over 3,000 Irrigation (all service groups) 0-3,000 3,001-10,000 10,001-30,000 30,001-50,000 Over 50,000
Outside City per 1,000 Gallons
Minimum Charge $3.27 $4.27 $ .74-$6.31 $7.16
Minimum Charge $4.89 $6.40 $&e(J..$9.46 $9,78--$10.76
Minimum Charge $3.72
Minimum Charge $ .98-$5.59
Minimum Charge $3.72 $4.27 $ .74-$6.31 $7.16
Minimum Charge $ .98-$5 .59 $6.40 $&e(J..$9.46 $9,78--$10.76
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SECTION 40. That Chapter 18-3, Article IV, Section 18-3-71 o f the Amarillo Municipal Code are hereby amended in part to read as follows Sec. 18-3-71. - Sewer service connections; taps, fees.
(a) That jlOrtion o f the Building Sewer known as the All Wastewater tap service connections including the and that portion known as the service lateral from the Wastewater main to the property line shall be constructed only by City forces, er-by a contractor or plumber employed or approved by the City. Any person seeking a connection to the Wastewater main shall first apply for a Wastewater tap service connection at the City utility billing department. -34-
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The charges for any such tap service connection made by City resources will be se•,eR lmndred alld seveRty five dollars ($775.00) at actual cost. fur fuur iRch tap and Olle thousand dollars ($1,000.00) fur a silt illeh tap. For a tap eight (8) iRehes or larger, the fee shall be Actual Cost. but Rot less thall olle thousand dollars ($1,000.00) (l\fust be tapped illto Manbole). Actual cost shall be tracked and an adjustment to the initial payment by the applicant will be made after the service connection is completed. Actual Cost shall mean all costs to the City for labor, materials administrative fees, and equipment to install the tap service connection and restore the surface. Additional taps en the projlerty must be apjlroved by the Sewer Sujlerviser and shall be eharged a t Actual Gest. but net less than seven hnRdred and seventy five dollars ($775.00). (b) Where the Plumber or Contractor installs the Wastewater service connection an Administrative Fee shall be paid in advance of the construction of the service connection. The administrative fee for all service connections up to and including 6" shall be $450. (c) Where Wastewater taps e r service laterals service connections are installed by a an authorized plumber or a contractor employed or approved by the City in conjunction with a main extension contract, the charges shall be the actual cost of construction as established by the bid items in the construction contract. (d) Maintenance of the Wastewater tap service connection and service line lateral extending from the City main shall be the responsibility of the property owner. (e) The City Utilities Division, solely or authorized contractor or plumber, is authorized to plug abandoned Sewer taps. Any person seeking Sewer tap abandonment will be charged a fee o f three hundred dollars ($300.00) regardless o f size with said fee the estimated cost o f abandonment due in advance o f the work being performed by City resources. The administrative fee for all service connection abandonments shall be $450.
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(±) All service connections 8" or larger must be installed by City employees or contractors employed by the City.
SECTION 41. That, in accordance with the annual budget adopted for the Utility Division, the waste water rates and charges in Chapter 18-3, Article IV, Section 18-3-73 and Section 18-3-74 of the Amarillo Municipal Code are hereby amended in part to read as follows Sec. 18-3-73. - Rates inside corporate limits.
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Meter Size (inches)
Charge for the first 3,000 gallons
¾or¾
$18.78 $20.66
1
-l-9A-0$21.34
1½
-l-9,9-l.$21.90
2
2-l-M$23.77
3 4
M.44$26.88 $39.28
6
$57.82
8 or larger
@.46$76.41
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(2)
For usage in excess of three thousand (3,000) gallons a monthly service charge shall also
be charged to all Residential users in the amount of ($ 2.46)
per one thousand (1,000) gallons of
water used over the initial allotment of three thousand (3,000) gallons. The service charge for all 2.67) per one thousand (1,000) gallons over the initial
Commercial and Industrial users shall be($
allotment, unless the Wastewater is metered in which case the service charge shall be$
2.95 per
thousand over the initial allotment as more specifically set forth hereinafter.
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a. - d. [NO TEXT CHANGE] (3) [TEXT UNCHANGED] (4) [TEXT UNCHANGED] Sec. 18-3-74. Rates beyond corporate limits.
(1) (2)
[NO TEXT CHANGE] A monthly service charge shall also be charged to residential Users outside the
corporate limits in the amount of($
3.70) per one thousand (1,000) gallons of water
used over the initial allotment of three thousand (3,000) gallons. The service charge for all Commercial and Industrial users outside the corporate limits shall be ($
4.02) per one
thousand (1,000) gallons over the initial allotment o f three thousand (3,000) gallons, unless the wastewater is actually metered, in which case the service charge shall be ($4.@ 4.43)
0
or as contracted.
SECTION 42. That, in accordance with the annual budget adopted for the Utility Division, drainage fees in Chapter 18-4, Article II, Section 18-4-14 of the Amarillo Municipal Code are hereby amended in part to read as follows: Sec. 18-4-14. - Drainage utility charge.
(a)-(e) (f)
[NO TEXT CHANGE]
The monthly Drainage Utility Charge for residential properties shall be calculated by
determining the total impervious square footage area for the parcel and assi g n ing the appropriate monthly billing rate. The following monthly billing rates are hereby established and shall be used to assign the flat rate monthly Drainage Utility Charge for all residential property located in the City in accordance with the applicable rates established in the is subsection:
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Tier 1 "Small" less than 2,072 square feet impervious area = $2.¼29 Tier 2 "Typical" 2,072-3,236 square feet impervious area = $3.+136 Tier 3 "Large" greater than 3,236 square feet impervious area = $4c-+95.08 (g) The following ERU monthly billing rate is hereby established and shall be used to calculate the total monthly Drainage Utility Charge for all property located in the City, both residential and commercial, in accordance with the applicable formula established in this subsection: ERU rate = (h) - U)
$3.36 per ERU per month.
[NO TEXT CHANGE]
SECTION 43. That should any part, portion, section, fee, charge, or expenditure enacted by or contained within either this ordinance or the budget that it adopts, be declared inoperative, unconstitutional, invalid, or void for any reason by a court of competent jurisdiction, then such decision, opinion, or judgment shall in no way affect the remaining portions, parts, sections, fees, charges, or expenditures of either this ordinance or the budget, which remaining provisions shall be and remain in full force and effect. SECTION 44. That all ordinances, resolutions, and appropriations for which provisions have heretofore been made are hereby expressly repealed to the extent of any conflict with the provisions of this ordinance. SECTION 45. That the City Manager is authorized to approve transfers between line items in any departmental budget and to make transfers between funds within the budget which will neither decrease a program or service adopted in said budget, nor increase expenditures over the total amount of expenditures approved in said budget, in order to meet unanticipated expenditures within any department, program, or service. SECTION 46. That this ordinance shall be effective on and after its adoption; provided, however, that the Annual Budget adopted herein, along with fees and charges established herein, shall be effective on October 1, 2022, unless a different effective date is specified for a particular Section hereof. INTRODUCED AND PASSED by the City Council of the City of Amarillo, Texas, on First Reading the 6th day of September, 2022; and PASSED on Second and Final Reading the 8th day of September, 2022.
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ATTEST:
sc
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09/7/2022BSM
ORDINANCE NO. 8005 AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF AMARILLO, TEXAS: APPROVING TAX ROLL; SETTING THE TAX RATE AND LEVYING A TAX UPON ALL PROPERTY SUBJECT TO TAXATION WITHIN THE CITY OF AMARILLO FOR THE TAX YEAR 2022; ESTABLISHING AN EFFECTIVE DATE; REPEALING CONFLICTING ORDINANCES.
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WHEREAS, the Chief Appraisers of the Potter and Randall Counties Tax Appraisal Districts have prepared and certified the appraisal roll for the City of Amarillo, Texas, said roll being that portion of the approved appraisal roll from each Tax Appraisal District which lists property taxable by the City of Amarillo within each respective county; and WHEREAS, the Chief Appraisers of the Potter and Randall Counties Tax Appraisal Districts have performed the statutory calculations required by Section 26.04 of the Texas Property Tax Code and 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 no-new revenue tax rate, the voterapproval tax rate, and other information as allowed or required by the Texas Local
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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 City; 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 2022; and WHEREAS, a quorum of the City Council is present in a regular meeting open to the public; NOW THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF AMARILLO, TEXAS: SECTION 1. That the appraisal roll with the amount of tax calculated thereon by the Tax Assessor Collectors of Potter and Randall Counties is hereby approved. SECTION 2. That for the year 2022, there is hereby levied on all of the property located in the City of Amarillo, Texas, on the first day of January, 2022, and not exempted
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from taxation by the Constitution and Statutes of the State of Texas, an ad valorem tax of $0.07549 for debt expenses plus $0.33079 for maintenance and operation expenses (total of $0.40628, per $100.00 valuation of all such property to provide revenue for carrying on the City Government and the current expenses thereof. THIS TAX RATE
WILL RAISE MORE TAXES FOR MAINTENANCE AND OPERATIONS THAN LAST YEAR'S TAX RATE. THE TAX RATE WILL EFFECTIVELY BE
RAISED
BY
2.35%
MAINTENANCE
AND
PERCENT
AND
OPERATIONS
WILL ON
RAISE
TAXES
A $100,000
HOME
FOR BY
APPROXIMATELY $0.00. SECTION 3. Monies collected pursuant to this ordinance shall be expended in accordance with the ordinance adopting the City of Amarillo budget for fiscal year 20222023, and any monies collected which are not specifically appropriated shall be deposited in the general fund. SECTION 4. All ordinances or parts thereof that conflict with this ordinance are hereby repealed to the extent of such conflict. SECTION 5. This ordinance shall be in full force and effect from and after its passage and publication as required by law. INTRODUCED AND PASSED by the City Council of the City of Amarillo, Texas, on First Reading the 6th day of September, 2022 upon a voice roll call vote as follows: Mayor Ginger Nelson
Yea
Councilmember Place 1 Cole Stanley
Yea
Councilmember Place 2 Freda Powell
Yea
Councilmember Place 3 Eddy Sauer
Yea
Councilmember Place 4 Howard Smith
Yea
and PASSED on Second and Final Reading the 8th day of September, 2022 upon a voice roll call vote as follows: Mayor Ginger Nelson
Yea
Councilmember Place 1 Cole Stanley
Yea
Councilmember Place 2 Freda Powell
Yea
Councilmember Place 3 Eddy Sauer
Absent
Councilmember Place 4 Howard Smith
Yea
ATTEST:
s��
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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 fixed amounts and are typically granted for a oneyear 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. AUDIT: An objective examination and evaluation of the financial statements of the City completed by an outside Certified Public Accountant (CPA) firm to ensure that the financial records are a fair and accurate representation of the transactions they claim to represent. BALANCED BUDGET: A budget where the total sum of money a government has budgeted to collect in a year is equal to the amount it has budgeted to spend on goods, services, and debt. BASE BUDGET: Ongoing expense for personnel, contractual services, and the replacement of supplies and equipment required to maintain service levels previously authorized by the City Council. BASIS OF ACCOUNTING: The basis of accounting is accrual for all enterprise funds and internal service funds. The modified accrual basis is used for the governmental-type funds and special revenue funds. BOND: A certificate of debt issued by an entity, guaranteeing payment of the original investment, plus interest, by a specified future date. Bonds are typically used for long-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 feature modifies the maturity date. The bond call feature is exercisable immediately or it is deferred for some time. BOND DISCOUNT: The difference between the face value (principal due when the bond matures) of a bond and the price which it sells with the sale price being less than the face value. Bonds are sold at a discount when the market interest rate exceeds the coupon rate of the bond. BOND PREMIUM: The difference between the face value (principal due when the bond matures) of a bond and the price which it sells with the sale price being more than the face value. Bonds are sold at a premium when the market interest rate is less than the coupon rate of the bond. BUDGET CALENDAR: The schedule of key dates or milestones, which the City follows in the preparation and adoption of the budget. BUDGET: An annual plan of financial operation embodying an estimate of proposed expenditures and the estimated means of financing them. The approved budget is authorized by ordinance and thus specifies the legal spending limits for the fiscal year. BUDGET DOCUMENT: The official written statement prepared by the Budget Officer and supporting staff, which is presented by the City Manager to the City Commission as the proposed Annual Budget. CAPITAL IMPROVEMENT BUDGET: A plan of proposed capital expenditures and the means of financing them. The basis of the capital improvement budget is the capital improvement program (CIP). CAPITAL IMPROVEMENT PROGRAM: A five-year financial plan for construction, acquisition, or major renovation of physical assets such as buildings, streets, sewers, and recreational facilities. CAPITAL OUTLAY: Expenditures for the acquisition of fixed assets which by definition have a useful life of more than one year and a purchase cost of at least $5,000. Included in this category is the cost of land, buildings, permanent improvements, machinery, large tools, rolling and stationary equipment. CAPITAL PROJECTS: Projects that purchase or construct capital assets. Typically, a capital project encompasses a purchase of land and/or the construction of a building or facility, as well as the equipment necessary to make the facility operational.
GLOSSARY OF TERMS
CITY MANAGER'S MESSAGE (TRANSMITTAL LETTER): A general discussion of the proposed budget presented in writing as a part of or supplement to the budget document. The message explains principal budget issues against the background of financial experience in recent years and presents recommendations made by the chief executive. CONTINGENCY: A budgetary reserve set aside for emergencies or unforeseen expenditures. CONTRACTUAL SERVICES: Operational expenses related to maintenance agreements, professional or technical services and other outside organizations. DEBT SERVICE FUND: The fund used to account for the payment of principal and interest on all long-term debt. 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 life or diminution of service from a fixed asset that cannot or will not be restored by repair and will be replaced. The cost of the fixed asset's lost usefulness is the depreciation or the cost to reserve in order to replace the item at the end of its useful life. Depreciation is only recognized in enterprise and internal service funds. DERIVATIVE: An arrangement or instrument (such as a future, option, or warrant) whose value derives from and is depended on the value of the underlying asset. DIVISION: A major administrative segment responsible for the management of operating departments which provide services within a functional area. DEPARTMENT: A basic organizational unit that provides service under the administrative direction of a division. ENCUMBRANCE: The commitment of appropriated funds for future expenditures. ENTERPRISES FUNDS: Funds used to account for the acquisition, operation and maintenance of governmental facilities and services which are entirely or predominantly self-supported by user charges. The funds are operated in a manner similar to comparable private enterprises. A brief description of each enterprise fund follows: AIRPORT FUND: To account for the operation of the Amarillo International Airport. In addition to providing runways, a passenger terminal and related facilities, the Airport includes improvements built by the Federal Government for an Air Force Base, on land which was returned to the City in 1967 and 1970. These facilities, together with later additions, are leased to commercial tenants for warehousing and manufacturing activities. WATER AND SEWER FUND: To account for the provision of water and sewer services to residents and commercial enterprises of the City and proximate area. Water is obtained from a number of well fields, together with an allocation of water from the Canadian River Municipal Water Authority. DRAINAGE UTILITY FUND: To account for the provision of drainage assessments to residents and commercial enterprises of the City. The Drainage Utility Fund is responsible for the care and maintenance of the drainage ways throughout the City. ESTIMATED REVENUE: The amount of projected revenue to be collected during the fiscal year. EXPENDITURE: Funds spent in accordance with budgeted appropriations on assets or goods and services obtained. EXPENSES: A decrease in net total assets. Expenses represent the total cost of operations during a period regardless of the timing of related expenditures. FIDUCIARY FUNDS: Funds used to account for assets held by the City in a trustee or agency capacity. FISCAL YEAR: The twelve-month period beginning October 1st and ending the following September 30th. FRANCHISE FEE: A fee paid by public service businesses for use of City streets, alleys, and property in providing their services to the citizens of a community. Services requiring franchises include electricity, telephone, natural gas, and cable television. FUND: A set of interrelated accounts which record revenues and expenditures associated with a specific purpose. FUND BALANCE: Fund Balance is the excess of assets over liabilities. GENERAL FUND: The fund established to account for those resources devoted to financing the general administration of the City and traditional services provided to citizens. Service activities include fire and police protection, library facilities, street, drainage, park maintenance, and recreational opportunities.
GLOSSARY OF TERMS
GENERAL OBLIGATION BONDS (G.O. Bonds): Legal debt instruments which finance a variety of public projects such as streets, buildings, and improvements. These bonds are backed by the full faith and credit of the issuing government and are financed through property tax revenues. In Texas, G.O. bonds must be authorized by public referenda. 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. GRANT: A sum of money given by a government or other organization for a particular purpose. INTERGOVERNMENTAL REVENUE: Contributions received from the State and Federal Government. INTERNAL SERVICE FUNDS: Internal Service Funds are used to account for the financing of goods or services to departments of the City on a cost-reimbursement basis. INFORMATION SERVICES FUND: To account for the revenues and costs of operations of the City's data processing system. Charges to using departments are based on estimated cost of providing the service, including depreciation on equipment. FLEET SERVICES FUND: To account for the revenues and cost of operations of a central motor pool which includes all City owned vehicles except fire trucks and buses. Vehicles are rented to using departments at estimated cost of usage. RISK MANAGEMENT FUND: To account for funds accumulated from operating transfers and from assessments of the various City departments for the purpose of self-insuring liability, workmen's compensation, unemployment claims, and miscellaneous other risks. EMPLOYEE INSURANCE FUND: To account for self-insured medical benefits together with life and dental insurance for employees, retirees, and covered dependents. INVESTMENT: Securities and real estate purchased and held for the production of income in the form of interest, dividends, rentals, or base payments. LEASE: A contract by which one party conveys land, property, service, etc. to another for a specified time, usually in return for a periodic payment. LEVY: The City Commission has limited authority to impose or collect taxes, special assessments, or service charges. LIABILITIES: Debt or other legal obligations arising out of transactions in the past which must be liquidated, renewed, or refunded at some future date. This term does not include encumbrances. LINE ITEM BUDGET: A budget prepared along departmental lines that focuses on expenditure categories. LONG-TERM BUDGET: Debt with a maturity of more than one year after the date of issuance. MODIFIED ACCRUAL: A basis of accounting in which revenues are recognized in the accounting period in which they become available and measurable and expenditures are recorded in the accounting period that they are incurred, if measurable. OBJECT: Expenditure classification according to the types of items purchased or services obtained. ORDINANCE: A formal legislative enactment by the governing board of a municipality. If it is not in conflict with any higher form of law, such as a state statute or constitutional provision, it has the full force and effect of law within the boundaries of the municipality to which it applies. OPERATING BUDGET: Plans of current expenditures and the proposed means of financing them. The annual operating budget is the primary means by which most of the financing acquisition, spending, and service delivery activities of the City are controlled. The use of annual operating budgets is required by State Law. OTHER CHARGES: Costs of a fixed or semi-fixed nature over which the City Commission has little or no control. PERSONAL PROPERTY: Property classified by the State Property Tax Board including non-business vehicles, utilities, businesses, and other tangible and intangible personal properties. PERSONAL SERVICES: Costs related to compensating employees, including salaries, wages, insurance, payroll taxes and retirement contributions. PROPERTY TAX: Taxes levied on all real and personal property according to the property's valuation and the tax rate, in compliance with State Property Tax Code.
GLOSSARY OF TERMS
PROPRIETARY FUND: A category of funds that have profit and loss aspects. The two types of proprietary funds are enterprise and internal service funds. REAL PROPERTY: Property classified by the State Property Tax Board including residential single and multi-family, vacant lots, acreage, farm, and ranch improvements, commercial and industrial, and oil, gas, and other mineral reserves. RESERVE: An account used to earmark a portion of fund balance to indicate that it is not appropriate for expenditure. A reserve may also be an account used to earmark a portion of fund equity as legally segregated for a specific future use. RESOURCES: Total dollars available for appropriation including estimated revenues, fund transfers and beginning fund balances. REVENUE: Generally, refers to income received by the City from taxes, fees, grants, interest on investments and other related sources. REVENUE BONDS: Legal debt instruments which finance public projects for such services as water or sewer. Revenues from the public project are pledged to pay principal and interest of the bonds. In Texas Revenue Bonds may or may not be authorized by public referenda. 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. TAX LEVY: The total amount to be raised by general property taxes for operating and debt service purposes. TAX RATE: The amount of tax levied for each $100 of assessed valuations. USER FEES: The payment of a fee for direct receipt of a public service by the party benefiting from the service.
LIST OF ACRONYMS USED
Annex W:
Pantex Response Plan
AC:
Amarillo College
ACFR:
Annual Comprehensive Financial Report
ADA:
Americans with Disabilities Act
AED:
Automatic External Defibrillator
AEDC:
Amarillo Economic Development Corporation
AHFC:
Amarillo Housing Finance Corporation
AIP:
Agreement in Principle
AISD:
Amarillo Independent School District
AMI:
Advanced Metering Infrastructure
APD:
Amarillo Police Department
ARC:
Alcoholic Recovery Center
ASA:
Amateur Softball Association
ASTM:
American Society for Testing and Materials
AUTS:
Amarillo Urban Transportation Study
BRC:
Bureau of Radiation Control
CAD:
Computer Aided Dispatch
CDBG:
Community Development Block Grant
CHDO:
Community Housing Development Organization
CISD:
Canyon Independent School District
CVD:
Cardiovascular Disease
CPR:
Cardiopulmonary Resuscitation
CPSC:
Consumer Product Safety Commission
CRMWA:
Canadian River Municipal Water Authority
CRF:
Coronavirus Relief Fund
DOE:
Department of Energy
DPH:
Department of Public Health
DWC/ABBA:
Downtown Women’s Center/ABBA House
EMS:
Emergency Medical Services
EOC:
Emergency Operations Center
EPA:
Environmental Protection Agency
FEMA:
Federal Emergency Management Agency
FSS:
Family Self Sufficiency
GAAP:
Generally Accepted Accounting Principles
GASB:
Governmental Accounting Standards Board
GCSAA:
Golf Course Superintendents Association of America
GFOA:
Government Finance Officers Association
GIS:
Geographical Information Systems
HIV:
Human Immune Virus
LIST OF ACRONYMS USED
ICPMS:
Induction Coupled Plasma Mass Spectrometer
ISO:
Insurance 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 Improvement District
PPD:
Purified Protein Derivative
PRRA:
Panhandle Revenue Recovery Association
R & M:
Repair & Maintenance
SCADA:
Supervisory Control & Data Acquisition
SCBA:
Self Contained Breathing Apparatus
STD:
Sexually Transmitted Disease
STEP:
Selective Traffic Enforcement Program
TAAF:
Texas Amateur Athletic Federation
TCEQ:
Texas Commission on Environmental Quality
TDH:
Texas Department of Health
TPDES:
Texas Pollutant Discharge Elimination System
TPMHMR:
Texas Panhandle Mental Health and Mental Retardation
TSA:
Transportation Security Administration
TSRC:
Tyler Street Resource Center
TVFC:
Texas Vaccine for Children
TWDB:
Texas Water Development Board
USGA:
United States Golf Association
USSSA:
United States Specialty Sports Association
VFD:
Variable Frequency Drive
W/C:
Workers Compensation
WMD:
Weapons of Mass Destruction
WTAMU:
West Texas A & M University