fl a S ri I jr-. - _c_zi rmnm t inrrtrff1 b In. _, N. a. USI 1W: I.. CITY OF ABILENE El!; -> _cr I -N I N

Transcription

1 fl a S sr inrrtrff1 jr-. rmnm t - _c_zi Jr F ri I b In. _, N. a. USI 1W: I.. I CITY OF ABILENE Ha? El!; -> _cr I -N I N

2 GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budg et Presentation Award PRESENTED TO City of Abilene Texas For the Fiscal Year Beginning October 1, 2014 E.eculvc Director The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Abilene, Texas for its annual budget for the fiscal year beginning October 1, In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. On the cover: Downtown Abilene with a view of Hotel Wooten, author unknown.

3 CITY OF ABILENE, TEXAS Annual Operating Budget Information for Fiscal Year In Accordance with SB 656 This budget will raise more revenue from property taxes than last year s budget by an amount of $1,815,777, which is an 8.64% increase from last year s budget. The property tax revenue to be raised from new property added to the tax roll this year is $634,077. City Council Record Vote - of the budget as follows: For: Against: Present and not voting: Absent: The members of the governing body voted on the adoption Norm Archibald, Anthony Williams, Shane Price, Kyle McAlister, Jay Hardaway, and Bruce Kreitler Steve Savage None None Property Tax Rate Comparison: FY2015 FY2016 Adopted Tax Rate Effective Tax Rate Effective Maintenance and Operations Tax Rate Rollback Tax Rate Debt Tax Rate The total amount of municipal debt obligations secured by property taxes is $70,525,000.

4 CITY OF ABILENE TEXAS FISCAL YEAR As approved by the City Council on September 10, 2015 Norm Archibald Anthony Williams Shane Price Kyle McAlister Jay Hardaway Steve Savage Bruce Kreitler Mayor Mayor Pro Tempore Deputy Mayor Pro Tempore Councilman Councilman Councilman Councilman Presented by: Robert Hanna, City Manager

5 TABLE OF CONTENTS SECTION I INTRODUCTION SECTION! - CITY MANAGER S LETTER City Manager s Letter Ordinance Ordinance Ordinance ix xn xv

6 CITY MANAGERS LETTER MISSION STATEMENT We work together to build a community of the highest quality for present and future generations. Team Spirit Continuous Improvement Responsiveness Integrity Individual Worth VALUES STATEMENT CITY OF ABILENE

7 CITY OF ABILENE OFFICE OF CITY MANAGER November 3, 2015 Honorable Norm Archibald, Mayor and Members of the City Council In accordance with the City Charter for the City of Abilene, it is my pleasure to presentthe FiscaIYear2Ol6 (FY 16) budgettothe Mayorand CityCouncil. The recommendations contained in this budget are the result of your collective focus on the future of our community. Reflective of our mission statement, the budget is a product of our continuing efforts to work together to build a community of the highest quality for present and future generations. We remain hopeful that local economic recovery continues at a steady and productive pace. The City of Abilene team our City of Abilene employees continues to be committed to our corporate values of team spirit, continuous improvement, responsiveness, integrity and individual worth. We remain engaged in excellence in our programs and service delivery for our Citizens and our community. The City of Abilene prepares its annual operating budget using sound fiscal principles and policies. We budget conservatively and ensure that our reserves are funded at appropriate levels, as defined by our adopted Financial Policies. Specifically, the requirements are three months of General Fund expenditures in the unrestricted fund balance. We often focus on the General Fund because of its ad valorem tax implications. However, if we look at the big picture, the City has other funds that provide critical services to our residents. These include the Water and Sewer Fund, the Solid Waste Fund, the Stormwater Utility Fund, the Transit Fund, the Health Services Fund, the Internal Service Funds, and the Debt Service Fund. Working together, these funds integrate to support our overall service delivery model. The FY 16 budget includes several service level improvements. The funds included in the budget are adequate to continue providing the services we believe are RO. BOX WALNUT STREET ABILENE, TExAs We work together to build a community of the highest quality for present and future generations

8 expected by our citizens. The budget attempts to strike a balance between addressing the needs of today and providing flexibility to address the needs of the future. FISCAL YEAR 2016 BUDGET HIGHLIGHTS The FY 16 budget does not reflect significant changes to operations; however, there are a few changes that should be brought to your attention. The following positions were added to the budget: Five (5) new police officers Four (4) new marshals Fire emergency vehicle technician Airport maintenance worker Custodian Records specialist Three (3) water treatment plant operators These changes will be discussed in detail in the following fund summaries. ECONOMIC OUTLOOK Our local economy has fared better than many other areas of the state, based on the strength of our local businesses and the types of industries that are growing and expanding here. However, it is apparent this region is not immune to the challenges faced in other parts of Texas and the country. Continuation of our economic development activities is more important than ever to achieve long-term economic success for our community. The Development Corporation of Abilene (DCOA), the Abilene Industrial Foundation, the Abilene Chamber of Commerce and the Texas Tech University Small Business Development Center (collectively the Develop Abilene team) continue to share their expertise and assist the City and region as we look for new opportunities to create jobs and expand resources. The ability of the DCOA to take advantage of opportunities has been and continues to be invaluable as we work to expand and diversify Abilene s economy. By our participation in funding various economic development efforts, enhancing the downtown area and strengthening our relationships with existing industries, we continue to provide an atmosphere where businesses can grow and prosper, even during these challenging times. The City continues to see increases in property values in Preliminary numbers indicate: an increase in residential property values of 3.8% commercial real estate values increased approximately 4.7% multi4amily property values increased approximately 5.2%

9 new property added to the tax roll of approximately $102 million or 1.8% of the assessed value net taxable values increased from $5.3 billion to $5.5 billion or 4.0% Sales tax growth is projected to increase for FY 15 and a projected increase of 1% for FY 16. The revenue for the FY 16 General Fund budget shows an increase of S314,820 as compared to the revised FY15 budget. According to the Texas Workforce Commission s Texas Labor Market Review, unemployment in Abilene is lower than the statewide average. At the end of August 2015, Abilene s unemployment rate was 3.8% compared to the state rate of 4.4%. Total civilian labor force for August 2015 was 74,700 compared to August 2014 of 76,300. Overall, the economy is projected to continue to improve at a moderate rate for FY 16. General Fund FY 16 FINANCING PLAN The General Fund is the principal fund of the City and is used to account for resources associated with core government services, such as police, fire, streets, library services, code compliance and building inspections. This is also the largest fund in the operating budget. A tax rate of is approved for FY 16. The rate will be allocated between the General Fund and the Debt Service Fund. Revenue Overview In FY 16, revenues in the General Fund are projected to increase over FY 15 adopted revenues by $5,476,290 or 6.7% and increase over revised FY 15 budget by $3,239,150 or 3.9%. The two largest sources of revenue within this fund are property tax and sales tax. These two sources accounts for approximately 69.5% of the fund s total revenue in FY 16. Based on our projections, sales taxes should generate $31,796,510 or 36.4% of the General Fund in FY 16. Property taxes are projected to generate $28,959,880 or 33.1%. Growth in the property tax base funded the normal, inflationary increases, including salary and benefit adjustments. Expenditure Overview The FY 16 expenditures of S87,310,920 will require a tax rate of for the General Fund. The FY 15 rate was In addition, will be required for the Debt Service Funds compared to the FY 15 rate of The increase in the debt III

10 service tax rate is due to the projected issuance of the General Obligation Bonds approved in the May election as well as the Certificates of Obligation required to fund the 2015 Capital Improvements Program. From an expenditure basis, the largest portion of the General Fund budget is for salaries and benefits at S63,892,210, or approximately 73.2%. For staffing and compensation, the FY 16 General Fund budget includes a 3.0% across the board compensation increase for all employees including both Non-Civil Service positions and Civil Service positions (sworn Police and Fire positions) totaling approximately $795,250 to the General Fund effective April 1, Health insurance is a major component of the City s compensation package. The cost for providing this benefit remains manageable, but it is still escalating. Increases of approximately 7.8 % for both the City and employees are included in the budget. The City s portion of this cost increase is $572,580 with $401,700 of this to the General Fund. Total full time staffing for FY 16 is 1,203, a 16 overall increase of positions from the FY15 Revised Budget or 1.3%. The following positions have been included in the FY 16 Budget: 5 New Police Officers The Police Department is increasing its authorized sworn strength from 193 to 198. The 5-year goal of Police Administration is a total of 216 sworn officers, thereby ensuring police services can meet ever-increasing demands. With this year s increase, Police Administration will allocate one person to stand up a Computer Forensics Unit and four persons to augment the Patrol Division. The Police Department needs in-house digital evidence processing capability. The City has experienced an unusual increase in crime rates over the past several years. Consequently, more cases are being assigned to investigative personnel for follow up. Case assignments for year to date 2015 as compared to 2014 indicate a 19% increase in crimes against persons, a 26% increase in assigned child abuse cases, and 36% increase in domestic violence investigations. The majority of these cases have digital evidence that requires processing in order for a case to be successfully prosecuted. Procedurally, the Police Department currently outsources digital evidence processing to accredited labs around the state. This results in long delays in evidence processing for the Abilene Police Department, which then causes a significant delay in the prosecution of offenders. The training, equipping, and certification of an employee to perform digital evidence processing and digital multimedia examinations is essential to the continued mission of the Abilene Police Department. The officers assigned to the Patrol Division will assist with a call load that will likely exceed 100,000 calls for service in calendar year By increasing staffing in the Patrol Division, the Department hopes to not only prevent some crimes, but also to respond more timely to priority calls for service. iv

11 4 New Marshals - In an effort to intervene and more positively impact mental health services in our community, Mental Health Marshal s will perform a number of functions to assist both Abilene Pohce Department (APD) Patrol and the Betty Hardwick Center (MHMR) in response to calls for service involving persons in mental health crisis. These Marshals will limit the need for other resources in response to Mental Health Crisis calls throughout the community, by providing immediate professional response by specially trained mental health peace officers. Mental Health Marshals will assist the Betty Hardwick Center in identifying and diverting those mentally ill persons and/or those in mental health crisis away from the criminal justice system and route them towards more appropriate treatment centers whenever possible. Additionally, these Marshals will assist the Betty Hardwick Center by augmenting the Crisis Response Team in the field. Mental Health Marshals will transport mentally ill patients to the appropriate treatment facilities, and will also provide assistance on site at the Betty Hardwick Center by providing a law enforcement presence at the facility and by assisting Betty Hardwick staff with those more difficult or heated situations involving clients and their families. The City of Abilene and The Betty Hardwick Center will both contribute to the cost of this program. The City s portion will be 40% of the expenditures with Betty Hardwick Center assuming the remaining 60%. We have applied for a grant that would cover 75% of the cost with the City of Abilene and Betty Hardwick Center committing to share in providing the necessary 25% match. If this grant is awarded, we will adjust the budget accordingly. Fire Emergency Vehicle Technician - The new Emergency Vehicle Technician (EVT) will assist in maintaining the Fire Department s emergency response vehicles, staff vehicles, as well as specialty tools and assets. Fire service standards dictate that only certified personnel can work on fire apparatus and equipment. The additional EV will earn the required certifications to work on aerial ladders, fire pumps, transmissions, high-pressure hydraulics, and all fire apparatus systems. It is a specialized position unique to the fire service. The additional EVT is needed due to increased services and an increased demand on vehicles. The Fire Department currently has two EVrs who provide 24-hour service to 24 emergency response vehicles and 16 support staff vehicles as well as maintain airport emergency response vehicles. The required certifications take several years to attain and both current EVTs are anticipating retirement soon. The added workload and succession planning have created the need for this position. Airport Maintenance Worker - The Transportation Services Department lost a full time Maintenance Specialist position through attrition in FY 1 D when the City experienced financial difficulties related to the national recession. Since that time, the airport s maintenance division has operated with three full time Maintenance Specialists, including the supervisor. The loss of the fourth position has made it difficult to keep up with routine tasks, such as mowing/landscape care, pavement maintenance and preventive maintenance on the airfield electrical system, jet bridges and baggage belts. The position will fulfill the job description duties of a full time Airport Maintenance Specialist I. In addition to the duties described V

12 above, Maintenance maintains a rotating on-call status for after-hours problems, does initial troubleshooting and repair of airport facilities and system, including electrical, plumbing and mechanical and performs snow/ice removal, which is often for extended periods of time. Custodian - An additional custodian will allow the division to dedicate the position to service the National Guard Armory. The Armory currently has two tenants in that facility. We could initially dedicate the entire position to the facility to get the Armory cleaned up and functional in all areas that are planned for use. Once that is completed, the position will assist with custodial services at the South Branch Library planned for the Mall of Abilene. The position would provide some custodial responsibilities at the new south branch library but will also take on the responsibility of book transfers from various branch libraries. This will allow the current staff working the Main Library and the North Branch to concentrate on their responsibilities. This position would be available to support the services provided by custodians in the Rose Park complex. These facilities include; Rose Park Recreation Center, the Senior Citizen Center, Adaptive Recreation, and the Armory. Records Specialist - The purpose of this position is to plan, organize and maintain the City records management activities including providing effective support and training to ensure city-wide compliance, responding to requests from staff regarding records, and complex clerical work requiring specialized knowledge in records management, and departmental operations. This position may provide administrative support to the City Secretary. Water and Sewer Utility Fund This fund covers the operation of our Water and Sewer Utility. The expenditures for operating the Water Utility system in FY 16 are estimated at $58.3 million with revenues estimated to be approximately $51.8 million. Much of the State of Texas benefited from plentiful rains this past spring; however, the drought continues to draw down regional water supplies for the City of Abilene. Abilene continues to take the lead on securing water resources for our citizens and our regional customers. Expenditures associated with the permitting of the Cedar Ridge Reservoir are being financed out of Water Department Fund Balance. Additionally, with the pending completion of the Possum Kingdom water system improvements, there are planned capital and operational costs that will be funding from existing Capital Fund Balance. Water Utilities is also supporting the recent voter-approved Bond Election projects by investing in the City s infrastructure by prioritizing and targeting water and sewer line replacements and aligning these replacements with street renewals to minimize costs and reduce impacts to residents. In response to the ongoing drought conditions in our region, the Water Department is working on a capital project to increase the production capacity of the Hargesheimer Water Treatment Plant (WTP) from 6 million gallons per day (mgd) to 12 mgd. This increase in production capacity will include additional treatment processes and additional treatment equipment. In order to safely staff the expanded WTP, the vi

13 Department added three additional full time Water Treatment Plant Operators. These operators will assist the existing staff to operate the additional process equipment, to include: water clarification process equipment, clarifier sludge dewatering equipment for offsite disposal concentrate evaporation units, and additional microfiltration and reverse osmosis skids. Due to capital investment in response to the ongoing drought conditions, there will be an adjustment in water rates. An average residential household will see an adjustment of approximately 10% for FY 16 for the water as compared to rates in FY 15, and commercial/industrial will see an adjustment of approximately 13%. As these capital assets come online, it is anticipated that there will be another rate adjustment next year in FY 17. It is anticipated that the undesignated fund balance will be approximately $4.8 million at FY 16 year end. Debt Service Fund Debt Service requirements for FY16 amount to $10,550,260 to be paid from property taxes, transfers, interest earnings, and the existing balance. Total tax support required is $9,881,980, which will be funded at a tax rate of In May 2015, the voters approved a bond package of $80.69 million. The first issuance of this debt will be issued in August 2015 in the amount of $23 million. This issuance will increase the debt service tax rate by an estimated Debt will also be issued in August 2015 for certificates of obligation in the amount of 61.9 million for the 2015 Capital Improvements Program. The certificate of obligation issuance will increase the debt service tax rate by an estimated.360. Public Safety Communications Systems FUTURE ISSUES FOR CONSIDERATION The City s public safety communications systems are comprised of an 800 MHz Enhanced Digital Access Communications System ( EDACS ) to provide radio communications and an Intergraph platform to accomplish Computer Assisted Dispatch ( CAD ), Records Management System ( RMS ) and Mobile Data Communications ( MDC ). The systems were purchased and installed in the timeframe. The systems are in end of life stages for hardware and software support, and therefore are in need of upgrade or replacement. Staff has worked with RCC Communications Consultants, our industry resource used in the implementation projects, to conduct needs assessments of the systems. Most critical is the need to address the CAD/RMS/MDC applications. We need to replace both hardware and software aspects of the system. Estimated cost to do so is 62,000,000. The revised 2015 budget provides for $500,000 for this project, with the remainder to be provided through interfund financing over a period of 5 years. Staff is continuing to evaluate solutions for upgrading the EDACS radio system. Evaluation is currently underway of a multi-year, phased in upgrade to the existing radio infrastructure. This will include replacement of all mobile, vii

14 portable and desktop radios; upgrading the system switch, consoles and gateways; and, upgrades to the microwave infrastructure. Final cost estimates are being developed. Self Insurance Fund We continue to work with our benefits consultants, Holmes, Murphy & Associates (HMA), regarding our employee and retiree health and prescription plans. HMA provides plan performance and actuarial claims analysis, as well as plan design consultation, regulatory compliance services and market validation feedback to help ensure we are effectively managing our plan. The employee rates (monthly premiums ), as well as the City s monthly contributions, are scheduled to increase by 7.8% for plan year This is based upon actuarial analysis of medical and prescription claims for the health plan, as well as consideration of national trends. In Workers Compensation claims expense, we continue to experience a slightly positive trend. SUMMARY AND CONCLUSIONS We respectfully present this budget for consideration by the Mayor and City Council, and look forward to implementing our plan of work to serve our citizens in FY 16. This budget represents countless hours of work involving numerous team members across the organization. The budget reflects best practices of our organization to finance the City s operations in today s economic environment. Our budget reflects the City Council s priorities and directs resources toward essential public safety, infrastructure, quality of life and economic development programs and services. Through the budget development process we uphold our sound fiscal disciplines which our citizens expect and from which they benefit. I wish to express my appreciation to the dedicated City employee team, which continues to display a high degree of commitment and professionalism to our organization by engaging in excellence in all that they do. They have worked closely with me and contributed much, as a team, to the preparation of this budget document. Sincerely, Robert Hanna City Manager VIII

15 ORDINANCE NO AN ORDINANCE APPROVING REVISED BUDGET FIGURES FOR FISCAL YEAR ; FOR THE CITY OF ABILENE; APPROPRIATING FUNDS; REPEALING ALL ORDINANCES AND PARTS OF ORDINANCES IN CONFLICT HEREWITH; CALLING A PUBLIC HEARING. WHEREAS, the City Manager has prepared a revision of certain figures in the budget and submitted same to the City Council; and, WHEREAS, the City Council has reviewed and considered said proposed revised budget and made revisions of same; and, WHEREAS, said budget, as revised by the City Council, was duly set for a public hearing ordered to be called by the City Council and held on August 13, 2015, after due notice, as required by the Charter of the City of Abilene and laws of the State of Texas; now, therefore, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF ABILENE, TEXAS: PART 1: That the revised figures, prepared and submitted by the City Manager for the budget, be, and the same are hereby, in all things, approved and appropriated, and any necessary transfers between accounts and departments are hereby authorized, approved, and appropriated. PART 2: That the City Manager and his authorized and designated employees, at his direction, be, and are hereby, authorized to sign or release easements, permits, licenses, and change orders; to sign interlocal agreements as authorized by state law; to sign documents authorizing the payment of funds, and to expend public funds as authorized by state law unless otherwise authorized by the City Council; to settle paving assessment, weed mowing, demolition, and other disputes based on legal questions of whether the assessments are enforceable or other extenuating factual circumstances. The City Manager is authorized to adjust compensation, within Council policy guidelines, of any City employee, including appointees, when in his discretion an adjustment needs to be made to retain qualified personnel. The intent of this section is to provide the ability to conduct daily affairs of the City, which involves numerous decisions of a routine nature and to retain qualified personnel. PART 3: That the City Council hereby approves grants and contracts that are set out by this budget and authorizes the City Manager and his authorized and designated employees, at his discretion, to sign said federal, state, and other such grant and contract documents, including Interlocal agreements, on behalf of the City. The funds for said contracts, agreements, and purchases are hereby approved and appropriated. The intent of this section is to approve and simplify the grant process and approve expenditures that are exempt from the Purchasing and Contracting Authority of Municipalities, Chapter 252 of the Local Government Code. ix

16 PART 4: That upon passage of this ordinance on first reading, the City Secretary be, and is hereby authorized and directed to have published in the Abilene Reporter-News, a daily newspaper of general circulation in the City of Abilene, a notice that a public hearing will be held in the Council Chambers of the City Hall in Abilene, Texas, at 8:30 AM., on the 13th of August, 2015, to permit the public to be heard prior to consideration of this ordinance for second and final reading, said publication to be made on the g(h of August 2015, being more than twenty-four (24) hours prior to the time designated for such public hearing in accordance with Section 18 of the City Charter (b) Local Government Code, Special Notice by publication for Budget except that if another law requires the governing body to give notice, by publication, of a hearing on a budget this section does not apply. PART 5: That any ordinance, resolution, policy or any provision or section of the code of the City of Abilene, Texas, as amended, in conflict herewith, be, and the It is specifically provided that Resolution concerning liability claims shall remain in full force and effect. same is hereby repealed to the extent of any conflict. PART 6: That the number, classification, and designation of each position as provided in Texas Local Government Coe Ann., Chapter 143 (Vernon 1988), Municipal Civil Service, for the Police and Fire Departments, as set out below, are hereby created, established, and adopted as the official plan for the classified service of the Police and Fire Departments of the City of Abilene for the fiscai year October 1, 2014 through September 30, 2015, or as may be amended by City Council. Any position in the classified service of the Police and Fire Departments of the City of Abilene not below listed, is hereby abolished. Police Department Fire Department Assistant Police Chief 2 Deputy Fire Chief 2 Police Lieutenant 11 Battalion Chief 5 Police Sergeant 24 Fire Captain 13 Police Officers 156 Fire Lieutenant Fire Fighter PASSED ON FIRST READING on the 2jst day of July, AD After passage on first reading, a notice of the time and place said ordinance would be given a public hearing and considered for final passage was published in the Abilene Reporter-News, a daily newspaper of general circulation in the City of Abilene. The same being more than twenty-four (24) hours prior to the time designated for said hearing. After such opportunity for the public to be heard, said ordinance was passed on its second and final reading. x

17 PASSED ON SECOND AND FINAL READING AT A PUBLIC HEARING on the l3 day of August, A.D AHEST: SECRETARY MAYOR APPROVED: xi

18 ORDINANCE NO AN ORDINANCE APPROVING AND ADOPTING BUDGET FOR THE FISCAL YEAR OCTOBER 1,2015, THROUGH SEPTEMBER 30, 2016, FOR THE CITY OF ABILENE; APPROPRIATING FUNDS; REPEALING ALL ORDINANCES AND PARTS OF ORDINANCES IN CONFLICT HEREWITH; CALLING A PUBLIC HEARING. WHEREAS, the City Manager on July 6, 2015, filed a proposed budget with the City Secretary for the fiscal year commencing October 1, 2015; and, WHEREAS, the City Council has reviewed and considered said proposed budget and made revisions of same; and, WHEREAS, said proposed budget, as revised by the City Council, was duly set for a public hearing ordered to be called by the City Council and held on September 10, 2015, after due notice, as required by the Charter of the City of Abilene and laws of the State of Texas; now, therefore, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF ABILENE, TEXAS: PART 1: That the budget proposed by the City Manager for the fiscal year commencing October 1, 2015, as revised by the City Council, be, and the same is hereby approved, adopted, and appropriated including transfers of General Fund equity to various Funds. PART 2: That the City Manager and his authorized and designated employees, at his direction, be, and are hereby, authorized to sign or release easements, permits, licenses, and change orders; to sign interlocal agreements as authorized by state law; to sign documents authorizing the payment of funds, and to expend public funds as authorized by state law unless otherwise authorized by the City Council; to authorize disposition of City assets to appropriate entities when it serves a public purpose; to settle paving assessment, weed mowing, demolition, and other disputes based on legal questions of whether the assessments are enforceable or other extenuating factual circumstances. The City Manager is authorized to adjust compensation, within Council policy guidelines, of any City employee, including appointees, when in his discretion an adjustment needs to be made to retain qualified personnel. The intent of this section is to provide the ability to conduct daily affairs of the City, which involves numerous decisions of a routine nature and to retain qualified personnel. PART 3: That the City Council hereby approves grants and contracts that are set out by this budget and authorizes the City Manager and his authorized and designated employees, at his discretion, to sign said federal, state, and other such grant and contract documents, including interlocal agreements, on behalf of the City. The funds for said contracts, agreements, and purchases are hereby approved and appropriated. The intent of this section is to approve and simplify the grant process and approve expenditures that are exempt from the Purchasing and Contracting Authority of Municipalities, Chapter 252 of the Local Government Code. xii

19 xiii 173 Charter (b) Local Government Code, Special Notice by publication for Budget the time designated for such public hearing in accordance with Section 18 of the City Secretary be, and is hereby authorized and directed to have published in the Abilene PART 4: That upon passage of this ordinance on first reading, the City on its second and final reading. The same being more than twenty-four (24) hours prior to the time designated for said hearing. After such opportunity for the public to be heard, said ordinance was passed Abilene Reporter-News, a daily newspaper of general circulation in the City of Abilene. would be given a public hearing and considered for final passage was published in the After passage on first reading, a notice of the time and place said ordinance PASSED ON FIRST READING on the 2l day of July, A.D Fire Fighter 121 Police Lieutenant 11 Battalion Chief 5 Police Sergeant 24 Fire Captain 13 Police Officers 161 Fire Lieutenant 32 Assistant Police Chief 2 Deputy Fire Chief 2 Police Department Fire Department position in the classified service of the Police and Fire Departments of the City of Abilene not below listed, is hereby abolished: 2015, through September 30, 2016, or as may be amended by City Council. Any the Police and Fire Departments of the City of Abilene for the fiscal year October 1, hereby created, established, and adopted as the official plan for the classified service of Municipal Civil Service, for the Police and Fire Departments, as set out below, are as provided in Texas Local Government Code Ann., Chapter 143 (Vernon 1988), PART 6: That the number, classification, and designation of each position, Resolution concerning liability claims shall remain in full force and effect. same is hereby repealed to the extent of any conflict. It is specifically provided that the code of the City of Abilene, Texas, as amended, in conflict herewith, be, and the PART 5: That any ordinance, resolution, policy or any provision or section of a hearing on a budget this section does not apply. except that if another law requires the governing body to give notice, by publication, of be made on the 6 of September 2015, being more than twenty-four (24) hours prior to prior to consideration of this ordinance for second and final reading, said publication to that a public hearing will be held in the Council Chambers of the City Hall in Abilene, Texas, at 8:30 A.M., on the l0 of September, 2015, to permit the public to be heard Reporter-News, a daily newspaper of general circulation in the City of Abilene, a notice

20 PASSED ON SECOND AND FINAL READING AT A PUBLIC HEARING on the lo day of September, AD ATTEST: C EC RETARY MAYOR APPROVED: cxrt CRY xiv

21 ORDINANCE NO AN ORDINANCE OF THE CITY OF ABILENE, TEXAS, APPROVING THE ASSESSMENT ROLL FOR 2015, LEVYING AN AD VALOREM TAX FOR THE CITY OF ABILENE, TEXAS, FOR THE YEAR 2015; PROVIDING FOR THE ASSESSMENT AND COLLECTION THEREOF; REPEALING ALL ORDINANCES AND PARTS OF ORDINANCES IN CONFLICT HEREWITH; CALLING A PUBLIC HEARING; PROVIDING AN EFFECTIVE DATE. WHEREAS, Section of the Tax Code requires notice of a tax increase whether that increase occurs by an increase in the tax rate or a rise in property values or both; and WHEREAS, the City of Abilene is proposing a tax rate increase and property values have risen in the City which trigger components of Section 26.05; and WHEREAS, the components of Section require Cities to post that an increase in property values even when the tax rate is held constant, is considered as an effective tax rate increase; now therefore, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF ABILENE, TEXAS: PART 1: That the assessment roll for the year 2015, as compiled by the Chief Appraiser of the Central Appraisal District of Taylor County, and amended and approved by the Appraisal Review Board of Taylor County, on the 27 day of July, 2015, be, and the same is hereby, in all things, approved and adopted. PART 2: That there be, and is hereby levied, on all of the property located in the City of Abilene, Texas, on the 1st day of January, 2015, and not exempt from taxation by the Constitution and Laws of the State of Texas and the City of Abilene, an ad valorem tax in the aggregate total of --seventy-one and forty one-hundredths cents (71.40)-- on each one hundred dollars ($100.00) valuation of said property, apportioned as follows: General Fund: (a) Operations & Maintenance $.5306 Debt Service Funds: (a) 2002 Airport CO. Series $.0020 (b) 2004 Airport C.O. Series $.0011 (c) 2005 C.O. Series $.0076 (d) 2005A C.O. Series - Public Safety $.0193 (e) 2006 C.O. Series $.0072 (f) 2006 G.O. Series $.0082 (g) 2006 Airport CO. Series $.0020 (h) 2007 C.O. Series $.0064 (i) 2007 GO. Series $.0093 xv

22 (j) 2007 Airport 0.0. Series $.0016 (k) 2008 C.O. Series $.0034 (I) Series $.0119 (m) 2008A CO. Series - Energy $.0149 (n) 2009 Refunding $.0110 (0) 2009 C.0. Series $.0025 (p) Series $.0119 (q) 2009A C.0. Series - HRMS & Finance $.0040 System Replacement (r) 2010 Refunding $ C.O. Series $.0026 $.0091 (s) (t) 2011 Refunding (u) 2013 Refunding (v) 2015 G.0. Series $.0064 $.0316 (w) 2015 C.0. Series $.0036 Debt Rate $1834 TOTAL RATE FOR THE YEAR 2015 $.7140 PART 3: That there be, and are hereby authorized exemptions as follows: 1) Homestead exemption fifteen percent (15%) 2) Age 65 and over exemption -- $1 5,000 PART 4: 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 7.2 PERCENT AND WILL RAISE TAXES FOR MAINTENANCE AND OPERATIONS ON A $100,000 HOME BY APPROXIMATELY $9. PART 5: That notice for the public hearings on the 13th day of August, 2015, and the 27th dai of August, 2015, were given by publication in the Abilene Reporter- News on the 41 day of August, PART 6: That notice for the public hearing on the 1 0t day of September, 2015, was given by publication in the Abilene Reporter-News on the 6th day of September, PART 7: That a public hearing was held on the j0th day of September, 2015, in accordance with the City Charter. PART 8: That any ordinance, resolution, policy or any provision or section of the Code of the City of Abilene, Texas, as amended, in conflict herewith, be, and the same is hereby repealed to the extent of any conflict. PART 9: That this ordinance shall take effect immediately from and after its date of final passage. xvi

23 xvii APPROVED: CITY SECRETARY / MAYOR ATTEST: 10th day of September, A.D PASSED ON FIRST READING on the 21st day of July, AD PASSED ON SECOND AND FINAL READING AT A PUBLIC HEARING on the

24 TABLE OF CONTENTS SECTIONS II AND Ill FY 2016 BUDGET OVERVIEW SECTION II- CITIZENS' GUIDE TO THE BUDGET Abilene: Past, Present and Future... 1 Profile of Abilene... 2 Budget Organization Chart - Organization Chart of City of Abilene... 4 Mission Statement, Values, and Strategic Objectives... 5 Alignment of Departmental Goals with the City's Strategic Objectives Major Programs and Projects Graph - Personnel by Department Graph - Employees Per 1,000 Citizens Graph - Unemployment Rates Fiscal Policies Chart - City of Abilene Budget Process from Start to Finish The Budget and Accounting Processes Property Taxes Graph - Total Appraised Valuation Graph - Overlapping Property Tax Rates at 100% Graph - Property Taxes Per Capita Graph - Distribution of Taxes Graph - Ratio of Debt to General Expenditures Graph - Net Debt Per Capita Graph - Sales Tax Per Capita Graph - General Fund Revenue Graph - Property, Sales and Franchise Revenue Graph - Building Permit Values Graph - General Fund Expenditures Graph - General Fund Expenditures Per Capita Graph - Water and Sewer Sales Revenue Graph - Water Fund Expenditures SECTION Ill- FINANCIAL SUMMARIES Budgetary Funds Fund Relationship with Functional Units Graph- Revenue Sources Budget Summary by Fund Type Major Revenues and Expenditures All Funds--Summary of Revenues and Expenditures Graphs- Budget Summary- Revenue by Category and Expenditures by Category Detail of lntragovernmental Transfers General Fund--Summary of Revenues and Expenditures General Fund--Summary of Revenues General Fund Revenue Assumptions Graph - General Fund Revenue by Category General Fund--Summary of Departmental Expenditures... 73

25 Graph - General Fund Expenditures by Department Graph - General Fund Expenditures by Category Estimated Ad Valorem Taxes and Distribution Schedule of Tax Rate Per $1 00 Assessed Valuation Health Services Fund-Summary of Revenues and Expenditures Transportation Planning Fund--Summary of Revenues and Expenditures Seized Funds--Summary of Revenues and Expenditures Hotel/Motel Fund--Summary of Revenues and Expenditures General Obligation Bond Debt Service Fund-- Statement of Revenues and Expenditures Water and Sewer Operating Fund--Statement of Revenues and Expenditures Water Fund Revenue Assumptions Graph - Water Fund Revenue by Category Graph - Water Fund Expenditures by Category Water and Sewer Debt Service--Statement of Revenues and Expenditures Transit System Fund--Summary of Revenues and Expenditures Solid Waste Services Fund--Summary of Revenues and Expenditures Stormwater Utility Fund--Summary of Revenues and Expenditures Fleet Maintenance Fund--Statement of Revenues and Expenditures Fleet Replacement Fund--Statement of Revenues and Expenditures Central Warehouse Fund--Statement of Revenues and Expenditures... Self-Insurance Fund--Statement of Revenues and Expenditures Technology Fund-Summary of Revenues and Expenditures Development Corporation of Abilene--Statement of Revenues and Expenditures

26 CITIZENS' GUIDE TO THE BUDGET CITY OF ABILENE

27 Abilene: Past, Present and Future In the 1800s, nomadic Indians, U.S. soldiers, buffalo hunters, and ranchers roamed what is now the Abilene landscape. By the time the 1870s arrived, the local Indians had faded into legend and their lands had been overrun by hungry cattle and ambitious cowboys. However, the introduction of the railroad system started a great industry boom which has transformed Abilene into our present day city. The Texas & Pacific Railroad foresaw this great progression calling Abilene "The Future Great City of West Texas". In January of 1883, local residents voted to incorporate. That fall, Abilene became the county seat of Taylor County, and after only seven years, the city grew to 3,194 people. Today, more than 120,000 friendly people call Abilene home, and the city represents an eclectic mix of Old West heritage, contemporary culture and traditional values. As a Top Texas Destination there is something for everyone in Abilene. For instance, visitors can feed the giraffes at the Abilene Zoo or relive rugged western lore through cutting-edge technology at Frontier Texas! Art enthusiasts can find inspiration at various museums and cultural events held in Downtown Abilene such as ArtWalk, City Sidewalks and the annual Children's Arts and Literacy Festival. Conveniently located at the center of a 22-county area known as the Big Country, Abilene is a centerpiece for employment, retail, and medical services in West Texas. While the city continues to expand, both the biotech and wind energy industries have likewise increased to meet growing demand and opportunities. Interstate and state highways, Union Pacific Railroad cargo service, and air travel via Abilene Regional Airport provide citizens and industry easy access to transportation services. Charter air and ground travel services are available as well. For those pursuing higher education, students may choose between three universities, a college, a technical college, a pharmacy school and schools of nursing. The city boasts attractive and affordable housing, excellent schools, a revitalized historic downtown, an assortment of tourist attractions, recreational possibilities, top notch medical facilities, a regional industrial hub, Dyess Air Force Base and a philanthropic community. The City of Abilene With the expansion of the Texas & Pacific Railroad to the area, 1881 represents the historic establishment of Abilene. The city's initial roots, cattle shipping and oil production, later expanded the local economy in the mid-1900's. Abilene's strong relationship with the U.S. military was solidified in 1956 when the city fathers dedicated Abilene Air Force Base, later renamed as Dyess AFB in honor of Lt. Col. William Edwin Dyess. On November 6, 1962, Abilene was formally chartered as a "home-rule" city with a council-manager form of government. The mayor and six council members form the elected City Council. This council enacts legislation, adopts the budget, sets the tax rate, determines policies and approves the Mayor's appointment of the City Manager, City Secretary, City Attorney, Municipal Court Judge and all Board and Commission members. The City of Abilene is organized into eleven departments: Administrative Services, Transportation Services, Community Services, Economic Development, Finance, Fire, General Government, Planning and Development Services, Police, Public Works, and Water. Through these departments, the City of Abilene offers a wide range of services for the promotion of citizen health, safety and welfare. For more information, please visit our website at 1

28 CITY OF ABILENE, TEXAS PROFILE OF ABILENE Citv of Abilene Population Metropolitan Statistical Area (MSA) for Taylor County MSA Civilian Labor Force Square Miles Date of Incorporation Original Charter Current Charter Members of Council Form of Government Education Universities University Students Junior College Students Technical College Students Schools of Nursing School of Pharmacy Public School Campuses Public School Students Military Military Base Active Duty Assigned Personnel and Civilian Personnel Public Safetv Commissioned Police Officers Police Calls Professional Fire Fighters Fire Stations Fire Hydrants Fire Calls Parks. Recreation. and Library Number of Parks Total Parks Acreage Recreation Centers Recreation Participants Senior Citizen Centers Library Circulation Library Cards in Force Public Works Standard Lane Miles of Paved Streets Water Accounts Solid Waste Accounts 120, ,143 74, Mayor at Large 6 Council Members at Large Council/Manager 3 7,715 1, ,300 Dyess AFB 4, , ,250 20, , , ,728 29,867 1,720 39,848 39,178 2

29 BUDGET ORGANIZATION Budgets are produced by many organizations. But as a general rule they each try to fulfill similar criteria. First, seek to communicate a message to the reader. Second, try to produce a document, which demonstrates the financial condition of the organization. Third, develop a policy-oriented budget, which sets goals, objectives, etc. And finally, as an operations guide, a budget built to give direction to the organization. The City of Abilene's budget seeks to meet each of these criteria. The City Manager's letter is a concise representation of the budget as a whole. It is the focal point of the City's budget presentation. The Citizens' Insight into the Budget offers a visual demonstration of the approved budget with historical information to help interpret. Narratives are included which describe policies and procedures and the basis of accounting of the City's funds. The intent of this section is to inform and bring about a better insight into the City of Abilene. After the Citizens' Insight section is the Financial Summary section. This section presents summaries by Funds with graphs, charts or narrative when appropriate. These are simple statements comparing revenues to expenditures. The next sections are by Fund groupings with individual Funds displayed. Most sections are uniform in presentation and include Department Summaries, Department Revenue Detail, and Division Summaries. These forms provide service descriptions, financial detail and summations, full-time positions and service or performance analysis. Some funds have narrative presentations, also. The Appendix is a collection of supplementary material including statistical information, a glossary of terms and financial detail. What does it take to put a budget together? Revenue Budgeting All revenue assumptions are formulated by the responsible Department. Each Department considers historical information, current trends and projected activity in formulating their revenue budget. The Finance Department reviews the Departments revenue projections for accuracy and reasonableness and then compiles a projected statement of condition for City management to consider while reviewing expense budgets. Expense Budgeting Expense budgets are completed by each Division. After the Division Managers complete their budgets, the work is reviewed by the Department Director prior to being submitted to Finance. Finance reviews the documents in detail and formulates a comparison of revenue and expenses. City management then reviews the budgets with the Departments and Finance in order to compile the most reasonable and efficient budget to the City Council. 3

30 ORGANIZATION CHART OCTOBER 2015 CITIZENS OF ABILENE CITY OF ABILENE I MAYOR AND CITY COUNCIL I APPOINTED BOARDS AND COMMISSIONS I I CITY SECRETARY I OFFICE OF EMERGENCY MANAGEMENT CITY MANAGER I I INTERNAL AUDIT I CITY ATIORNEY MUNICIPAL COURT JUDGE I POLICE I I I FIRE I FINANCE I I ADMINISTRATIVE SERVICES I I TRANSPORTATION I SERVICES I COMMUNICATIONS AND MEDIA RELATIONS DEPUTY CITY MANAGER PUBLIC WORKS WATER UTILITIES COMMUNITY SERVICES PLANNING AND DEVELOPMENT SERVICES 4

31 CITY OF ABILENE, TEXAS MISSION STATEMENT, VALUES, AND STRATEGIC OBJECTIVES MISSION STATEMENT We work together to build a community of the highest quality for present and future generations. VALUES Team Spirit We work together to promote a sense of pride and belonging by recognizing the importance of communication, cooperation, and commitment in relationships with our customers. Continuous Improvement We strive for quality through innovation and resourcefulness. Responsiveness We empower our employees to provide exceptional and timely service. Integrity We demonstrate accountability through a strong work ethic, professionalism and trust. Individual Worth We respect everyone, honor diversity and provide opportunity for growth. STRATEGIC OBJECTIVES City Management We want to be inclusive and efficient in our stewardship of Council perspective, staff expertise, and capital resources to continuously improve the delivery of city services. Economic Development We want to focus our resources to create an environment conducive to expansion of existing business and the attraction of new business and capital investment. Comprehensive Plan We want to fully implement the Comprehensive Plan to aid and encourage the growth of the city in a systematic manner for present and future generations. Water We want to fully implement a water management plan that adequately provides water quantity and assures water quality for current and future needs.

32 City of Abilene Alignment of Departmental Goals with the City's Strategic Objectives Departmental Goals City Economic Comprehensive Management Development Plan Water General Government Work on the following policy initiatives: Abilene Neighborhood Initiatives (ANI) Small Business Development Center Landscape requirements Downtown hotel Municipal infrastructure maintenance & replacement Fallen Public Servant monument Leveraging technology Ordinance review Parks & recreation vision and master plan Lincoln Middle School building Sign ordinance CIP process Bond program Property management Radio replacements Cotton Warehouse TIRZ Administer the Records Management Program for departments Strive for improvement in the City Secretary's web page Continue to review stored records for compliance in retention schedules Implement Laserfiche software to handle the storage of records in the Building Department and City Manager's office Continue communication with state and national elected officials on issues affecting the City Solicit and implement ideas to improve relationships with those we serve, including our citizens, businesses and visitors, as well as with our fellow employees Continue to strengthen relationships with our media partners Implement the first year of the 2015 Bond Program so that projects are on-time and in budqet Complete the redevelopment of the Citv's website Explore ways to streamline government processes to the benefit of our citizens and businesses Fill senior leadership vacancies with professionals who exemplify a servant leader service model, who are committed to making Abilene a High Performance Organization, and who understand and act in accordance with the organizations core values Continue to find creative solutions to support public/private partnerships Continue to update City policies, procedures and board bylaws as necessary Support administration's efforts to create and implement tools for development incentives I I I I -.! -.! -.! -.! -.! -.! -.! -.! -.! -.! -.! " " " " " v " v v " v v v -.! -.! " -.! -.! -.! -.! 6

33 City of Abilene Alignment of Departmental Goals with the City's Strategic Objectives Departmental Goals City Economic Comprehensive Management Development Plan Water Continue a systematic review and revision of the Code of Ordinances Continue implementation of a paperless filing system Continue implementation of a paperless internal filing system Implement system to organize and index documents, forms and information in legal share computer drive for increased efficiency of document retrieval and legal research Update and focus legal research materials, both online and hard copy Maximize transitioning and productivity of legal department attorneys and staff Prepare the City of Abilene/Taylor County to respond to local hazards and disasters Update Emergency Operations Plan and all annexes with current changes Completion of the 2016 EMPG Grant Maintain the Emergency Operations Center and staff it with NIMs certified personnel Conduct regular exercises to sustain and test standard operational procedures Provide Emergency Management awareness education program to citizens Administrative Services Facilitate regulatory compliance with the Patient Protection and Affordable Care Act reporting requirements by partnering with Unify HR to analyze, design, and build our employee history database, facilitate required employee and government communications, and minimize reporting compliance risks Continue the implementation process of NEOGOV by working with hiring managers to complete the life-cycle of a job requisition within the NEOGOV system Create a Leadership Academy in support of employee leadership development Partner with the Texas Veterans Commission to create an On-the-Job (OJT) Training program to encourage military Veterans to seek employment opportunities with the City of Abilene In conjunction with the requirements of the Patient Protection and Affordable Care Act, develop and support the City of Abilene's designation as a Texas Mother- Friendly Worksite Support the implementation of Asset Works to replace Paradigm Inventory System Support the activities leading up to the CAD/RMS/Mobile upgrade for Police and Fire Upqrade the Lawson system to In for 10 I " " " " " " v " " v " " " v " " " " " I " 7

34 City of Abilene Alignment of Departmental Goals with the City's Strategic Objectives Departmental Goals City Economic Comprehensive Management Development Plan Water Support the upqrade to lncode 10 for Water and Court Assist with the implementation of the Telestaff time collection system Complete and launch the redesigned City public website Create a network path to the airport terminal Facilitate the upgrade for the City's traffic signal system Support the South Branch Library relocation Support networkinq for new Impound Lot facility Evaluate the current policy of salary continuation for injured workers Revamp City wireless networks Restructure the voice and data networks for Animal Services and Recycle Center Restructure the data networks at the Law Enforcement Center Continue with system migration plans by starting with replacement of mobiles and portables where possible Keep current system maintained as problems or issues arise Upgrade site power plant infrastructure Work with TML Loss Prevention to bring more targeted safety traininq to City Divisions Finance Complete implementation of new Accounting software (documents and reports) Continue to review accounting procedures to provide efficiencies in services while maintaining or strengthening appropriate internal controls Begin to work on process for accepting credit card payments in AccountinQ Reduce number of working days to complete month end closings Develop purchasing web site Purchase the best value for the municipal dollar Assure that responsible bidders are given a fair opportunity to compete for our business Purchasing staff to attend Employee Development Seminars Make available an updated Purchasing Manual Process requisitions through the approval process within 3 working days Continue to update and identify priority infrastructure needs at all facilities for future CIP or CO funded projects. Provide minimal maintenance and repairs to satisfy mission statement and reduce overall cost for services Consider contract proposals for service to possibly eliminate staff positions to reduce cost Reduce material/parts inventory to increase cost savings I I,; ",;,; ",;,; ",;,; ",; " y,; ",;,; ",;,; ",; " ",; " ",; I ' 8

35 City of Abilene Alignment of Departmental Goals with the City's Strategic Objectives Departmental Goals City Economic Comprehensive Management Development Plan Water on current year budget Monthly custodial safety meetings Shampoo carpet on a rotating basis Continue to maintain the following services: Custodial (cleaning), courier, mail, copy paper, printing, and reproduction Replace outdated equipment Clean outside glass in City buildinqs as needed Purchase one carpet machine to replace outdated one Strip and wax City buildings as needed Continue a working partnership with Facilities Services Assist Facilities Services with early detection of maintenance problems Develop a court supervised community service program Develop policies/procedures for paperless storage of court documents and for destruction of paper files Continue to enhance court security Maintain a 65% collection rate within 120 days Review policy and safety practices in the context of best practices Develop operational plans for employing a Mental Health Unit and coordinate with APD and Betty Hardwick MHMR Center Continue to meet and complete all annual training requirements Renew consideration and review of the possibility of utilizing an ALR system Implement new Fleet Maintenance Software and Automat Fuel Manaqement System Outsource Parts Warehouse operations or re-staff operation with new employees Research the cost-effectiveness of utilizing vehicle telematics Continue phasing out the Ford Crown Victoria Police Interceptor and replace with SUV's for Patrol Obtain training in hydraulic systems, new engine designs, and transmission updates Acquire training for maintenance and repair of certain types of heavy equipment Improvement of existing fleet facilities (roof, break room, storaqe area, scrap metal storaqe) Improve exhaust system in vehicle service area Acquire hazardous material endorsements on commercial drivers licenses Update equipmenuvehicle replacement quidelines Improve efforts in safeguarding facility to coordinate with the Stormwater Pollution Prevention Program Complete fleet software system set-up, training and implementation..j "..J "..J " "..J " "..J "..J " "..J " "..J " "..J " "..J " " ' I 9

36 City of Abilene Alignment of Departmental Goals with the City's Strategic Objectives Departmental Goals City Economic Comprehensive Management Development Plan Water Research and develop a fleet policy and procedures manual Maintain a 99% actual vs projected for replacements purchased and placed in service Improve efforts in safeguarding facility to coordinate with the Stormwater Pollution Prevention Program Implement fleet software system Research and develop a fleet pool program for vehicles and equipment that are currently owned but underutilized by various Divisions Planning & Development Services Complete and implement a Lake Fort Phantom Hill Overlay District Complete and implement various Sign Ordinance amendments into the LDC Develop and implement expanded lnfiii!ani Revitalization and Development Strategy Develop and implement a prioritized Sidewalk Capital Plan Develop and implement an update to the City's Bicycle Plan Support development activity and evolving needs with Tl RZ District #2 Conduct 6 special enforcement events such as neighborhood/area enforcement sweeps, zero-tolerance events, nei hborhood clean ups or similar activities Revise Code of Ordinances Chapter 18 "Public Nuisances" to close various loopholes, improve operational efficiency and provide cost savinqs Improve technological capabilities including software, web-based services mobile technologies and remote sensing for enhanced efficiencies Perfonm at least 90% of the routine food inspections required during the year Perform at least 100% of the child care annual inspections required by Day Care Licensing Perform at least 90% of the routine swimming pool/spa inspections required during the year Adopt and implement new Texas Food Establishment Rules locally Improve technological capabilities including software, web-based service and mobile technologies for enhanced efficiencies and customer service Develop policy and procedure for conversion of archived documents to a digital format Begin conversion of all permits and address files to a digital storage format Implement Phase II of the automated plan review proqram by January 2016 I I i 10

37 City of Abilene Alignment of Departmental Goals with the City's Strategic Objectives Departmental Goals City Economic Comprehensive Management Development Plan Water Deliver the Critical/Limited Repair, Single Family Rehab/Reconstruction and First-Time Homebuyer programs Fund CHDO construction of 3 new homes for low to moderate income families Complete the final payment of Section 1 08 debt Collaborate with neighborhood organizations, improve outreach, and expand program education Identify new homebuyer assistance opportunities and leveraging resources Complete capital improvements in LMI/ANI neighborhoods including sidewalks Fund software for Abilene-Taylor Health for Electronic Health Record system and DENTRIX software. Fund Access to Jobs, which provides after-hour public transportation for evening work and school Use the Consolidated Plan to identify goals/needs and monitor effectiveness Fund a bed bug remediation room at the Noah Project for victims of family violence Fund a dental chair at the Presbyterian Medical Care Mission for homeless and LMI clients Maintain, amend, update, and present as needed the Transportation Improvement Program, the Unified Planning Work Program, the Metropolitan Transportation Plan, and any other planning documents and/or reports that may be required by state or federal laws or regulations Coordinate transportation planning efforts with entities within the MPO Boundary Area Create a set of Performance Measures for the MPO Planning Process based on current legislation Update the Travel Demand Model Continue working with community partners to coordinate the establishment of a multi-modal terminal for all modes of transportation in Abilene Increase public participation in the planning process utilizing better outreach/community involvement Public Works Complete construction of EN 131" St. and EN 161" St. Reconstruction Project, Water Department Street and Miscellaneous Repair Work Project (Renewal), Engineering Division Miscellaneous Repair Work (Renewal), Corsicana Sidewalk Project, Judge Ely Blvd. Rehabilitation Project, West Lake Road Reconstruction Project, Antilley Rd. Rehabilitation Project, Catclaw Dr. Reconstruction Project, N 51" Reconstruction Project, and Pedestrian Bridge at Elm Creek Begin construction of the S. 11'" St. Sidewalk Project and..j " " " " " " " " "..J..J "..J v " v v I ' I v 11

38 City of Abilene Alignment of Departmental Goals with the City's Strategic Objectives Departmental Goals City Economic Comprehensive Management Development Plan Water Pedestrian Bridge at Elm Creek Project Complete majority of design of S. 11'" St sidewalk from Treadaway to Elmwood, N. 5'" St Reconstruction, Ambler Ave. Rehabilitation, as well as other Bond and CIP Projects Review, inspect, and accept all public improvements in the City of Abilene right of way including new streets, sidewalks, driveways and detention facilities in subdivision and commercial development Administer the floodplain requirements in the city limits and extraterritorial jurisdiction Complete the planning and modernization of the Traffic Operations Center (TOC) Improve traffic signal operations by upgrading components to operate the traffic siqnals more efficiently Increase traffic safety and reduce liability by improving signs and markings Identify all traffic engineering assets and import them in GIS. Install uninterruptable power supplies at all rail road traffic signals Replace failed vehicle counters and turning movement equipment Maintain current level of preventative, routine, and major maintenance Maintain current level of street and alley reconstruction projects Maintain current level of gravel road and gravel alley maintenance Repair/backfill utility cuts in city right of way Update the policy and procedures for street light installation Rework Blue bag program at Environmental Recycling Center to make it more work friendly and cost efficient Implement new phone system to better accommodate our staff and residents Continue to re-route commercial & residential routes to improve efficiency Rework our staff structure at Solid Waste to improve our efficiency as a staff Pursue measures to improve current budget revenues and a fee increase Develop comprehensive Capital Improvement Plan and apply for associated fundinq Continue training and implementation of the Pollution Prevention and Good Housekeeping Program for municipal facilities and operations Improve the effectiveness and productivity of the day-today operations including Street Sweeping Program to I v v v v v v v..j v..j v v..j v v..j..j v v..j v..j I I I 12

39 City of Abilene Alignment of Departmental Goals with the City's Strategic Objectives Departmental Goals City Economic Comprehensive Management Development Plan Water remove pollutants before it gets to Abilene's drainage ways Implement outcome based living stormwater education plan with tarqeted audience & pollutants Police Continue preparing for TCOLE credentialinq audit Prepare for DPS finqerprint audit Graduate Academy Class 53 BeQin hirinq process for Academy Class 54 Host more specialized training classes Update/replace training equipment and continue firearms training advances Acquire more single unit turning target systems with an eventual total qoal of twenty Incorporate body-worn cameras for all sworn Continue to critically examine staffing needs and find solutions Finish transition from Crown Victoria patrol vehicles to Chevrolet Tahoe As part of next RMS/CAD update, incorporate field reporting Explore geographically based Patrol deployment Train the police cadets on traffic law and investiqation Continue the quarterly motor officer training Evaluate the Department's response to reported crashes Develop a crash reconstruction team Establish capabilities for investigating internet crimes Train detectives in blood spatter analysis and advanced investigative techniques Answer all incoming and non-emergency calls in less than 4 rings Reach and maintain a 90% accuracy rate on Emergency Medical Dispatch (EMD) events Maintain EMD certifications for all telecommunicators Maintain TLETS/TCIC Certification for all department personnel Maintain CJIS Security Awareness Training for all department personnel Assist with planning and construction of new Records, Property & Evidence building Conduct inventory in Property and Evidence for recoqnition purposes Conduct drug destruction 1-2 times per year Deposit money remanded to APD into general fund in a timely manner Create a written policy on "Interference with Child Custody" Strengthen the Campus Crime Stoppers Program Re-instate a full-time secretary for the division..; "..; ' ' '..; " "..; " "..;..; "..; " "..; " "..; " "..; "..;..;..; " 13

40 City of Abilene Alignment of Departmental Goals with the City's Strategic Objectives Departmental Goals City Economic Comprehensive Management Development Plan Water Continued Critical Missing Persons Response Team training Produce more accurate and timely crime trend analyses alono with weekly bulletins Reduce the number of Theft of Motor Vehicles by 3-5% Reduce the number of Part 1 Residential Burglary by 3-5% Provide positive impact on the availability of street level drugs in the community Target career and repeat offenders Provide quality assistance to other divisions and aoencies within the specialized areas of our division Coordinate enforcement efforts with other agencies to target the availability of mid-level drugs in the community Conduct street level operations by utilizing undercover officers to make delivery cases on street and neighborhood level drug dealers Fire Fully implement field reporting hardware and software to expedite reporting procedures and to make emergency response more efficient Partner with the Abilene Police Department to upgrade public safety communications through Computer-Aided Dispatch (CAD) and Record Management Systems (RMS) upgrades Upgrade radio equipment to include new mobile radios, portable radios as well as improve communications infrastructure Continue to work with Cisco College and CoAEMSP (Committee on Accreditation of Educational Programs for the Emergency Medical Services Professions) to obtain accreditation for our future Emergency Medical Technician-Paramedic (EMT-P) training classes Help department members receive training to continue our support of the Texas Forest Service and Texas Interstate Fire Mutual Aid System program through the State of Texas Work with chief officers and program captains to identify needs and resources required to continue an improved delivery of emergency services We currently have 12 AFD members attending our 2016 paramedic program. All students must receive a course completion in the AFD program, pass their national registry test, and receive their paramedic certification as a condition of employment This must be accomplished prior to their two year anniversary hirino date Transportation Services Build on marketing program to increase passenger enplanement levels by recapturing leakage to DFW Continue follow-up efforts with airlines to inform them on v -.J v v -.J v -.J v v -.J -.J v -.J -.J v -.J -.J " v -.J i I I I 14

41 City of Abilene Alignment of Departmental Goals with the City's Strategic Objectives Departmental Goals City Economic Comprehensive Management Development Plan Water how this market is performinq Market to military training bases the Airport's ease of use for itinerant trainino fliohts Continue implementation of Capital Improvement Plan Plan and proqram FY17 projects Continue professional development of Airport Staff Continue to improve financial performance of the department by updating rates and charges Continue to maintain compliance with FAA and TSA requlations Improve outreach to regional market areas through social media, advertisino and speaking engagements Achieve a "No Discrepancies" FAA Certification Inspection Continue to grow the ABI VIP passenger rewards proqram Begin an economic development plan for the airport Complete the fuel tank conversion from diesel to gas Procurement for two 35-foot transit buses and 3-ADA paratransit vans Partner with ACU (Abilene Christian University) to develop semester passes and increase ridership Rebranding of Citylink Transit to include logos, paint scheme and facilities Develop partnerships within the business community that takes advantaqe of public transportation tax breaks Development and implementation of Service Contracts for demand response service Community Services Replace the backstops at 2 of our Junior/ Senior League baseball fields v v v v v v v v v v v v v I v Install outdoor workout equipment at Redbud Park Pave the parking lot on the west side of Sears Park Renovate the baseball concession/restroom building at Scarborough Park New playqround at Gill Park Renovation of the break area behind City Hall Upgrade of the lighting at Minter Park Renovation of remaining flat fields at our joint use AlSO property Installation of covered picnic tables at our softball complexes that were purchased via tournament fee Repair the pavilion cover at Festival Gardens Reduce number stray/check welfare cases in targeted neiohborhoods around local elementary schools Sustain an 80% live release rate for shelter animals Provide education to reduce bites to children Implement an education prooram for violators to reduce v v v v v v v v v v I 15

42 City of Abilene Alignment of Departmental Goals with the City's Strategic Objectives Departmental Goals City Economic Comprehensive Management Development Plan Water recidivism rates Complete Phase II of Giraffe Safari exhibit to include new feeding deck and additional exhibits housing red river hogs, colobus monkeys and blue duiker antelope Complete new entry exhibit, funded through bond election, which will house lesser flamingos Begin construction on new animal hospital, maintenance facilities, bird rehab facilities and jaguar off exhibit holding area all funded through bond election and major donation Continue to develop and plan recreation facilities as adopted by the 2014 Parks and Recreation Master Plan Incorporate more program surveys to constantly be aware of the citizens' needs Develop marketing plan to increase awareness of Recreation Division Ensure that new and innovative programming is constantly being developed and implemented Open two new splash pads as approved by the 2015 Bond Pursue remediation of asbestos at Main Library Re-configure and update circulation desk and media areas Update elevator at Main Librarv Plan for upgrade and expansion of computer lab at Main Library Maintain and increase support for library collections (>$4 per capita) Support access to library materials for active duty and family for Dyess AFB members Update and enhance genealogical collection Develop a marketing plan for the library Participate in community marketing initiatives and partnerships Continue to take library programs and services out to the community, to day-care centers, nursing homes, schools, and other community venues Replacement of the Conference Center sound system Renovation of Exhibit Hall and Exhibit Hall kitchen Continue process of replacing tables and chairs Finalize the audit of the Auditorium sound system Purchase a digital sound board for the Auditorium that will provide clearer sound to our customers Removal of existing rigging system and installation of motorized fly system for the Auditorium Update current marketing materials to promote the facility Continue to provide comprehensive services to all seniors " " " " " " " " " " " " " " " " " " " " " " " " " I I " I I I 16

43 City of Abilene Alignment of Departmental Goals with the City's Strategic Objectives Departmental Goals City Economic Comprehensive Management Development Plan Water Create marketing plan to increase awareness and participation Expand proqrams for baby boomer demoqraphics Procure and implement an new Electronic Medical Record (HER) and Dental Practice System Expand Texas Healthy Communities Partnership objectives Successfully receive and implement additional Primary Care Program fundinq Conduct Community Health Assessment as component for local health department accreditation Expand professional development opportunities among clinical and professional staff Successfully host TALWD annual meeting November 2015 Establish PRIDE STD Youth Prevention and Reproductive Health project in Abilene Independent School District Research for funding opportunity to support STD/HIV prevention in Taylor and surrounding counties Water Utilities Conduct water conservation campaign Research utility customer service notification services Expand utility customer payment options in office and by telephone Research and implement expanded remote deposit features Programming and training for Wonderware, Allen- Bradley, and SCADA Pack Continue Electrical Safety Training Employ a detailed work order maintenance program for the tracking of equipment and personnel work load Maintain optimum water quality pumping level at lvie Intake by pulling and addinq pump columns Maintain optimum water quality pumping level at Fort Phantom Intake by pullinq and addinq pump columns Maintain our Operator Continuing Education Program in order to upgrade and keep existing licenses current per TCEQ Rules and Regulations, (30 TAG 290 Subchapters D and F). This will ensure that we have the best trained and qualified personnel possible Retrofit the Hargesheimer Treatment Plant, to expand plant capacity and to meet current and future Federal and State Rules, Regulations, and Guidelines Continue treatment strategies to address raw water quality concerns resulting from low lake levels Complete the installation of the finished water flow meter at the Northeast Water Treatment Plant Complete the installation of the security fencing and I v v v v v v v..j v v..j..j v v..j v v v I I..J v..j v..j..j 17

44 City of Abilene Alignment of Departmental Goals with the City's Strategic Objectives Departmental Goals City Economic Comprehensive Management Development Plan Water gates at the Northeast and Grimes Water Treatment Plants mqah """ the use of humar > " water & sewer,, i, maintenance and HU to - Hrture through, y u " '""u and w" '" u""y " " I " """' """" E,' u a " v v>;i to r,, 'I'' vv vi w : s res ;di-'voov on """'"""u"" i '" and safety, i f to State and Federal mandates v " v ;a""a"' ;; Quality hile ' a.,,w,! Plant " Work w., with Engineers in learning the operations of the new plant Cor"" ouw Q""'w OVw training program: encourage "B" v " ; :: :s e e to citizen awareness of water To improve and expand our state required Cross Connection Control/Customer Service Inspection and our To I-'Q"U the number of a: a y w '" I I in our NTI L " _ "_ Lauv a v y Accreditation. Especially SM 9223 for total ar -" i l,,wao" our number of a t ": an lv7pti usi ng our Digital Imaging Particle A, YL"' to help monitor _ the Wastewater Plant, Distribution "''", and the Lakes, and make on 1 other an aging ", ','': the Gas Chromatograph- Mass Spectrometer; and add another lon Chromatograph to help keep up with the work load. the process of replacing Laboratory v " " ' " " 18

45 MAJOR PROJECTS AND PROGRAMS FY ADMINISTRATIVE SERVICES The departmental team of Administrative Services develops and supports quality organizational resources to provide effective and efficient delivery of services to our customers. Information Technology Information Technology (IT) provides network operations, GIS services, application support and telecommunications to the organization. During FY 2016, members of the IT Division will support activities leading up to the CAD/RMS/Mobile upgrade for Police and Fire; complete and launch the redesigned City public website; support IT initiatives for the South Branch Library relocation; support the software upgrades for Water and Municipal Court; and restructure the data networks at the Law Enforcement Center. Communication Services Communication Services manages and maintains the public safety communications systems and related equipment. Staff will work with the selected vendor and city administration to exchange radio equipment and migrate to a P25 devices platform while maintaining interoperability with outside agencies. Human Resources Human Resources (HR) manages various personnel related functions including recruitment and hiring, employee relations, bi-weekly payroll processing, and the management of employee benefits. In cooperation with the Information Technology, HR has completed the design and build of a new City-wide timekeeping administration system. The new system, Krenos Workforce Timekeeper oversees various facets of time administration that relate to employee time and attendance, Family Medical Leave compliance, and payroll processing. Staff will implement, maintain, and monitor the new system for operational effectiveness and efficiencies. Employee Engagement and Development This office was formerly the City's Training Division. During this year, while maintaining relevant, engaging curricula for core classes, staff will develop three new classes: Presentation Skills for Managers, Business & Professional Writing, and Creativity Workshop. Staff will continue to review and update as needed established training curricula. Customer Relations Implementation of customer relations initiatives to further enhance our program and service delivery will continue during FY2016. COMMUNITY SERVICES Animal Services The major projects and programs for Animal Services for FY 2016 include the replacement of the large crematory and purchase of an additional Backpack Larvacide sprayer for the Vector Program. The interior of the shelter will painted to color code the wings. 19

46 Civic Center In an effort to continue our goal of promoting efficiency and providing exceptional customer service to the Citizens of Abilene and the Civic Center events, projects and programs for FY 201 5/2016 include: the following: Replacement of the Conference Center Sound System Renovation of Exhibit Hall and Exhibit Hall Kitchen Continuing with process of replacing tables and chairs Finalizing the Audit of the Auditorium Sound System Purchase of a digital sound board for the Auditorium that will provide clearer sound to our customers Removal of existing rigging system and installation of motorized fly system for the Auditorium Updating of current marketing materials to promote the facility Continuing to offer two options to promoters to sell tickets via the internet and external agency phone room at no cost to the City Civic Abilene, Inc. has contracted with Suddenlink to offer Wi-Fi internet services as required by events at no cost to City of Abilene Supporting the ACVB: Bid trips, Sales Blitz, Co-op Billboard Advertising, and underwrite facility rental for conventions Working with Civic Abilene, Inc. Future Development Committee identifying future facility needs Surveying and visiting facilities in other cities by staff at all levels Participation in Texas Association of Venues and Facilities and IAVM Health The Health Department will secure both Dental and Electronic Record Health Management Systems (EHR) during this fiscal year. Library Implementation of measures identified in the strategic plan addressing facilities, services and outreach will be the focus of the Library during FY2016. Funded by the Friends of the Library, the South Branch Library will relocate to the Mall of Abilene. Items from the closed Dyess AFB Library will be incorporated at the South Branch Library to enhance their collection. The circulation desk at the Main Library will be relocated for better utilization of space and security of holds. As funding and time permits, Reference and Genealogy will be reconfigured for better service. Maxwell Golf Course The existing clubhouse will undergo renovation during FY2016. Parks Included in the Major Projects and Programs for the Parks Division are the following: Replacement of the backstops at two of our Junior/ Senior League baseball fields Installation of outdoor workout equipment at Redbud Park Renovation of the baseball concession/restroom building at Scarborough Park New playground at Gill Park Renovation of the break area behind City Hall 20

47 Upgrade of the lighting at Minter Park Renovation of remaining flat fields at our joint use AlSO property Installation of covered picnic tables at our softball complexes that were purchased via tournament fee Repair of the pavilion cover at Festival Gardens Recreation Major Projects and Programs for Recreation for FY2016 include the following: Sears Recreation Center - upgrade fitness area Rose Recreation Center - paint the gym interior walls Rose Activity Building - install new flooring and shade structure Cobb Activity Building - install new flooring and shade structure Cobb Recreation Center - paint interior walls Rose Tennis Center - resurface 4 courts Adaptive Recreation Services - building wall in art room Nelson Splash Pad - none projected Rose Pool - non projected Construction of Stevenson Splash Pad and Sears Splash Pad Construction of Rose Park Aquatic Center Spring Kickball League Spring 2015 Flag Football League Summer 2015 Cardboard Water Races Fall 2015 Children's triathlon Senior Services New flooring and a new steamer will be installed at the Rose Park Senior Center. Major Programs include the unveiling of the Winter Christmas Lights and the Spring 2015 Craft Fair. Zoo "Giraffe Safari" a state of the art facility for housing a variety of African species will be completed and opened to the public in April. Home to our group of giraffe, this area also includes exhibits for the endangered colo bus monkey and three new species never before seen at the Abilene Zoo the red river hog, blue duiker and kori bustard. The public space offers shaded viewing areas and a new covered deck where guests can feed the giraffes eye to eye. Funded by the recent bond election, zoo guests will be greeted by a flock of brightly colored African lesser Flamingos at this new entry exhibit. Complete with a barn for cold weather housing, a naturalistic water feature and a shady area for visitors this exhibit will be a wonderful place for birds and guests and will set the perfect tone for an exciting zoo experience. This exhibit is scheduled to be completed late spring early summer 2016 Planning, design work and potentially beginning construction will occur for a new animal hospital, maintenance facilities, bird rehabilitation facilities and an expanded jaguar holding. Funded by bond election dollars and a private donation of 1.2 million dollars, these new facilities will provide vastly improved facility and program support space. These facilities are scheduled to be completed in

48 FIRE DEPARTMENT Fire Administration Division The Abilene Fire Department (AFD) operates with three divisions. The Fire Department Administration Division, under the supervision of the Fire Chief, provides the overall direction of the Department and manages the Department's resources; two divisions are under the supervision of Deputy Chiefs. Key staff members have functional responsibilities within each of these divisions which are described below. Emergency Services Division Emergency Services Division is responsible for providing prompt, responsible and capable services to the citizens of Abilene with an intense focus on employee development and education. Operations personnel provide emergency services 24 hours a day, 365 days a year. Non-emergency activities also contribute to the department's mission statement and include pre-fire planning by fire companies, public education programs, smoke detector installation in private homes, maintaining SCBA and other equipment for emergency response readiness, and helping maintain operational readiness of our water supply system through our hydrant testing program. Training/EMS staff are located at the AFD Training Field on East Lake Road. Our mission remains to educate our fire crews using a combination of classroom instruction, skills training, online education, and practical hands-on drills. Currently we have 12 AFD students in our paramedic program which is expected to complete at the end of The AFD EMS staff continues to work with the "Committee on Accreditation of Educational Programs for the Emergency Medical Services Professions" to become accredited and continue our in-house paramedic certification training. AFD paramedic training will support our efforts to provide the highest level of EMS care available to the citizens of Abilene. Our paramedic class produced a pass rate of 90% which is well above the national average. The AFD has made a commitment to support the statewide effort of the Texas Interstate Fire Mutual Aid System program. This effort provides fire mutual aid assistance across the state. The AFD now has possession of a Type VI state resource fire engine which can be used for mutual aid request. Support Services Division The Support Services Division is responsible for Fire Prevention activities including code enforcement, and fire and arson investigation. In addition, this division provides the logistical and support needs via the management of departmental assets, technology, and organizational development. Fire Prevention is led by the Fire Marshal. Certified inspectors work with community stakeholders to provide the safest possible occupancies through education, engineering, and enforcement. All Fire Prevention personnel are state-certified fire inspectors and fire investigators. Fire investigation efforts focus on fire cause determination. Three Fire Prevention personnel are also state-certified arson investigators. Included in Fire Prevention is Public Education, which continues to be a very important link between the AFD and the public. This office is responsible for providing fire and safety education to the public. The main activities include providing safety talks and demonstrations to the general public and educating area third grade elementary students utilizing the Fire Safety House located at the Melvin Martin Center for Children's Safety. 22

49 Asset Management is responsible for the procurement, inventory, and maintenance of all support items used by the Department. This area of Support Services is also responsible for the repair and preventive maintenance of Fire Department vehicles. Two Emergency Vehicle Technicians (EVTs), under the supervision of the Asset Management captain, perform this very important function. Other responsibilities within Asset Management include monitoring state and national standards that guide the inspection and upgrade of the Fire Department's personal protective equipment (PPE). Organizational Development continues to handle human resource needs of the AFD. These areas include promotional processes, Fire Department policy review, fitness/wellness and safety programs, as well as recruitment, hiring, and retaining new employees. Other responsibilities include the Citizen's Fire Academy program and the AFD annual medical physical process for all personnel. Included within Organizational Development are technology efforts. Those involved in technology develop and manage information delivery systems, such as vehiclemounted mobile data computers, two-way radios, fire unit alerting and dispatching and several other information delivery components. Additional responsibilities include compliance with state and federal communication mandates and maintaining operational readiness of the Department's Mobile Communications trailer. Personnel collaborate with Dispatch Center staff, Police Department Administrators, the Emergency Management Office, and numerous local, regional, and state agencies to provide for the seamless and uninterrupted flow of information so that day-to-day operations, as well as major disasters are effectively managed to minimize the loss of life, injury, and property. Finally, Organizational Development has key staff members who are trained as pubic information officers and continue to work with other agencies and news media representatives to inform the public of major emergency incidents, departmental changes, and other newsworthy events. GENERAL GOVERNMENT City Secretary Records Management As the City's Records Management Officer (RMO), it is the responsibility of the City Secretary to assure that the City complies with the Local Government Records Act and the City's Records Management Ordinance. The Cypress Street building houses the City's records center and stores various departmental records. The center is designed to maintain records in compliance with the state-approved retention schedules, while also permitting relatively prompt retrieval. Records are also maintained in the City Vault. The City's records management ordinance has been updated and the City's program policy has been developed to assist each department records liaison in the locating, maintaining, retrieving and destruction of records from all departments within the city's jurisdiction. During FY , the RMO will conduct training sessions with department records liaisons to assist them with the records management process. The RMO will also continue to pursue records management training opportunities through the State and the Local Records Management Division of the Texas State Library and Archives Commission. Communications & Media Relations The Communications & Media Relations Office will continue to provide timely, accurate and informative communications to the public and media about City of Abilene services and issues. The CMR Office will focus on the City of Abilene's web presence in FY A website redesign will take place in FY15-16 to add more transparency, be more user friendly and mobile 23

50 dynamic. The redesign will update the look of the website as well as the information on it. The new design will be easily accessible and informative for all who visit the site. As part of on-going efforts to provide the latest information to citizens, the City will post online communication via the City website, Twitter, Facebook, You Tube and other forms of social media in FY The CMR Office has expanded the City's social media presence in the last year. City of Abilene Twitter followers have increased by more than 142%. City of Abilene Facebook likes have increased by 30%. In FY15-16, the Communications & Media Relations Office will introduce a new hands free video streaming system called SWAG IT. It will allow the City to remotely stream the Council and Planning and Zoning meetings on mobile devices in HD as well as on cable Channel 2. The meetings will be live and then available for playbacks. Sudden link has also offered the City cable Channel 102 free of charge for the use of HD content. There will remain an emphasis on airing City-produced programming on TV Channel 2 in FY The CMR Office will continue to produce original programming, clips and Public Service Announcements to air online and on TV Channel 2. For FY15-16, the Communications & Media Relations Office will produce a full color printed City of Abilene Annual Report. This office will continue to develop and distribute timely news releases to the media, City staff, elected officials and the community. More than 130 news releases were distributed in FY Staff is still seeking a new way to communicate internally with employees. Other ongoing efforts include adding the position of Interactive Media Specialist to act as the City's webmaster, graphics designer, and social media back up. This office will continue to facilitate communications among City divisions, support community activities that promote City services, volunteer as a community liaison to multiple local organizations and events, conduct media relations training, attend Public Information Officer training and continuing education programs and provide effective, timely communications during emergency situations. Office of Emergency Management CodeRED The CodeRED emergency notification system remains an integral part of the City's Emergency Management and public safety preparedness plans in The Weather Warning element allows City of Abilene or Taylor County citizens to opt-in (register) to receive National Weather Service severe weather notifications for flooding, thunderstorm or tornado conditions in their area. This service is offered at no cost to users and citizen outreach is ongoing. Storm Shelter Registration A no cost to citizens Storm Shelter/Safe Room/Basement registration continues to help first responders locate citizens of Abilene and Taylor County impacted by a natural disaster or manmade incident at either residential or business sites. Registration is opt-in. Hazard Mitigation Action Plan Lead teamwork on the FEMA required 5 year Hazard Mitigation Action Plan update for the West Central Texas Council of Governments region, beginning in 2nd quarter FY16 with an anticipated completion of November, This project typically requires 18 months to update and finalize and is a required eligibility component for some FEMA grants. 24

51 PLANNING AND DEVELOPMENT SERVICES DEPARTMENT Building Inspections Building Inspections will work to develop policies and procedures for conversion of all archived documents into a digital storage format. The policy and procedures will be submitted to the State for approval. Digital storage will eliminate hard copy permit and contractor files as well as all archived commercial construction plans and specification which are required to be maintained for the life of the structure. Digital files will be readily accessible and more efficiently accessed when needed. Phase II of the automated commercial plan review program, which was scheduled for implementation in FY15, will be finalized and implemented in FY16. Phase II will include a notification and tracking process for internal staff responsible for review and will allow contractors and design professionals to track the process and receive notifications during the process. Community Enhancement Community Enhancement is a combination of Code Compliance, Environmental Health, and Environmental Enforcement. The Division will continue to seek improved operational efficiency and effectiveness in its Code Compliance and Environmental Health Sections through training, standardization, and automation. The division will seek to enhance training, increase the use of proactive enforcement and increase abatements of nuisance conditions through the use of third party providers. We will seek amendments to code provisions, fee structures, and procedures that create roadblocks, limit options, add unnecessary expenses, or delays compliance. The division will seek to increasingly target and adapt our response by using automation, technology, remote sensing, and mobile technology. Prevention through education will continue to be stressed using PSA's, broadcast and print media, the City's web page, social media and special events. Office of Neighborhood Services The Office of Neighborhood Services (ONS) administers the federal, Community Development Block Grant (CDBG) and Home Investment Partnerships Grant (HOME). These two grants help fund housing-related programs for low- to moderate-income individuals, households, and neighborhoods. The HOME programs are the Single-Family Rehabilitation/Reconstruction Program and the First-Time Home Buyer Program. The City will partner with Habit for Humanity, a certified Community Housing Development Organization, for the construction of three houses for low-income families. The reduction of Section 108 Loan debt repayment will again allow funding to assist public service programs such as Access to Jobs. Additional CDBG funds will allow the reinstatement of the Critical/ Limited Repair Program designed to assist very low-income (0-50%) families with repairs that pose an imminent threat to health and safety. Funds will also provide capital improvement upgrades to the Day Nurseries of Abilene. Again, this year in conjunction with CIP and the Safe Routes to School Master Plan there will be one sidewalk and ramps project in the Holiday Hills Neighborhood service area; the Alameda service area; and the Butternut/Chestnut service area Planning The Planning Division will continue to review zoning cases, subdivision plats, site plans, and other development-related permits as part of the development review process. Recent increases in development activity will require most of the divisions' resources to be allocated towards satisfying this demand. When feasible, the Planning Division will seek to refine citywide standards and plans for sidewalks and signs and will also seek to promote and adopt 25

52 appropriate overlay zoning standards the Lake Fort Phantom Hill area and the Butternut Ave Corridor. The Division will continue to implement and make minor amendments to the Land Development Code (LDC) as needed. Finally, the Planning Division, with assistance from Department Admin, will continue to oversee the recently created Tax Increment Reinvestment Zone (TIRZ). Transportation Planning (Abilene MPO) The Abilene MPO will develop and implement plans and programs for an integrated transportation system for the area that will efficiently maximize mobility of people and goods within and through the urbanized area. This will be accomplished, in part, through any necessary amendments to the MPO Planning Documents to ensure projects are moving forward. The MPO will work with local stakeholders to coordinate transportation planning activities within the MPO boundary and to bring a local voice to transportation projects through more public participation opportunities. We will be working closely with the stakeholders to move Proposition 1 and Proposition 7 projects through the process. The MPO will be working with the City of Abilene and City and Rural Rides along with other agencies to help coordinate regional transit planning. We will also be working on the Travel Demand Model to ensure a valid module to use for future planning. POLICE DEPARTMENT Crime Abilene will report an overall increase in crime for the calendar year of Increases have been experienced from 2012 to present. Crimes have increased in multiple categories; however, reductions have been seen in sexual assaults and thefts. The Police Department's impact on crime is dependent on many factors, some of which are outside the control of the Department and the City. It continues to be the goal of the Department to engage the citizenry through collaborative efforts including the non-profit CCC (Connecting Caring Communities). Community policing initiatives include Abilene Neighborhood Initiative (ANI), Compstat, Geographical Command, Intelligence-led Policing, School Resource Officers, Crime Stoppers, LeadsOnline, Raids online and ATAC Raids. Staffing As of September 2015, the Police Department was twenty two officers short of its authorized 216 sworn positions. This shortage is directly related to the recent increase of 18 positions approved by Council. Several retirements and separations will occur before the current academy class (Class 53) completes training in the late summer of Prior to that time, staffing will be a continuing challenge. Class 53 will not fill all open positions and recruiting for Class 54 will need to begin within this fiscal year. As has been observed in previous reports, call load continues to increase between three and four percent annually. Dispatched calls for service are expected to exceed 100,000 for the first time in the Department's history. The Department will need to continually monitor staffing needs and evaluate service priorities. 26

53 Law Enforcement Center Building The Law Enforcement Center (LEG) continues to suffer from serious infrastructure issues. Engineers have been retained to evaluate the condition of the building and make recommendations regarding a solution. Property and Evidence Building To address a lack of evidentiary storage space within the LEG and ongoing concerns about recurring water intrusion, bond proceeds will be utilized to repurpose an existing structure for a new Records and Property/Evidence Building. A proposed site has been located and steps are being taken to move forward with a purchase and upgrade of existing facilities. CAD, RMS and Radio Upgrades The FY budget included funding for CAD and RMS upgrades/replacement. An updated system will allow the Department to realize increases in efficiency that has been available in the industry for several years. That process is on-going and implementation is expected to move forward soon. Multi-year radio upgrades are also being explored and funding has been identified to support this significant cost. PUBLIC WORKS Public Works Administration Public Works Administration continues to provide support and guidance to all divisions in the department including Engineering, Streets Services, Solid Waste & Recycling Services, Stormwater Utility, and Traffic & Transportation. Bond Projects include: West Lake Rd. Reconstruction Judge Ely Blvd. Rehabilitation Catclaw Dr. Reconstruction Antilley Rd. Rehabilitation Miscellaneous Traffic Signal Improvements CIP Projects include: EN 13th/EN 16th Reconstruction (includes EN 13th, College, EN 16th, Washington, Green Valley and Gill) N. 5th St. Reconstruction N. 1oth St. and Mocking Bird Ln. Concrete Intersection Elm Creek Pedestrian Bridge Project Local Transportation Project Advance Funding Agreement: South 11th St. Transportation Alternatives Project (to be let in FY 16) 27

54 Interdepartmental Projects: Water Department Street and Miscellaneous Repair Work Sale of lots at Lake Fort Phantom Phase IV and the survey and appraisal of lots in Phase v Office of Neighborhood Services/CDBG Funded Projects: Corsicana Sidewalk Project Plaza St. Sidewalk Project Traffic & Transportation Division: Replaced 18 traffic signal controllers/communications to enable monitoring from the signal shop Implemented new TACTICS traffic signal software Began program to log signals, traffic communication lines, and signs into our GIS Purchased and implemented new sign cutting software Decommissioned two traffic signal intersections Began transition of street lights to LED for electricity cost savings Installation of Battery Backups for Rail Road Signals TRANSPORTATION SERVICES Aviation The Department of Transportation Services continues its efforts to plan, develop, promote and manage the Abilene Regional Airport to accommodate the current and future demand for commercial, military and private/corporate aviation facilities and services for the West Central Texas region. As we enter FY16, we note the following developments: Reconstruction of Runway 17R/35L should begin by early December and is expected to be complete by early November We continue actively planning and adjusting a multi-year CIP that will shift more toward a long term Airport Master Plan update beginning in FY16. Continued development of staff knowledge, experience and capabilities has resulted in consistently successful FAA and TSA inspections of the safety and security operations of the airport. Programs and projects are underway to build upon these developments and continue to improve the Airport's ability to accommodate facility and service demands as follows: Air Service Development Staff will continue to seek new viable air service for our market. The key driver of our success in retaining our air service and developing a case for new air service is increasing use of the airport by travelers in our market area rather than driving to another airport. Staff will continue to work with our current airline to promote its use and try to keep airfares competitive with other markets. Additionally, we will proactively promote more emphasis on customer service from our tenant companies. 28

55 Capital Improvements for FY As part of the federal Airport Improvement Program grant funding, the following major projects are either underway or planned to begin this year: Runway 17R/35L Reconstruction - This project will completely replace the paved surface and underlying base material and improve underlying drainage to give a more stable runway that will accommodate the aircraft weight it was originally designed for Financial and Administrative Projects As the airport grows to accommodate greater travel-related demands of the West Central Texas Region, it is necessary to make sure the financial structure supporting the operation of the airport keeps up with the physical and service growth. Servicing debt, maintaining and upgrading facilities over time, and proper staffing to ensure safe and secure operations all require that the airport generate adequate revenues to fund these needs. To accomplish this, the following financial and administrative projects are underway, and the products of which will be implemented during 201 5/2016: Continue updating and renewing leases to make them more in line with market values. Continue to review our customer service and business practices to determine if we are providing the most effective and efficient services. Revise rates and charges. Promote development of land on the airport for commercial use. Working with the Airport Development Board and its associated sub-committees, DCOA, Chamber of Commerce and AIF to seek advice on airport development issues. Transit 60 bus stop benches and 25 bus stop seats will be installed A fixed route system study will be done with Section 5304 funding thru TxDOT Demand-response service dispatch software will be replaced with Section 5310 funding thru TxDOT Transit buses will be procured with Section 5339 funding thru TxDOT WATER DEPARTMENT Water Administration The ongoing drought continues to put historic pressure on water supplies across the western region of Texas. The City of Abilene Water Utilities is strategically positioned to continue to provide sustainable water supplies for both local and regional customers. As the 1st Stage of the Drought Response Project (DRP) wind down, the 2nct Stage of the Drought Response Project (DRP) are in construction. The 2nd Stage includes the infrastructure needed to bring Possum Kingdom Reservoir online as an additional water supply to the City of Abilene and our surrounding customers. Water Billing Office Reliable and responsive Customer Service is a high priority, and as the volume of customer accounts continues to grow this Division has been working to stay ahead of the traffic. This fiscal year will see the addition of a new self-service payment kiosk that will reduce the in-office wait time for customer that simply need to make a payment. The Division is also researching and 29

56 looking to implement new telephone technology to allow for self-service payments over the phone to reduce on-call hold times. Water Production As the ongoing drought continues to drop area lake levels, the location and height of the Division's raw water intake structures becomes critical. This Fiscal Year will see continued improvements to allow variable depth pumping to provide the highest quality water possible from all raw water sources. Water Treatment The ongoing Drought Response Project (DRP) includes the construction of new water treatment facilities and technology. This Fiscal Year will see the conclusion of these construction projects, so this Division will provide for the reliable operation of these new and all existing treatment processes and technology. Water Distribution As the City of Abilene begins to execute the recently passed 2015 General Election Bond Projects, this Division will play a strategic role in the timely and successful construction of the Street projects included in the Bond package. This Division will also continue to be responsive to the needs of local customers for reliable water service and quality. Sewage Collection The Department is conducting a Sanitary Sewer Overflow Initiative (SSOI) to reduce the occurrence of overflows from the sewage collection system. This Fiscal Year will see a several projects to improve the efficiency of the collection system. Wastewater Treatment As the 1st Stage of the DRP comes to a close, this Division has new treatment plant processes to operate, so Division staff is hard at work making sure the new systems operate efficiently and continue to allow for the discharge of an average of 7 MGD of advanced treated wastewater effluent into Lake Fort Phantom. 30

57 CITY OF ABILENE, TEXAS PERSONNEL BY DEPARTMENT FY Pollee 22.0% Public Works 13.9% Admin. Serv. 3.4% Eco. Dev. 0.4% Finance 8.6% Fire 15.0% Planning & Dev. Serv. 3.2% General Govt. 1.5% Transportation Serv. 1.7% Comm. Serv. 17.8% Discussion of the Graph General Government Administrative Services Finance Planning & Development Services Economic Development Public Works Police Fire Transportation Services Community Services Water ,203 Public safety personnel in the Fire and Police Departments comprise 37% of the total authorized personnel. Public Works, Water, and Community Services comprise another 44%. These five Departments collectively comprise approximately 81% of the total authorized full-time personnel.

58 CITY OF ABILENE, TEXAS EMPLOYEES PER 1,000 CITIZENS ALL FUND - 10 YEAR COMPARISON BUD 16 ' ' ' ' ',9:98]' ' ' I! I ' I I i I i I i i I ' ' 9.73 I ' I - :9.61 p j,-l. I '9.65J',- I i, '9.72 p I I I I 9.71 I -: j' I I,9.95)'. c 9.94 ' ' '1o.1 f' I I I I I I BUD 16 POPULATION 115, , , , , , , , , ,958 #EMPLOYEES 1,155 1,177 1, 1 64* 1,139 1,126 1,130 1,148 1,155 1,180 1,203 Discussion of the Graph In FY 2016 the City will employ 1,203 personnel, an increase in ten years of 48 positions, or 4%. *The Housing division transitioned to a separate entity as the Housing Authority of City of Abilene effective FY This resulted in 21 positions being transferred out of the City of Abilene and into the Housing Authority entity.

59 CITY OF ABILENE, TEXAS UNEMPLOYMENT RATES TA YL OR CO. MSA - JUNE 8.0% 7.0% 6.3% 4.9% 5.5% 6.0% 5.0% 3.7% 4.4% 5.0% 4.0% 3.0% 2.0% 1.0% 0.0% EMPLOYED UNEMPLOYED WORKFORCE ,800 78,300 79,800 78,500 79,600 74,100 79,100 80,100 79,600 71,900 4,100 2,900 3,300 5,300 5,300 5,700 4,600 4,200 3,700 2,800 83,900 81,200 83,100 83,800 84,900 79,800 83,700 84,300 83,300 74,700 Discussion of the Graph The Texas Employment Commission determines the civilian workforce for the Taylor County metropolitan statistical area (MSA). 33

60 FISCAL POLICIES The City Council adopted the following Financial Policy on May 23, 1984, and amended the policy on February 9, The City of Abilene adheres to the Financial Policy for conducting the financial management of the City. The established long-range policies regarding financial management are to exercise a discipline which allows the City to retain a sound financial condition; strive to retain the best possible rating on bonds; provide future generations with the ability to borrow capital for construction of facilities without severe financial burden; and, give recognition to the community's needs and ability to pay. These goals are accomplished in the following manner: Prudent budgeting and effective budget control. The operating budgets will provide sufficient funding levels for ongoing maintenance of the infrastructure. Budget replacement of capital equipment as the need arises. (Office machines, automobiles, heavy equipment, etc.) The securing and/or approval of federal and state assistance will be based on established criteria. Such criteria is: What benefit does the project have to the community as a whole, What future impact will the City be responsible for due to the acceptance of the funding, and How does the project relate to the Strategic Management Plan and/or other future plans of the organization. Private grants and donations will be actively pursued and will be subject to the same criteria as federal and state funds. Passing a share of the cost of extending utilities and improvements in subdivisions to property owners of the subdivisions rather than to the general public. Providing working capital in all funds sufficient to meet current operating needs. Funding Equipment Replacement at the required level. Pay as you go financing of capital improvements where feasible while planning for capital improvements on a five year basis and updated annually. Attempting to schedule bond issues so that an equal principal amount is retired each year over the life of the issue producing a total debt service schedule with a declining balance each year. The intent of this paragraph is to assure that the taxpayers of the City receive full benefit of "qualified" status on debt issued and not subsidize the interest expense of other debt issuers utilizing corporations created by the City on their behalf. Any differential in interest expense to the City between "qualified" and "non-qualified" tax exempt debt status that results from debt issued through corporations established by the City Council will be born by those issuers of debt. The differential will be prorated among the issuers utilizing the corporations based on the amount of debt it issues to 34

61 total debt issued by all corporation issuers during the calendar year. Any differential in the City's cost shall be calculated by the City's financial advisor based on market conditions on the date of the City sale of debt. The Minor Improvement Program will encompass basic capital needs whereby the amount of debt issued is equal to the amount of debt retired while maintaining the same tax rate for debt. The basic capital needs include streets, bridges, traffic control, parks, localized drainage/creek cleaning, and police/fire equipment. All projects will be financed through Certificates of Obligation or Contractual Obligations as appropriate. The Major Improvement Program will encompass major new construction such as large facilities, flood control, and other major infrastructure improvements. All projects will be approved through bond elections. A plan of major improvements that would require a bond election will be reviewed at least every three years. The identified needs would determine when a bond election would be needed. Financial accounting and reporting in accordance with methods prescribed by the Governmental Accounting Standards Board and the Government Finance Officers Association and making such reports available to bond rating agencies and other financially interested organizations. Achieving and maintaining a fund balance equivalent to 25% of annual operating expenditures of the general operating budget, as approved by the City Council on January 9, The City considers a balance of less than 20% to be cause for concern, barring unusual or deliberate circumstances. This fund balance should be sufficient to provide financing for necessary projects and meet unanticipated contingencies such as lawsuits, tax roll tie-ups, severe fluctuations in sales of the City owned utilities and other fiscal emergencies. Deposit and Investment Policy Statement The City's investment policy is governed by State statutes. In addition, the City has had its own written investment policy for many years. The updated policy was approved by the City Council on February 26, City funds are deposited in FDIC-insured banks located within the City. Permissible investments as defined by the Texas Public Funds Investment Act, Chapter 2256, Texas Government Code (The "Act") include the following: 1. U.S. Government Securities, Agencies, and Instrumentalities 2. Local Government Investment Pools 3. Repurchase Agreements 4. Certificates of Deposit 5. Money Market Mutual Funds 6. Commercial Paper The City's Investment Program is divided into three portfolios: Core, Emergency/ Liquidity, and Discretionary. 35

62 1. Core Portfolio: The core portfolio is specifically managed to achieve the first three objectives of safety, liquidity, and legality. This portfolio consists of instruments that have a stated maturity date covering a twelve (12) to eighteen (18) month period. The instruments are timed to meet payrolls, bond payments, accounts payable, and capital projects schedules. Derivatives are not purchased for core portfolio purposes. 2. Emergency/Liquidity Portfolio: The emergency/liquidity portfolio is managed to not only achieve the objectives of the core portfolio but also to achieve better yields and flexibility. This portfolio consists of instruments with a stated maturity date that is not required to cover operations but is available for liquidity purposes, if necessary, or to take advantage of changes in the market. In addition, Local Government Investment Pools are maintained to provide immediate access to funds should conditions warrant. Derivatives are not purchased for emergency liquidity purposes. 3. Discretionary Portfolio: The discretionary portfolio is managed to achieve all of the objectives while allowing somewhat more flexibility including longer maturities. This portfolio is utilized to enhance the overall yield of the investment program by allowing flexibility in the type of instruments purchased from monies not needed in the immediate future. Derivatives are allowed in this portfolio as allowed by the Act only after careful analysis. For more detailed information, please refer to the complete Investment Policy document. The City's demand deposits and certificates of deposit are entirely covered by FDIC insurance or by pledged securities or letters of credit held in the City ' s name by third party banks. Budget Policies and Guidelines In preparing the budget, certain policies and assumptions must be made in developing the figures. It is important that the assumptions be understood and followed by each budgeting unit so as to maintain consistency in budgeting. Following are those policies and guidelines: 1. The City will maintain its current level of service to the citizens. No increase or decrease in service should be planned, with the exception of items related to the strategic planning process. Any recommendations for increases in service should be made via the Expense Budget Strategy form and decreases on the Service Level Reduction form. 2. All services that are based on a user-fee concept should make every effort to be self-supported by those fees. 3. Budgeting units that are dependent upon variables such as weather conditions (rain, dust, temperature, etc.), should consider normal conditions as opposed to above or below normal, unless there is a specific knowledge otherwise. 36

63 4. City vehicles that are damaged and repairable, regardless of the extent, will be repaired by Equipment Services. If the cause of damage is found to be the fault of the user (employee), repair costs will come from the Division budget of the user. Any insurance recovered will accrue to Equipment Services unless the equipment is totaled and the recovery will go to Equipment Replacement. 5. When considering purchasing items with long lead times, the Purchasing Administrator should be contacted to determine those lead times. 6. Divisions within the same fund may NOT charge each other for work performed. However, if the material cost of such a project is over $500, then the Division requesting the work must buy that material. For example: (1) If the Street Division repairs a sidewalk for the Parks Division, then the Street Division will absorb all the cost if the materials are under $500; (2) The Street Division will absorb the labor and the Parks Division will buy the materials if the cost is over $500; (3) If the Street Division does work for the Water Department, regardless of the cost, the Street Division will interfund bill the Water Department for both labor and materials. In that case, the Street Division, which is in a different fund, must budget for both the revenue (interfund recovery) and the expense. 7. Materials bought and used for outside persons and businesses and later billed to them will be charged directly to the Departments buying them. Therefore, Departments should include in their budget, allowances to accommodate those charges. Also, in budgeting for revenue, allowances should be made for those expected revenues. 8. When budgeting for vehicles or equipment leases from Equipment Replacement, the following guidelines should be applied: a. When replacing vehicles of a similar kind, no allowance is needed for any difference between what Equipment Replacement has accumulated in depreciation and the cost of the vehicle. Equipment Replacement will absorb any difference it did not charge. b. When replacing vehicles which constitute an upgrading of equipment, in terms of size, features, etc., the replacing Division must budget for the difference for that upgraded equipment. c. When making additions to your fleet of vehicles, you must present the total cost of purchase on the appropriate supplemental form. 9. Capital replacements should be limited to items, which are no longer functional, unable to be repaired, not economically repairable, or a safety hazard. Once the item is replaced, it should be given to Purchasing to be included in the City auction. All additions of new capital should be requested on the appropriate supplemental form. 37

64 Capitalization Policy Factors to be considered in determining capital items are as follows: 1. The expected normal useful life is two years or more. 2. The item has a unit cost of $5,000 or more. Unit cost should include any charges for freight or installation. Buildings and improvements should have a cost of $20,000 or more. 3. The item is not consumed, unduly altered, or materially reduced in value immediately by use. 4. The item belongs to one of the general classes of property, which are considered fixed assets under generally accepted accounting terms. 5. Items to be inventoried on a group or collective basis are to be determined on an "exception basis." That is, each group or collective unit will be separately considered and a decision made as to whether or not to maintain a central control record for that particular group or collective unit. Examples of group or collective items are books, library periodicals, folding chairs, etc. 6. New Construction - All furnishings for new facilities will be grouped in like categories and capitalized when the category aggregate is $5,000 or more. Additionally, each category will be assigned a useful life for depreciation purposes. As an example, secretarial chairs, executive chairs, and public chairs will be grouped into the category of "chairs" and capitalized and depreciated if the category is $5,000 or more. 7. The item is such that it is normally used in sets, or multiple units, which as a collective unit, has a total value in excess of that established as the minimum and which otherwise satisfy requirements of a fixed property. Further, factors to be considered in determining items which should be excluded from capitalization are as follows: 1. Item is such that it required regular replacement because of rapid wear. 2. Item is such that one-time use of it will destroy the item for further usefulness. 3. Item has such a nominal value, and is readily available, so that inclusion under property control would result in administrative costs and inconvenience in excess of the value of the article. 4. Items which are installed or otherwise added to an existing fixed asset where such additions are required merely to return the item to a functioning product, e.g. engine overhauls, unstopped drains. 38

65 "' CITY OF ABILENE, TEXAS CITY OF ABILENE BUDGET PROCESS FROM START TO FINISH February.... March/April April/May May Budget Team Develops and Reviews Process and Policies _...-"' Departments Finance Reviews Develop Revenue - and Consolidates Budgets Revenue Budgets Divisions Develop Expense Budgets Finance Reviews - and Consolidates Expense Budgets Budget Team Analyzes Revenue to Expense and Develops Strategies 0 j c t 0 b e r Budget Implemented Departments and Divisions Meet with Budget Team M a y City Council Adopts Budget City Council Proposed Budget Conducts Public +-- to City Council and 1+-- Worksessions Citizens Proposed Budget Developed August/ September July July June ' 39

66 THE BUDGET AND ACCOUNTING PROCESSES The City of Abilene, Texas is a municipal corporation incorporated under Article XI, Section 5, of the Constitution of the State of Texas (Home Rule Amendment). The City operates under a Council-Manager form of government and provides such services as are authorized by its charter to advance the welfare, health, morals, comfort, safety, and convenience of the city and its inhabitants. The City's major activities or functions include police and fire protection, solid waste collection, street and drainage, parks and libraries, public health and social services, planning and zoning, and general administrative services. In addition, the City owns and operates four major enterprise activities - the water and sewer utility system, the transit system, the solid waste services system, and the stormwater utility system. This budget includes the funds and account groups required to account for those activities, organizations and functions that are related to the City and are controlled by or dependent upon the City's governing body, the City Council. The Budget Process The City prepares its annual operating budget on a basis (Budget basis), which differs from generally accepted accounting principles (GAAP basis). The major difference between GAAP and Budget basis is that on a GAAP basis, encumbrances are recorded as commitments or assignments of fund balance, as opposed to Budget basis, where encumbrances are equivalent of expenditures for the budget year. In addition, capital outlay and debt service principal payments are considered expenditures in the Proprietary Funds under the Budget basis. Under the GAAP basis, debt is recorded as a liability and capital outlay is capitalized and depreciated over its life. The City of Abilene uses modified zero base budgeting to develop the annual operating budget. This approach requires City Departments to present a basic budget and supplements to the basic budget, which represent program additions or enhancements as presented in the Strategic Management Plan. 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 an operating budget for City Council consideration. The City Manager, working with staff in all Departments, reviews and evaluates all basic budget and supplemental requests to determine whether they address the Strategic Management Plan, fulfill City Council goals and objectives, improve management effectiveness, or increase productivity. The proposed budget, which the City Manager submits to the City Council, includes recommendations of the program of services, which the City should provide, and which can be financed by the City's projected revenue for the budget year. The Manager must submit a balanced budget, an annual financial plan in which expenses do not exceed revenues, for the next fiscal year not later than 30 days prior to the end of the current fiscal year. 2. The City Council considers the Manager's recommended budget in a series of work sessions and in public hearings at which citizen comment is invited. Citizens are encouraged to participate in the budget process. A copy of the proposed budget and the revised Budget are filed in the City Secretary's Office. Additional or supplemental information is available upon request. 40

67 3. The budget for the next fiscal year is legally enacted by the City Council through passage of an ordinance not later than the twenty-fifth day of the last month of the current fiscal year. If the City Council does not enact the budget within this time period, then the budget as submitted by the City Manager becomes the legally authorized budget. 4. Expenditures may not legally exceed appropriations at the Fund/Department level for each legally adopted annual operating budget. The City Manager may, without Council approval, transfer appropriation balances from one expenditure account to another within a Department of the City. The City Council, however, must approve any transfer of unencumbered appropriation balances or portions thereof from one Department to another. 5. Annual budgets are legally adopted for all governmental funds. Budgets for the Debt Service Funds are adopted on a basis consistent with generally accepted accounting principles. The budgets for the Capital Project Funds are legally adopted for specific projects using project length budgeting rather than on a fiscal year basis. Formal budgetary integration is not employed for the proprietary funds. The City adopts an annual budget as a financial plan for all proprietary funds. These budgets are used in a manner similar to commercial enterprises to determine whether their costs will be recovered or to estimate the amount of subsidy needed from the City, if costs are not meant to be recovered. The expendable trust fund includes non-budgeted financial activities, which are not subject to an appropriated budget and the appropriation process nor to any legally authorized non-appropriated budget review and approval process. 6. At the close of each fiscal year, any unencumbered appropriation balance lapse or revert to the undesignated fund balance. The unencumbered appropriation balance in the Capital Projects Funds does not lapse at year end. The accounting policies of the City conform to accounting principles generally accepted in the United States of America (GAAP) as applicable to state and local governments. The Governmental Accounting Standards Board (GASB) is the accepted standardsetting body for establishing governmental accounting and financial reporting principles. The more significant accounting and reporting policies and practices used by the City are described below. The Accounting Process Basis of Presentation The accounts of the City are organized and operated on the basis of funds or account groups, each of which is considered to be a separate fiscal and accounting entity. The operations of each fund are accounted for with a self-balancing set of accounts that comprise its assets, liabilities, fund balances or retained earnings, revenues and expenditures or expenses. The various funds are grouped by category and type. The City maintains the following fund classifications and account groups: Governmental Funds Governmental funds are used to account for the relatively liquid portion of the City's assets that are not accounted for through proprietary or fiduciary funds, the short-term 41

68 obligations pertaining thereto and the net balance of these financial resources available for subsequent appropriation and expenditure. General Fund - The General Fund is the general operating fund of the City. This fund is used to account for all financial resources except those required to be accounted for in another fund. Special Revenue Funds - Special Revenue Funds are used to account for the proceeds of specific revenue sources (other than debt service or major capital projects) that are restricted or committed to expenditures for specified purposes. The funding sources include state and federal grants, hotel occupancy taxes, law enforcement seized funds, and donations for specific purposes. The following funds are included in Special Revenue Funds: Community Development, HOME, Miscellaneous Grants, Transportation Planning, Hotel/Motel Fund, and Health Services. Debt Service Funds - Debt Service Funds are used to account for the accumulation of resources for, and the payment of, general long-term debt principal, interest and related costs. The twenty-two Debt Service Funds are: 2006, 2007, 2008, 2009A, 2015 General Obligation and 2007 Airport General Obligation; 2006, 2007, 2008, 2009, 2010, 2015 Certificates of Obligation; 2009, 2010, 201 1, 2013, 2015 General Obligation Refunding; 2002, 2004, 2006, 2007 Airport Revenue Certificates of Obligation; and 2008A Energy Conservation Certificates of Obligation. Capital Project Funds - Capital Projects Funds are used to account for financial resources to be used for the acquisition or construction of major capital facilities (other than those financed by proprietary funds and trust funds). The funding sources for these projects are general obligation bonds, certificates of obligation, and local sources. They can be seen in the Capital Improvements section. Proprietary Funds Proprietary funds are those used to account for the City's ongoing organizations and activities, which are similar to those, found in the private sector. The accounting objectives are determinations of operating income, changes in net position, financial position, and cash flow. Enterprise Funds - Enterprise Funds are used to account for operations (a) that are financed and operated in a manner similar to private business enterprises where the intent of the governing body is that the costs (expenses including depreciation) of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges or (b) where the governing body has decided that periodic determination of revenues earned, expenses incurred or changes in net position are appropriate for capital maintenance, public policy, management control, accountability or other purposes. There are four Enterprise Fund activities, which are the Water and Sewer Utility System, the Transit System, the Stormwater Utility System, and the Solid Waste Services System. Internal Service Funds - Internal Service Funds are used to account for the financing of goods or services provided by one Department or agency to other Departments or agencies of the City, or to other governmental units, on a cost-reimbursement basis. Fleet Maintenance, Fleet Management, Self-Insurance, and Technology are the four Internal Service Funds. 42

69 Fiduciary Funds Fiduciary funds are used to account for assets held by the City in a trustee capacity or as an agent for other governmental units and/or other funds. Trust and Agency Funds include expendable trust funds. Basis of Accounting Basis of accounting refers to the time at which revenues and expenditures or expenses are recognized in the accounts and reported. Governmental funds, expendable trust funds and agency funds are accounted for using the current financial resources measurement focus and modified accrual basis of accounting. Under the modified accrual basis of accounting, revenues are recognized when they become measurable and available. Available means collectible within the current period or expected to be collected within 60 days after year end and be used to pay liabilities of the current period. Expenditures are generally recognized when the related fund liability is incurred. Exceptions to this general rule include debt service expenditures as well as expenditures related to compensated absences and claims and judgments are recorded only when payment is due. This exception is in conformity with generally accepted accounting principles. Property tax revenues and sales tax receipts are considered measurable and available when collected and recognized as revenue at that time. Licenses and permits, fines and forfeits, and miscellaneous revenues are recorded as revenues when received in cash because they are generally not measurable until actually received. Investment earnings are recorded on the accrual basis in all funds. Paving assessments are recorded as revenues in the fiscal period when the assessment becomes both measurable and available to finance expenditures of the fiscal period. Assessment revenues are considered measurable and available when collected by the City and recognized as revenue at that time. Payments for paving assessments received in advance of the levy are reflected as deferred revenue. Intergovernmental revenues are recorded on a basis applicable to the legal and contractual requirements of the various individual grant programs. All proprietary funds are accounted for using the accrual basis of accounting. Under the accrual basis of accounting, revenues are recognized in the accounting period in which they are earned. Expenses are recorded when a liability is incurred. Encumbrances represent commitments related to unperformed contracts for goods or services. Encumbrance accounting, under which purchase orders, contracts and other commitments for the expenditure of funds are recorded in order to reserve that portion of the applicable appropriation, is utilized in the governmental funds. Encumbrances outstanding at year end are reported as commitments or assignments of fund balances and do not constitute expenditures or liabilities since the commitments will be honored during the subsequent year. For budgetary purposes, encumbrances outstanding at year end and the related appropriation are carried forward to the new fiscal year. Encumbrances constitute the equivalent of expenditures for budgetary purposes. 43

70 PROPERTY TAXES The City's property tax is levied each October 1 on the assessed value listed as of the prior January 1 for all real and personal property located in the City. As of October 1, 1981, the appraisal of property within the City was the responsibility of the Central Appraisal District of Taylor County. The Appraisal District is required under the Property Tax Code to assess all property within the Appraisal District on the basis of 100% of its appraised value and is prohibited from applying any assessment ratios. Beginning January 1, 1984, all real property within the Appraisal District must be reappraised every four years; however, the City may, at its own expense, require more frequent reviews of appraised values. The Central Appraisal District of Taylor County has chosen to review the value of property every two years. The City may challenge appraised values established by the Appraisal District through various appeals and if necessary, legal action. Under this legislation, the City continues to set tax rates on City property. However, if the effective tax rate after adjustment for new construction, new annexation and debt service, exceeds the rate for the previous year by more than 8%, qualified voters of the City may petition for an election to determine whether to limit the tax rate to no more than 8% above the effective tax rate of the previous year. This legislation also provides that, if mandated by the qualified voters in the City, the collection function must be placed with the Appraisal District. In October 1982, Central Appraisal District of Taylor County assumed the property tax billing and collection function for the City. Currently the fee is three tenths of one percent of total current taxes collected. The City is permitted by Article II, Section 5 of the State of Texas Constitution to levy taxes up to $2.50 per $100 of assessed valuation for general governmental services including the payment of principal and interest on general obligation long-term debt consequently, no legal debt margin can be calculated. A practical limitation on taxes levied for debt service is $1.50 per $100 of assessed valuation as established by the Attorney General of the State of Texas. The tax rate to finance general governmental services other than payment of principal and interest on longterm debt is $ per $100. The tax rate to finance the payment of principal and interest on long-term debt is $ per $100. The City of Abilene's adopted rate of $ per $100 valuation falls well below this limit. Taxes are due by January 31 following the October 1 levy date. Property tax revenues are recognized in the accounting period in which they become both measurable and available. Property tax revenues are considered measurable at the time of levy and are recognized as taxes receivable, net of an allowance for estimated uncollectible taxes, at that time. Property tax revenues are considered available if collected within 60 days subsequent to year end. However, the amount of taxes collected in the period 60 days subsequent to year end are considered immaterial and not recorded as current year revenue, therefore, they are reported as deferred revenues. The City has adopted a policy to record all delinquent taxes in the General Fund at year end. The City's general obligation bonds require an annual tax levy sufficient to pay principal and interest on the bonds with full allowance being made for delinquent taxes. The bond ordinances require that the Debt Service Fund be funded from actual tax receipts as received. The later collection of delinquent taxes after the current year funding requirements have been satisfied will be in excess of the actual requirements for the payment of the bonds. Therefore, such delinquent taxes are deposited in the City's General Fund after the City has met the annual requirements for the payment of the bond. 44

71 CITY OF ABILENE, TEXAS TOTAL APPRAISED VALUATION 10 YEA R COMPARISON $7,000,000,000 $6,000,000,000 $5,000,000,000 $4,000,000,000 $3,000,000,000 $2,000,000,000 $1,000,000,000 $ i A._s-sc:_:;_s_ Value o Exemptions - _ [] lil I ASSESSED VALUE EXEMPTIONS TOTAL VALUE $4,014,286,613 $495 ' 000 ' 539 $4,509,287,152 4,390,840, ,597,711 4,940,438,141 4,771,712, ,801,011 5,340,513,117 4,826,926, ,602,770 5,416,528,921 4,884,747, ,426,830 5,476,174,379 4,908,145, ,259,723 5,502,404,846 5,041,874, ,198,020 5,641,072,163 5,191,882, ,965,204 5,818,848,134 5,364,492, ,147,488 5,987,640,064 5,684,654, ,998,024 6,357,652,518 %EXEMPT 11.0% 11.0% 10.7% 10.9% 10.8% 10.8% 10.6% 10.8% 11.6% 11.8% Discussion of the Graph Exemptions for homeowners will decrease the total taxable or assessed value for FY 2016 by 11.8%. Four types of exemptions can be declared: homestead, over 65 years of age, agricultural use, and disabled. Each exemption is calculated within its own guidelines. Beginning in FY 2008, a tax cap on homesteads of persons over 65 years of age or those who are disabled was passed. Included in the Assessed Value is $582,154,869 in frozen taxable value for this group. 45

72 CITY OF ABILENE, TEXAS OVERLAPPING PROPERTY TAX RATES AT 100% 10 YEA R COMPARISON $3.00 $2.00 $1.00 $ E3County ocity oschool j CITY *AlSO COUNTY TOTAL 2007 $ $ $ $ Wylie lsd Abilene Independent School District Discussion of the Graph Property tax rates have increased/(decreased) from FY 2007 to FY 2016 by the following percentages: City AlSO County Total Decrease 7% (19%) 6% (6%) In contrast property valuations for the City have increased 41% since the 2007 roll. To maintain the same amount of tax revenue if values decline, the tax rate must increase and vice versa.

73 CITY OF ABILENE, TEXAS PROPERTY TAXES PER CAPITA 10 YEAR COMPARISON REV 15 BUD $318 $0 $100 $200 $300 $400 POPULATION PROPERTY TAXES REV 15 BUD 16 Discussion of the Graph 115, , , , , , , , , ,958 $26,247,667 28,550,228 31,015,400 32,109,570 32,165,080 32,529,780 32,810,596 33,936,470 34,828,300 38,471,860 Property tax per capita increases are primarily the result of increasing property values. For 2016, $14 of the increase per capita is due to a voter approved bond package in May 2015 which will have the first issuance during FY

74 CITY OF ABILENE, TEXAS DISTRIBUTION OF TAXES 10 YEAR COMPARISON $20,000,000 $10,000,000 $ REV BUD ctotal fill Operations o Debt Service OPERATIONS DEBT SERVICE TOTAL REV 15 BUD 16 $19.416,877 $ 6,830,790 19,769,740 8,361,870 21,236,520 9,778,880 21,738,330 10,371,240 22,077,580 10,087,500 22,700,710 9,829,070 23,613,126 9, ,204,960 8,731, ,620 8,351,680 28,589,880 9,881,980 $26,247,667 28,131,610 31, ,109,570 32,165,080 32,529,780 32,810,596 33, ,828, ,860 Discussion of the Graph In FY 2007, operations accounted for 74% of the tax distribution while in FY 2016 it will account for 74%. It is the City's intent to issue Certificates of Obligation debt annually without increasing the tax rate for debt. General Obligation Bonds approved by the voters do require a tax rate increase. 48

75 CITY OF ABILENE, TEXAS RATIO OF DEBT TO GENERAL EXPENDITURES 10 YEAR COMPARISON 16.0% 14.0% 12.0% 10.4% 10.0% 8.0% 6.0% 4.0% 2.0% 0.0% REV 15 BUD 16 BONDED GEN. EXP./ PRINCIPAL INTEREST DEBT SRV. TRANSFERS 2007 $4,050,000 $2,790,697 $6,840,697 $65,553, ,820,000 3,091,230 8,911, , ,660,000 3,685,370 10,345,370 69,918, ,250,000 3,645,630 10,895,630 67,911, ,260,000 3,214, ,270 71,722, ,125,000 3,059,340 10,184,340 79,886, ,025,000 2,771,830 9,796,830 79,785, ,840, ,860 9,321, ,300 REV 15 6,590,000 2,221,990 8,81 1,990 85, BUD 16 7,500,000 2,843,010 10,343,010 87,310,920 Discussion of the Graph The ratio of debt to operating expenditures is an important measure; the higher it goes, the less flexibility the City retains to adjust spending decisions in response to changing economic conditions. While there is not a specific level established, Abilene debt level is considered low. These legal commitments cannot be proportionately reduced when the City is forced to reduce service levels. The above graph does not include the lvie Waterworks and Sewer System General Obligation Debt as this debt is to be paid from the revenues of the water and sewer system.

76 CITY OF ABILENE, TEXAS NET DEBT PER CAPITA 10 YEA R COMPARISON REV 15 BUD 16 ' ' 1//jj// ' / / '/ // '/ l$4481 ' / //,,/-- z,'//;,?f,,/,'///,,/,z /'///J'//'////,1,!/,ft $5741 ' r-,--j /_./ --rr _/ /'//--/_/ ''//////////////Z// /i// I //"J""' / ll$599 1 I //;Z, /,//// ///!/////1////i//!/,a I $7o51 I I '/ / //;i/:/// //l//// / /i//;/z/,///1//!/;//, r>// //;,' '/;tl 1 $718 I I $ '< ///i'l////h/i///:/;///i//0////x,i/z'/iili!// I I I I I /// /-_,/_j--:"/ /'/.. f' / f' / /_/.,-/ '//, // /,'//// 1/!B I $6381 I I f;</! '/1 ///,/,,///i'/'zi/!/'/ "f!/////1/';ft ///!/I I I!//! //// f// //f,zil/'//f///f//zf//;/i;//;/ ///ft I $5081 I I l$6871 $0 $200 $400 $600 $800 ' REV 15 BUD 16 Discussion of the Graph POPULATION 115, , , , , , , , , ,958 NET GENERAL PURPOSE DEBT OUTSTANDING $69,392,314 81,755,000 84,055,000 88,910,000 80,465,134 74,694,962 67,720,792 60,393,149 53,718,389 69,419,379 Direct debt per capita is primarily impacted by debt issuance as demonstrated in this graph along with changes in population. The City of Abilene sold bonds in FY's 1993, 1999, 2000, 2001, 2002, 2006, 2007, 2008, 2009, and The City of Abilene sold certificates of obligation in FY FY and The above graph includes both general obligation bonds and certificates of obligation reduced by fund balance available. This graph does not include the!vie Waterworks and Sewer System Debt. 50

77 CITY OF ABILENE, TEXAS SALES TAX PER CAPITA 10 YEA R COMPARISON REV 15 BUD 16 $0 $100 $200 $300 $400 Population Sales Tax 100% Sales Tax 100% General Equivalent Economic Equivalent Fund Property Development Property 1%% Tax Rate %% Tax Rate Total Sales Tax 100% Equivalent Property Tax Rate , , , , , , , ,887 REV ,824 BUD ,958 $25,024,647 $.6234 $8,388,606 $ ,924, ,641, ,313, ,849, ,672, ,224, ,618, ,872, ,064, ,354, ,282, ,092, ,962, ,987, ,481, ,459, ,796, ,521, $33,413,253 $ ,565, ,162, ,896, ,491, ,419, ,375, ,950, ,941, ,317, Discussion of the Graph The City of Abilene receives 1% of the total sales tax revenue paid to the Texas Comptroller for the sale of all taxable goods and services within the City limits. In addition, there is an additional %% imposed for economic development and an additional %% for property tax reduction. 51

78 CITY OF ABILENE, TEXAS GENERAL FUND REVENUE 10 YEAR COMPARISON $80,000,000 $60,000,000 $40,000,000 $20,000,000 $0 -.'o. -.'o. -.'o. -.'o -.'o -.'o -.'o!:'> o c!' i',g " o " " "u" [ o All Others All Taxes TAXES/ FRANCHISE/ ACCESS ALL OTHER TOTAL REV 15 BUD 16 $53,287, ,1 04,930 55,318,180 58,352,930 63,258,250 63,670,000 65,217,910 68,388,180 71,298,350 $13,310,627 13,044,280 12,819,230 12,933,630 13,375,200 13,191,730 13,817,060 14,614,910 15,742,210 16,071,190 $66,598,537 67,457,690 69,924,160 68,251,810 71,728,130 76,449, ,060 79,832,820 84,1 30,390 87,369,540 Discussion of the Graph Between FY 2007 and FY 2016, General Fund revenue has increased 31% or an average of 3% a year. Since FY 2007, sales tax revenues have increased 27%, property tax revenues have increased 47%, and franchise/access fees have increased 23%. Taxes are a composite of property taxes, sales tax, franchise/access fees, selective sales and use, and payment in lieu of taxes. 52

79 CITY OF ABILENE, TEXAS PROPERTY, SALES & FRANCHISE REVENUE GENERAL FUND; 10 YEAR COMPARISON $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 51o.ooo.ooo 1'1!!!!!!11!1111EIIIP $5,000,000 $ REV BUD Franchise/Access Fees o Property Tax o Sales Tax I ---- ) REV 15 BUD 16 PROPERTY $19,747,087 20, ,536,520 22, 138,330 22,377,580 23,050,710 23,973,130 25,574,960 26,846,620 28,959,880 SALES $25,024,647 25,775,380 26,313,200 24,672,000 26,618,610 31,064,730 30,282,600 29,962, ,690 31,796,510 FRANCHISE/ ACCESS $6,031,239 6,310,610 6,840,080 6,310,530 7,029,850 6,756,840 7,003,260 7,177,220 7,333, ,940 Discussion of the Graph The General Fund is most dependent on these three revenue sources. The sales tax is a good indicator of economic trends. It has remained at 37% of revenue in FY 2007 as well as in FY Property taxes lag at least one year behind other indicators. It has risen from 30% of revenue in FY 2007 to 33% in FY Franchise/Access fees as a percentage of revenue have remained at 9% in FY 2007 as well as in FY

80 CITY OF ABILENE, TEXAS BUILDING PERMIT VALUES 10 YEAR COMPARISON $200,000,000 $180,000,000 $160,000,000 $140,000,000 $120,000,000 $100,000,000 $80,000,000 $60,000,000 $40,000,000 $20,000,000 $ PRJ PRJ 16 $163,486, ,242,349 93,644, ,960,832 88,941, ,324, ,702, ,340, ,398, ,000,000 Discussion of the Graph From FY 2012 to FY 2015 there has been a steady increase in building valuations resulting in a 59.22% increase. Single family residential construction increased 76.47% from FY to FY 2013 with construction holding steady through FY A slight increase is anticipated in FY16. Major projects in FY 2015 included: New Holiday Inn on W Lake Rd.; addition and interior alterations for AlSO at Mann Middle School; interior alterations for AlSO at Madison Middle School; new Buffalo Ridge Apartments on Antilley Rd.; Phase II Atrium area for Onstead Science Building at ACU; interior alteration for AlSO at Cooper High School; new facility for Hendrick Hospice; new Texas Tech School of Public Health Administration; new AlSO Bonham Elementary; new Prairie Garden Apartments on N. 6th St.; new Buffalo Wild Wings on E Overland Tr. at 1-20 East. 54

81 CITY OF ABILENE, TEXAS GENERAL FUND EXPENDITURES 10 YEAR COMPARISON $100,000,000 $SO,OOO,OOO $60,000,000 $40,000,000 $20,000,000 -iil -iiil!illlllll $ I DPersonnel BAll Others ---], " ""'"""'""""""'"'"" PERSONNEL OTHER TOTAL 2007 $46,558,949 $18,994,938 $65,553, ,380,580 19,026,350 69,406, ,025,630 17,892,410 69,918, ,840,350 17,071,480 67,91 1, ,139,710 18,582,440 71,722, ,554,610 26,416,990 79,971, ,689,070 23,096,430 79,785, ,530,820 23,907,480 82,438,300 REV 15 61,053,650 24,760,820 85,814,470 BUD 16 63,892,200 23,41 8,720 87,310,920 Discussion of the Graph The major changes as shown in the graph are consistent with revenue changes discussed in a previous graph. Total expenditures have increased 33% between FY 2007 and FY 2016, and personnel expenditures have increased 37% between FY 2007 and FY The significant increase in the FY 2012 budget is due in part to $5.2 million of capital projects that were funded by excess fund balance reserves. Excess fund balance reserves were also used in FY 2013 for $2.3 million, FY 2014 for $2.5 million, and FY 2015 $1.4 million of capital projects. 55

82 CITY OF ABILENE, TEXAS GENERAL FUND EXPENDITURES PER CAPITA 10 YEA R COMPARISON $800 $700 $600 $500 $400 $300 $200 $100 $0. "-.II..n'l n '0;) 1. OJ J \ \,.. '0 OJ"' OJ '0 '0' REV 15 BUD 16 l ' i I I REV 15 BUD 16 POPULATION 115, , , , , , , , , ,958 EXPENDITURES $65,553,887 69,358,301 69,918,040 67,91 1,830 71,722,150 79,971,600 79,785,500 82,438,300 85,814,470 87,310,920 Discussion of the Graph Expenditures have increased an average of 3% a year. The majority of the increases have been in personnel costs, which include mandatory increases in social security taxes, worker's compensation, health benefits, and retirement. FY 2012, 2013, 2014 and 2015 increases have included $5.2 million, $2.3 million, $2.5 million, and $1.4 million, respectively of funded capital projects. 56

83 CITY OF ABILENE, TEXAS WATER & SEWER SALES REVENUE 10 YEAR COMPARISON $45,000,000,----, $40,000,000 $25,000,000 $20,000,000 1 $15,000, "-"--""-"-""-"" " "_ j - c "- ---"--""--" "_" "_" " < "--! $10,000,000 t;::.:: == :: :: === $5,000,000 $ r-----r r----r REV 15BUD sewer Sales...,Water Sales., WATER SEWER REV 15 BUD 16 $18,293,966 20,859,528 25,867,000 25,936,500 26,178,500 26,380,000 26,367,000 27,849, ,000 39,018,000 $7,055,852 7,631,631 8,770,000 9,106,000 9,072,000 9,126,110 9,134,000 11,552,000 11,552,000 11,552,000 Discussion of the Graph Water revenue has increased significantly over the past 10 years. The water rates were increased in FY 2007 to fund the Capital Improvements Program (CIP) and address the annual maintenance and operations (M & 0) of the Water Department. The water and sewer rates were increased in FY 2009 that resulted in approximately $6.15 million additional revenue. During FY 2014 and FY 2015 the water rates were increased to fund the debt service on the 2013, 2014, and 2015 Certificates of Obligation which were issued as part of the Drought Response Projects. The principal portion due of Water & Sewer long-term debt is approximately $6,280,000 for FY Other major capital projects including water distribution and production and sewage treatment work are being financed internally from water and sewer revenue. Some projects must be completed in order to comply with current law or other mandates. 57

84 CITY OF ABILENE, TEXAS WATER FUND EXPENDITURES 10 YEA R COMPARISON $60,000,000 $50,000,000 $30,000,000 $20,000,000 $10,000,000 $O REV 15 BUD 16 sother opersonnel PERSONNEL OTHER TOTAL REV 15 BUD 16 $5,488,858 $17,61 1,568 $23,100,426 6,188,880 19,707,450 25,896,330 6,267,540 23,332,930 29,600,470 6,220,340 21,505,510 27,725,850 6,690,260 28,784,260 35,474,520 6,495,190 37,437,930 43,933,120 6,867,750 37,409,310 44,277,060 7,019,050 34,692,050 41,71 1,100 7,260,430 40,351,790 47,612,220 7,770,720 50,552,570 58,323,290 Discussion of the Graph Personnel costs in the Water Utility Fund have grown gradually over the past 10 years due to pay increases and growth in health insurance, worker's compensation, etc. FY 2012, FY 2013 and FY 2015's other expenses have increased over the last few years as the result of increased planned capital projects and professional and contractual services undertaken for various water studies. FY 2016 other expenses will increase due to additional debt service for Certificates of Obligation issued in FY 201 3, 2014, and 2015 for the Drought Response Projects as well as additional operating costs for expanded facilities. 58

85 FINANCIAL SUMMARIES CITY OF ABILENE

86 CITY OF ABILENE, TEXAS Budgetary Funds /G overnmental Activities General Fund * Special Revenue Funds Community Development Health Services HOME Seized Funds Transportation Planning Grant Hotel/Motel Fund General Debt Service Funds /B usiness-type Activities Enterprise Funds Water and Sewer Operating * Debt Service Transit Solid Waste Stormwater Internal Service Funds Fleet Maintenance Fleet Replacement Self-Insurance '-... Technology.. Development Fiduciary Funds Corporation of Abilene * - Major Funds are defined as individual funds whose revenues or expenditures, excluding other financing sources and uses exceed 10% of total appropriations. Using this definition the General Fund and the Water and Sewer Fund are considered major funds. 59

87 CITY OF ABILENE FUND RELATIONSHIP WITH FUNCTIONAL UNITS Combined Financial Statements Governmental Funds Enterprise Funds General Debt Service Funds Stormwater Fund General Government Administrative Srvs Finance Planning & Dev Srvs Public Works Police Fire Transportation Srvs Community Srvs Finance "' 0 Internal Service Funds Finance Planning & Dev Srvs Public Works Police Fire Transportation Srvs Community Srvs Water Utilities Solid Waste Stormwater Administrative Srvs Administrative Srvs Finance Finance Planning & Dev Srvs Planning & Dev Srvs Public Works Public Works Transportation Srvs Police Police Fire Fire Transportation Srvs Transportation Srvs Community Srvs Community Srvs Water Utilities Water Utilities Transit Transit Solid Waste Solid Waste Stormwater Stormwater Fleet Maintenance Fleet Maintenance Fleet Management Fleet Management Dev Corp of Abilene Dev Corp of Abilene

88 CITY OF ABILENE, TEXAS REVENUE SOURCES FY Water & Sewer 29.6% Internal Service Funds 10.1% Transit 1.8% Debt Service Funds 4.5% Solid Waste 5.7% Stormwater 0.8% Special Revenue Funds 4.4% Economic Development 5.1% General Fund 37.9% General Fund Special Revenue Funds Debt Service Funds Water & Sewer Transit Solid Waste Services Stormwater Internal Service Funds Economic Development lntragovernmental Transfers $87,369,540 10,202,115 10,383,870 68,343,370 4,249,955 13,044,000 1,907,870 23,333,370 11,825,600 (43,384,940) $187,274,750 61

89 CITY OF ABILENE, TEXAS BUDGET SUMMARY BY FUND TYPE (BUDGET BASIS) BUDGET Revenues Appropriations Beginning & Transfers & Transfers Ending % Balance!D. Out Balance Change General Fund $22,401 '189 $87,369,540 $87,310,920 $22,459, % Special Revenue Funds 270,953 10,202, ,070, , % 1 Debt Service Funds 1,272,011 10,383,870 10,550,260 1 '1 05, % 2 Enterprise Funds 29,531,262 87,545,195 94,985,590 22,090, % 3 Internal Service Funds 16,440,991 23,333,370 26,373,900 13,400, % 4 Fiduciary Funds 15,573,099 11,825,600 4,919,080 22,479, % 5 lntragovernmental Transfers 0 (43,384,940) (43,384,940) 0 TOTAL $85,489,505 $187,274,750 $190,825,425 $81,938, % 1 The increase in fund balance for Special Revenue Funds is due to the anticipated receipt of additional seized funds which will not be expended in the upcoming fiscal year. 2 The Debt Service Fund balance has decreased due to an increase use of existing fund balance to help cover debt service requirements. 3 Decrease in the Enterprise Funds reflect the planned expenditure of fund balance on capital projects and increased operating expenses. Rate increases will fully take effect in FY to cover the increased operating expenses. 4 Decrease in the Internal Service Funds is due to the use of fund balance for repairs to various hail damaged roofs and to increased health claims expense, 5 Increase in the Fiduciary Funds reflects the extimated sales tax revenue expected for the upcoming year, but does not reflect the expected development projects (expenditures) for These projects will not be designated until midway through 2016, 62

90 MAJOR REVENUES AND EXPENDITURES (Budget Basis) Special Debt Water & Internal General Revenue Service Sewer Stormwater Solid Waste Transit Service Fiduciary Fund Funds Funds Fund Fund Fund Fund Funds Funds Transfers TOTAL A B c REVENUE Taxes I Franchises $71,298,350 $3,000,000 $9,881,980 $10,521,260 ($1,050,000) $93,651,590 License I Permits 1,426,560 18,000 1,444,560 Federal/ State Assist. 94,700 4,515,045 $2,492,645 7,102,390 Charges For Services 3,893, ,085 50,770,000 $1,875,200 $13,038, ,500 $2,143,000 73,036,815 Fines 2,142, ,500 2,568,790 Intergovernmental 2, , ,970 Misc. Revenue 6,512, ,085 5, ,900 32,670 6,000 33, ,040 1,304,340 9,304,635 lntragovernmental Transfen 2,000,000 1,078, ,220 16,585,970 1,346,310 20,828,330 ($42,334,940) 0 TOTAL REVENUE $87,369,540 $10,202,115 $10,383,870 $68,343,370 $1,907,870 $13,044,000 $4,249,955 $23,333,370 $11,825,600 f$43,384,940) $1 87,274,750 EXPENDITURES Personnel Services $63,892,210 $3,145,705 $7,770,720 $918,340 $2,868,710 $1,818,410 $477,570 $80,891,665 Supplies 3,325, ,740 3,202,640 40,040 61,400 $664,500 7,636,050 5,350 15,801,550 Maintenance 2,834,560 48,220 2,706,560 50, ,450 66,500 1,705,750 2,247,700 9,856,780 Other Services & Charges 17,137,320 5,968,450 $207,250 40,717,150 1,102,660 9,658,840 4,068,350 11,098,930 2,188,460 ($43,384,940) 48,762,470 Capital Expenditures 121,000 42,500 3,080, ,000 25,500 4,114,760 7,733,760 0> Principal & Interest 10,343,010 17,436,190 27,779,200 w TOTAL EXPENDITURES $87,310,920 $10,070,615 $10,550,260 $74,913,260 $2,111,080 $13,136,400 $4,824,850 $26,373,900 $4,919,080 ($43,384,940) $190,825,425 NET CHANGE IN FUND BALANCE $58,620 $131,500 ($166,390) ($6,569,890) ($203,210) ($92,400) ($574,895) ($3,040,530) $6,906,520 ($3,550,675) BEGINNING BALANCE $22,401,189 $270,953 $1,272,011 $26,738,224 $272,245 $1,881,976 $638,817 $16,440,991 $15,573,099 $85,489,505 ENDING BALANCE $22,459,809 $402,453 $1 '105,621 $20,168,334 $69,035 $1,789,576 $63,922 $13,400,461 $22,479,619 $0 $81,938,830 A Includes the Community Development Block Grant Fund, Home Investment Partnerships Program, Health Services Fund, Transportation Planning Fund, Seized Funds, and Hotel/Motel Fund B Includes the Water and Sewer Operating Fund and Water and Sewer Debt Service Fund C Includes the Fleet Maintenance Fund, Fleet Replacement Fund, Central Warehouse Fund, Self lnsurance Fund, and Technology Fund

91 CITY OF ABILENE, TEXAS ALL FUNDS SUMMARY OF REVENUES & EXPENDITURES (BUDGET BASIS) BUDGET ACTUAL APPROVED REVISED APPROVED Beginning Balance 1, 2 $73,469,896 $94,786,984 80,093,168 $85,489,505 REVENUE Taxes I Franchises $87,319,635 $87,447,780 89,149,270 $93,651,590 License I Permits 1,596,693 1,336,690 1,452,710 1,444,560 Federal / State Assist. 6,021,662 7,608,055 7,200,462 7,102,390 Charges For Services 60,296,061 62,981,355 67,019,400 73,036,815 Fines 2,677,109 2,547,050 2,552,230 2,568,790 Intergovernmental 381 ' , , ,970 Misc. Revenue 11,150,685 8,924,495 10,900,780 9,304,635 Total Revenue $169,442,990 $171,338,285 $178,416,602 $187,274,750 Total Resources $242,912,886 $266,125,269 $258,509,770 $272,764,255 EXPENDITURES Personnel Services $73,557,055 $76,575,395 77,085,960 $80,891,665 Supplies 11,905,604 13,298,310 13,428,340 15,801,550 Maintenance 6,015,639 7,528,480 7,895,455 9,856,780 Other Services and Charges 2 51,773,600 44,345,630 45,422,630 48,762,470 Capital Expenditures 3,409,920 8,204,700 8,725,110 7,733,760 Principal and Interest 16,157,900 18,469,190 20,462,770 27,779,200 Total Expenditures $162,819,718 $168,421,705 $173,020,265 $190,825,425 Ending Balance 1, 2 $80,093,168 $97,703,564 $85,489,505 $81,938,830 1 The fluctuations in fund balance since are primarily due to development projects for the Development Corporation of Abilene not being budgeted (see Item 2) offset by the planned use of fund balance for capital projects and additional operating expenses in the Enterprise Funds. Rate increases for the Enterprise Funds will take full effect in FY to cover operating expenses. 2 Other Services and Charges for Approved , Revised and Approved do not include expected development projects (expenditures) for the Development Corporation of Abilene. These projects are not designated until midway through the fiscal year. 64

92 CITY OF ABILENE, TEXAS BUDGET SUMMARY - REVENUE BY CATEGORY FY Taxes/Franchises 50.0% Intergovernmental 0.1% Misc. Revenue 5.0% FederaUState Assist. 3.8% License/Permits 0.8% Charges for Services 39.0% BUDGET SUMMARY - EXPENDITURES BY CATEGORY FY Principal & Interest 14.6% Capital 4.1% Personnel Services 42.4% Other Serv. & Charges 25.6% Maintenance 5.2% Supplies 8.3% 65

93 CITY OF ABILENE, TEXAS DETAIL OF INTRAGOVERNMENTAL TRANSFERS TO GENERAL FUND FROM: Solid Waste Fund Hotel/Motel Tax Fund TO SPECIAL REVENUE FUNDS FROM: General Fund - Health Fund All Funds - Health Fund TO DEBT SERVICE FUNDS FROM: Airport Improvement Fund Solid Waste Fund TO ENTERPRISE FUNDS FROM: General Fund - Transit Fund CDBG Fund - Transit Fund Water & Sewer Fund - Water & Sewer Debt Service Fund TO TECHNOLOGY FUND FROM: All Funds TO FLEET MAINTENANCE FUND FROM: All Funds TO FLEET REPLACEMENT FUND FROM: All Funds TO WAREHOUSE FUND FROM: All funds TO SELF INSURANCE FUND: All Funds GRAND TOTAL $2,000,000 1,050, ,110 82, ,570 38,650 1,296,010 50,300 16,585,970 3,510,760 5,613,330 3,394, ,000 7,759,910 $43,384,940 66

94 CITY OF ABILENE, TEXAS GENERAL FUND SUMMARY OF REVENUES & EXPENDITURES (BUDGET BASIS) BUDGET ACTUAL APPROVED REVISED APPROVED Beginning Balance $22,632,845 $19,827,365 $22,655,269 $20,771 '189 Balance Forward 27th pay period $1,230,000 $1,430,000 $1,430,000 $1,630,000 REVENUE Current Revenue $79,749,992 $79,893,250 $82,130,390 $85,369,540 Operating Transfers In 2,003,129 2,000,000 2,000,000 2,000,000 Total Current Revenue & Transfers In $81,753,121 $81,893,250 $84,130,390 $87,369,540 Total Resources $105,61 5,966 $103,150,615 $108,215,659 $109,770,729 EXPENDITURES Personnel Services $58,359,083 $60,556,460 $61,053,650 $63,892,210 Supplies 2,758,782 2,969,530 3,032,820 3,325,830 Maintenance 2,272,570 2,481,510 2,703,560 2,834,560 Other Services and Charges 12,270,757 13,435,470 14,247,060 13,888,360 Capital Expenditures 365, , ,000 Operating Transfers 5,503,885 2,410,410 4,731,200 3,248,960 Total Expenditures $81,530,697 $81,853,380 $85,814,470 $87,310,920 Total Financing Uses $81,530,697 $81,853,380 $85,814,470 $87,310,920 Ending Balance $24,085,269 $21,297,235 $22,401 ' 189 $22,459,809 67

95 CITY OF ABILENE TEXAS GENERAL FUND SUMMARY OF REVENUES (BUDGET BASIS) BUDGET ACTUAL APPROVED REVISED APPROVED TAXES AND FRANCHISE FEES General Property Taxes-- Current $25,703,063 $26,476,620 $26,476,620 $28,589,880 Delinquent 384, , , ,000 General Sales & Use Taxes 30,346,413 30,565,000 31,481,690 31,796,510 Selective Sales & Use Taxes 391, , , ,000 Franchise/Access Fees 7,163,041 7,157,430 7,333,130 7,426,940 Other Taxes 2,039,607 1,986,740 2,056,740 2,445,020 Penalties, Interest & Cost 308, , , ,000 Total Tax and Franchise Receipts $66,335,805 $67,088,790 $68,388,180 $71,298,350 LICENSES AND PERMITS Licenses & Perm its 1,586,623 1,324,690 1,440, 710 1,426,560 Total Licenses & Perm its $1,586,623 $1,324,690 $1,440,710 $1,426,560 INTERGOVERNMENTAL REVENUE Federal Grants $65,126 $72,950 $59,690 $59,700 State Grants and Programs 34,160 35,000 35,000 35,000 County and Other Programs 1,762 2,180 2,180 2,180 Total Intergovernmental Revenue $101,048 $110,130 $96,870 $96,880 CHARGES FOR SERVICES General Government $289 $100 $100 $100 Finance 22,009 21,430 21,800 21,850 Planning and Development Services * 411, , , ,500 Public Works 48,794 61,570 57,810 60,220 Public Safety: Special Police/Fire Services 541, , , ,390 Property Disposal 294, , , ,000 Other Revenue 159, , , ,190 Aviation: Parking 652, , , ,000 Commissions 391, , , ,000 Other Revenue 245, , , ,580 Community Services: Recreational Programs 475, , , ,000 Cemetery 130,850 88,500 83,500 83,500 Civic Center Rental 465, , , ,000 Animal Services * ,500 Other Revenue 69,934 35,200 51,990 54,200 Total Charges for Services $3,910,156 $3,542,020 $3,812,400 $3,893,030 The Animal Services division has transferred to the Community Services Department for FY

96 CITY OF ABILENE, TEXAS GENERAL FUND SUMMARY OF REVENUES (BUDGET BASIS) BUDGET ACTUAL APPROVED REVISED APPROVED FINES AND FORFEITS Municipal Court Fines Library Fines Total Fines and Forfeits $2,160,661 $2,070,550 $2,072,730 52,217 53,000 53,000 $2,212,878 $2,123,550 $2,125,730 $2,089,290 53,000 $2,142,290 MISCELLANEOUS REVENUE Interest Earnings Rents & Royalties Recoveries of Expenditures Contributions & Donations Other Revenue $65,515 $58,000 $66, , , ,200 4,613,345 4,782,190 5,276, , , , , , ,060 $66, ,190 5,556, , ,770 Total Miscellaneous Revenue Total Current Revenue Operating Transfers In $5,603,482 $5,704,070 $6,266,500 $79,7 49,992 $79,893,250 $82,130,390 $2,003,129 $2,000,000 $2,000,000 $6,512,430 $85,369,540 $2,000,000 Total Current Revenue & Transfers In $81,753,121 $81,893,250 $84,130,390 $87,369,540 69

97 GENERAL FUND REVENUE ASSUMPTION TAXES AND FEES Current Property Taxes - For property owners, this is the most noticeable of all City revenues. This tax is used because a majority of services provided by the City is a public good and is not divisible or chargeable as a service to individual persons. For instance, the City of Abilene Fire Department provides service to all citizens. Because of its public good status, it is not practical for the fire department to request payment from only those persons to whom they provide service. The City must base its ad valorem tax rate on the certified role provided by the Central Appraisal District. Thus the only variables set by the City are the collection and tax rates. This collection rate is set at 98% based on Abilene's historically high collection rate. The City has seen slightly increasing property values in Net taxable values increased from $5.4 billion to $5.7 billion or 6%. Property tax revenue is the second largest revenue source to the General Fund accounting for 33% of total projected revenue for FY Delinquent Property Taxes - The Central Appraisal District began an aggressive collection program during 1986 and will continue into This has resulted in a substantial increase in collections since 1985, but it is assumed that this effort will stabilize at about $370,000 a year. Sales Tax - These taxes are collected by businesses and remitted to the State Comptroller's Office for the sale of goods and services within the City of Abilene. The State returns the portion designated for the City. Sales tax projections are based on the state of the economy. A 1% increase is anticipated for FY Sales tax revenue is the largest revenue source for the General Fund accounting for 37%. Although sales tax receipts are expected to slightly continue the upward trend experienced in past years, staff continues to take a conservative approach when projecting this volatile revenue source. Franchise/Access Fees - Utilities (electric, telephone, gas, and cable) that operate within the City pay this fee for their use of the City's right-of-way to run their utility lines. The City of Abilene maintains agreements with utility companies, which require them to compensate the City for use of City streets, alleys, and easements. This revenue category makes up 9% of the General Fund revenue. The gross receipt fee on utilities and the fee on bingo establishments are projected to remain stable from fiscal The Water & Sewer franchise fee is 5% of the audited revenue of the Water & Sewer system. The Solid Waste Services franchise fee is 5% of the audited revenue of the solid waste system. The Stormwater Utility franchise fee is also 5% of the audited revenue of the stormwater utility system. The telecommunication access line fee is set by the Public Utility Commission for all providers within the corporate limits of the City. The electric franchise fee is per kilowatt-hour of services delivered effective January 2002 by AEP. Prior to January 2002 the fee was 2% of gross revenue. The gas franchise fee is 5% of gross revenue receipts remitted by Atmos Energy Corp. The electric and gas franchise fees are based on usage, which is affected by weather conditions. The cable franchise fee is 5% of cable service gross revenue remitted by Suddenlink Communications. 70

98 LICENSES AND PERMITS The FY 2016 budget projects a slight decrease in building permit revenue. CHARGES FOR SERVICE Planning and Development Services - These fees include zoning fees as well as weed mowing and cleaning fees. For FY 16, the Animal Services division was moved from the Planning and Development Services department to the Community Services department. Public Safety - This revenue class is made up primarily of abandoned property disposal ($377,000), special police/fire services ($613,390), and the Taylor County fire protection fees ($80,000). Special services is the revenue offset for police/fire recoverable overtime for public safety services to outside agencies for which the City receives an administrative fee. All revenue is based on historical information. Recreational Programs - These fees are for recreation programs sponsored by the City and the City swimming pool. The revenues budgeted are based on projected participation with 26% of the revenue class coming from adaptive recreation contracts and programs and 31% from the summer playground program. Civic Center Rental - This class is for rental of the Civic Center in the amount of $516,000. Aviation - 79% of this class comes from rental car commission ($300,000) and terminal ($560,000). Other sources are based on projected usage or historic information and include landing fees ($55,000), hanger rental ($44,900), office space rental ($69, 180), and fuel flowage fees ($50,000). FINES AND FORFEITS Municipal Court fines are levied by the Judge for Class C misdemeanor offenses occurring within the City of Abilene. Municipal Court fines account for $2,089,290 or 98% and library fines comprise the balance. MISCELLANEOUS REVENUE Rents and Royalties - Land leases at the Airport comprise 34% of this revenue class. Companies lease the land on which they operate. The Building Space and Rental category makes up and additional 66%. Recoveries of Expenditures - Indirect cost recovery ($1,951,920), interfund recoveries ($31 0,560), and personal recoveries ($2,716, 141 ), are the major sources of revenue in this revenue class. Indirect cost recoveries are for ongoing administrative services provided by the General Fund to programs in other Funds. lnterfund recoveries are for services provided by the General Fund, which are not included in indirect cost for other Funds. Personal recoveries are funds from other agencies that the agency agrees to pay for employees on the City's payroll; these agencies include and the Zoological Society. Other Revenue - Includes dispensing machines, pay phones, and collection fees. 71

99 CITY OF ABILENE, TEXAS GENERAL FUND REVENUE BY CATEGORY F Franchise/Access Fees 8.5% Operating Transfers In 2.3% Fines 2.5% Misc. Taxes Recoveries 6.4% 3.1% Property Taxes 33.1 /o 36.8% Public Safety Aviation 1.2% 1.3% All Other Resources 4.8% Property Taxes Aviation Sales & Use Taxes Franchise/Access Fees Public Safety Fines Recoveries Operating Transfers In All Other Resources Miscellaneous Taxes $28,959,880 1,091,580 32,181,510 7,426,940 1 ' 1 16,580 2,142,290 5,556,390 2,000,000 4,164, ,020 $87,369,540 Discussion of the Graph Over 78% of the General Fund's revenue is property, sales tax, franchise/access fees. Miscellaneous taxes are primarily payments in lieu of taxes paid by the Water Operating Fund, the Stormwater Fund, and the Solid Waste Services Fund. 55% of public safety revenue is for recoverable overtime in Police for off-duty work. Recoveries of expenditures include indirect cost recovery (35%). All other resources include recreation programs (13%), Civic Center rental (12%), license and permits (34%), and rents and royalties (15 %), etc. 72

100 CITY OF ABILENE, TEXAS GENERAL FUND SUMMARY OF DEPARTMENTAL EXPENDITURES (BUDGET BASIS) BUDGET ACTUAL APPROVED REVISED APPROVED GENERAL GOVERNMENT 1005 City Council $152,557 $119,630 $144,580 $118, City Secretary 183, , , , City Manager 703, , , , Legal 746, , , , Office of Emergency Management 148, , , ,260 Total General Government $1,935,219 $1,988,100 $2,01 9,450 $2,117, ADMINISTRATIVE SERVICES 1510 Human Resource Services $1,320,483 $1,448,050 $1,469,300 $1,659, Information Technology 1,241,326 1,502,910 1,461,630 1,533,610 Total Administrative Services $2,561,809 $2,950,960 $2,930,930 $3,192, FINANCE 2010 Finance Administration $791,550 $760,540 $786,260 $874, Accounting 368, , , , Purchasing 180, , , , Facilities Maintenance 1,237,885 1,303,890 1,306,310 1,364, Custodial Services 739, , , , Municipal Court 613, , , , Marshal 711, , ,830 1 '164, General Special Services 6,644,826 4,019,630 6,377,020 4,799, Cypress Facility 39,279 41,500 45,900 48, City Rental Property 0 3,000 3,000 3,000 Total Finance $1 1,327,775 $8,995,850 $1 1,429,850 $10,352, PLANNING & DEVELOPMENT SERVICES 3000 Planning & Dev. Admin $282,446 $290,460 $31 1,310 $305, Planning Services 282, , , , Community Enhancement 444, , , , Environmental Health 326, , , , Building Inspection 808, , , , Animal Services * 941,228 1,006, ,380 0 Total Planning & Development Services $3,085,450 $3,275,900 $3,190,650 $2,261, PUBLIC WORKS 4010 Public Works Administration $402,526 $422,920 $426,780 $439, Engineering 380, , , , Traffic & Transportation 1 '171,271 1,182,160 1,201,220 1,290, Street & Maintenance Services 3,054,809 3,955,300 3,608,630 3,406, Street Lighting 1,337,428 1,371,800 1,371,800 1,384,600 Total Public Works $6,346,338 $7,364,640 $7,100,120 $7,002,190 73

101 CITY OF ABILENE, TEXAS GENERAL FUND SUMMARY OF DEPARTMENTAL EXPENDITURES (BUDGET BASIS) BUDGET ACTUAL APPROVED REVISED APPROVED POLICE 5005 Police Administration $1,465,098 $1,657,230 $1,645,850 $1,725, Training 638, , , , Patrol 11,814,790 12,028,500 11,767,400 13,289, Traffic 1,153,431 1,094,680 1,270,010 1,258, Criminal Investigation 3,114,367 3,012,530 3,316,200 3,393, Communications 1,808,889 1,796,400 1,817,430 1,948, Records/ID 671, , , , Youth 1,590,665 1,626,000 1,628,490 1,688, Responsive Intelligence 734, , , , Special Operations 1,115,487 1,199,610 1,278,880 1,219,990 Total Police $24,106,848 $24,388,410 $24,879,120 $26,872, FIRE 5515 Fire Administration $414,538 $372,770 $372,160 $397, Fire Support Services 2,258,855 2,278,140 2,517,080 2,360, Fire Emergency Services 15,358,325 15,672,840 16,097,530 16,114,450 Total Fire $18,031,718 $18,323,750 $18,986,770 $18,872, TRANSPORTATION SERVICES 6060 Aviation $3,106,495 $2,611,860 $2,683,620 $2,654, COMMUNITY SERVICES 7005 Community Svcs Admin. $359,433 $357,840 $373,890 $381, Parks 2,445,979 2,667,610 2,714,850 2,729, Animal Services ,027, Zoological Gardens 2,135,078 2,327,520 2,712,110 2,726, Recreation 1,696,664 1,827,530 1,860,000 1,897, Library 2,447,173 2,578,950 2,584,240 2,795, Civic Center 942,923 1,126,190 1,240,840 1,296, Senior Citizens 869, , , , Call for Help 132, , , ,600 Total Community Services $1 1,029,045 $1 1,953,910 $12,593,960 $13,983,800 Total Expenditures $81,530,697 $81,853,380 $85,814,470 $87,310,920 * The Anima! Services division has transferred to the Community Services Department for FY

102 CITY OF ABILENE, TEXAS GENERAL FUND EXPENDITURES BY DEPARTMENT FY Community Services 16.0% Non-Departmental 5.5% Finance SA% Public Works 8.0% Transportation Services 3.0% Administrative Services 3.7% Planning & Development Serv. 2.6% 30.8% General Government 2A% Non-Departmental Finance General Government Administrative Services Planning & Development Services Public Works Police Fire Transportation Services Community Services $4,799,470 5,553,370 2,1 17,910 3,192,760 2,261,080 7,002,190 26,872,610 18,872,850 2,654,880 13,983,800 $87,310,920 Discussion of the Graph The Public Works, Police, Fire, and Community Services Departments make up 76% of the General Fund's FY budget. Non-Departmental expenditures are included in the General Special Services Division of Finance and comprise 5% of the Fund's budget. Included are transfers to other Funds (i.e. Health, Transit), contributions to other agencies (Crime Victims Crisis Center, Chamber of Commerce, Medical Care Mission, Mental Health/Mental Retardation), maintenance and utilities for City Hall, insurance contributions, and tax collection and appraisal fees. 75

103 CITY OF ABILENE, TEXAS GENERAL FUND EXPENDITURES BY CATEGORY FY Capital 0.1% Other Serv. & Chg. 15.9% Maintenance 3.2% Supplies 3.8% Personal Services 73.2% Personal Services Supplies Maintenance Other Services & Charges Capital Operating transfers $63,892,210 3,325,830 2,834,560 13,888, , ,960 $87,310,920 Discussion of the Graph Of the $63,892,210 in Personal Services, Police and Fire make up 62% of personnel costs with Public Works and Community Services making up 18%, or a total of 80%. $50,606,400 is in pay categories and $13,285,810 in benefit categories. Of the $3,325,830 for supplies, 11% will go for library books and enhancements. 24% of maintenance expenses are for street system maintenance and another 34% are for building maintenance. Electric, gas, and water charges make up 18% and street light rental 10% of other services and charges. Also, included are equipment use charges (22%), and technology fund charges (15%). 76

104 CITY OF ABILENE, TEXAS ESTIMATED AD VALOREM TAXES AND DISTRIBUTION BUDGET Estimated Market Value 100% Tax Roll $5,050,000,000 Disabled and Over 65 Tax Tax Rate per $ Estimated Tax Levy 536,057,000 $3,200,000 Estimated % Collection Ratio 98.0% Estimated Current Collections $35,335,860 $3,136,000 Disabled and Tax Rate Tax Roll Over 65 Tax Percent Per $100 Amount Amount Total General Fund - Operations & Maintenance 74.31% $ $26,259,400 $2,330,480 $28,589,880 Sub-Total 74.31% $ $26,259,400 $2,330,480 $28,589,880 Debt Service Funds Airport C.O. Series 2004 C.O. Series Airport 2005 C.O. Series 2005A C.O. Series Public Safety 2006 C.O. Series 2006 G.O. Series 2006 C.O. Series Airport 2007 C.O. Series 2007 G.O. Series 2007 G.O. Series Airport 2008 C.O. Series ** 2008 G.O. Series 2008A C.O. Series Energy 2oog Refunding 2009 C.O. Series 2009 G.O. Series 200gA C.O. Series HRMS & Finance System Replacement (a) 2010 Refunding 2010 C.O. Series 2011 Refunding 2013 Refunding 2015 G.O. Series "'** 2015 C.O. Series*** 0.28% ,980 8, % ,440 4, % ,120 33, % ,160 84, % ,330 31, % ,820 36, % ,980 8, % ,740 28, % ,260 40, % ,180 7, % ,270 14, % ,930 52, % ,400 65, % ,390 48, % ,720 10, % ,930 52, Dfc ,960 17, % ,040 25, % ,670 11, % ,360 39, % ,740 28, % ,563, , % ,160 15, ,760 59, ,500 1,039, , , , , ,110 86, , , , , , , , , , , ,850 1,702, , C.O. Series Airport * Sub-Total 25.69% $ $9,076, ,520 $9,881,980 TOTAL % $ $35,335,860 $3,1 36, ,471,860 "' 2007 Airport Debt Service paid from Prior Project Reimbursements, Parking Fees, and Customer Facility Charge (CFC) levied on car rentals. ** 2008 Debt Service paid from Solid Waste M $38,650 (a) Human Resources Management System (HRMS) "'** Estimated. Debt to be sold August

105 CITY OF ABILENE, TEXAS SCHEDULE OF TAX RATE PER $100 ASSESSED VALUATION THROUGH BUDGET FISCAL YEAR GENERAL OPERATING FUND GENERAL DEBT SERVICE FUND TOTAL TAX RATE

106 CITY OF ABILENE, TEXAS HEALTH SERVICES FUND SUMMARY OF REVENUES & EXPENDITURES (BUDGET BASIS) BUDGET ACTUAL APPROVED REVISED APPROVED Beginning Balance $64,538 $33,290 $33,290 $33,290 REVENUES Licenses & Permits $10,070 $12,000 $12,000 $18,000 Tuberculosis Grant 20,144 28,260 28,580 28,580 Medical Reserve Support Grant 3,500 3,000 3,500 3,500 Texas Healthy Communities Grant ,000 50,000 WIG Program Grant 659, , , ,560 Primary Care Grant 121, , , ,470 Expanded Primary Care Grant 396, , , ,320 Immunization Grant 167, , , ,790 Community & Rural Health Grant 170, , , ,790 Refugee Services Grant 207, , , ,760 Medicaid/Medicare Payments 117, , , ,000 Public Health Preparedness Grant 125, , , ,570 County Programs 125, , , ,790 Charges for Services 576, , , ,085 Indirect Cost Recovery 108, , , ,085 General Fund Contribution 738, , , ,110 lnterfund Recoveries 27,551 17,090 77,000 82,000 Total Revenue $3,576,311 $4,271 '165 $4,090,710 $4,91 1,410 EXPENDITURES CITY/ STATE CTY REV General Health Services 999,729 1,028, ,250 1,118,540 93% 7% 7520 WIG Grant 743, , , ,650 0% 100% 7530 Health Lab 98, , , , % 0% 7701 Medical Reserve Support Grant 2,226 3,000 3,500 3,500 0% 100% 7702 Tuberculosis Grant 23,120 42,530 34,300 34,300 20% 80% 7703 Texas Healthy Communities Grant ,000 50,000 0% 100% 7715 Primary Care 122, , , ,470 1% 99% 7715 Expanded Primary Care 422, , , ,640 50% 50% 7725 Refugee Health 222, , , ,760 0% 100% 7735 Maternal & Child Care Grant 226, , , ,920 74% 26% 7745 Immunization 247, , , ,970 37% 63% 7755 Public Health Preparedness Grant 142, , , ,800 9% 91% 7765 Dental , , ,270 90% 10% 7775 Community & Rural Health 352, , , ,170 61% 39% 7798 Public Preparedness Disc Funds Grant 3, , 180 0% 0% Total Expenditures $3,607,559 $4,271,165 $4,090,710 $4,911,410 Ending Balance $33,290 $33,290 $33,290 $33,290 79

107 CITY OF ABILENE, TEXAS TRANSPORTATION PLANNING FUND STATEMENT OF REVENUES & EXPENDITURES (BUDGET BASIS) BUDGET ACTUAL APPROVED REVISED Beginning Balance ($5,187) {$4,320) ($5,187) APPROVED $0 REVENUE Federal Grants $265,793 $298,790 $253,887 Carryover funds 0 2,890 0 Total Revenue $265,793 $301,680 $253,887 Total Resources $260,606 $297,360 $248,700 $233,190 0 $233,190 $233,190 EXPENDITURES Transportation Planning $265,793 $301,680 $248,700 Total Expenditures $265,793 $301,680 $248,700 Ending Balance ($5,187) ($4,320) $0 $233,190 $233,190 $0 80

108 CITY OF ABILENE, TEXAS SEIZED FUNDS SUMMARY OF REVENUES & EXPENDITURES (BUDGET BASIS) BUDGET Beginning Balance ACTUAL APPROVED REVISED APPROVED Narcotics Seized Funds $146,053 $92,773 $117,718 $121, Patrol Seized Funds 34,043 37,443 42,078 16, Justice Seized Funds 14, , Criminal Investigation Seized Funds 7,254 7,254 7,270 7,270 TOTAL BEGINNING BALANCES $202,222 $138,342 $181,971 $145,71 1 REVENUE 2995 Narcotics Seized Funds $45,858 $50,000 $50,000 $50, Patrol Seized Funds 8,810 5,000 5,600 5, Justice Seized Funds , Criminal Investigation Seized Funds 16 2,500 7,270 2, Total Revenue $54,717 $57,500 $62,870 $307,000 TOTAL RESOURCES $256,939 $195,842 $244,841 $452,71 1 EXPENDITURES 2995 Narcotics Seized Funds Animal Supplies $15,000 $17,000 $17,000 $17,000 Non-capital Equipment 13,193 10,000 10,000 10,000 Protective Equipment 0 10,000 10,000 10,000 New Software 0 1,500 1,500 1,500 Employee Development 0 2,500 2,500 2,500 Motor Vehicles 46, ,000 Office Furniture and Equipment 0 2,500 2,500 2,500 Other Machinery and Equipment 0 2,500 2,500 15,000 $74,193 $46,000 $46,000 $83, Patrol Seized Funds Non-capital Equipment $775 $30,000 $30,960 $15, Justice Seized Funds Non-capital Equipment $0 $0 $14,900 $75, Criminal Investigation Seized Funds Non-capital Equipment $0 $2,500 $7,270 $2,000 TOTAL EXPENDITURES $74,968 $78,500 $99,130 $175,500 Ending Balance 2995 Narcotics Seized Funds $117,718 $96,773 $121,718 $88, Patrol Seized Funds 42,078 12,443 16,718 6, Justice Seized Funds 14, , Criminal Investigation Seized Funds 7,270 7,254 7,270 7,270 TOTAL ENDING BALANCES $181,971 $117,342 $145,711 $277,

109 CITY OF ABILENE, TEXAS HOTEL I MOTEL FUND STATEMENT OF REVENUES & EXPENDITURES (BUDGET BASIS) BUDGET ACTUAL APPROVED REVISED APPROVED Beginning Balance $39,514 $39,515 $46,643 $46,643 REVENUE Hotel / Motel Tax $3,027,363 $2,800,000 $3,000,000 $3,000,000 Total Current Revenue $3,027,363 $2,800,000 $3,000,000 $3,000,000 Total Resources $3,066,877 $2,839,515 $3,046,643 $3,046,643 EXPENDITURES Chamber of Commerce Abilene Convention & Visitor's Bureau (50%) $1,510,117 $1,400,000 $1,500,000 $1,500,000 Abilene Cultural Affairs Council (15%) 453, , , ,000 Total Chamber of Commerce $1,963,152 $1,820,000 $1,950,000 $1,950,000 Civic Center ( 35%) 1,057, ,000 1,050,000 1,050,000 Total Expenditures $3,020,234 $2,800,000 $3,000,000 $3,000,000 Ending Balance $46,643 $39,515 $46,643 $46,643 82

110 CITY OF ABILENE, TEXAS GENERAL OBLIGATION BOND DEBT SERVICE FUND STATEMENT OF REVENUES & EXPENDITURES (BUDGET BASIS) BUDGET ACTUAL APPROVED REVISED APPROVED Beginning Balance $1,421,361 $1,206,851 $1,413,641 $1,272,01 1 REVENUE Current Year Taxes $8,890,513 $8,351,680 $8,351,680 $9,881,980 Interest Earnings 5,453 4,750 5,670 5,670 Total Revenue $8,895,966 $8,356,430 $8,357,350 $9,887,650 Operating Transfer In -Airport $543,323 $458,850 $459,350 $457,570 Operating Transfer In - Solid Waste 40,960 39,810 39,810 38,650 Total Resources $10,901,610 $10,061,941 $10,270,151 $11,655,881 REQUIREMENTS Debt Service: Bond Principal Retired $6,840,000 $6,590,000 $6,590,000 $7,500,000 Interest on Bonds Outstanding 2,481,779 2,221,980 2,221,990 2,843,010 Paying Agent's Fees 9,781 11,000 12,450 13,450 Tax Appraisal & Collection Fee 156, , , ,800 Total Expenditures $9,487,969 $9,020,330 $8,998,140 $10,550,260 Ending Balance $1,413,641 $1,041,61 1 $1,272,01 1 $1,105,621 83

111 CITY OF ABILENE, TEXAS WATER & SEWER OPERATING FUND STATEMENT OF REVENUES & EXPENDITURES (BUDGET BASIS) BUDGET ACTUAL APPROVED REVISED APPROVED Beginning Balance $24,564,776 21,960,626 $27,383,753 $25,954,533 REVENUE Charges for Service: Water Service $27,474,292 $29,382,000 $33,447,000 $39,018,000 Sewer Service 11,666,837 11,552,000 11,552,000 11,552,000 Service & Penalty Charges 464, , , ,500 Water Taps & Lab Fees 211, , , ,000 Total Charges for Service $39,817,042 $41,557,500 $45,625,500 $51,196,500 Interest Earnings & Miscellaneous: Interest Earnings $63,898 $60,000 $72,000 $72,000 Rents & Royalties 157, , , ,000 Recoveries of Expenditures 452,588 2, , ,000 Prior Year's Revenue 50, ,000 55,000 Miscellaneous 80, ,500 7,500 Misc. Damage Claims 9,949 3,000 3,000 3,000 Total Int. Earnings & Misc. $814,819 $195,500 $557,500 $557,500 Total Revenue $40,631,861 $41,753,000 $46,183,000 $51, 754,000 Total Resources $65,196,637 $63,713,626 $73,566,753 $77,708,533 EXPENDITURES 8010 Administration $4,373,201 $6,917,320 $5,442,660 $6,072, Utility Office 1,778,580 1,871,210 1,933,830 1,960, Water Production 5,440,376 6,244,900 6,345,710 8,860, Water Treatment 3,843,015 4,660,800 4,801,500 5,575, Water Distribution 5,089,269 6,000,520 6,304,530 6,371, Sewage Collection 1,018,037 1,833,540 1,708,640 1,730, Wastewater Treatment 2,166,214 3,082,190 3,092,400 3,529, Quality Control 1,471,756 1,865,800 2,049,080 1,914, Utilities Special Services 12,632,436 13,931,890 15,933,870 22,308,040 Total Expenditures $37,812,884 $46,408,170 $47,612,220 $58,323,290 Ending Balance $27,383,753 $17,305,456 $25,954,533 $19,385,243 Ending Balance Breakdown: Undesignateed Fund Balance $17,930,532 $5,703,413 $14,051,478 $4,804,420 Three Months Operating Reserve 9,453,221 11,602,043 11,903,055 14,580,823 $27,383,753 $17,305,456 $25,954,533 $19,385,243 84

112 WATER FUND REVENUE ASSUMPTIONS Water and Sewer Service - Utility Customer Service bills and collects revenue from the sale of potable water and the disposal of sewage discharge for residential, commercial, apartments and mobile dwellings. Water sales are projected on a normal weather condition basis. It is anticipated that 8.4 billion gallons will be sold. Residential household water rates were increased by approximately 10% and industrial rates by 13% over FY 15 rates. Sewer revenue is based on the estimated water consumption Service and Penalty Charges - Delinquent charges and transfer fees for services other than normal sales - based on history. Miscellaneous Revenue - Fees for water taps and laboratory fees. Based on history. Rents and Royalties - This source includes land leases and oil royalties for wells on land owned by the Fund. Recoveries of Expenditures - For installations and sales to private sources and interfund recoveries. Based on historical information. Prior Years Revenue - Refund from the West Central Texas Municipal Water District for overpayment of operating expenses. 85

113 CITY OF ABILENE, TEXAS WATER FUND REVENUE BY CATEGORY FY Sewer Charges 22.6% All Other 1.2% Water Charges 76.2% Water Charges All Other Sewer Charges $39,018,000 1,184,000 11,552,000 $51,754,000 Discussion of the Graph 98% of the Water Utility Fund's revenue is from water and sewer charges. In addition to funding operations, these charges fund improvements to sanitary sewer and water treatment and distribution systems. Other revenue comes from interest earnings, delinquent charges, transfer fees, water taps, and rents and royalties. 86

114 CITY OF ABILENE, TEXAS WATER FUND EXPENDITURES BY CATEGORY FY Capital Outlay 5.3% Personal Services 13.3% Supplies 5.5% Maintenance 4.6% Other Serv. & Chg. 71.3% Personal Services Supplies Maintenance Other Services & Charges Capital Outlay $7,770,720 3,202,640 2,706,560 41,563,370 3, $58,323,290 Discussion of the Graph Personal services are made up of $5,886,980 in pay categories and $1,883,740 in benefit categories. Chemical supplies accounts for 88% of the supplies budget. Maintenance of the water, sewer, and water meter systems totals $2,258,500, or 83%, of the total maintenance expense budget. 67% of other services and charges are made up of three items: Utilities (25%), debt service transfers (42%), and General Fund services (12%). Capital outlay expenses consist of system improvements that total $3,080,000 or 89% of capital expenses. 87

115 CITY OF ABILENE, TEXAS WATER & SEWER DEBT SERVICE STATEMENT OF REVENUES & EXPENDITURES (BUDGET BASIS) ACTUAL APPROVED REVISED APPROVED Beginning Balance $783,862 $781,892 $783,821 $783,691 REVENUE Transfer In 2005 Series $610,370 $590,670 $590,670 $572,180 Transfer In 2009 Series 556, , , ,800 Transfer in TWDB 137, , , ,080 Transfer in 2013 Series 2,079,383 4,209,530 4,209,520 4,212,000 Transfer in 2014 Series 0 0 1,993,570 3,983,830 Transfer in 2015 Series ,916,700 Transfer In lvie 3,452,260 3,340,230 3,340,230 3,231,380 Interest earnings 1, ,400 3,400 Total Resources $7,620,773 $9,604,752 $11,603,091 $17,373,061 REQUIREMENTS Bond Principal Retired $3,590,000 $4,950,000 $4,950,000 $6,270,000 Interest on Bonds Outstanding 3,246,121 3,872,310 5,865,890 10,315,970 Paying Agent's Fees 831 3,010 3,510 4,000 Total Expenditures $6,836,952 $8,825,320 $10,819,400 $16,589,970 Ending Balance $783,821 $779,432 $783,691 $783,091

116 CITY OF ABILENE, TEXAS ABILENE TRANSIT SYSTEM FUND SUMMARY OF REVENUES & EXPENDITURES (BUDGET BASIS) BUDGET ACTUAL APPROVED REVISED APPROVED Beginning Balance $253,351 $234,311 $799,667 $638,817 REVENUE Federal Grants & Programs $2,242,995 $2,095,720 $1,946,860 $2,146,285 Miscellaneous State Grant 417,884 1,398,540 1,517, ,360 Charges for Services 460, , , ,500 General Fund Contribution 770, , ,420 1,296,010 Other Revenue 31,500 19,300 31,700 18,500 Hail Damage Recoveries 424, Sale & Compensation for Loss of Fixed Assets 0 10,000 15,570 10,000 CDBG 37 52,500 52,500 50,300 Misc. Damage Claims 6,144 5,000 10,000 5,000 Total Current Revenue $4,353,933 $5,179,250 $4,886,730 $4,249,955 Total Resources $4,607,284 $5,413,561 $5,686,397 $4,888,772 EXPENDITURES 6110 Abilene Transit System $2,533,563 $2,874,700 $2,624,240 $3,084, UMTA Grants 964,296 2,261,150 2,193,340 1,500, Evening Service Grant 309, , , ,000 Total Expenditures $3,807,617 $5,407,950 $5,047,580 $4,824,850 Total Financing Uses $3,807,617 $5,407,950 $5,047,580 $4,824,850 Ending Balance $799,667 $5,61 1 $638,817 $63,922 89

117 CITY OF ABILENE, TEXAS SOLID WASTE SERVICES FUND SUMMARY OF REVENUES & EXPENDITURES (BUDGET BASIS) BUDGET ACTUAL APPROVED REVISED APPROVED Beginning Balance $2,461,538 $2,185,077 $2,468,296 $1,881,976 REVENUE Solid Waste Services $12,332,260 $13,101,800 $13,044, ODD $13,044,000 Total Revenue $12,332,260 $13,101,800 $13,044, ODD $13,044,000 EXPENDITURES Personnel Services $2,655,448 $2,783,340 $2,736,370 $2,868,710 Supplies 52,377 83,900 61,400 61,400 Maintenance 131, , , ,450 Other Services and Charges 7, 182,104 7,688,430 7,687,430 7,620,190 Capital Expenditures 246,974 1,002, , ,000 Debt Payment 40,960 39,810 39,810 38,650 Total Expenditures before Transfers $10,309,167 $11 '792,460 $11,069,990 $11 ' 136,400 Operating Transfers $2,016,335 $2,000,000 $2,560,330 $2,000,000 Total Expenditures $12,325,502 $13,792,460 $13,630,320 $13,136,400 Ending Balance $2,468,296 $1,494,417 $1,881,976 $1,789,576

118 CITY OF ABILENE, TEXAS STORMWATER UTILITY FUND SUMMARY OF REVENUES & EXPENDITURES (BUDGET BASIS) BUDGET ACTUAL APPROVED REVISED APPROVED Beginning Balance $348,408 $243,065 $419,805 $272,245 REVENUE Current Revenue $1,888,423 $1,885,850 $1,906,690 $1,907,870 Total Resources $1,888,423 $1,885,850 $1,906,690 $1,907,870 EXPENDITURES Personnel Services $745,116 $885,030 $875,230 $918,340 Supplies 25,916 42,590 42,590 40,040 Maintenance 26,685 44,850 44,850 50,040 Other Services and Charges 1,019,309 1,088,590 1,091,580 1,102,660 Total Expenditures $1,817,026 $2,061,060 $2,054,250 $2,111,080 Ending Balance $419,805 $67,855 $272,245 $69,035 91

119 CITY OF ABILENE, TEXAS FLEET MAINTENANCE FUND STATEMENT OF REVENUES & EXPENDITURES (BUDGET BASIS) BUDGET ACTUAL APPROVED REVISED Beginning Balance ($84,551) $399,640 $820,553 APPROVED $613,083 REVENUE Charges for Maintenance $4,950,898 $5,643,200 $5,643,200 Communication Services 279, , ,670 Misc. Revenue 29,308 14,910 25,100 Total Revenue $5,259,826 $5,965,780 $5,975,970 Operating Transfer In 1,000, Total Resources $6,175,275 $6,365,420 $6,796,523 $5,289, ,310 19,320 $5,632,650 0 $6,245,733 EXPENDITURES 9010 Fleet Maintenance $5,068,176 $5,649,850 $5,866, Communication Services 286, , ,700 Total Expenditures $5,354,722 $5,970,190 $6, 183,440 Ending Balance $820,553 $395,230 $613,083 $5,149, ,660 $5,486,060 $759,673 92

120 CITY OF ABILENE, TEXAS FLEET REPLACEMENT FUND STATEMENT OF REVENUES & EXPENDITURES (BUDGET BASIS) BUDGET ACTUAL APPROVED REVISED APPROVED Beginning Balance $7,142,671 $7,719,501 $8,092,543 $8,625,393 REVENUE Charges for Replacement $3,564,120 $3,418,690 $3,399,240 $3,270,200 Interest Earnings 19,471 20,000 19,200 19,200 Sale of Equipment 380, , , ,000 Miscellaneous Revenue 17, ,280 0 Damage Claims 37, ,670 0 Total Revenue $4,019,091 $3,738,690 $3,751,390 $3,589,400 Operating Transfer In 74, , ,130 Total Resources $11,235,833 $11,458,191 $12,779,573 $12,338,923 EXPENDITURES Operating Expenditures $399,505 $795,810 $859,730 $529,040 Vehicles 624, ,400 1,108,780 1,470,000 Large Equipment 729,754 1 ' 189,000 1,560, ,000 Other Machinery & Equipment 139, , ,280 81,000 Total Expenditures before Transfers $1,893,290 $3,027,610 $4,154,180 $2,813,040 Operating Transfers Out 1,250, ,000,000 Total Expenditures $3,143,290 $3,027,610 $4,154,180 $3,813,040 Ending Balance $8,092,543 $8,430,581 $8,625,393 $8,525,883 93

121 CITY OF ABILENE, TEXAS CENTRAL WAREHOUSE FUND STATEMENT OF REVENUES & EXPENDITURES (BUDGET BASIS) BUDGET ACTUAL APPROVED REVISED APPROVED Beginning Balance $634,551 $795,468 $612,552 $616,452 REVENUE Charges to Departments $522,879 $550,000 $550,000 $550,000 Interest Earnings 1,466 1,500 1,400 1,400 Recoveries of Expenditures 4,118 10,000 5,000 5,000 Total Current Revenue $528,463 $561,500 $556,400 $556,400 Total Resources $1,163,014 $1,356,968 $1,168,952 $1,172,852 EXPENDITURES Inventory Purchases $550,462 $507,500 $552,500 $552,500 Total Expenditures $550,462 $507,500 $552,500 $552,500 Ending Balance $612,552 $849,468 $616,452 $620,352

122 CITY OF ABILENE, TEXAS SELF INSURANCE FUND STATEMENT OF REVENUES & EXPENDITURES (BUDGET BASIS) BUDGET ACTUAL APPROVED REVISED APPROVED Beginning Balance $4,898,168 $3,193,001 $7,497,755 $5,986,335 REVENUE City Health Contributions $5,578,860 $5,650,450 $5,650,450 $6,223,020 Employee Health Contributions 1,553,012 1,663,000 1,663,000 1,843,000 Retiree Contributions 259, , , ,000 Workers Compensation Contributions 858, , , ,000 Property Insurance Contributions 250, , , ,890 Liability Premium Contributions 289, , , ,000 Hail Damage Recoveries 1,799, ,320 0 Other Recoveries of Expenditures 21, Interest Earnings 9,944 9,000 15,000 15,000 Miscellaneous Revenue 44,810 2,000 2,100 2,100 Total Revenue $10,665,524 $9,064,450 $9,752,870 $9,920,010 Operating Transfers In 250, Total Resources $15,813,692 $12,257,451 $17,250,625 $15,906,345 EXPENDITURES Operating Expenditures $205,725 $231,430 $243,030 $248,500 Employee Health Clinic 239, , , ,260 Liability/Property Premiums/Charges 528, , , ,030 Admin Charges 946,240 1,039,000 1,039,000 1,039,000 Liability/Property/ Workers Comp Claims 741,332 1,100,000 1,100,000 1,100,000 Hail Damage Repairs 265, ,000 1,830,760 Drugs and Medicine 1,360,777 1,486,000 1,488,000 1,488,000 Health Claims 4,027,885 6,000,000 6,000,000 6,000,000 Total Expenditures $8,315,937 $10,507,430 $11,264,290 $12,511,550 Ending Balance $7,497,755 $1,750,021 $5,986,335 $3,394,795

123 CITY OF ABILENE, TEXAS TECHNOLOGY FUND SUMMARY OF REVENUES & EXPENDITURES (BUDGET BASIS) BUDGET ACTUAL APPROVED REVISED APPROVED Beginning Balance $171,923 ($62, 192) $54,008 $599,728 REVENUE Charges to Departments $2,019,430 $2,484,190 $2,484,240 $2,510,760 Miscellaneous Revenue Total Revenue $2,019,565 $2,484,220 $2,484,260 $2,510,780 Operating Transfers In ,000 1,000,000 TOTAL RESOURCES $2,191,488 $2,422,028 $3,098,268 $4,110,508 EXPENDITURES Operating Budget $2,137,480 $2,483,590 $2,498,540 $4,010,750 TOTAL EXPENDITURES $2,137,480 $2,483,590 $2,498,540 $4,010,750 Ending Balance $54,008 ($61,562) $599,728 $99,758 96

124 CITY OF ABILENE, TEXAS DEVELOPMENT CORPORATION OF ABILENE STATEMENT OF REVENUES & EXPENDITURES (BUDGET BASIS) BUDGET ACTUAL APPROVED REVISED APPROVED Beginning Balance $6,709,906 $34,386,522 $5,359,479 $15,573,099 REVENUE Sales Tax $10,1 1 5,471 $10,187,310 s 1 0,459,41 0 $10,521,260 Interest Earnings 110, , ,370 38,000 Building and Land Rental 1,094,172 1,535,810 1,076, '1 07,350 Federal and State Grants 2, Gain on Sale of Capital Assets 382, , ,640 0 Miscellaneous Revenue 179, , , ,990 Total Revenue $11,883,807 $12,545,970 $13,081,010 $11,825,600 Total Resources $18,593,713 $46,932,492 $18,440,489 $27,398,699 EXPENDITURES 2760 Economic Development Admin. $599,442 $665,640 $609,560 $710, L e Sciences Property 527, , , ' Contracts/Committments 1,612,005 1,774,655 1,660,490 3,687,780 DCOA Special Projects 10,494, Total Expenditures $13,234,234 $3,038,075 $2,867,390 $4,919,080 Ending Balance $5,359,479 $43,894,417 $15,573,099 $22,479,619 97

125 CITY OF ABILENE

126 TABLE OF CONTENTS SECTION IV FY 2016 STRATEGIC PLAN/BUDGET DETAIL SECTION IV- GENERAL OPERATING FUND General Government General Government Department Organization Chart and Summary City Council City Secretary City Manager City Attorney - Legal Office of Emergency Management Administrative Services Administrative Services Department Organization Chart and Summary Human Resources Information Technology Finance Finance Department Organization Chart and Summary Revenue Sources Finance Administration Accounting Purchasing Facilities Maintenance Custodial Services Municipal Court Marshal Planning and Development Services Planning and Development Services Department Organization Chart and Summary Revenue Sources Planning and Development Services Administration Planning Services Community Enhancement-- Code Compliance and Environmental Health Building Inspection Public Works Public Works Department Organization Chart and Summary Revenue Sources Public Works Administration Engineering Traffic and Transportation Street Services Street Lighting

127 Police Department Organization Chart and Summary Revenue Sources Police Administration Training Patrol Traffic Criminal Investigation Communications Records Youth Responsive Intelligence Special Operations Fire Department Organization Chart and Summary Revenue Sources Fire Administration Fire Support Services Fire Emergency Services Transportation Services Transportation Services Department Organization Chart and Summary Revenue Sources Aviation Community Services Community Services Department Organization Chart and Summary Revenue Sources Community Services Administration Parks Animal Services Zoo Recreation U ry Civic Center Senior Citizens Services

128 GENERAL OPERATING FUND The General Fund is the general operating fund of the City. This fund is used to account for all financial resources except those required to be accounted fo r in another fund. CITY OF ABILENE

129 ORGANIZATION CHART OCTOBER 2015 GENERAL GOVERNMENT -I CITY MANAGER I - -I -I COMMUNICATI ONS AND MEDIA RELATIONS CITY SECRETARY CITY ATTORNEY OFFICE OF EMERGENCY MANAGEMENT I I LEGEND I DEPARTMENT I Ill DIVISION Ill II CONTRACTUAL II FUNCTIONAL 99

130 CITY OF ABILENE

131 GENERAL GOVERNMENT General Fund DEPARTMENT SUMMARY Mission Statement The mission of the General Government department is to deliver quality municipal services to citizens and businesses by supporting City Council policy and direction, providing responsible leadership to employees, timely information to citizens, safeguarding records, providing legal guidance and assistance to expedite the efficient operation of the city and protecting lives and mitigating damage through preparation and planning for emergency situations. DEPARTMENT REVENUE ACTUAL REVISED APPROVED Emergency Management EMA Grant $47,192 $47,190 $47,200 Liquor License 33,088 33,000 33,000 Other Licenses and Permits 6,369 5,000 5,000 Personal Recoveries 157, , ,790 Miscellaneous Recoveries TOTAL $245, $250,910 $254,990 " 1005 City Council EXPENDITURES BY DIVISION 1010 City Secretary 1020 City Manager 1040 Legal 1060 Office of Emergency Management - TOTAL ' I I I i I ' ''i i ACTUAL $152, , , ,769 $1,935, " -" ---- REVISED APPROVED $144,580 $118, , , , , , , ,260 $2,019, $2,117, [_ Personal Services $1,740,420 Supplies 24,570 Maintenance 4,240 Other Serv. & Chgs. 348,680 Capital 0 Total $2,117,910 EXPENDITURES APPROVED BY CLASSIFICATION 20ls

132 CITY COUNCIL Description The City Council is the legislative and policy-making body of the City of Abilene, a "home-rule" and "Council-Manager" city, operating under the authority of the City Charter adopted in The Council enacts legislation, reviews estimated revenues and expenditures of the City, adopts the budget, sets the tax rate, determines policies, sets goals for the City, and approves the Mayor's appointments of the City Manager, City Secretary, City Attorney, Municipal Court Judge, and all Board and Commission members. Mission Statement The Abilene City Council is committed to providing high quality, cost effective services to the citizens of Abilene and continually strives to make Abilene a friendly and safe community of choice where citizens and businesses can live, work, play, and succeed. Major FY Goals/Programs The City Council will focus on the following policy initiatives during the next fiscal year. WORK SESSION ACTION ITEM DATE* ANI Small Business Development Coordinator Landscape Requirements Downtown Hotel Municipal infrastructure Maintenance and Replacement Fallen Public Servant Monument Leveraging Technology Ordinance Review Parks & Rec Vision and Master Plan Lincoln Middle School Sign ordinance- We need to discuss it CIP Process Bond Program Property Management Radio Replacements Cotton Warehouse TIRZ Dec I Jan Apr Mar Feb May Jun May Jul Jun Council Brief Regular Meeting Feb Council Brief Mar Council Brief Council Brief Council Brief FY Accomplishments Partnering with cities of Midland and San Angelo to evaluate short term and long term water supply needs for region Recognition of citizens, organizations and events through Mayoral proclamations Hiring a new City Manager 102

133 CITY COUNCIL PERFORMANCE MEASURES/EXPENDITURES DEMAND/ PROJECTED ACTUAL PROJECTED PROJECTED PERFORMANCE MEASURES GOAL Inputs Total full-time equivalents..... Total division expenditures $117,260 $152,557 $119,630 $118,750 Outputs Proclamations & other official citations Major activities to solicit volunteerlsm Outcome Measures Percentage completion of specified tasks 100% 100% 100% 100% 100% Efficiency Measures Division expenditures per capita $0.99 $1.28 $1.00 $0.98 ACTUAL APPROVED REVISED APPROVED EXPENDITURES Personal Services $7 $10 $10 $10 Supplies 2,080 2,850 3,500 2,850 Maintenance Other Services and Charges 150, , , , Capital Outlay. TOTAL $152,557 $119,630 $144,580 $118,

134 CITY SECRETARY Description The office of the City Secretary maintains its responsibilities to the citizens of Abilene directly and indirectly through service to the Mayor and City Council. In the area of Records Management, as outlined by State law and by City Charter, our primary duties are recording Council actions and preserving, maintaining, and providing access to public information. As we look to the future, the challenge of new technology will impact all areas of communication, requiring us to explore new methods and develop skills to effectively respond to the diversified needs. Mission Statement "Dedicated to uphold the integrity of public service by providing professional assistance and direction in a fair and timely manner." Major FY Goals/Programs Administer the Records Management Program for departments. Strive for improvement on the City Secretary's web page. Continue to review stored records for compliance in retention schedules. Implement Laserfiche Software to handle the storage of records in the Building Department and City Manager's Office. FY Accomplishments Brought on NovusAgenda Management Software for handling the agenda process for city council and other boards. Accurately record the minutes of City Council. Continue to scan contracts and agreements for easy retrieval with the use of Laserfiche. FY Goal Fully utilize Laserfiche Software in the City Secretary's Office and begin implementing into other departments and divisions.. Objective Continue to improve Records Management Program. 104

135 CITY SECRETARY PERFORMANCE MEASURES/EXPENDITURES DEMAND/ PROJECTED ACTUAL PROJECTED PROJECTED PERFORMANCE MEASURES GOAL Inputs Total full-time equivalents Total division expenditures $186,870 $183,888 $216,210 $240,130 Outputs Permits issued (Solicitation, TABC, Metal & Taxi-cab) Minutes Prepared for Council and Bond Comm Ordinances published, codified, scanned and indexed Resolutions processed City Council & Bond meetings attended Public Notices Posted Outcome Measures Council satisfaction with minutes and agenda packets 100% 100% 100% 100% 100% Resolution and Ordinances processed 100% 100% 100% 100% 100% Public Notices Posted 100% 100% 100% 100% 100% Efficiency Measures Division expenditures per capita $1.61 $1.55 $1.80 $1.99 ACTUAL APPR E SED APPROVED EXPENDITURES Personal Services $140,400 $144,990 $145,000 $178,160 Supplies 2,117 2,450 11,520 2,470 Maintenance 1,210 1,220 1,220 1,320 Other Services and Charges 40,161 67,550 83,550 58, Capital Outlay TOTAL $183,888 $216,210 $241,290 $240,

136 CITY MANAGER Description The City Manager's Office is responsible for the efficient and effective implementation of Council policies and priorities throughout city government. We accomplish this responsibility by coordinating the official business of the City Council, by providing leadership and direction to the entire organization, by providing excellent customer service to all internal and external stakeholders, and by acting as a liaison between city government and the City of Abilene City Council. Mission Statement To responsibly provide municipal services that enhance the quality of life of our citizens, encourage commerce and industry, and promote the health, safety and general welfare of the community. Major FY Goals/Programs Continue communication with state and national elected officials on issues affecting the City Solicit and implement ideas to improve relationships with those we serve, including our citizens, businesses and visitors, as well as with our fellow employees Continue to strengthen relationships with our media partners Implement the first year of the 2015 Bond program so that projects are on-time and in budget. Complete the redevelopment of the City's Website. Explore ways to streamline government processes to the benefit of our citizens and businesses. Fill senior leadership vacancies with professionals who exemplify a servant leader service model, who are committed to making Abilene a High Performance Organization, and who understand and act in accordance with the organizations core values. FY Accomplishments Completed a Council Strategic Planning Retreat and began the process of developing a comprehensive organizational vision and strategic work plan. Continued enhancing communications and media relations tools and delivery to internal and external customers Administrative facilitation of and support for the bond committee process 2015 Bond program process 106

137 CITY MANAGER PERFORMANCE MEASURES/EXPENDITURES DEMAND/ PROJECTED ACTUAL PROJECTED PROJECTED PERFORMANCE MEASURES GOAL Inputs Total fu ll-time equivalents Total division expenditures $682,840 $703,524 $707,330 $742,990 Outputs Public speaking engagements News releases to public/media Outcome Measures Percentage completion of specified tasks 100% 100% 100% 100% 100% Efficiency Measures Division expenditures per capita $5.74 $5.92 $5.90 $6.14 ACTUAL APPROVED REVISED APPROVED EXPENDITURES Personal Services $580,407 $593,070 $545,720 $624,680 Supplies 12,827 2,530 2,530 2,530 Maintenance Other Services and Charges 110, , , ,450 Capital Outlay TOTAL $703,524 $707,330 $725,690 $742,

138 CITY ATTORNEY- LEGAL Description The City Attorney ' s Office provides timely and accurate legal services to the Mayor, Council, city staff, and boards and commissions. We also serve by contract as the attorney fo r the AIC, DCOA, 911 Board, Metropolitan Planning Organization, Friends of Safety City, Keep Abilene Beautiful, and the Venue District. As the municipal corporate council for the City of Abilene we daily address questions and concerns spanning many areas of civil and criminal law and serve as prosecutor for Class C Misdemeanors for the City of Abilene. Mission Statement The City Attorney ' s Office strives to provide the highest quality legal representation and service possible in a manner that protects the interests of the City of Abilene, Texas. The practice of municipal law is constantly changing, expanding, and evolving requiring the legal staff to stay current on the changes in the law while finding creative solutions to the many challenges faced by our growing, diverse City. Major FY Goals/Programs Continue to find creative solutions to support public/private partnerships Continue to update City policies, procedures and board bylaws as necessary Support administration ' s efforts to create and implement tools for economic development incentives Continue a systematic review and revision of the Code of Ordinances Continue implementation of a paperless internal filing system Implement system to organize and index documents, forms and information in legal share computer drive for increased efficiency of document retrieval and legal research Update and focus legal research materials, both online and hard copy Maximize transitioning and productivity of legal department attorneys and staff FY Accomplishments Successfully defended many civil lawsuits and pre-suit claims against the City, including appeals to the Texas 111h District Court of Appeals and the United States 51h Circuit Court of Appeals. Hosted two interns from two local universities. Participated in approximately 1800 criminal pretrial conferences, and 40 trials with a 93% prosecution conviction rate. Staff members presented at various conferences, classes and workshops including the Abilene Police Department Academy. Reviewed and approved more than 900 contracts and documents, and processed 346 open records requests. Assistant City Attorney completed Certified Public Manager program. FY Goal Continue to support Council and Administration in developing programs that meet the Strategic Objectives. Objectives Continue to build relationships within the organization through daily communication with the departments we serve Support the organization's goal of being a community leader through encouraging community involvement 108

139 CITY ATTORNEY-LEGAL PERFORMANCE MEA SURES/EXPENDITURES Inputs DEMAND/ PROJECTED ACTUAL PROJECTED PROJECTED PERFORMANCE MEASURES GOAL Total full-time equivalents Total division expenditures $766,160 $746,481 $786,490 $834,780 Outputs Documents processed 750 1,004 1,000 1,000 Pending lawsuits Alternative dispute resolution Municipal court cases/appeals 1,300 1,650 1,700 1,800 Board meetings attended Open records requests processed Bankruptcy claims filed Outcome Measures Lawsuits completed Municipal court conviction rates 96% 93% 95% 95% 1 Efficiency Measures Hourly expenditure per full-time equivalent $49.11 $51.27 $54.01 $57.33 Division expenditures per capita $6.44 ACTUAL APPROVED REVISED A EXPENDITURES $6.28 $6.56 $6.90 Personal Services $712,394 $739,540 $703,710 $792,240 Supplies 10,306 12,000 12,500 14,800 Maintenance.... Other Services and Charges 23,781 34,950 33,250 27,740 Capital Outlay.... TOTAL $746,481 $786,490 $749,460 $834,

140 OFFICE OF EMERGENCY MANAGEMENT Description The City of Abilene Office of Emergency Management develops, maintains, and implements a local community plan for mitigating, managing, and recovering from major emergencies and disasters. The Emergency Operations Plan (EOP) is consistent with, and complements a comprehensive emergency management system for the State of Texas and the United States. Mission accomplishment will reduce the vulnerability of our citizens to injury and loss of life, and lessen the loss of property and damage to the city. This can be achieved by providing a system fo r the mitigation of, preparedness for, response to, and recovery from natural or man-made hazards and terrorist threats. Mission Statement To protect lives and save property by preparing the city for disaster responses, increasing training opportunities, and continuing the process of making the community disaster resistant by ensuring a high level of readiness for emergency or disaster response for the City of Abilene. Major FY Goals/Programs Prepare the City of Abilene to respond to local hazards and disasters Update Emergency Operations Plan and all annexes with current changes Completion of the 2016 EMPG Grant Maintain the Emergency Operations Center and staff it with NIMs certified personnel Conduct regular exercises to sustain and test standard operational procedures Provide Emergency Management awareness education program to citizens FY Accomplishments Major EOP revisions received an "advanced" rating from the State Conducted numerous disaster exercises to enhance preparedness Secured State Homeland Security Program Grant for equipment upgrades to EOC Built and conducted triennial fu ll scale airport disaster drill Successfully managed 2015 Emergency Management Performance Grant Coordinated all-city tornado drill for businesses and schools Sustained a local detailed Tier II program including mapping and critical data FY Goal Ensure City of Abilene responders and citizens are prepared for a disaster in our area. Objective Provide educational information to citizens, training for responders, and ensure the EOC is prepared to efficiently operate in a disaster environment. 110

141 OFFICE OF EMERGENCY MANAGEMENT PERFORMANCE MEASURES/EXPENDITURES DEMAND/ PROJECTED ACTUAL PROJECTED PROJECTED PERFORMANCE MEASURES GOAL Inputs Total full-time equivalents Total division expenditures 156,910 $148,769 $158,440 $181,260 Outputs EMPG completion requirement 8 tasks 8 Tasks 8 Tasks 8 Tasks 8 Tasks Public education (hours) Annex revision of EOP Required TDEM courses Annual exercises Outcome Measures Percentage completion of required 100% 100% 100% 100% 100% tasks Efficiency Measures Division expenditures per capita $1.32 $1.25 $1.32 $1.50 ACTUAL APPROVED REVISED APPROVED EXPENDITURES Personal Services $133,600 $142,120 $142,1 30 $145,330 Supplies 1,939 1,790 1,770 1,920 Maintenance 1,860 2,020 2,020 2,090 Other Services and Charges 11,370 12,510 12,510 31,920 Capital Outlay TOTAL $148,769 $158,440 $158,430 $181,

142 ORGANIZATION CHART OCTOBER 2015 ADMINISTRATIVE SERVICES RESOUR SERVICES EMPLOYMENT BENEFITS PAYROLL TRAINING CIVIL SERVICE INFORMATION TECHNOLOGY NETWORK OPERATIONS GEOGRAPHIC INFORMATION SYSTEM APPLICATIONS DEVELOPMENT COMMUNICATION SERVICES COACH ABILENE/TAYLOR CO DISTRICT OPERATI LEGEND I DEPARTMENT I ill DIVISION Ill II CONTRACTUAL II FUNCTIONAL I 112

143 ADMINISTRATIVE SERVICES General Fund DEPARTMENT SUMMARY Mission Statement We work together to engage in excellence, providing support services to the City organization and its customers. ACTUAL REVISED DEPARTMENT REVENUE Sale of Maps and Publications $215 i : s.,'"'" - ;' s _ : _ : n_ u e --±---_- - -_ _s _ "" "" - =:=:= ==== - _ -_-_s_:_: _: EXPENDITURES BY DIVISION 1510 Human Resource Services 1550 Information Technology '" - TOTAL "" " _ " _ - - TOTAL - LL IME PERSONNEL Personal Services $2,162,810 Supplies 80,750 I --- ACTUAL $1,320,483 1,241, REVISED $0 -- -: L APPROVED $0 ::_:_::_:_...J s.. _ APPROVED $1.469,300 $1,659, ,630 1,533,610 '""""'"" _ REVISE PPROVED $2,561,809 $2,930,930 $3,192,760.. f ACTUAL ' t.. L L..----' EXPENDITURES BY CLASSIFICATION APPROVED Maintenance 1,200 Other Serv. & Chgs. 948,000 Capital 0 Total $3,192,760 I ""'"' Soc; Chqo I I Maintenance II Supp11sal I Personal S&rVIces I 113

144 HUMAN RESOURCES Description The Human Resource Division manages personnel functions for the City of Abilene. Those functions include recruitment and staffing, employee engagement and development, payroll, benefits, and employee relations activities. Mission Statement We strive to become an Employer of Choice for our community by providing quality Human Resource services to our internal and external customers. Major FY Goals/Programs Facilitate regulatory compliance with the Patient Protection and Affordable Care Act reporting requirements by partnering with Unify HR to analyze, design, and build our employee history database, facilitate required employee and government communications, and minimize reporting compliance risks. Continue the implementation process of NEOGOV by working with hiring managers to complete the life-cycle of a job requisition within the NEOGOV system. Create a Leadership Academy in support of employee leadership development. Partner with the Texas Veterans Commission to create an On-the-Job (OJT) Training program to encourage military Veterans to seek employment opportunities with the City of Abilene. In conjunction with the requirements of the Patient Protection and Affordable Care Act, develop and support the City of Abilene's designation as a Texas Mother-Friendly Worksite. FY Accomplishments Civil Service Fire and Police Recruitment brought in 22 new recruits for both Departments. Secured a new third party administrator and efficiently transitioned from BCBS of Texas and First Financial Group of America (FFGA) to partner with Aetna, Enrollment Advisors, Unum and TASC for employee benefits, annual enrollment, supplemental benefits, and flexible spending accounts. Completed implementation of the Krenos Workforce Timekeeping System City-wide as well as assisted with the completion of Krenos' Telestaff scheduling system for the Abilene Fire Department. Employee Engagement and Development facilitated Krenos training for Managers and created a Krenos resource page on the Intranet for the benefit of all employees. Completed a self-audit for the 1-9 Employment Eligibility Verification for the Department of Homeland Security to confirm employment authorization. Continued updating City Job Descriptions with each new vacancy. FY Goal Implement a new on boarding and performance management HRMS to facilitate human resource process improvement and efficiency. To support that goal, complement the City's current NEOGOV product, Insight with NEOGOV'S On board and Perform products for on boarding new employees and employee performance management. Objective Improve the on boarding and performance management methodology to streamline the new hire process and to maximize the productivity and efficiency of the employee appraisal process. 114

145 HUMAN RESOURCES PERFORMANCE MEASURES/EXPENDITURES DEMAND/ PROJECTED ACTUAL PROJECTED PROJECTED PERFORMANCE MEASURES GOAL Inputs Total full-time equivalents Total division expenditures $1,384,000 $1,320,483 $1,448,050 $1,659,150 Outputs Participants in Core Training 1,500 1,450 1,475 1,400 1,200 Benefits Customers Serviced Number of Jobs posted Number of Applications Processed 4,700 4,800 8,478 8,350 8,455 New Hires Total Separations Total Full Time Employee Positions 1,175 1,175 1,180 1,203 Outcome Measures Vacancies Managed to Total Positions 3-5% 4.00% 4.30% 4.00% 4.00% Employee Turnover Rate <18% 14.00% 16.42% 14.50% 14.85% Efficiency Measures Cost per Full Time Employee $1 '178 $1,124 $1,227 $1,379 ACTUAL APPROVED REVISED APPROVED EXPENDITURES Personal Services $867,227 $999,030 $994,900 $1,029,590 Supplies 55,693 70,300 76,010 71,000 Maintenance 1,D43 1,200 1,200 1,200 Other Services and Charges 396, , , ,360 Capital Outlay TOTAL $1,320,483 $1,448,050 $1,469,300 $1,659,

146 INFORMATION TECHNOLOGY Description Technology and technology-related resources are ever evolving. Information Technology ("IT") staff members are committed to assisting and supporting users with the application of the City's technology resources through software and hardware management, telecommunications connectivity, development and deployment of integrated solutions, optimization of network strategies, and interactive database management. IT is divided into four areas: Network Operations, Geographic Information Systems ("GIS"), Applications Support, and Telecommunications. Mission Statement We provide solutions and services to support information management for the City organization. Major FY Goals/Programs Support the implementation of Asset Works to replace Paradigm Inventory System Support activities leading up to the CAD/RMS/Mobile upgrade for Police and Fire Upgrade the Lawson system to Infer 10 Support the upgrade to lncode 10 for Water and Court Assist with the implementation of the TeleStaff time collection system Complete and launch the redesigned City public website Create a network path to the airport terminal Facilitate the upgrade for City's traffic signal system Support the South Branch Library relocation Support networking for new Impound Lot facility Revamp City wireless networks Restructure the voice and data networks for Animal Services and Recycle Center Restructure the data networks at the Law Enforcement Center FY Accomplishments Provided network connectivity to the armory Installed voice and data technology for the new MERCY health clinic Supported the implementation of ticket writers for Police Supported the upgrade of mobile video recorders for Police Supported the Krenos time collection system implementation Supported the servers, networking, and wiring for the installation of the City Hall surveillance camera system Modernized the City's GIS system Restructured and improved the Health facility's network Installed networking at the new Hamby wastewater treatment plant Upgraded and restructured the core of the City network to improve efficiency FY Goals Upgrade Computer Aided Dispatch system for Police and Fire Upgrade the City's telephone system Objectives Modernize public safety software while cutting costs and improving budget predictability Improve phone functionality to support mobile workers 116

147 INFORMATION TECHNOLOGY PERFORMANCE MEASURES/EXPENDITURES DEMAND/ PROJECTED ACTUAL PROJECTED PROJECTED PERFORMANCE MEASURES GOAL Inputs Total Full-Time Equivalents (FTE) Total Division Expenditures $1,384,980 $1,241,326 $1,502,910 $1,533,610 Outputs Number of Employees Supported 1,224 1,170 1,176 1,170 1,224 Number of Computers Supported 1,500 1,266 1,440 1,150 1,500 Number of Phones Supported 1,350 1,201 1,318 1,420 1,350 Number of Systems Supported Number of Applications Supported Number of Work Units Completed 29,500 31,132 28,489 32,000 29,500 Outcome Measures Percentage Work Units Completed 100% 92% 100% 100% Efficiency Measures Average Cost of Unit of Work $44 $44 Expenditures/Approved full time pas $72,894 $68,963 $79,101 $80,716 Division Expenditures Per Capita $11.65 $10.44 $12.54 $12.68 $47 $52 ACTUAL APPROVED REVISED APPROVED EXPENDITURES Personal Services $961,300 $1,120,440 $989,070 $1 '133,220 Supplies 8,365 9,750 9,750 9,750 Maintenance.... Other Services and Charges 271, , , ,640!capital Outlay.... TOTAL $1,241,326 $1,502,910 $1,461,630 $1,533,

148 ORGANIZATION CHART OCTOBER 2015 FINANCE FINANCE ADMINISTRATION BUDGET CASH MANAGEMENT INTERNAL AUDIT ACCOUNTING TEEN COURT UTILITY SPECIAL SERVICES FACILITIES MAINTENANCE LEGEND I DEPARTMENT I Ill DIVISION ill ilcontractualii I FUNCTIONAL I 118

149 FINANCE General Fund DEPARTMENT SUMMARY Mission Statement The Finance Department is an organization dedicated to providing quality financial, and judicial services to other City Departments, the City Council, and the citizens of Abilene. These services are intended to be provided in a timely, accurate, and cost efficient manner by utilizing quality employees, technological advances, and generally accepted principles while fulfilling legal responsibilities. DEPARTMENT ACTUAL REVENUE TOTAL $70,536, ''"""" -- REVISED $72.467,970 """ "- - "---- APPROVED $75,527,190 I I ACTUAL EXPENDITURES BY DIVISION Finance Administration $791, Accounting 368, Purcl1asing 180, Facilities Maintenance 1,237, Custodial Services 739, Municipal Court 613, Marshal 711, General Special Services 6,644, Cypress Plaza Facility 39, Cijy Rental Property TOTAL I $11,327, L.. REVISED $786, , ,590 1,308, , , ,830 6,377,020 45,900 3, $11,429,850 APPROVED $874, ,370 1,364, , ,270 1 '184,840 4, ,030 3,000 $10,352, REVISED APPROVED TOTAL FULL TIME PERSONNEL L _ Personal Services $4,821,800 J EXPENDITURES APPROVED BY CLASSIFICATION L j Supplies 273,990 Maintenance 589,100 Other Serv. & Chgs. 4,667,950 Capital 0 Total $10,352,840 I Other 56fV & Chg9_, I Personal Services I 119

150 GENERAL OPERATING FINANCE REVENUE SOURCES Description Actual Approved Revised Approved Current Taxes $25,703,063 $26,476,620 $26,476,620 $28,589,880 Delinquent Taxes 384, , , ,000 City Sales Tax 30,181,188 30,565,000 31,481,690 31,796,510 Sales Tax Retained by City 165, Payment in Lieu of Taxes 990,090 1,006,740 1,006,740 1,395,020 Mixed Beverage Tax 297, , , ,000 Bingo Tax 94,539 95,000 85,000 85,000 Penalty, Interest & Cost 269, , , ,000 Penalty & Interest Business Pers Prop 38,503 33,000 35,000 35,000 Electric Franchise Tax 1,546,519 1,500,000 1,500,000 1,500,000 Gas Franchise Tax 1 '191,627 1 '190,000 1,460,700 1,400,000 Telecommunication Line Fee 635, , , ,000 CATV Franchise Tax 1,218,708 1,190,000 1,200,000 1,200,000 Water and Sewer Franchise Tax 1,856,640 1,836,360 1,836,360 1,996,060 Solid Waste Services Franchise 621, , , ,710 Stormwater Utility Franchise 92,480 92,680 92,680 93,170 Sales of Maps & Publications Teen Court Fee 2,594 3,030 2,800 2,850 Administrative Fee-Venue 17,291 16,000 17,000 17,000 Recoverable Overtime Returned Check Charge 2,124 2,400 2,000 2,000 Municipal Court Fees 2,090,586 1,998,050 2,001,730 2,017,290 Municipal Court Fines 43,116 45,500 44,000 45,000 Investment Pool Revenue 60,351 53,000 61,000 61,000 Other Interest 5,164 5,000 5,000 5,000 Miscellaneous Contributions & Donations 26,480 21,310 22,630 22,630 Land Leases 12,310 12,000 12,000 12,000 Building/Space Rental 378, , , ,910 ROW Rental Telephone Companies 6, Indirect Cost Recovery 1,015, , , ,170 lnterfund Recoveries 127,345 82, , ,000 Personal Recoveries 246, , , ,080 Miscellaneous Recoveries 81,033 84,750 84, ,860 Miscellaneous Damage Claims Miscellaneous Prior Years 4, ,930 0 Dispensing Machines Miscellaneous Revenue 74,970 67,000 69,600 65,000 Over/Short Revenue (101) Sale of Equipment 2, Transfer - Mise Grant Fund 3, Transfer - Civic Center Hotel Tax Fund 1,049, ,000 1,050,000 1,050,000 Department Total $70,536,793 $71,072,480 $72,467,970 $75,527,

151 FINANCE ADMINISTRATION Description The Finance Administration Division is responsible for the supervision, administration, and overall planning of the City's financial activities. The division is responsible for the General and Utility Special Services, as well as financial expenditures, idle fund investment, debt management, and budget preparation and execution. Mission Statement The Finance Administration Division's mission mirror's the Finance Department as a whole. That mission is to provide quality financial and judicial services to other City Departments, the City Council, and the citizens of Abilene. These services are intended to be provided in a timely, accurate, and cost efficient manner by utilizing quality employees, technological advances, and generally accepted principles while fulfilling legal responsibilities. DEMAND/ PROJECTED ACTUAL PROJECTED PROJECTED PERFORMANCE MEASURES GOAL Inputs Total full time equivalents Total division expenditures $799,510 $791,550 $760,540 $874,650 Outputs Prepare CAFR Yes Yes Yes Yes Prepare Budget Document Yes Yes Yes Yes Outcome Measures Consecutive year's receiving: GFOA's CAFR Award GFOA's Budget Award Texas Comptroller's Transparency Award Bond Ratings AA+, AA+ AA+,AA+ AA+,AA+ AA+,AA+ Efficiency Measures Cost per capita $6.72 $6.66 $6.35 $7.23 ACTUAL APPROVED REVISED APPROVED EXPENDITURES Personal Services $684,218 $703,920 $707,630 $729,020 Supplies 4,261 3,150 3,150 4,150 Maintenance 926 1,500 26,500 7,100 Other Services and Charges 102,145 51,970 48, ,380 Capital Outlay TOTAL $791,550 $760,540 $786,260 $874,

152 ACCOUNTING Description The Accounting Division provides a wide range of services including cashiering, accounts receivable processing, accounts payable processing, maintaining titles and license plates for all city vehicles, the reconciliation of all bank accounts, reporting for the Firemen's Relief & Retirement Fund, and preparing monthly financial reports. Mission Statement The Accounting Division is dedicated to providing quality financial services for all City departments encompassing a broad range of activities. These services are intended to be provided in a timely, accurate, and cost efficient manner by utilizing quality employees, technological advances, and generally accepted principles while fulfilling legal responsibilities. Major FY Goals/Programs Complete implementation of new Accounting software (documents and reports). Continue to review accounting procedures to provide efficiencies in services while maintaining or strengthening appropriate internal controls. Begin to work on process for accepting credit card payments in Accounting. Reduce number of working days to complete month end closings. FY Accomplishments Continued to work on accounting procedure changes to enhance efficiencies and provide appropriate internal controls. Continued to work on better ways to handle credit card information from various City of Abilene locations. FY Goal Provide better reporting and interfaces with our current Accounting System. Objective Interface new Fleet software with our current Accounting System. Acquire new Water Warehouse software that will interface with our current Accounting System. 122

153 ACCOUNTING PERFORMANCE MEASURES/EXPENDITURES DEMAND/ PROJECTED ACTUAL PROJECTED PROJECTED PERFORMANCE MEASURES GOAL Inputs Total full-time equivalents Total division expenditures $387,920 $368,560 $457,140 $ Outputs Total Accounts Payable Checks 13,750 14,088 14,000 14,000 Total Accounts Payable Invoices Paid 44,000 43,779 44,000 44,000 Total Wire Out Transactions Total Cash Deposits Processed 2,750 2,684 2,650 2,650 Total Accts. Rec. Invoices Processed 5,100 5,263 5,200 5,200 Total Accounting Items Processed 65,800 66,033 66,050 66,050 Outcome Measures Reduce Number of Working Days to Complete Month End Closings Efficiency Measures Total accounting transactions per full time equivalent 8,500 9,400 9,435 9,435 Division expenditures per capita $3.26 $3.10 $3.82 $3.29 9,433 ACTUAL APPROVED REVISED APPROVED EXPENDITURES Personal Services $317,643 $334,790 $334,830 $343,100 Supplies 12,512 19,500 19,500 19,500. Maintenance 1,200 1,200 1,200 Other Services and Charges 38, , ,750 33, Capital Outlay TOTAL $368,560 $457,140 $457,280 $397,

154 PURCHASING Description The Purchasing Division is dedicated to providing quality goods and service, in a timely, accurate and cost efficient manner to City departments and citizens by utilizing quality employees, technological advances, accepted purchasing principles, while fulfilling legal responsibilities. The Purchasing Division continues to make significant accomplishments in performing our supportive role to City employees and citizens of Abilene through our competitive bid process and implementation of specification development conferences. The significance of these conferences is to reach the potential bidders and utilize their expertise in market trends, ideas, and concerns before competitive bids are solicited. The Purchasing Division conducts training sessions for City employees with purchasing responsibilities. The Purchasing Division continues to focus on computer technology, software changes, and purchasing legislation updates, to improve the efficiency of the way we serve our customers. Mission The Purchasing Division is dedicated to providing quality goods and service to other City departments and the citizens of Abilene. The goods and services are intended to be provided in a timely, accurate and cost efficient manner by utilizing quality employees, technological advances, and generally accepted purchasing principles, while fulfilling legal responsibilities. Major FY Goals/Programs Develop web site. Purchase the best value for the municipal dollar. Assure that responsible bidders are given a fair opportunity to compete for our business. Purchasing staff to attend Employee Development Seminars. Make available an updated Purchasing Manual. Process requisitions through the approval process within 3 working days FY Accomplishments Utilizing Purchasing Cooperatives to get the "Best Value" purchases. Continue On-line Auctioneering. Staff attended Purchasing Seminar. Updated Purchasing Manual. FY Goal Communicate what we are doing. Objectives: Conduct Purchasing Training classes for employees. Develop web page. Post bid documents on website. Goal Enhance our method of providing service and technological advances already implemented. Objectives: Staff to attend seminars on office technology, office communication skills and computer courses. Standardize and streamline specifications for equipment procurement. 124

155 PURCHASING PERFORMANCE MEASURES/EXPENDITURES PROJECTED ACTUAL PROJECTED PROJECTED PERFORMANCE MEASURES DEMAND/GOAL Inputs Total full-time equivalents Total division expenditures $191,370 $186,690 $180,002 $187,570 $191,370 Outputs Purchase Orders Processed 3,400 3,400 3,286 3,400 3,400 Bids Processed Re-Bids Pre-Bid Conferences On-line Auction Net Proceeds $270,000 $200,000 $289,897 $270,000 $270,000 Outcome Measures Approved Requisitions 100% 100% 100% 100% 100% processed in 3 working days Efficiency Measures Division expenditure per capita $1.57 $1.51 $1.57 $1.58 ACTUAL APPROVED REVISED APPROVED EXPENDITURES Personal Services $170,469 $174,950 $174,970 $179,110 Supplies 554 1,950 1,950 1,950 Maintenance Other Services and Charges 8,979 10,670 10,670 10,310 Capital Outlay TOTAL $180,002 $1 87,570 $187,590 $191,

156 FACILITIES MAINTENANCE Description Facilities Maintenance provides maintenance and care of the systems contained within facilities and surrounding City facilities. These systems include but are not limited to heating, ventilation, air conditioning and refrigeration. They also include preventive, predictive maintenance, corrective maintenance and reactive repairs. Electrical, plumbing, and automation systems are also included. Mission Statement Facilities Maintenance mission statement is to provide quality services in an efficient and professional manner to ensure building safety and comfort. Major FY Goals/Programs Continue to update and identify priority infrastructure needs at all facilities for future CIP or CO funded projects. Provide minimal maintenance and repairs to satisfy mission statement and reduce overall cost for services. Consider contract proposals for service to possibly eliminate staff positions to reduce cost. Reduce material/parts inventory to increase cost savings on current year budget. FY Accomplishments No major accidents/incidents involving staff or equipment/vehicles. FY Goal To provide safe, cost-effective, & energy efficient maintenance/renovation/construction management for city-owned facilities. Objectives Minimize opportunities for worker safety incidents by closely monitoring high-risk tasks. Consider additional energy initiatives. 126

157 FACILITIES MAINTENANCE PERFORMANCE MEASURES/EXPENDITURES DEMAND/ PROJECTED ACTUAL PROJECTED PROJECTED PERFORMANCE MEASURES GOAL Inputs Number of employees FTE's & PTE's Division Expenditures $1,303,890 $1,237,885 $1,303,890 $1,364,030 Output Number of buildings maintained PM Jobs Completed HVAC Jobs Completed Electrical Jobs Completed Plumbing Jobs Completed Mise jobs Completed Outcome Measures Average response time to emergency calls Immediately Immediately Immediately Immediately Efficiency Measures Division Expenditures per Capita $10.97 $10.41 $10.88 $11.28 ACTUAL APPROVED REVISED APPROVED EXPENDITURES Personal Services $561,981 $571,580 $575,910 $593,530 Supplies 47,442 80,120 80,120 80,120 Maintenance 513, , , ,800 Other Services and Charges 114, , , ,580 Capital Outlay.... TOTAL $1,237,885 $1,303,890 $1,306,310 $1,364,

158 CUSTODIAL SERVICES Description The Custodial Services Division provides a clean and safe environment for City employees and the public in thirty one buildings. Custodians are responsible for cleanliness of restrooms, offices, carpets, floors and lounge areas. Custodial Services also provides an array of se rvices in the mail room sorting, postage on mail, as well as courier services to twenty-three City buildings. Mission Statement Maintain attractive, clean, orderly and safe facilities. Exceed the expectations of our customers by achieving the highest level of services with an emphasis on partnership and team work. Major FY Goa/s/Programs Monthly safety meetings. Shampoo carpet on a rotating basis. Continue to maintain the following services: Custodial (cleaning), courier, mail, copy paper, printing, and reproduction. Replace out dated equipment Clean outside glass in City buildings as needed. Purchase one carpet machine to replace outdated one. Strip and wax City buildings as needed. Continue a working partnership with Facilities Services. Assist Facilities Services with early detection of maintenance problems. FY Accomplishments Monthly Safety meetings. Provided Custodial Services for 31 City Buildings. Maintained courier services, copy paper supply/copier machine services, and mail services. Only 4 missed days in courier services because of bad weather. Assisted Facility Maintenance with early detection of maintenance problems. Shampooed carpet on a rotating basis. Stripped and waxed all of airport. Bought 3 vacuum cleaners and one carpet machine. F Y Goals Provide more efficient Custodial Services. Continue to maintain the following services: Custodial (cleaning}, Courier services, Mail, copy paper, Printing, and Production. Strip and wax floors as needed.as Continue monthly safety meetings. Continue carpet cleaning on rotating bases. Add a supervisor's position. Add one full time employee to staff. Objective Replace out-dated equipment 128

159 CUSTODIAL SERVICES PERFORMANCE MEASURES/EXPENDITURES DEMAND/ PROJECTED ACTUAL PROJECTED PROJECTED PERFORMANCE MEASURES GOAL Inputs Number of employees Division Expenditures $729,540 $739,768 $818,470 $847,700 Output Number of buildings cleaned Number of buildings with courier Services Number of pieces of mail processed 10,000 10,000 16,500 16,500 monthly Number of bathrooms Number of times cleaned daily Outcome Measures Average response time to emergency calls Immediately Immediately Immediately Immediately Print and sort mail Daily Daily Daily Daily Efficiency Measures Division Expenditures per Capita $6.14 $6.22 $6.83 $ ACTUAL APPROVED REVISED APPROVED EXPENDITURES Personal Services $650,402 $685,190 $668,970 $714,600 Supplies 63,807 90,700 90,700 92,700 Maintenance 1,573 5,000 5,000 5,000 Other Services and Charges 23,986 37,580 40,080 35,400 Capital Outlay.... TOTAL $739,768 $818,470 $804,750 $847,

160 MUNICIPAL COURT Description The City of Abilene Municipal Court provides the City with enforcement of Class C misdemeanor criminal laws and ordinance offenses occurring within the city limits. The Municipal Court is also responsible for maintaining accurate records of all cases; including arrest records, bond records, formal complaints, citation dispositions, state reporting, court costs, docket records, trial proceedings, refunds and forfeitures. The Municipal Court is responsible for staying current with the changes of procedures and court costs that are submitted to the state. Mission Statement The mission of the court is to interpret and adjudicate applicable laws and to support the local community by providing efficient and effective services through the promotion of justice. We seek to serve the citizens of Abilene in an accountable, efficient and independent manner. In addition to providing fair and equal access to all citizens of Abilene, we also strive to facilitate the timely disposition of cases with prompt and courteous service. Major FY Goals/Programs Develop a court supervised community service program. Develop policies/procedures for paperless storage of court documents and for destruction of paper files. Continue to enhance court security. Maintain a 65% collection rate within 120 days FY Accomplishments Purchased electronic ticket writers thereby reducing the number of data entry errors. Developed a process which allows our collection agency to make mandatory notification of delinquent accounts using automated methods thereby reducing the amount of staff time required for this task. FY Goals Continue to seek ways to improve collection efforts to meet established timelines. Continue to seek ways to utilize technology to increase court efficiency. Objectives Reduce manual processes through the increased use of technology. Increase employee job knowledge through education opportunities offered by Texas Municipal Courts Education Center 130

161 MUNICIPAL COURT PERFORMANCE MEASURES/EXPENDITURES DEMAND/ PROJECTED ACTUAL PROJECTED PROJECTED "ERFORMANCE MEASURES GOAL Inputs Total full-time equivalents Total division expenditures $619,550 $613,914 $659,630 $662,270 Outputs Fines/fees collected $1,956,350 $2,133,703 $2,043,550 $2,062,085 Number of cases filed with court 22,350 19,716 22,500 22,000 Number of cases disposed 22,000 21,161 21,000 21,500 Number of warrants activated 12,000 11,399 12,500 11,500 Number of warrants cleared 12,000 10,831 12,500 11,000 Number of payments processed 35,500 37,081 36,000 35,000 Number of online payments 2,500 3,135 2,800 3,200 Number of Teen Court trials Outcome Measures Collection rate w/in 120 days 65% 60% 54% 60% 60% Community service hours 1,800 1,787 1,800 1,800 worked throughout City to pay fines & court costs Percent of Teen Court cases 75% 76% 75% 75% completed Community service hours 7,000 2,646 6,000 3,000 worked through Teen Court Efficiency Measures Payments per day Division expenditures per capita $5.21 $5.16 $5.50 $5.48 ACTUAL APPROVED REVISED APPROVED EXPENDITURES Personal Services $503,730 $525,190 $502,240 $540,380 Supplies 17,829 17,970 19,100 19,320 Maintenance Other Services and Charges 92, , , ,570 Capital Outlay TOTAL $613,914 $659,630 $637,910 $662,

162 MARSHAL Description The Abilene City Marshal's Division provides the City with additional law enforcement. Activities include the arrest of offenders, service of subpoena, law enforcement in support of the Abilene Police Department, patrol of the cities lakes, court security, and environmental enforcement. Mission Statement The City Marshal's Office will: Diligently protect and defend the institutions of our Municipality Vigilantly seek the safety and security of all citizens who attend our facilities Strive for integrity and excellence in every area of our work Encourage accountability in the use and care of our natural resources Execute all legal service forthwith Relentlessly pursue and bring to justice those person's found with outstanding warrants Major FY Goals/Programs Review policy and safety practices in the context of liability and best practices. Develop operational plans for employing a Mental Health Unit and coordinate with APD and Betty Hardwick MHMR Center. Continue to meet and complete all annual training requirements. Renew consideration and review of the possibility of utilizing an ALR system. FY Accomplishments Worked with the Abilene Police Department and Water Utilities Department to provide a plan for better control of vehicle access at Lake Kirby and Lake Fort Phantom. Obtained approval to hire four new officers to establish a new Mental Health Program under the Marshal's Division. Continued to monitor state reporting and changes in the law and completed all required training. FY Goal We will continue to review policy, and consider safety and 'best practices' in the area of operations. Move forward with the hiring of four new City Marshal's to assist with mental health transports. And continue to monitor plans for access control at the lakes, and the use of ALR's systems as well as all required training. Objective Coordinate with other city departments in review of policy, safety, and best practices. Work with APD, Finance, and the Betty Hardwick Center in assistance with MHMR transports, particularly in the area of operations. Also, Re-consider the possibility of the implementation of ALR systems for warrant service. 132

163 MARSHAL PERFORMANCE MEASURES/EXPENDITURES DEMAND/ Projected Actual Projected Projected PERFORMANCE MEASURES GOAL Inputs Total full-time equivalents Total division expenditures $746,510 $711,991 $744,480 $1,164,840 Outputs Number of arrests made Traffic citations filed Subpoenas served Defendants seen at jail 2,500 2,417 2,500 2,000 Number of pretrials 540 1, Number of trials Illegal dump sites cleaned Calls for service answered 2,500 3,134 3,000 3,200 Outcome Measures Maintain number of Daily calls for service Efficiency Measures Division expenditures per capita $6.28 $5.99 $6.21 $9.63 Calls for service per full-time equivalent ACTUAL APPROVED REVISED APPROVED EXPENDITURES Personal Services $582,963 $596,310 $675,470 $928,950 Supplies 29,455 34,250 38,570 56,250 Maintenance 3,120 9,100 4,970 7,000 Other Services and Charges 96, , , ,640 Capital Outlay.... TOTAL $711,991 $744,480 $823,830 $1,164,

164 ORGANIZATION CHART OCTOBER 2015 r--,...-- PLANNING AND DEVELOPMENT SERVICES PLANNING AND DEVELOPMENT SERVICES ADMINISTRATION j -I PLANNING SERVICES COMMUNITY ENHANCEMENT I I - CODE COMPLIANCE - ENVIRONMENTAL ENFORCEMENT -I -I - ENVIRONMENTAL HEALTH BUILDING INSPECTION CDBG - I HOME I LEGEND I DEPARTMENT I II DIVISION Ill CONTRACTUAL II I I FUNCTIONAL 134

165 PLANNING AND DEVELOPMENT SERVICES General Fund DEPARTMENT SUMMARY Mission Statement To inspire and promote quality of life in Abilene for the present and future. TOTAL DEPARTMENT REVENUE EXPENDITURES BY DIVISION 3000 Planning & Dev. Services Administration Planning Services 3020 Community Enhancement Environmental Health j 3530 Building Inspection 3540 Animal Services L TOTAL *Transferred to Community Serv1ces Personal Services TOTAL FULL TIME PERSONNEL L $1,907,030 ACTUAL I $1,837,279 I -- " _J ACTUAL $282, , , , ,228 $3,085, _0_ _4 APPROVED $1,722,670 $1,327,440 REVISED APPROVED $311, ,630 $ , , , , , , ,380 0 REVISED $3,190,650 $2,261, m m m omm ---r-- 20_ - -1_5 2_0; : ACTUAL REVISED 1 APPROVED EXPENDITURES APPROVED BY ClASSIFICATION Supplies Maintenance Other Serv. & Chgs. Cap al Total 55, ,120 0 $2,261,

166 GENERAL OPERATING PLANNING & DEVELOPMENT SERVICES REVENUE SOURCES Description Actual Approved Revised Approved Sale of Maps and Publications $0 $100 $100 $100 Zoning Fees 135,150 80,000 85,000 85,000 Subdivision Fees 42,770 40,000 40,000 40,000 Board of Building Standards Animal Control and Shelter Fee 42,249 42,300 45,000 0 Animal Cremation 32,255 47,000 45,000 0 VeUSpay Neuter 78, , ,000 0 Disposal for Veterinarians 2,716 2,500 2,500 0 Rabies Vaccination 27,746 52,500 48,500 0 Swimming Pool Fee 11,360 15,000 15,000 15,000 Weed Mowing and Cleaning 38,485 32,000 36,000 36,000 Code Enf Container Disposal 219 1,200 1,200 1,200 Electrical License Food Establishment Permit 105, , , ,000 Sign Permit 33,624 34,500 34,500 34,500 House Moving Permit 750 2,000 2,000 2,000 Contractors Registration 58,685 39,400 39,400 39,400 Swimming Pool Contractors Stop Work Order Release Fee 1, Staged Occupancy Fee Building Permit 470, , , ,000 Electrical Permit 104, , , ,000 Plumbing Permit 144, , , ,000 Animal License 133, , ,500 0 Board of Adjustment 12,100 10,000 10,000 10,000 Mechanical Permit 104,752 91,000 91,000 94,000 Mobile Home Installation Permit 1,850 1,400 2,000 2,000 Reroofing Permit 208,060 16, ,000 70,000 Septic Tank Permit 2,000 2,000 2,000 2,100 Temporary Certificate of Occupancy Special/After Hour Inspections 3,000 1,800 2,600 2,600 Building Code Compliance Letter Customer Service Inspections 0 12,000 12,000 12,000 Other Licenses and Permits Grading Permits 1,486 1, Indirect Cost Recovery 31, ,540 31,920 23,090 Miscellaneous Recoveries 3,471 3,500 3,500 3,500 Over/Short Revenue Department Total $1,837,279 $1,669,840 $1,722,670 $1,327,

167 PLANNING AND DEVELOPMENT SERVICES ADMINISTRATION Description The Planning and Development Services Administration Division is responsible for the planning and development activities, building inspections, community enhancement, neighborhood services, and animal services. The Division accomplishes these tasks through its various divisions and with the direction received from the boards and commissions it serves. Mission Statement To inspire and promote quality of life in Abilene for the present and future DEMAND/ PROJECTED ACTUAL PROJECTED PERFORMANCE MEASURES GOAL Inputs Total full-time equivalents Total division expenditures $286,040 $282,446 $290,460 Outputs Community Outreach Meetings as needed City Council Presentations as needed 72 Outcome Measures Employee Turnover (%) <15% 19% 19% <15% PROJECTED $305, <15 Efficiency Measures (General Fund) Division expenditures per capita $2.41 $2.38 $2.42 Department expenditures per capita $26.18 $25.95 $27.34 Department revenue per capita * $13.30 $15.45 $13.94 Net department cost per capita $12.88 $10.50 $13.40 Population 118, , ,824 $2.52 $18.69 $10.97 $ ,958 ACTUAL APPROVED REVISED APPROVED EXPENDITURES Personal Services $272,246 $279,220 $282,070 $289,640 Supplies Maintenance Other Services and Charges 9,997 10,510 28,510 14,660 Capital Outlay TOTAL $282,446 $290,460 $311,310 $305,030 * Previously, the Planning and Development Services Department included the Animal Services division. For FY 16, this division has been moved to the Community Services Department. 137

168 PLANNING SERVICES Descrip tion The Planning Services Division consolidates current, long-range and specialized planning activities into a single division. The primary functions of the division are to enforce existing development and land use regulations, to respond to emerging development trends, to anticipate future community needs, and to provide expertise and policy advice. Current planning is most commonly known for the day-to-day activities of zoning, subdividing, and permitting as they relate to the use and the redevelopment of property. A variety of regulatory tools such as the Land Development Code (LDC) are used in this process to implement established community policies. Long-range planning focuses on the future of the City by forecasting future conditions and providing decision makers, citizens, and stakeholders with assessments on the impacts of various strategic policy decisions. Long-range planning is most often understood in terms of Comprehensive Plans, Thoroughfare Plans, Capital Improvement Plans, Annexation Plans and similar documents. Specialized planning activities often include unique events, opportunities, or needs. Such special projects may include neighborhood revitalization, economic development, historic preservation or other topics. Mission Statement The Planning Services Division is dedicated to continually raise the quality of development through innovative regulation, customer education, and a proactive consultative process. Major FY Goals/Programs Complete and implement a Lake Fort Phantom Hill Overlay District. Complete and implement various Sign Ordinance amendments into the LDC Develop and implement expanded lnfiii/ani Revitalization and Development Strategy. Develop and implement a prioritized Sidewalk Capital Plan. Support development activity and evolving needs within TIRZ District #2. FY Accomplishments Completed an update to the City's Bicycle Plan. Amended the Land Development Code regarding Site Development Regulations. Amended the Land Development Code regarding detention requirements for pre-existing impervious cover. Amended the Land Development Code reducing staff review time for drainage plans. FY Goal Provide comprehensive planning services including data and resource development, current and long-range planning, historic preservation, and fostering interaction between interest groups. Objectives Initiate preparation of at least one Super Neighborhood Plan. Continue implementation of the lnfiii/ani Revitalization and Development Strategy. Assist with the implementation of the new Tax Increment Reinvestment Zone #2 Update the City's Safe Routes to School Plan. Complete a Best Practices and Customer Service Audit and Review. 138

169 PLANNING SERVICES PERFORMANCE MEASURES/EXPENDITURES DEMAND/ PROJECTED ACTUAL PROJECTED PROJECTED PERFORMANCE MEASURES GOAL nputs Total full-time equivalents Total division expenditures $287,350 $282,737 $292,68( $295,010 I outputs Sector, Corridor, or Small Area Plans Amended or Completed Rezoning I POD Applications Processed As needed Thoroughfare Closures Processed As needed Variances Processed As needed Special Exceptions Processed As needed PlatstReplats Processed As needed Site Plans Processed As needed Outcome Measures Number of zoning cases withdrawn Percent of zoning cases completed 100% 100% 97% 100% 100% Number of site plans not reviewed within 1 week Percent of site plans reviewed within 1 week 100% 100% 39% 100% 100% Number of plats not reviewed within 2 weeks Percent of plats reviewed within 2 weeks 100% 100% 100% 100% 100% Efficiency Measures Total cases per full-time equivalent Division expenditures per capita $2,42 $ $2.4 $2,44 ACTUAL APPROVED REVISED APPROVED EXPENDITURES Personal Services $253,647 $260,750 $260,770 $266,820!supplies 3,929 4,600 4,300 4,300 -!Maintenance - - -!other Services and Charges 25,161 27,330 31,560 23, !capital Outlay TOTAL $282,737 $292,680 $296,630 $295,

170 Community Enhancement Code Com pliance Description The goal of Code Compliance is to enhance public health, safety, and the environment by eliminating public nuisances, substandard buildings, illegal dumping sites and illegal uses of land. We accomplish this with a combination of education and enforcement. Mission Statement Inform - Inspect - Improve. Major FY Goals/Programs Conduct 6 special enforcement events such as neighborhood/area enforcement sweeps, zero-tolerance events, neighborhood clean ups or similar activities. Revise Code of Ordinances Chapter 19 "Public Nuisances" to close various loopholes, improve operational efficiency and provide cost savings. Improve technological capabilities including software, web-based services mobile technologies and remote sensing for enhanced efficiencies. FY Accomplishments Established staff protocols for recommendations on civil penalties fo rwarded to the Board of Buildings Standards regarding substandard buildings. Completed multiple proactive neighborhood code sweeps, and two city-wide sweeps of enhancement corridor streets for illegal signs in the ROW. A total of 685 signs collected/disposed of. Cross trained All Code Enforcement Officers trained in basic zoning enforcement. FY Goals Add one additional CEO position with a long-term goal to have a total of eight officers or one for each police patrol area. Consider and evaluate potential options for increased citizen participation and/or volunteer assistance in nuisance reporting and abatement. Work to establish a Municipal Court of Record and/or work with the Taylor County District Attorney's office to improve case processing. Assist in and support revitalization efforts within lnfill and Abilene Neighborhood Initiative areas through partnership with local residents and organizations. 140

171 COMMUNITY ENHANCEMENT CODE COMPLIANCE PERFORMANCE MEASURES/EXPENDITURES DEMAND/ PROJECTED ACTUAL PERFORMANCE MEASURES GOAL Inputs Total full time equivalents Code enforcement officers Total division expenditures $475,420 $444,439 Outputs New cases opened (all types) N/A 4,481 4,481 Cases closed N/A 4,183 4,183 Outcome Measures % of closed cases abated by owners 85% 81% 81%., excludes Junk Vehicles & some mise Efficiency Measures Opened Cases per CEO N/A Acres per CEO 8,850 14,162 14,162 Population per CEO 15,000 23,777 23,777 Division expenditures per capita N/A $ 4.00 $ 3.74 PROJECTED PROJECTED $520,210 $473,210 4,595 5,929 4,319 5, % 80% 919 1,186 14,162 14,162 23,965 24,192 $ 4.34 $ 3.91 ACTUAL APPROVED REVISED EXPENDITURES Personal Services $311,030 $370,180 $321,710 Supplies 30,061 29,860 31,340 Maintenance Other Services and Charges 103, , ,240 Capital Outlay TOTAL $444,439 $520,210 $473,290 APPROVED $324,670 32, ,390 - $473,

172 Community Enhancement Environmental Health Description: Environmental Health provides educational and inspection services related to food, water, swimming pools and spas, child care facilities, private wastewater facilities, insects and vector control, and other various public health nuisances. Most of the section's work is related to the inspection of food establishments. The remainder relates to other health concerns. Mission: Promote and enforce sound measures that reduce illness, injury, or discomfort to people. Major FY Goal/Programs: Perform at least 90% of the routine food inspections req uired during the year. Perform at least 100% of the child care annual inspections required by Day Care Licensing. Perform at least 90% of the routine swimming pool/spa inspections required during the year. Adopt and Implement new Texas Food Establishment Rules locally Improve technological capabilities including software, web-based services and mobile technologies for enhanced efficiencies and customer service. FY Accomplishments: Fully staffed on all authorized positions and all personnel fully trained for field operations. Conducted 1,757 required routine food establishment inspections (100%) and 483 other food-related inspections. ( 1'68.68%) Conducted 35 annual day care center inspections (100%). (no change) Conducted 402 ( 5%) routine swimming pool/spa inspections (100%) and 52 additional pool-related inspections. ( 73.7%) Provided safe food handling training for 357 persons. ( 68.7%) FY Goals: Update fee schedules to reflect the actual cost of providing the division's services Add one full-time Sanitarian position to meet increasing quantitative and qualitative inspection requirements. 142

173 COMMUNITY ENHANCEMENT ENVIRONMENTAL HEALTH PERFORMANCE MEASURES/EXPENDITURES DEMAND/ PROJECTED ACTUAL PERFORMANCE MEASURES GOAL Inputs Total full-time equivalents Total division expenditures $309,880 $326,307 Outputs Food establishment insp & consults 2,150 2,500 1,338 On site Sewage Facility inspections as needed Nuisance Inspections as needed Outcome Measures % of required food inspections 96% 96% 77% % pool/spa inspection per schedule 90% 90% 100% % Day care cntr inspecs per schedule 100% 100% 100% Efficiency Measures Inspections per FTE Acres per Inspector 12,000 14,162 14,162 Population per inspector 20,000 23,777 23,777 Division expenditure per capita $2.61 $2.74 PROJECTED PROJECTED $308,510 $315,000 2,257 2, % 90% 100% 90% 100% 100% ,162 14,162 23,965 24,192 $2.57 $2.60 ACTUAL APPROVED REVISED EXPENDITURES Personal Services $273,677 $247,290 $219,950 Supplies 5,030 10,350 10,650 Maintenance Other Services and Charges 47,600 50,870 51,940 Capital Outlay TOTAL $326,307 $308,510 $282,540 APPROVED $255,140 12,200-47,660 - $315,

174 BUILDING INSPECTION Description The Building Inspection Division is responsible for ensuring that all buildings constructed, altered, or maintained in the City meet recognized standards for quality and safety. The staff is a diverse group of construction experts each trained and certified in one or more building trades. The Division staff is highly involved in the formulation and interpretative development of the national codes that govern the construction industry. Mission Statement The Building Inspections Division is dedicated to the enforcement of the community's standards for safety, health, and durability of buildings constructed, altered, or maintained within the City. The Division enforces these standards through a program of providing information to the public, and through plans examination and on-site inspections by specially qualified personnel. Major FY Goals/Programs Develop policy and procedure for conversion of archived documents to a digital format. Begin conversion of all permits and address files to a digital storage format. Implement Phase II of the automated plan review program by January FY Accomplishments Finalized review process for the 2014 NEC. Develop and provide training for contractors and citizens regarding the significant changes in the 2014 NEC Code. Started development of Phase II of the automated plan review process with projected implementation before the end of the first quarter of FY16. Developed and implemented automated version of the Monthly Service Evaluation Report. FY Goal Review and make recommendations for adoption of the ICC Codes. Objective Establish review committees and begin review process of IBC, IRC, IEBC, IECC, IPC, IMC and the IFGC Codes and present recommendations to the review boards by summer of

175 BUILDING INSPECTION PERFORMANCE MEASURES/EXPENDITURES DEMAND/ PROJECTED ACTUAL PROJECTED PROJECTED PERFORMANCE MEASURES GOAL Inputs Total full time equivalents Total division expenditures $819,150 $808,293 $857,220 $872,830 Outputs Building Inspections 6,200 5,888 6,300 6,350 Electrical Inspections 3,200 2,994 3,300 3,300 Mechanical Inspections 2,800 2,941 2,900 2,975 Plumbing Inspections 4,600 4,892 4,700 4,900 Outcome Measures Percent residential plan reviews completed within 2 days 98% 98% 97% 98% 98% Percent of commercial plan reviews completed within 12 days 95% 95% 66% 90% 75% Efficiency Measures Average permits per plans examiner Average inspections per inspector 2,400 2,400 2,388 2,457 2,503 Division expenditures per capita $6.89 $6.80 $7.15 $7.22 ACTUAL APPROVED REVISED APPROVED EXPENDITURES Personal Services $725,91 1 $750,450 $752,270 $770,760 Supplies 6,372 6,550 6,550 6,550 Maintenance " " " " Other Services and Charges 76, , ,680 95,520 Capital Outlay " " " " TOTAL $808,293 $857,220 $859,500 $872,

176 ORGANIZATION CHART OCTOBER 2015 PUBLIC WORKS I PUBLIC WORKS ADMINISTRATION I I ENGINEERING I I TRAFFIC AND TRANSPORTATION I STREET SERVICES II II SOLID WASTE STORMWATER UTILITY II II - KEEP ABILENE BEAUTIFUL LEGEND I DEPARTMENT I I DIVISION I CONTRACTUAL FUNCTIONAL 146

177 PUBLIC WORKS General Fund DEPARTMENT SUMMARY Mission Statement Public Works mission is to deliver quality service to all our customers, be they citizens, employees or persons from outside the City. Furthermore, we are committed to the five core values of the City of Abilene: Team Spirit, Responsiveness, Continuous Improvement, Integrity, and Individual Worth. TOTAL DEPARTMENT REVENUE ----"---"-- EXPENDITURES BY DIVISION 4020 Engineering ) 4030 Traffic and Transportation I 4040 Street Services i 4050 Street Lighting Public Works Administration L _ TOTAL _ $6,346,338 ACTUAL $2,914, ACTUAL $402, ,304 1 '171,271 3,054,809 1,337, APPROVED $2,936,120 $3,039, REVISED APPROVED $426,780 $439, , ,090 1,201,220 1,290,610 3,608,630 3,406,060 1,371,800 1,384, $7,100,120 $7,002,190 REVISED L.. _ TOTAL ,--- ACTUAL REVISED FULL TIME PERSONNEL ] APPROVED EXPENDITURES BY CLASSIFICATION APPROVED Personal Services $3,618,680 Supplies 84,290 Maintenance 925,690 I Personal sw.rcesl Other Serv. & Chgs. 2,318,530 Capital 55,000 Total $7,002,190 I Other Serv & Ch - I 147

178 GENERAL OPERATING PUBLIC WORKS REVENUE SOURCES Description Actual Approved Revised Approved Sale of Maps & Publications $14 $0 $0 $0 Parking Meters 7,847 9,000 7,000 7,000 Paving Cuts 40,847 51,370 49,610 52,020 Miscelleneous Highways & Streets Drainage Plan Review Sidewalk & Driveway Permit 16,362 10,000 10,000 10,000 Taxi/Limo Licenses & Permits Development Permit 1,650 1,000 1,000 1,000 Street Use License 1,200 1, Other Licenses & Permits 3,080 1,500 1,500 1,500 Construction Parking Permit Land Leases 1, , Indirect Cost Recovery 770, , , ,960 Demolition and Cleanup -2,143 63,000 41,740 75,560 lnterfund Recoveries 1, ,080 0 Personal Recoveries 47,350 49,490 49,490 50,570 Miscellaneous Recoveries 9,882 2,350 1,850 1,850 Miscellaneous Damage Claims 13,532 1,000 1,500 1,500 Transfer - Solid Waste Fund 2,000,000 2,000,000 2,000,000 2,000,000 Department Total $2,914,140 $2,950,400 $2,936, 120 $3,039,

179 PUBLIC WORKS ADMINISTRATION Description The Public Works Administration Division provides management and daily administration of the department as well as all divisions. Mission Statement The Public Works Administration Division's mission mirror's the Public Works Department as a whole. That mission is to provide the highest quality of service to our customers, be they citizens, employees or persons from outside the City. ACTUAL APPROVED REVISED APPROVED EXPENDITURES Personal Services $351,885 $360,470 $364,340 $374,330 Supplies 3,177 3,600 3,600 3,800 Maintenance Other Services and Charges 47,464 58,750 58,740 61,600 Capital Outlay TOTAL $402,526 $422,920 $426,780 $439,

180 ENGINEERING Description The Engineering Division is responsible for the design and construction of all streets and drainage facilities in the city. This is accomplished through review of subdivision plats, construction plans, construction plan preparation of city funded capital projects, and oversight of inspections during construction. The Engineering Division is also responsible fo r the functions of floodplain management. Mission Statement Our goal is to create a community of the highest quality for present and future generations with a specific focus on the floodplain administration, public infrastructure maintenance, public infrastructure improvements, and oversight of all construction by private entities in the public right of way. FY Goal/Programs Complete construction of EN 13'" St. and EN 161" St. Reconstruction Project, Water Department Street and Miscellaneous Repair Work Project (Renewal), Engineering Division Miscellaneous Repair Work (Renewal), Corsicana Sidewalk Project, Judge Ely Blvd. Rehabilitation Project, West Lake Road Reconstruction Project, Antilley Rd. Rehabilitation Project, Catclaw Dr. Reconstruction Project, N. 51" Reconstruction Project, and Pedestrian Bridge at Elm Creek. Begin construction of the S. 1 11" St. Sidewalk Project, and Pedestrian Bridge at Elm Creek Project. Complete majority of design of S. 11'" St. sidewalk from Treadway to Elmwood, N. 51" St. Reconstruction, Ambler Ave. Rehabilitation, as well as other Bond and CIP Projects. Review, inspect, and acceptance of all public improvements in the City of Abilene right of way include new streets, sidewalks, driveways, and detention facilities in subdivision and commercial development. Administer the floodplain requirements in the city limits and extraterritorial jurisdiction. FY Accomplishments Completed construction of South 1'1 St. Enhancement project, Water Department Street and Miscellaneous Repair Work Project, Hardison Ln. Reconstruction, and Cockerell Neighborhood Sidewalk Project. Began Construction of the EN 13'" St. and EN 161" St. Reconstruction Project. Completed majority of design of S. 111" St. Sidewalk Project from Elmwood to Treadaway, Corsicana Sidewalk Project, Plaza St. Sidewalk Project, Antilley Rd. Rehabilitation Project, and Vogel Ave. Overlay Project. Review, inspect, and acceptance of all public improvements in the City of Abilene right of way include new streets, sidewalks, driveways, and detention facilities in subdivision and commercial development. Administer the floodplain requirements in the city limits and extraterritorial jurisdiction. FY Goal/Programs Complete construction of the S. 1 1'" St. Sidewalk Project, Pedestrian Bridge at Elm Creek Project, Ambler Ave. Rehabilitation Project, Water Department Street and Miscellaneous Repair Work , as well as other Bond Projects. Complete design work and contract Ambler Ave. Rehabilitation, Water Department Street and Miscellaneous Repair Work , N. 3'' St. Rehabilitation, Texas Ave. Overlay, Hardwick Rd. Rehabilitation, as well as other Bond and CIP Projects. Review, inspect, and acceptance of all public improvements in the City of Abilene right of way include new streets, sidewalks, driveways, and detention facilities in subdivision and commercial development. Administer the floodplain requirements in the city limits and extraterritorial jurisdiction. 150

181 ENGINEERING PERFORMANCE MEASURES/EXPENDITURES PROJECTED ACTUAL PROJECTED PROJECTED PERFORMANCE MEASURES Inputs: Total full-time equivalents Total division expenditures $452,580 $380,304 $432,460 $481,090 Engineering Projects Designed $5,450,000 $5,300,000 $5,500,000 $19,000,000 Right of Way Improvements Inspected & Reviewed $3,000,000 $3,200,000 $3,000,000 $3,000,000 Outputs: Lane Miles Resurfaced with Seal Coat Lane Miles Resurfaced with Hot Mix Length of Sidewalk Constructed (miles) Sidewalk/Driveway Inspections Floodplain Permits & Determinations Site Plan/Plat Review Lane Miles Added to City Road System by Private Developers Outcome Measures: Percent of projects designed w/in budget 100% 100% 100% 100% Number of construction contracts completed within contract time 100% 100% 100% 100% Number of ROW permits reviewed 100% 100% 100% 100% Number of Sudivisions Reviewed 100% 100% 100% 100% Division expenditures per capita $3.81 $3.20 $3.61 $3.98 ACTUAL APPROVED REVISED APPROVED EXPENDITURES Personal Services $347,227 $376,440 $428,770 $447,530 Supplies 1,416 3,600 3,600 3,900 Maintenance 1,060 1,280 1,280 1,210 Other Services & Charges 30,601 51,140 53,040 28,450 Capital Outlay - - 5,000 - TOTAL $380,304 $432,460 $491,690 $481,

182 TRAFFIC AND TRANSPORTATION Description The Traffic Engineering Division is responsible for the following services: Address traffic issues through analysis of traffic data and proper selection and application of traffic control devices, i.e., signs, pavement markings, and signals Install, operate and maintain all traffic control devices Investigate and abate traffic hazards caused by vegetation Operate school crossing guard program Provide traffic engineering expertise in the development process and in the Metropolitan Planning Organization transportation planning process Assist the development community in meeting the traffic related portions of their projects through information, document review, and traffic engineering expertise Enforce regulations, maintain meters and collect the meter fees for CBD parking Mission Statement The mission of the Traffic Engineering Division is to improve and maintain our transportation system by enhancing traffic safety and operations for all transportation modes through design, construction, operation, and maintenance of traffic control systems. Major FY Goals/Programs Goals Complete the planning and modernization of the Traffic Operations Center (TOC). Improve traffic signal operations by upgrading components to operate the traffic signals more efficiently. Increase traffic safety and reduce liability by improving the signs and markings. Identify all traffic engineering assets and import them into GIS. Install uninterruptable power supplies at all rail road traffic signals. Replace failed vehicle counters and turning movement equipment. FY Accomplishments Implemented the new traffic signal management software. Replaced traffic signal controllers on N 1st & S 1st. Increased traffic safety and reduce liability by improving signs and markings. Established communications between TOG and N 1 st & S 1 st Created an intersection in the signal shop for testing failed or problematic equipment FY Goals/Programs Goals Improve traffic signal operations. Increase traffic safety and reduce liability by improving the signs and markings. Objectives Continue to make improvements to timing and operation of signals. Continue the replacement of deteriorated traffic signs and pavement markings. 152

183 TRAFFIC & TRANSPORTATION PERFORMANCE MEASURES/EXPENDITURES DEMAND/ PROJECTED ACTUAL PROJECTED PROJECTED PERFORMANCE MEASURES GOAL Inputs FT Signs & Markings Shop Staff FT Signal Shop Staff FT Traffic Engineering Staff Total division expenditures $1,201,230 $1,171,271 $1,182,160 $1,290,610 Outputs Traffic signs maintained 18,000 18,000 18,000 19,000 Traffic signals maintained Traffic studies/ assessments made Development documents reviewed Outcome Measures Unscheduled signal responses Sign maintenance responses Efficiency Measures Sign maintenance responses/staff Signal maintenance responses/staff ACTUAL APPROVED REVISED APPROVED EXPENDITURES Personal Services $779,411 $825,800 $841,730 $852,930 Supplies 6,398 6,800 6,800 15,850 Maintenance 165, , , ,650 Other Services and Charges 162, , , ,180 Capital Outlay 57, ,000 TOTAL $1 ' 171,271 $1,182,160 $1,201,220 $1,290,

184 STREET SERVICES DESCRIPTION The primary responsibility of the Street Division is maintenance of the city's streets and alleys. This is accomplished through filling potholes, sealing cracks, applying various types of asphalt surface treatments, minor street and alley reconstruction, and backfilling and repairing utility trenches cut by various private and public utility companies. Mission Statement The Street Services Division is committed to maintaining an effective and efficient street and alley system for the citizens of Abilene; providing a safe environment and a fiscally responsible maintenance program through the use of practical maintenance techniques, minor reconstruction and rehabilitation projects, and examination of alternative pavements.. Major FY Goals/Programs Maintain current level of preventative, routine, and major maintenance Maintain current level of street and alley reconstruction projects Maintain current level of gravel road and gravel alley maintenance Repair/backfill utility cuts in city right of way FY Accomplishments Street Maintenance - 159,066 sq yds Street and Alley Reconstruction - 14,301 sq yds Gravel Road & Alley Maintenance - 395,913 sq yds Utility trench repair I backfill - 81 cuts, 396 sq yds Street Overlay I Resurface - 10,307 sq yds Potholes Repaired - 28,431 ea FY Goals Maximize the level of maintenance using available resources. Continue to provide information regarding the overall condition of Abilene's Street and Alley System. 154

185 STREET SERVICES PERFORMANCE MEASURES/EXPENDITURES Inputs: PROJECTED ACTUAL PROJECTED PROJECTED PERFORMANCE MEASURES Full-Time Personnel Total division expenditures $3,704,010 $3,054,809 $3,955,300 $3,406,060 Alley ways (linear mile) Asphalt Concrete & Gravel Street (lane Mile) Asphalt Concrete Street (Lane Mile) 1,675 1,675 1,675 1,675 Granular Surface Street (lane Mile) Concrete Street (lane Mile) Concrete & Asphalt Concrete Street (lane Mile) Two Course Penetrated Street (lane Mile) Outputs: Total Street Lane Miles 1,747 1,747 1,747 1,747 Street Maintenance (Sq. Yds.) 250, , , ,000 Street & Alley Reconstruction (Sq. Yds.) 8,000 6,837 8,000 8,000 Gravel Road & Alley Maintenance (Sq. Yds.) 900, , , ,000 Utility Trench Backfill/Repair (Sq. Yds.) N/A 80 cuts, 476 N/A N/A Street Overlay/Resurface (Sq. Yds.) 10,000 18,844 10,000 10,000 Potholes Repaired N/A 24,135 N/A N/A Outcome Measures Percent of Street & Maintenance 100% 80% 100% 100% Percent of Street & Alley Reconstruction 100% 85% 100% 100% Percent of Gravel Road & Alley Maintenance 100% 73% 100% 100% Percent Street Overlay/Resurface 100% 188% 100% 100% Efficiency Measures Linear miles of alley ways maintained by month Square Yards of Street Maintenance by month 21,000 16,663 21,000 21,000 Utility Cuts Reparied per month Pot Holes Repaired per month 1,000 2,011 1,000 1,000 Division Expenditures per capita $31.16 $25.70 $33.01 $28.16 ACTUAL APPROVED REVISED APPROVED EXPENDITURES Personal Services $1,447,966 $1,895,210 $1,573,190 $1,943,890 Supplies 52,633 58,770 55,090 60,740 Maintenance 584, , , ,730 Other Services & Charges 970,060 1,334,260 1,31 1, ,700 - Capital Outlay I TOTAL $3,054,809 I 1 $3,955,3oo 1 $3,608,630 1 $3,406,o6o 1 155

186 STREET LIGHTING Description The Street Lighting Division is responsible for administration of the street light agreements with AEP and Taylor Electric, operation and maintenance of City owned street lights, and operation and maintenance of State owned street lights on the Winters Freeway. The division is operated by the Traffic & Transportation Division. Mission Statement The Street Lighting Division provides for street lighting on public streets. Major FY Goals/Programs Update the policy and procedures for street light installation. FY Accomplishments Implemented the start of changing City owned street light to LED. FY Goal Establish effectiveness/efficiency measures for the division. Objective Review functions of the division to develop appropriate effectiveness/efficiency measures. 156

187 STREET LIGHTING PERFORMANCE MEASURES/EXPENDITURES DEMAND/ PROJECTED ACTUAL PROJECTED PROJECTED PERFORMANCE MEASURES GOAL Inputs Total division expenditures $1,366,600 $1,337,428 $1,371,800 $1,384,600 Outputs City owned street lights maintained Outcome Measures.. Additional City owned street lights 17. Additional utility owned street lights Efficiency Measures 0 & M $/light for City owned $2,000 $2,000 $2,000 $2,000 ACTUAL APPROVED REVISED APPROVED EXPENDITURES Personal Services $ $ $ $.... Supplies Maintenance 19,485 20,000 20,000 20,000 Other Services and Charges 1,317,943 1,351,800 1,351,800 1,364, Capital Outlay TOTAL $1,337,428 $1,371,800 $1,371,800 $1,384,

188 ORGANIZATION CHART OCTOBER I I 1-- POLICE POLICE ADMINISTRATION TRAINING PATROL I I I - - I - -I - TRAFFIC CRIMINAL INVESTIGATION COMMUNICATIONS RECORDS/ID YOUTH RESPONSIVE INTELLIGENCE SPECIAL OPERATIONS I I I LEGEND I DEPARTMENT I 111 DIVISION ill II CONTRACTUAL II I FUNCTIONAL I 158

189 POLICE General Fund DEPARTMENT SUMMARY Mission Statement We work together to build a community of the highest quality for present and future generation. --- DEPARTMENT REVENUE TOTAL ' " "" ACTUAL $1,886, REVISED $2,045,350 APPROVED $2,082, l EXPENDITURES BY DIVISION 5005 Police Administration 5006 Training 5015 Patrol 5018 Traffic 5025 Criminal Investigation 5035 Communications 5040 Records!ID Youth 5050 Responsive Intelligence 5065 Special Operations TOTAL " TOTAL FULL TIME PERSONNEL Personal Services $22,822,640 Supplies 638,850 Maintenance 158,870 Other Serv. & Chgs. 3,252,250 Capital 0 Total $26,872,610 I ACTUAL $1,465, ,357 11,814,790 1,153,431 3,114,367 REVISED $1,645, ,440 11,767,400 1,270,010 3,316,200 APPROVED $1,725, ,800 13,289,820 1,258,360 3,393,430 1,808,889 1,817,430 1,948, , ,150-1,590,665 1,628, , , , , ,660 1,115,487 1,278,880 1,21 9, $24,1 06,648 --""'" $24,879,120 $26,872, Tf- - - _ -: ---- :;;o REo s - D - -_ 2 - _ 5_ Ltl - I - - _ EXPENDITURES BY ClASSIFICATION APPROVED I P nal Servk:es I 159

190 GENERAL OPERATING POLICE REVENUE SOURCES Description Actual Approved Revised Approved Miscellaneous Federal Grants $0 $15,050 $0 $0 Taylor County Child Advocacy 1,762 2,180 2,180 2,180 Police Accident Reports 20,184 20,800 18,500 18,500 Abandoned Property Disposal 294, , , ,000 Recoverable Overtime 536, , , ,690 False Alarm Service Fee 36,365 36,300 28,300 25,000 Clearance Letters Fingerprint Fee 3,025 3,130 2,580 2,590 Burglars Alarm Permit 114, , , ,060 Other License & Permits 1, ,050 2,050 Other Arrest Fees 26,959 27,000 27,000 27,000 Personal Recoveries 829, , , ,020 Miscellaneous Recoveries 17, ,200 41,200 Dispensing Machines Miscellaneous Revenue 3,347 3,350 13,400 13,800 Over/Short Revenue (27) Sale of Equipment Department Total $1,886,481 $1,873,790 $2,045,350 $2,082,

191 POLICE ADMINISTRATION Description The Police Administration Division is responsible for the supervision, administration, and overall planning of the police department. The division oversees all personnel issues for both sworn and non- sworn employees, as well as provides primary focus for the response, investigation and reduction of Part I and Part II UCR crimes. Mission Statement Police Administration's mission is to foster community through service, believing that servant leadership will best serve police employees and the citizens of Abilene. DEMAND/ PROJECTED ACTUAL PROJECTED PROJECTED PERFORMANCE MEASURES GOAL Inputs Total full-time equivalents Total division expenditures $1,406,880 $1,465,098 $1,657,230 $1,725,170 Outputs Part I UCR Crimes 4,900 4,825 5,251 5,300 5,150 lntelligence led Policing NA NA NA NA NA Outcome Measures Reduction in Part I UCR Crimes 3% 3% -9% 0% 3% Full implementation of intelligence-led 100% 90% 90% 90% 90% policing Efficiency Measures Division expenditures per capita $ $12.32 $13.83 $14.26 ACTUAL APPROVED REVISED APPROVED EXPENDITURES Personal Services $783,151 $870,220 $858,040 $860,950 Supplies 4,627 6,150 6,950 7,150 Maintenance 3,326 9,770 9,770 10,080 Other Services and Charges 673, , , , Capital Outlay TOTAL $1,465,098 $1,657,230 $1,645,850 $1,725,

192 TRAINING DIVISION Description The Police Training Division consists of four sworn and one civilian employee. The Training Division's primary responsibilities include: providing meaningful and effective training on an ongoing basis; conducting basic peace officer academies; and serving as the Department's primary point of contact with TCOLE, the State's licensing and regulatory agency. Mission Statement The Training Division is dedicated to providing the officers of the Abilene Police Department with the skills they need to serve the citizens of Abilene in a professional and effective manner. Major FY Goals/Program Continue preparing for TCOLE credentialing audit Prepare for DPS fingerprint audit Graduate Academy Class 53 Begin hiring process for Academy Class 54 Host more specialized training classes Update/replace training equipment and continue firearms training advances Acquire more single unit turning target systems with an eventual total goal of twenty FY Accomplishments Passed yearly TCOLE audit with no discrepancies Processed 104 applications; scheduled pre-psych and polygraph for 48 applicants and set up and scheduled oral board for 30 applicants for Academy Class 53 Hosted 5 specialized schools with a total of 118 students Conducted 40 in-service classes with a total of 732 students Acquired a single unit turning target system and a mobile robot target system FY Goal Upgrade academy and range grounds, and building Replace rappel tower at range building Objective Continue to research and implement new methods and technology into the Training Division Research upgrade in simulator system fo r training of officers 162

193 TRAINING DIVISION PERFORMANCE MEASURES/EXPENDITURES DEMAND/ PROJECTED ACTUAL PROJECTED PROJECTED PERFORMANCE MEASURES GOAL Inputs Total full-time equivalents Total division expenditures $624,910 $638,357 $595,400 $699,800 Outputs Recruits completing basic / lateral academy Applicants processed In-service classes conducted Firearms qualifications conducted Student training cycles 2,000 3, ,793 1,000 Outcome Measures Percentage of total cycles per officer 6.27% 6.47% 9.49% 4.70% Efficiency Measures Cost per cycle $ $ $ $ Cost per training hour $24.12 $93.88 $45.10 $87.48 Division expenditures per capita $5.26 $5.37 $4.97 $ ACTUAL APPROVED REVISED APPROVED EXPENDITURES Personal Services $407,366 $421,000 $385,940 $351,300 Supplies 180, , , ,110 Maintenance 5,269 5,650 5,650 5,710 Other Services and Charges 45,596 60,850 63,950 64, Capital Outlay TOTAL $638,357 $595,400 $563,440 $699,

194 PATROL DIVISION Description The Patrol Division is the most visible of all units within the Police Department. The Division comprises two-thirds of the Department's compliment of sworn officers, and serves as the first responder to almost all citizen calls for police service. Mission Statement The Patrol Division is dedicated to protecting the freedoms of our citizens through an effective, compassionate response to calls for service and through proactive problem solving. Major FY Goals/Programs Incorporate body-worn cameras for all sworn Continue to critically examine staffing needs and find solutions Finish transition from Crown Victoria patrol vehicles to Chevrolet Tahoe As part of next RMS/CAD update, incorporate field reporting Assist in the implementation of a dedicated MHMR unit within the City of Abilene Marshal Division Explore geographically based Patrol deployment FY Accomplishments Implemented a modern, high-definition capable mobile video system in Patrol vehicles Implemented a three-to-one Patrol vehicle plan Increased Patrol staffing Developed a web-based, flexible, individual officer purchase program for Patrol equipment and uniforms Deployed automated ticket writers FY Goal Work with community partners to identify procedures to remove police response to non-critical mental crisis patients Objective Reduce police involvement with non-critical mental crisis patients 164

195 PATROL DIVISION PERFORMANCE MEASURES/EXPENDITURES DEMAND/ PROJECTED ACTUAL PROJECTED PROJECTED PERFORMANCE MEASURES GOAL Inputs Total full-time equivalents Total division expenditures $11,715,970 $11,814,790 $12,028,500 $13,289,820 Outputs Total Patrol dispatched calls for service 160, , , , ,000 Total SWAT callouts Total Bomb callouts Collision investigations 3,500 3,665 3,466 3,500 3,500 Outcome Measures Response to calls for service 100% 100% 100% 100% 100% SWAT callout 100% 100% 100% 100% 100% Bomb callout 100% 100% 100% 100% 100% Completed collision reports 100% 100% 100% 100% 100% Efficiency Measures Total transactions per full-time 1,486 1,560 1,616 1,600 1,584 equivalent Division expenditures per capita $98.55 $99.38 $ $ ACTUAL APPROVED REVISED APPROVED EXPENDITURES Personal Services $10,438,511 $10,747,320 $10,171,060 $11,592,310 Supplies 104, , , ,800 Maintenance 64,946 73,580 72,580 75,530 Other Services and Charges 1,206,824 1,081,600 1,398,550 1,448,180 Capital Outlay TOTAL $11,814,790 $12,028,500 $11,767,400 $13,289,

196 TRAFFIC DIVISION Description It is the goal of the Traffic Division to make Abilene's streets and highways safe for the motoring public through focused enforcement programs and effective problem identification I problem solving techniques. Additionally, the Division strives to improve appearance and safety issues resulting from abandoned/junked vehicles city-wide. Mission Statement We exist to serve the citizens of Abilene and improve the safety of our community by consistent and fair collision investigation and traffic enforcement. Major FY Goals/Programs Train the police cadets on traffic law and investigation Continue the quarterly Motor Officer training Evaluate the Department's response to reported crashes Develop a crash reconstruction team FY Accomplishments Maintained our high hit and run clearance rate Conducted quarterly Motor Officer training Completed several detailed fatality reconstructions with ARAS 360 FY Goal Continue to focus on proactive intelligent led policing strategies and deployment models Objective Evaluate where Traffic officers are deployed related to all crime Continue to train officers for crash reconstruction Secure funding for crash reconstruction equipment 166

197 TRAFFIC DIVISION PERFORMANCE MEASURES/EXPENDITURES DEMAND/ PROJECTED ACTUAL PROJECTED PROJECTED PERFORMANCE MEASURES GOAL Inputs Total full-time equivalents Total division expenditures $1,107,150 $1, $1,094,680 $1,258,360 Outputs Traffic jobs 18,000 18,000 17,889 18,000 18,000 Outcome Measures Crash reduction Efficiency Measures Cost divided by total jobs $60.00 $61.51 $64.48 $60.82 $69.91 Division expenditures per capita $9.31 $9.70 $9.14 $10.40 ACTUAL APPROVED REVISED APPROVED EXPENDITURES Personal Services $911,328 $859,660 $969,990 $992,700 Supplies 15,616 32,950 22,950 22,950 Maintenance 11,329 12,140 12,140 12,150 Other Services and Charges 215, , , ,560 " " " " Capital Outlay TOTAL $1,153,431 $1,094,680 $1,270,010 $1,258,

198 CRIMINAL INVESTIGATION DIVISION Description The Criminal Investigation Division consists of four specialized areas; Persons Crime, Property Crime, Fraud and Forensics. Within these areas are more specialized units. They are Pawn Detail, Crime Victims Assistance, Child Advocacy Investigators and Crime Stoppers. The division employs 25 sworn investigators, three civilians, four Sergeants and one Lieutenant. Mission Statement The mission of the Criminal Investigation Division is to aid in the Abilene Police Department's overall mission by providing quality, professional and ethical criminal investigations and crime victim services. Major FY Goals Establish greater capabilities for investigating internet crimes Train detectives in blood spatter analysis and advanced investigative techniques FY Accomplishments Established capabilities for investigating crimes against children via the internet. Increased the number of cases filed for family violence by 30% through the proactive investigations of family violence. Created a briefing room for the Crimes Against Persons and Special Victims Unit FY Goal Serve our community in greater capacity by the creation of computer forensic specialists Objective Identify predators of the elderly and children through the use of internet investigations 168

199 CRIMINAL INVESTIGATION DIVISION PERFORMANCE MEASURES/EXPENDITURES DEMAND/ PROJECTED ACTUAL PROJECTED PROJECTED PERFORMANCE MEASURES GOAL Inputs Total full-time equivalents Total division expenditures $2,991,380 $3,114,367 $3,01 2,530 $3,393,430 Outputs Total cases received 2,990 2,990 3,397 3,446 3,627 Number of cases filed 1,473 1,600 1,330 1,135 1,095 Outcome Measures Percent of criminal cases filed 49% 54% 39% 33% 30% Efficiency Measures Total cases received per full-time sworn equivalent Division expenditures per capita $25.16 $26.20 $25.14 $ ACTUAL APPROVED REVISED APPROVED EXPENDITURES Personal Services $2,887,191 $2,766,170 $3,057,830 $3,134,990 Supplies 19,192 17,300 18,400 22,000 Maintenance 12,615 13,660 13,660 14,560 Other Services and Charges 195, , , , Capital Outlay - TOTAL $3,1 14,367 $3,01 2,530 $3,316,200 $3,393,

200 COMMUNICATIONS DIVISION Description The Communications Division is responsible for receiving and processing all calls for the City of Abilene, as well as police and fire non-emergency calls. The Division is responsible for entering, modifying, canceling and clearing items reported as stolen to the Abilene Police Department. Staffing consists of 29 telecommunication operators, six first-line supervisors and one division manager. Mission Statement The Communications Division responds to calls for assistance from the public and facilitates the dispatching of necessary Police, Fire and EMS responders. We are dedicated to providing superior customer service to the citizens of Abilene and to the Abilene Police Officers and Firefighters we support. Major FY Goals/Programs Answer all incoming and non-emergency calls in less than 4 rings Reach and maintain a 90% accuracy rate on Emergency Medical Dispatch (EMD) events Maintain EMD certifications for all telecommunicators Maintain TLETSfTCIC Certification for all department personnel Maintain CJIS Security Awareness Training for all department personnel FY Accomplishments 8 employees awarded initial EMD certification 23 employees successfully completed EMD Advanced recertification All department personnel maintained TLETSfTCIC certifications 7 new employees passed the new state licensing exam for a 1 00% pass rate FY Goal Complete Division policies Objective Standard Operating Procedures will give guidance and direction to all employees as well as establish standardized performance expectations 170

201 COMMUNICATIONS DIVISION PERFORMANCE MEASURES/EXPENDITURES DEMAND/ PROJECTED ACTUAL PROJECTED PROJECTED PERFORMANCE MEASURES GOAL Inputs Total full-time equivalents Total part-time equivalents Total division expenditures $1,752,570 $1,808,889 $1,796,400 $1,948,570 Outputs Total calls received 258, , , ,858 Total events logged 215, , , ,685 Outcome Measures Calls answered within three rings 100% 100% 95% 100% 100% EMD processing with 98% accuracy 100% 90% 85% 90% 90% Efficiency Measures Total calls received per equivalent 7,589 6,778 7,817 7,191 Division expenditures per capita $14.74 $15.22 $14.99 $16.11 ACTUAL APPROVED REVISED APPROVED EXPENDITURES Personal Services $1,711,940 $1,721,060 $1,742,630 $1,826,330 Supplies 8,625 10,560 10,560 12,350 Maintenance 7, ' ,620 13,550 Other Services and Charges 80,764 53,620 53,620 96,340 Capital Outlay TOTAL $1,808,889 $1,796,400 $1,817,430 $1,948,

202 RECORDS DIVISION Description The Records Division is designed to process and maintain police information. The division is responsible for maintaining security of the workplace and establishing standards fo r processing, safeguarding and disposing of physical evidence acquired by officers. One important function of the division is to provide public information to citizens, on request, under the provision of the Texas Public Information Act. It is critical to the City, as a whole, the information be processed in an accurate and timely manner. Mission Statement Provide quality service to internal and external customers by processing paperwork and open records requests in an accurate and timely manner. Maintain security of workplace; establish and maintain standards for processing, safeguarding and disposing of physical evidence. Major FY Goals/Program Assist with planning and construction of new Records, Property & Evidence building Conduct inventory in Property and Evidence for Recognition purposes Conduct drug destruction 1-2 times per year Deposit money remanded to APD into general fund in a timely manner FY Accomplishments Deposited $1 1,625 into General Fund from cases that have been disposed of. Destroyed 3,467 lbs of records plus 17,556 lbs of marijuana, pills, powders, liquids, guns, knives, drug paraphernalia, etc Processed 1,200 open records requests Issued 677 residential and commercial burglar alarms Inventoried approximately 2,205 items in Property & Evidence for Recognition purposes FY Goal Provide quality service for internal and external customers; maintain security of workplace; maintain standards for processing, safeguarding and disposing of physical evidence Objectives Hire two additional employees in Property and Evidence Relocate to new Records, Property and Evidence building Process incoming paperwork in a timely and accurate manner Conduct yearly destruction of records that have reached their retention level Conduct yearly drug destruction 172

203 RECORDS DIVISION PERFORMANCE MEASURES/EXPENDITURES DEMAND/ PROJECTED ACTUAL PROJECTED PROJECTED PERFORMANCE MEASURES GOAL Inputs Total full-time equivalents Total part-time equivalents Total division expenditures $635,250 $671,002 $693,790 $754,410 Outputs Total Records transactions 322, , , ,079 Outcome Measures Percent of records destroyed 80% 54% 54% 93% 93% Efficiency Measures Total transactions per equivalent 18,995 24,072 27,031 30,063 Division expenditures per transaction $1.97 $1.64 $1.51 $1.48 ACTUAL APPROVED REVISED APPROVED EXPENDITURES Personal Services $613,726 $620,360 $648,170 $667,300 Supplies 28,560 24,760 31,000 31,040 Maintenance 935 2,100 4,100 3,100 Other Services and Charges 27,781 46,570 51,880 52, Capital Outlay TOTAL $ $693,790 $735,150 $754,

204 YOUTH DIVISION Description The Youth Division is comprised of one Lieutenant, two Sergeants, eight School Resource Officers (SRO's), four Youth Investigators, and two civilian employees at Safety City. The SRO positions are jointly funded with Abilene Independent School District (seven positions) and Wylie Independent School District (one position). Mission Statement The mission of the Youth Division is to protect the community and reduce juvenile crime through collaboration with families and community partners to achieve an outcome which is in the best interest of the child. Major FY Goals/Programs Create a written policy on "Interference with Child Custody" Strengthen the Campus Crime Stoppers Program Re-instate a full-time secretary fo r the division Continued Critical Missing Persons Response Team training FY Accomplishments Successful "Fall Festival" at Safety City Significant improvements to Safety City appearance through beautification projects Several personnel changes made which strengthened the Division Taught Critical Missing Response to entire Department during in-service SRO Supervisors received certification training as SRO's All SRO's issued body-cam's FY Goal All NFA vehicles replaced with budgeted vehicles Host a Teen Police Academy Hire a full-time Youth Division Secretary Objective Response readiness for the Critical Missing Persons Unit in the event of an abduction or critical missing person or child 174

205 YOUTH DIVISION PERFORMANCE MEASURES/EXPENDITURES DEMAND/ PROJECTED ACTUAL PROJECTED PROJECTED PERFORMANCE MEASURES GOAL Inputs Total full-time equivalents Total division expenditures $1,651,380 $1,590,665 $1,626,000 $1,688,400 Outputs Total cases assigned 1,000 1,100 1,169 1,300 1,300 Missing Persons/Runaways Child custody cases Number juveniles handled for theft Case referals First time offenders program Outcome Measures Reduction in runaways Efficiency Measures Cases assigned per equivalent Division Expenditures per capita $13.89 $13.38 $ $ ACTUAL APPROVED REVISED APPROVED EXPENDITURES Personal Services $1,495,753 $1,520,840 $1,522,210 $1,553,830 Supplies 8,453 10,230 10,850 33,350 Maintenance 9,148 10,570 10,570 10,960 Other Services and Charges 77, ,360 84,860 90, Capital Outlay TOTAL $1,590,665 $1,626,000 $1,628,490 $1,688,

206 RESPONSIVE INTELLIGENCE DIVISION Description The Responsive Intelligence Division is made up of two separate units within the Department; Crime Analysis, and Street Crimes. These two units work together and in collaboration with other divisions and the citizens they serve to identify, target and impact current crime trends in a positive manner. Mission Statement The Responsive Intelligence Division responds to street level crime problems by identifying the persons and places responsible, focusing on repeat offenders and taking action to eliminate or decrease the activity using the latest technology and nontraditional policing methods. We share intelligence information, which is used to develop action plans to combat criminal activity. Major FY Goals/Programs Produce more accurate and timely crime trend analyses along with weekly bulletins Reduce the number of Theft of Motor Vehicles by 3-5% Reduce the number of Part 1 Residential Burglary by 3-5%. FY Accomplishments Assisted CID by taking over robbery cases for six months to allow them to focus on overwhelming case load. Continued use of a surveillance tool donated by NICB to help reduce vehicle theft in Abilene. Assisted with the attempted reduction of Part 1 Property Crimes for fifth straight year. FY Goal Implement a culture of crime prevention in the Department among all divisions. Shift focus to Geo areas for both command and patrol. Objective Work with Gee-Commanders to target areas of concern with crime prevention techniques Assist all Divisions where needed, whenever possible 176

207 RESPONSIVE INTELLIGENCE DIVISION PERFORMANCE MEASURES/EXPENDITURES DEMAND/ PROJECTED ACTUAL PROJECTED PROJECTED PERFORMANCE MEASURES GOAL Inputs Total full-time equivalents Total division expenditures $810,030 $734,762 $684,270 $894,660 Outputs Cases submitted for prosecution Stolen property recovered in dollars 50,000 50,000 97,470 10,000 75,000 Search warrants executed Crime Analysis bulletins produced 52 NIA NIA Part 1 property crime offenses 4,500 4,500 4,606 4,900 4,650 Bulletins sent per month 5 NIA - N/A 4 Outcome Measures Percent of unlocked BMV's 65% 65% 75% 65% 70% Total cases submitted per full-time equivalent Search warrants executed per full-time equivalent Efficiency Measures Division expenditures per capita $6.81 $6.18 $5.71 $7.40 ACTUAL APPROVED REVISED APPROVED EXPENDITURES Personal Services $704,666 $642,350 $81 2,160 $829,690 Supplies 4,166 4,250 4,050 4,550 Maintenance 2,600 3,350 3,350 3,030 Other Services and Charges 23,330 34,320 36,710 57,390 - Capital Outlay TOTAL $734,762 $684,270 $856,270 $894,

208 SPECIAL OPERATIONS DIVISION Description The Special Operations Division's primary function is to investigate drug smuggling, distribution and the use and abuse of controlled substances. In addition, the Special Operations Division is responsible for investigating fraudulent prescriptions fo r controlled substances. Mission Statement The Special Operations Division is dedicated to making a positive impact upon the local illicit drug trafficking and drug abusers. The division is also tasked with the responsibility of detecting vice crimes, patterns of organized crime, identifying repeat offenders and to employ proactive methods to reduce criminal activity. Major FY Goals/Programs Provide positive impact on the availability of street level drugs in the community Target career and repeat offenders Provide quality assistance to other divisions and agencies within the specialized areas of our division Coordinate enforcement efforts with other agencies to target the availability of midlevel drugs in the community Conduct street level operations by utilizing undercover officers to make delivery cases on street and neighborhood level drug dealers FY Accomplishments Broadened educational training in areas of technical expertise within the division Actively identified person(s) involved in mid-level illegal drug distribution Seized approximately $85,415 in currency Seized approximately $116,759 in illegal drugs Hired and trained a new K-9 handler and K-9. FY Goal Continue to nurture cooperation and teamwork within the division and cooperating with other divisions and agencies Objective Increase expertise in conducting entry for search warrant execution by conducting quarterly training 178

209 SPECIAL OPERATIONS DIVISION PERFORMANCE MEASURES/EXPENDITURES DEMAND/ PROJECTED ACTUAL PROJECTED PROJE PERFORMANCE MEASURES GOAL Inputs Total full-time equivalents Total division expenditures $1,090,630 $1 '1 15,487 $1,199,610 $1,219,990 Outputs Search warrants executed Training / Instruction hours , SOD cases filed Outcome Measures SOD cases filed per equivalent Efficiency Measures Division expenditures per capita $9.17 $9.38 $ $10.09 ACTUAL APPROVED REVISED APPROVED EXPENDITURES Personal Services $972,229 $997,360 $1,036,930 $1,013,240 Supplies 34,246 52,800 92,800 53,550 Maintenance 10,220 9,920 10,200 Other Services and Charges 103, , , ,000 - Capital Outlay ,759 TOTAL $1 '11 5,487 $1 ' 199,61 0 $1,278,880 $1,219,

210 ORGANIZATION CHART OCTOBER 2015,.--- FIRE i-- AI Ji ATION I - MEDICAL DIRECTOR - -I - -i -i -i -I -i -i CHAPLAIN SUPPORT SERVICES ORGANIZATIONAL DEVELOPMENT TECHNICAL SERVICES ASSET MANAGEMENT FIRE PREVENTION EMERGENCY SERVICES TRAINING/EMS OPERATIONS I I LEGEND I DEPARTMENT I \II DIVISION ill II CONTRACTUAL II I FUNCTIONAL I 180

211 FIRE General Fund DEPARTMENT SUMMARY Mission Statement The Abilene Fire Department's mission is to deliver the highest quality service by protecting our community through risk-reduction, emergency responses, and public safety. DEPARTMENT REVENUE TOTAL ACTUAL '"" $177,758 REVISED $149,840 APPROVED $160 : 5 1J_j I EXPENDITURES BY DIVISION 5515 Fire Administration ACTUAL $414,538 REVISED $372,160 APPROVED $397, Fire Support Services 2,258,855 2,517,080 2,360, Fire Emergency Services TOTAL ,358, $18,031, ,097,530 $1 8,986,770 16,114,450 - $1 8,872, [ TOTAL FULL TIME PERSONNEL -----L Personal Services $17,036,610 Supplies 616,900 ACTUAL REVISED f i ' !... APPROVED EXPENDITURES BY CLASSIFICATION APPROVED Maintenance 318,240 Other Serv. & Chgs. 835,100 Capital Total $18,872,850 Maintenance Supplies I CapitaJ I I Perm! Services I 181

212 GENERAL OPERATING FIRE REVENUE SOURCES Description Actual Approved Revised Approved Recoverable Overtime $5,215 $19,600 $4,310 $7,700 Taylor County Fire Protection Fee 100,000 80,000 80,000 80,000 Fire Prevention License 17,165 20,000 20,000 20,000 Miscellaneous Recoveries 51,613 40,000 42,330 40,000 Motor Vehicle Damage Claims Miscellaneous Revenue 3, ,200 12,800 Department Total $177,758 $159,600 $149,840 $160,

213 FIRE ADMINISTRATION Description The Fire Department Administration Division is responsible for providing the overall direction of the Department and for managing the Department's resources. Mission The Abilene Fire Department's (AFD) mission is to deliver the highest quality service by protecting our community through risk reduction, emergency responses, and public safety. ACTUAL APPROVED REVISED APPROVED EXPENDITURES Personal Services $214,284 $209,940 $209,320 $215,330 Supplies 4,128 2,790 2,790 2,790 Maintenance 2,290 1,220 1,230 1,270 Other Services and Charges 193, , , ,100 Capital Outlay.... TOTAL $414,538 $372,770 $372,160 $397,490!Total Full-Time Personnel I

214 SUPPORT SERVICES Description The Support Services Division is responsible for Fire Prevention activities including code enforcement, and fire and arson investigation. In addition, this division provides the logistical and support needs via the management of departmental assets, and organizational development. Mission Statement The Abilene Fire Department's mission is to deliver the highest quality service by protecting our community through risk-reduction, emergency responses, and public safety. The Support Services Division supports this mission through Fire Prevention activities, assuring needed resources are in place and properly maintained. Major FY Goals/Programs Fully implement field reporting hardware and software to expedite reporting procedures and to make emergency response more efficient. Partner with the Abilene Police Department to upgrade public safety communications through Computer-Aided Dispatch (CAD) and Record Management Systems (RMS) upgrades. Upgrade radio equipment to include new mobile radios, portable radios as well as improve communications infrastructure. FY Accomplishments Completed the hiring process in which 22 personnel were hired. TeleStaff scheduling software was implemented, which works in conjunction with other City software such as Firehouse and Workforce Central. Additional Fire Prevention certifications were acquired resulting in all six Fire Prevention personnel being state-certified as inspectors and investigators. Three personnel are certified peace officers and state-certified arson investigators. Increased recruiting efforts at the high school level through job fairs and planning discussions with the Abilene Independent School District (AlSO) Career Technology Education (GTE) administration. FY Goal Enhance technology efforts to more effectively and efficiently conduct report writing, track assets, and utilize social media. Objectives Become skillful in the use of advanced technologies such as scheduling software, asset management software, and incident reporting software. Coordinate reporting efforts with stakeholders such as state agencies, local hospitals, and the local ambulance provider. Utilize social media resources to improve communications to the community and internal personnel. 184

215 SUPPORT SERVICES PERFORMANCE. ME.ASURE.S/E.XPE.NDITURE.S DEMAND/ PROJECTED ACTUAL PROJECTED PROJECTED II PERFORMANCE MEASURES GOAL Asset Management Inputs Total full-time equivalents-emergency Vehicle Technicians (EVT) Total full-time equivalents allotted to procurement and distribution Outputs Number of vehicles maintained Number of pieces of equipment maintained Number of shop orders processed Number of facilities maintained Number of personnel outfitted Outcome Measures Percent of vehicles serviced per month 15% 15% 15% 15% 15% Percent of equipment serviced per month 10% 10% 10% 10% 10 /o Efficiency Measures Serviced units per EVT Fire Prevention Inputs Total full-time equivalents Outputs Construction Activities Tests and Inspections Plans Reviews Consultations Life Safety Activities Fire Permits Code Violations State Licensed Facilities Other Inspections Investigation Activities Fire Investigations Total Outputs 1,910 1,820 1,916 1,860 1,933 Outcome Measures Percent of mandated inspections completed 100% 100% 100% 100% 100'1. Percent of mandated investigations completed 100% 100% 100% 100% 100% Efficiency Measures Combined outputs per employee ACTUAL APPROVED REVISED APPROVED EXPENDITURES Personal Services $1,528,338 $1,443,890 $1,71 1,110 $1,527,130 Supplies 352, , , ,440 Maintenance 206, , , ,250 Other Services and Charges 171, , , ,090 Capital Outlay.... TOTAL $2,258,855 $2,278,140 $2,517,080 $2,360,910 otal Full-Time Personnel

216 EMERGENCY SERVICES Description The primary goals of the Emergency Services Division is the provision of prompt, responsible, and capable emergency services to the citizens of Abilene and an intense focus on employee development and education. Non-emergency activities that contribute to the department's philosophy of providing comprehensive emergency services include pre-fire planning by fire companies, public education programs, smoke detector installation in private homes, and operational readiness of water supply through our hydrant testing program. This Division also provides SCBA maintenance for the department. Operations personnel strive to provide the best customer service possible, 24 hours a day, 365 days a year. Mission Statement The mission of the Emergency Services Division is to provide quick and capable service to the citizens of Abilene through emergency responses and non-emergency activities. Major FY Goals/Programs Continue to work with Cisco College and CoAEMSP (Committee on Accreditation of Educational Programs for the Emergency Medical Services Professions) to obtain accreditation for our future Emergency Medical Technician-Paramedic (EMT-P) training classes. Help department members receive training to continue our support of the Texas Forest Service and Texas Interstate Fire Mutual Aid System program through the State of Texas. Work with chief officers and program captains to identify needs and resources required to continue an improved delivery of emergency services. We currently have 12 AFD members attending our 2016 paramedic program. All students must receive a course completion in the AFD program, pass their national registry test, and receive their paramedic certification as a condition of employment. This must accomplished prior to their two year anniversary hiring date. FY Accomplishments We are continuing our efforts with Cisco College and CoAEMSP to obtain accreditation for our EMT-P class. We made a huge step in the direction of obtaining this goal with a 90% pass rate for our paramedic class. The AFD Dive Team was reactivated during the year. We now have a 12 member team, and all required equipment, that respond out of Station 6, which is our technical rescue station. The AFD expanded our Honor Guard Team from a six member team to 17 members. We also purchased equipment/props that will be used by team members on requested details. For the first time in the history of the Honor Guard Team, we recruited three AFD retirees to be a part of this service. FY Goal Upgrade facilities and equipment, which will improve our ability to train and provide emergency response. Objectives Continue to provide resources for our department members to focus on employee health and fitness by utilizing our department's fitness program. Work toward the completion of all bond approval projects. These projects include new fire stations 3, 4, 7, and a new training facility. Provide a replacement plan for our 13 EMS cardiac monitors. In the budget, two monitors were approved for replacement. This is the first purchase of a replacement plan to be implemented over the next six years. 186

217 PERFORMANCE MEASURES/EXPENDITURES EMERGENCY SERVICES DEMAND/ PROJECTED ACTUAL PROJECTED PROJECTED PERFORMANCE MEASURES GOAL ! 1 rammg/cm::> nputs Total full-time equivalents Outputs Total CE hours delivered 13,900 9,000 13,896 9,000 13,900 Total Paramedic Certifications Outcome Measures Percentage of employees re-certified 100% 100% 100% 100% 100% Percentage of Paramedics 51% 39% 43% 39% 51% Efficiency Measures CE hours per full-time Department Civil Service (CS) equivalents Includes AFD Paramedic Program and continuing education for recertifications. Operations Inputs Total full-time equivalents Total division expenditures $14,705,210 $15,358,325 $15,672,840 $16,114,450 Outputs Total Number of Emergency Responses 14,115 14,569 14,115 14,570 Number of Fire Emergencies Number of Medical Emergencies 9,500 9,852 9,500 9,900 Number of Other Emergencies Total Number of Non-emergencies 3,400 3,668 3,400 3,700 Outcome Measures Total Estimated Property Fire Loss $2,500,000 $2,900,000 $2,890,431 $2,900,000 $2,895,000 Percent of Fires Contained to Room of Origin 25% 30% 26% 30% 30% Percent of Fires Contained to Structure of Origin 30% 30% 30% 30% 30% Efficiency Measures Operating Cost per capita $ $ $ Total responses per employee Total responses per capita Employees per capita per 1, ACTUAL APPROVED REVISED APPROVED EXPENDITURES Personal Services $14,698,557 $14,934,410 $15,376,100 $15,294,150 Supplies 301, , , ,670 Maintenance 36,280 41,280 41,280 43,720 Other Services and Charges 321, , , ,910 Capital Outlay ,000 TOTAL $15,358,325 $15,672,840 $16,097,530 $16,114,450 II-Time Personnel

218 ORGANIZATION CHART OCTOBER TRANSPORTATION SERVICES f---hi AVIATION I ;;; ;;; ;;; ;;; ;;; ;;;;;;;lll LEGEND E PARTMENT flfoivision II CONTRACTUAL II FUNCTIONAL 188

219 TRANSPORTATION SERVICES General Fund DEPARTMENT SUMMARY Mission Statement Provide the safest and most secure airport possible serving Commercial, General Aviation and Military flying activities while delivering the highest quality customer service to each. DEPARTMENT REVENUE ACTUAL REVISED APPROVED TOTAL ---- "" ---- "_; $1,723, "'"" $1,593,970 $1,550,460 EXPENDITURES BY DIVISION ACTUAL REVISED APPROVED Aviation $3,106,495 $2,683,620 $2,654, "-.. " ACTUAL REVISED Personal Services $1,273,070 Supplies 113,940 Maintenance 106,160 Other Serv. & Chgs. 1,161,710 Capital 0 Total $2,654, I Other Serv & Chgs. I 20 EXPENDITURES BY ClASSIFICATION APPROVED I Pe al Services I 189

220 CITY OF ABILENE

221 GENERAL OPERATING TRANSPORTATION SERVICES REVENUE SOURCES Description Actual Approved Revised Approved Miscellaneous State Grants $34,160 $35,000 $35,000 $35,000 Terminal Use 2, , Landing Fees 67,065 54,000 60,000 55,000 Hangar Rental 32,373 44,900 44,900 44,900 Terminal Parking 652, , , ,000 Terminal Office Space 68,282 69,180 69,180 69,180 Rental Car Commission 391, , , ,000 Fuel Flowage Fees 55,767 50,000 50,000 50,000 Terminal Advertising 19,464 12,000 12,000 12,000 Land Leases 206, , , ,000 Building/Space Rental 24,200 24,000 24,000 24,000 lnterfund Recoveries 158, , , ,560 Miscellaneous Recoveries 1, Security Badge Charge 8,968 8,000 8,000 8,500 Dispensing Machines Miscellaneous Revenues Over/Short Revenue Department Total $1,723,325 $1,535,470 $1,593,970 $1,550,

222 AVIATION Description Provide modern facilities and infrastructure that accommodate commercial, private and military aviation services for the West Central Texas Region; promote the Airport and its available services to gain the greatest utility possible of this public asset; and ensure an environment for safe and secure aviation activities for the region. Major FY Goals/Programs Build on marketing program to increase passenger enplanement levels by recapturing leakage to DFW Continue follow-up efforts with airlines to inform them of how this market is performing Market to military training bases the Airport's ease of use for itinerant training flights Continue implementation of Capital Improvement Plan Plan and program FY17 projects Continue professional development of Airport Staff Continue to improve financial performance of the department by updating rates and charges Continue to maintain compliance with FAA and TSA regulations Improve outreach to regional market areas through social media, advertising and speaking engagements Achieve a "No Discrepancies" FAA Certification Inspection Continue to grow the ABI VIP passenger rewards program Begin an economic development plan for the airport FY Accomplishments Achieved a record of passenger enplanements of approximately 190,391. Continued social media, radio, print and television advertising campaigns focusing on the value and convenience of using the Airport. Completed construction of Taxiways, M, N and P and Runway 17L/35R reconstruction projects. Completed design and bidding of Runway 17R/35L Reconstruction project. Expanded ABI VIP Rewards Program FY Goals and Objectives Operate a safe and secure airport as demonstrated through FAA and TSA regulatory inspections Continue working to develop airport land for commercial aeronautical and nonaeronautical use Begin a new Airport Master Plan Study Continue marketing the airport to passengers in the catchment area Continue air service development efforts Develop a Safety Management System plan per expected new FAA regulation 192

223 AVIATION PERFORMANCE MEASURES/EXPENDITURES DEMAND/ PROJECTED ACTUAL PROJECTED PROJECTED PERFORMANCE MEASURES GOAL Inputs Total full-time equivalents Total division expenditures $3,149,390 $3,106,495 $2,611,860 $2,654,880 Outputs Total aircaft operations per FY 89,500 58,500 59,530 58,500 55,000 Total passengers 200, , , , ,871 Outcome Measures Percent increase in aircraft operations 3% 0% -9% -10% 0% for FY Efficiency Measures Department expenditures per aircraft operation $54 $52 $45 $48 Department expenditures per passenger $17 $16 $14 $15 ACTUAL APPROVED REVISED APPROVED EXPENDITURES Personal Services $1,190,758 $1,237,110 $1,218,020 $1,273,070 Supplies 53, , , ,940 Maintenance 95, , , ,160 Other Services and Charges 1,767,298 1 '154,340 1,241,990 1,161,710 Capital Outlay TOTAL $3,106,495 $2,611,860 $2,683,620 $2,654,

224 ORGANIZATION CHART OCTOBER 2015,---- f-- H r----1 H r----1 COMMUNITY SERVICES COMMUNITY SERVICES ADMINISTR MAXWELL GOLF COURSE PARKS CEMETERY ANIMAL SERVICES I I r---1 r---1 r ZOOLOGICAL GARDENS RECREATIONS LIBRARY CIVIC CENTER SENIOR CITIZENS SERVICES PUBLIC HEALTH SERVICES I I I LEGEND I DEPARTMENT I Ill DIVISION ill II CONTRACTUAL II I FUNCTIONAL I 194

225 COMMUNITY SERVICES General Fund DEPARTMENT SUMMARY Mission Statement Community Services Department's mission is to enhance the quality of life for the citizens of Abilene for present and future generations. DEPARTMENT REVENUE TOTAL EXPENDITURES BY DIVISION 7005 Community Services Administration 7010 Parks 7030 Animal Services* 7040 Zoological Gardens Recreation 7120 Library 7130 Civic Center 7250 Senior Citizens Service 7251 Call for Help TOTAL "Transferred from Planning & Development Serv1ces TOTAL _F' LL TIME PERSONNEL Personal Services $8,509,090 Supplies 1,436,610 Maintenance 731,040 Other Serv. & Chgs. 3,307,060 Capital 0 Total $13,983,800 I I I I I I I I I I t ACTUAL REVISED APPROVED $2,284,582 $2,842,430 $3,308, ACTUAL REVISED APPROVED $359,433 $373,890 $381,930 2,445,979 2,714,850 2,729, ,027,700 2,135,078 2,712,1 10 2,726,370 1,696,684 1,860,000 1,897,020 2,447,173 2,584,240 2,795, ,923 1,240,840 1,296, , , , , , , $11,029,045 $1 2,593,960 $1 3,983, ,--- ACTUAL REVISED APPROVED r t [ ] EXPENDITURES BY APPROVED ClASSIFICATION I Personal Services J 195

226 GENERAL OPERATING COMMUNITY SERVICES REVENUE SOURCES Description Actual Approved Revised Approved Senior Citizen Ill B Social $17,934 $10,000 $12,500 $12,500 Animal Control & Shelter Fee ,000 Animal Cremation ,000 VeVSpay Neuter ,000 Disposal for Veterinarians ,000 Rabies Vaccination ,500 Non Resident Fees 36,793 35,000 25,790 28,000 Rose Pool Fees 26,120 10,000 20,000 20,000 Rose Pool Concessions 578 2,000 1,000 1,000 Rose Pool Rental 5,550 2,500 5,000 5,000 Track Meet Bike Race 7,535 7,000 4,830 7,000 Tournaments/Clinics/Camps 12,770 35,000 63,000 70,000 Flag Football 1,200 3,150 1,000 1,000 Instruction Classes 28,254 26,000 23,800 24,000 Facility Rentals 79,839 74,000 77,500 80,000 Summer Playground Program 142, , , ,000 Dualathalon 2, ,600 2,000 Adaptive Recreation Contracts 152, , , ,000 Senior Jamboree 2,000 2,000 2,000 2,000 Adaptive Recreation Program 33,933 28,500 33,000 33,000 Recreation Admin Fee 12,819 10,000 10,000 10,000 BC Half Marathon 0 0 1,000 1,000 Lot Sales 46,950 35,000 30,000 30,000 Grave Services 79,150 50,000 50,000 50,000 Monument Setting Fee 3,900 3,000 3,000 3,000 Lot Transfer Fee Library Auditorium Rental Civic Center Rental 465, , , ,000 Animal License ,000 Library Fines 44,750 45,000 45,000 45,000 Library Lost and Damaged 7,467 8,000 8,000 8,000 Senior Citizen Donations 66,516 68,000 58,000 60,000 Transportation Donations 4,983 4,000 4,000 4,000 Miscellaneous Contributions & Donations ,450 Adaptive Recreation Donations 55,430 55,000 55,500 55,000 Land Leases League Rental 1,720 1, Indirect Cost Recovery 192, , , ,700 Rose Country Store 2,364 2,000 3,000 3,000 Personal Recoveries 606, ,940 1,275,960 1,232,900 Miscellaneous Recoveries 21,339 29,000 24,700 24,000 Food Service Recoveries 55,216 55,000 55,000 55,000 AlSO Reimbursements 32,587 40,000 42,460 45,000 Restitution 9,513 9,500 9,500 9,500 Miscellaneous Revenue 21,823 25,000 25,000 30,000 Over/Short Revenue Department Total $2,284,582 $2,257,120 $2,842,430 $3,308,

227 COMMUNITY SERVICES ADMINISTRATION Description Administrative Division of the Community Services Department is responsible for management and oversight of the activities of the Department's eight Divisions (Civic Center, Golf, Health, Library, Parks, Recreation/Senior Citizens, Zoo, and Animal Services). Mission Statement Community Services Department strives to enhance the quality of life for the citizens of Abilene for present and future generations. PERFORMANCE MEASURES/EXPENDITURES DEMAND/ PROJECTED ACTUAL PROJECTED PROJECTED PERFORMANCE MEASURES GOAL Inputs Total full-time equivalents Total division expenditures $359,600 $359,600 $359,433 $357,840 $381,930 Outputs # Citizens Asst. 12,000 12,000 12,306 12,306 12,400 Income collected for Services $110,000 $150,430 $150,290 $149,330 $149,330 Outcome Measures CIP and Special projects Efficiency Measures Division expenditures per Capita $3.02 $3.02 $3.02 $2.99 $3.16 ACTUAL APPROVED REVISED APPROVED EXPENDITURES Personal Services $336,757 $339,220 $345,270 $356,940 Supplies 1,718 2,800 2,800 2,800 Maintenance 12, ,500 10,500 Other Services and Charges 8,070 15,320 15,320 11,690 Capital Outlay.. -. TOTAL $359,433 $357,840 $373,890 $381,

228 PARKS Description The Parks Division performs development, facility maintenance, and landscape maintenance services within the City park system and for other City properties and green spaces such as City Hall, many boulevard islands, and the railroad right-of-way along North and South First Streets. Mission Statement The Parks Division seeks to provide varied, safe, and modern places for public recreation and a clean, attractive City where its citizens can relax and enjoy family and community life. Major FY Goals Replace the backstops at 2 of our Junior/ Senior League baseball fields Install outdoor workout equipment at Redbud Park Renovate the baseball concession/restroom building at Scarborough Park New playground at Gill Park Renovation of the break area behind City Hall Upgrade of the lighting at Minter Park Renovation of remaining flat fields at our joint use AISD property Installation of covered picnic tables at our softball complexes that were purchased via tournament fee Repair the pavilion cover at Festival Gardens FY Accomplishments Replaced the playground at Nelson Wilson Park Installation of storybook sculptures downtown Installation of the new fountain at Everman Park Transformation of the Civic Center fountain to an entry garden Paving of the west parking lot at Sears Park Installation of slabs for the 2 new pavilions at Nelson Park Replacement of approximately 1500 plants New roofs on Scarborough South, Will Hair and TBone Winters concession/ restrooms buildings Replaced the playground at Nelson Wilson Park Paved the parking lot on the west side of Sears Park FY Goals Installation of Sears workout equipment Replacement of 2 backstops at 2 baseball fields Increase the amount of quality practice area for turf related sports Repair or replace the rock walls at the Butternut underpass 198

229 PARKS PERFORMANCE MEASURES/EXPENDITURES DEMAND/ PROJECTED ACTUAL PROJECTED PROJECTED PERFORMANCE MEASURES GOAL nputs Total full-time equivalents Total division expenditures $2,631,790 $2,445,979 $2,667,610 $2,729,050 Outputs Acres of developed park land maintained 1,002 1,002 1,002 1,002 1,002 Acres of non-park land maintained Sq. Ft of shrub/flower beds maintained 140, , , , ,468 Number of restroom bldg. maintained Total hours spent cleaning restrooms 3,000 2,850 2,958 3,000 3,000 Acres of irrigated (class A) turf maintained Hours spent mowing/trimming Class A turf 5,000 5,000 7,625 5,000 7,600 Total hours spent on litter control 5,200 5,200 6,106 5,200 6,000 Total hrs spent on mowing/trimming non-irrigated 9,335 9,335 13,949 9,500 12,000 Outcome Measures Improvement projects completed in-house % of total time mowing irrigated turf 7% 8% 11% 7% 11% % of time spent on litter control 7% 8% 9% 7% 9% % of time spent on restroom cleanup 4% 4% 4% 4% 5% % of time spent on mowing non-irrigated turf 13% 14% 21% 13% 18% Efficiency Measures Acres mowed per hour Acres maintained per FT equivalent Sq. Ft. beds per FT equivalent 4,131 4,390 4,390 4,131 4,390 ACTUAL APPROVED REVISED APPROVED EXPENDITURES Personal Services $1,252,753 $1,419,910 $1,424,100 $1,463,810 Supplies 66,583 81,530 79,530 79,530 Maintenance 171, , , ,830 lather Services and Charges 955, , , , I capita 1 Outlay - 41,180 TOTAL $2,445,979 $2,667,610 $2,714,850 $2,729,

230 ANIMAL SERVICES Description Animal Services works to enforce state laws and local ordinances within the city limits of Abilene, protects public health from rabies, and educates the public on responsible pet issues through 3 sections: Field Services, Shelter, and Adoption Center. The shelter provides care of stray, unwanted animals, and animals involved in cruelty and dangerous dog cases. The adoption center places animals in loving homes through animal placement groups and adoptions. Mission Statement The Mission of the Animal Services Division is to protect the health and safety of Abilene citizens and visitors, their pets, and property through licensing, field enforcement, and education programming to promote responsible pet ownership. Major FY Goals/Programs Reduce number stray/check welfare cases in targeted neighborhoods around local elementary schools. Sustain an 80% live release rate for shelter animals Provide education to reduce bites to children Implement an education program for violators to reduce recidivism rates FY Accomplishments Opened 27 indoor/outdoor adoption wing Increased live release rate to 81% by September 2015 Reduced humane euthanasia for Time/Space reasons to fewer than 2000 FY Goals Increase sterilization compliance to 90% through adoption voucher program Increase education about responsible pet ownership and focus on improper tethering Secure funding for two major offsite adoption events 200

231 ANIMAL SERVICES PERFORMANCE MEASURES/EXPENDITURES DEMAND/ PROJECTED ACTUAL PROJECTED PERFORMANCE MEASURES GOAL Inputs Total full-time equivalents Total division expenditures $904,980 $941,228 $1,006,820 Outputs Number of City License 22,500 22,000 22,000 22,500 Number of Animals Sheltered 14,000 14,500 12,459 14,000 Outcome Measures Cost to process all animals $904,980 $941,228 $1,006,820 Percent of Animals Live Release 50% 73% 70% Total Animals Adopted 2,750 2,798 2,250 Efficiency Measures Number of Animals Live released per full time shelter employee 1 '125 1, Division expenditures per animal sheltered $62.41 $75.55 $71.92 PROJECTED $1,027,700 22,000 12,000 $1,027,700 80% 3, $85.64 ACTUAL APPROVED REVISED APPROVED EXPENDITURES Personal Services $560,267 $605,980 $575,690 $589,870 Supplies 102, , , ,200 Maintenance 9,673 32,630 16,630 19,360 Other Services and Charges 269, , , , Capital Outlay - TOTAL $941,228 $1,006,820 $967,380 $1,027,700 Previously, this division was included with the Planning and Development Services Department. For FY 16 this division has been moved to the Community Services Department. 201

232 zoo Description The Abilene Zoological Gardens is managed as the Zoo Division of the City of Abilene Community Services Department. The Abilene Zoo also works in a cooperative agreement with the Abilene Zoological Society sharing responsibilities in regard to the zoo operation. The zoo encompasses 16 acres and is home to approximately 1,000 animals. A staff of 35 fulltime employees provides animal care, facility maintenance and program development and implementation. Mission Statement - Adopted September 2014 The Abilene Zoo is a place of learning and adventure, where families make memories, share the joy of discovery, and become inspired to preserve wildlife. Major FY Goals/Programs Complete Phase II of Giraffe Safari exhibit to include new feeding deck and additional exhibits housing red river hogs, colobus monkeys and blue duiker antelope. Complete new entry exhibit, funded through bond election, which will house lesser flamingos Begin construction on new animal hospital, maintenance facilities, bird rehab facilities and jaguar off exhibit holding area all funded through bond election and major donation. FY Accomplishments Completed Phase I renovation of giraffe exhibit that includes new barn and off exhibit holding. Completed installation of new carousel FY Goal Complete construction on new animal hospital, maintenance facilities, bird rehab facilities and jaguar off exhibit holding area all funded through bond election and major donation. Objectives Continue to improve facilities and programs resulting in increased attendance Continue to improve the diversity of the animal collection 202

233 zoo PERFORMANCE MEASURES/EXPENDITURES Inputs DEMAND/ PROJECTED ACTUAL PROJECTED PROJECTED PERFORMANCE MEASURES GOAL Total full-time equivalents Total division expenditures $1,752,160 $2,135,078 $2,327,520 $2,726,370 Outputs Total number of guests 225, , , , ,000 Outcome Measures Continual increase of attendanc 5,000 5,000 2,114 5,000 35,000 % of increase in attendance 5.00% 3.98% 0.94% 3.98% 16.00% Efficiency Measures Cost per guest $7.75 $7.79 $9.41 $10.34 $10.91 Expenditure per capita $14.50 $14.74 $17.96 $19.42 $22.54 Completion of major projects ACTUAL APPROVED REVISED APPROVED EXPENDITURES Personal Services $1,497,125 $1,731,160 $2,020,210 $2,054,280 Supplies 204, , , ,500 Maintenance 131,731 90, , ,630 Other Services and Charges 301, , , ,960 Capital Outlay TOTAL $2,135,078 $2,327,520 $2,712,110 $2,726,

234 RECREATION Description Recreation Division provides quality of life opportunities through a wide variety of recreation, fitness, aquatic, and educational opportunities. Programs such as Summer Playground Program, Adaptive Recreation Program, Athletic Leagues, Special Events, and Aquatics are examples of these opportunities. Mission Statement The Recreation Division provides affordable, accessible, and quality recreation, fitness, aquatic, and educational opportunities for people of all ages and abilities. FY Goals/Programs Continue to develop and plan recreation facilities as adopted by the 2014 Parks and Recreation Master Plan Incorporate more program surveys to constantly be aware of the citizens' needs Develop marketing plan to increase awareness of Recreation Division Ensure that new and innovative programming is constantly being developed and implemented Open two new splash pads as approved by the 2015 Bond FY Accomplishments Established programs that meet the needs of all ages and special-need groups Implemented additional leagues and camps which increased revenues Secured funding for the Adaptive Recreation Services Lunch Program Added 3 new City Wide Special Events Hosted the 2015 Texas Recreation and Park Society Institute and Expo FY Goal Open New Aquatic Center at Rose Park as approved by Bond Provide affordable, accessible and quality programming Continue community involvement for public awareness Objective Establish programming based on trends to meet the needs of the community Implementation of additional programming in order to increase revenue making opportunities into the division Continuous development of staff by scheduling a variety of trainings and supporting higher education opportunities Promote additional special events that increase the need for healthy social contact and provide safe, competitive and fun opportunities 204

235 RECREATION PERFORMANCE MEASURES/EXPENDITURES DEMAND/ PROJECTED ACTUAL PROJECTED PROJECTED PERFORMANCE MEASURES GOAL Inputs Total full-time equivalents Total division expenditures $1,755,900 $1,696,664 $1,827,530 $1,897,020 Population served 118, , , ,958 Outputs Unstructured User Attendance 39,000 53,950 51,818 45,309 50,000 After School User Attendance 26,000 34,143 35,368 27,829 25,000 Summer Playground User Attendance 19,000 19,195 19,195 15,669 20,000 Adaptive Recreation participation 70,000 74,089 79,966 75,000 82,000 #of Rentals Athletic Participation 38,000 38,528 46,378 40,000 50,000 Aquatics Participation 15,300 8,427 8,427 10,000 12,000 Tennis Participation 40,000 16,370 16,812 20,000 19,000 Outcome Measures % of monthly participation per capita 20.00% 16.87% 18.00% 17.00% 20.00% fficiency Measures Division expenditures per participant $5.75 $6.77 $6.58 $4.68 $6.00 Division expenditures per capita $13.25 $14.77 $14.27 $15.25 $15.68 ACTUAL APPROVED REVISED APPROVED EXPENDITURES !Personal Services $1,158,216 $1,272,290 $1,226,920 $1,251,250!Supplies 121, , , ,450 Maintenance 52, , , ,040 Other Services and Charges 364, , , ,280 Capital Outlay TOTAL $1,696,664 $1,827,530 $1,860,000 $1,897,

236 LIBRARY Description The Abilene Public Library is a place of tradition, technology and transition. We provide traditional library services while trying to meet the demand of high end technological needs. The Abilene Public Library is comprised of three locations, - the Main Library, the South Branch Library and the Mockingbird Branch Library. The Main Library offers the full array of services while our branch library offerings are dictated by branch size and staffing. Mission Statement The mission of the Abilene Public Library is to provide materials, services, and programs to help community residents obtain information which meets their personal, educational, professional, and recreational needs. FY Goals Facilities - To provide state-of-the-art buildings, equipment, and furnishings that meet community needs. o Pursue remediation of asbestos at Main Library o Re-configure and update circulation desk and media areas o Update elevator at main library o Plan for upgrade and expansion of computer lab at main library. Service - Promote access to the library's diverse collection through print and digital media. o Maintain and increase support for library collections (> $4.00 per capita) o Support access to library materials for Active Duty and family for Dyess AFB members. o Update and enhance genealogical collection. Outreach - To meet the information needs of the community by meeting them "where they are at" and informing them of the opportunities available through library programs and services. o Develop a marketing plan for the library. o Participate in community marketing initiatives and partnerships. o Continue to take library programs and services out to the community, to day-care centers, nursing homes, schools, and other community venues. FY Goals To provide access to a collection of diverse formats and content that provide, in an organized environment, knowledge, ideas, and experience reflecting community needs, wants, and use. To provide state-of-the-art buildings, equipment, and furnishings that meet community needs. To ensure that public awareness of Abilene Public Library services and resources maximizes use by library patrons. To maintain a high level of staff efficiency and effectiveness and a positive organizational culture. Accomplishments: o Opened Spanish Collection on Second Floor of Main library. Increased access to Hoopla offerings. o Main library updates - second floor converted from storage to open public space (Spanish and Quiet reading) o Asbestos remediation plan being updated/pursued with CIP funding (FY16) o Teen area established on first floor at Main library o Planning and design for new South Branch Library in process o Lease of space at the Mall of Abilene engaged. o Mobile computer lab purchased with funding from the IMLS - Edge Grant Program o Participation in CALF and multiple information fairs o Marketing the Library to arriving airmen and their families bi-weekly at Dyess AFB Right Start program. Objectives To begin a community wide marketing campaign. (This took back seat to Strategic and Facility Planning.) To redesign the Library ' s website. (Done) FY16-17 To provide access to a collection of diverse formats and content that provide, in an organized environment, knowledge, ideas, and experience reflecting community needs, wants, and use. To provide state-of-the-art buildings, equipment, and furnishings that meet community needs. To ensure that public awareness of Abilene Public Library services and resources maximizes use by library patrons. To maintain a high level of staff efficiency and effectiveness and a positive organizational culture. 206

237 LIBRARY PERFORMANCE MEASURES/EXPENDITURES DEMAND/ PROJECTED ACTUAL PROJECTED PROJECTED PERFORMANCE MEASURES GOAL Inputs Total full-time equivalents Number of Public Service Staff Total division expenditures $2,524,720 $2,447,173 $2,578,950 $2,795,560 Population served 118, , , ,958 Outputs Number of Library items circulated 600, , , , ,000 Library walk-in visits 350, , , , ,000 Children programs offered 2,150 2,074 2,150 2,000 Total Children attendance 40,838 36,000 Teen programs offered Total Teen attendance Adult programs offered 1,200 1,027 1,200 1,200 Total Adult attendance 5,000 Outcome Measures Collection turnover rate Library walk-in visits per capita Efficiency Measures Total circulations transactions per 25,000 27,454 27,490 27,586 25,000 public service staff member Division expenditures per capita $21.24 $20.58 $21.52 $23.11 ACTUAL APPROVED REVISED APPROVED EXPENDITURES Personal Services $1,508,160 $1,571,370 $1,574,090 $1,667,040 Supplies 425, , , ,590 Maintenance 23,863 21,400 21,400 30,400 Other Services and Charges 489, , , ,530 Capital Outlay.... TOTAL $2,447,173 $2,578,950 $2,584,240 $2,795,

238 Civic Center Description The Abilene Civic Center serves groups all over the southwest, throughout the state, and in the Abilene area by providing a facility where many activities, including meetings, conventions, trade shows, banquets, dances, concerts, road shows, and a variety of other events can be held. Mission Statement The Abilene Civic Center seeks to provide a forum that attracts and accommodates events that will meet the needs for the cu ltural, educational, professional, recreational, and economic well-being of our citizens and community. MajorFY Goals Replacement of the Conference Center Sound System Renovation of Exhibit Hall and Exhibit Hall Kitchen Continue process of replacing tables and chairs Finalize the Audit of the Auditorium Sound System Purchase a digital sound board for the Auditorium that will provide clearer sound to our customers Removal of existing rigging system and installation of motorized fiy system for the Auditorium Update current marketing materials to promote the facility Major FY Programs Continue to offer two options to promoters to sell tickets via the internet and external agency phone room at no cost to the City Civic Abilene, Inc. has contracted with Suddenlink to offer wi-fi internet services as required by events at no cost to City of Abilene Support the ACVB: Bid trips, Sales Blitz, Co-op Billboard Advertising, and underwrite facility rental for conventions Work with Civic Abilene, Inc. Future Development Committee identifying future facility needs Survey and visit facilities in other cities by staff at all levels Participation in Texas Association of Venues and Facilities and IAVM FY Accomplishments Civic Abilene, Inc. appointed a decorating committee for the Greenroom to identify updates needed in this area Civic Abilene, Inc. approved to discontinue providing dishware to events and sold entire inventory Purchased new ADA hearing devices for Auditorium events Began the process of purchasing new tables FY Goals Continue to upgrade facility, explore all potential revenue and technology sources and improve efficiency/customer service. Objectives Purchase equipment which will increase efficiency and customer service Continue process of replacing tables and chairs Seek an additional ticketing agency to provide a third option to promoters for ticket sales 208

239 CIVIC CENTER PERFORMANCE MEASURES/EXPENDITURES DEMAND/ PROJECTED ACTUAL PROJECTED PROJECTED PERFORMANCE MEASURES GOAL Inputs Total full-time equivalents Total division expenditures $1,025,010 Outputs Total events Outcome Measures Event calendar days Weekend usage 100% 100% Weekday usage 90% 90% 12 $942, % 90% 12 $1 '126, % 90% 12 $1,296, % 90% Efficiency Measures Total events per full-time equivalent Revenue vs Expenditures 100% 100% Facility/equipment rental and % % % Hotel/Motel tax Convention spending $4,000,000 $4,000,000 $6,561,000 $5,000,000 $6,000,000 ACTUAL APPROVED EXPENDITURES Personal Services $529,501 $591,440 Supplies 56,827 95,150 Maintenance 70,284 75,430 Other Services and Charges 286, ,170 REVISED $611,480 94, , ,020 APPROV D $629, , , ,650 II Capital Outlay - - TOTAL $942,923 $1,126,190 - $1,240,840 - $1,296,

240 SENIOR CITIZENS SERVICES Description Senior Services Division provides opportunities for citizens age 55 and older by offering a variety of activities and services including recreational activities, nutritional services, and supporting social services in order to promote quality of life Mission Statement The Senior Services Division provides quality programming, recreational activities, nutritionals meals and education, and social opportunities in order to promote quality of life in older adults. FY Goals/Programs Continue to provide comprehensive services to all seniors citizens Create marketing plan to increase awareness and participation Expand programs for baby boomer demographics FY Accomplishments Provided nutritional, transportation, social, recreational, educational, and health services Added 5 new Special Events Hosted the 2015 Texas Recreation and Park Society Institute and Expo Hosted 401h Anniversary Celebration of Senior Services Division FY Goal Explore ways to develop more intergenerational programs Continue to develop as the community focal point for older adults Objective Provide nutritional, transportation, social, recreational, educational, and health checks Establish programming based on trends to meet the needs of the Senior Citizens Communicate recreation and educational opportunities through various marketing and advertising avenues Continue to seek sponsorships and donations with senior agencies and local businesses Promote additional special events that increase the need for healthy social contact and provide safe, competitive and fun opportunities Develop and continue to provide volunteer opportunities 210

241 SENIOR CITIZENS SERVICES PERFORMANCE MEASURES/EXPENDITURES DEMAND/ PROJECTED ACTUAL PROJECTED PROJECTED PERFORMANCE MEASURES GOAL Inputs Total full-time equivalents Total division expenditures $898,060 $869,228 $934,460 $995,150 Population served 118, , , ,958 Outputs Total number of serving days #of meals served 83, , , , ,000 Program Participants 96, ,315 91,956 98, ,000 Outcome Measures % of monthly participation per capita 7.00% 6.76% 6.09% 6.80% 6.88% Efficiency Measures Cost per day of operation $3,300 $3,606 $3,408 $3,708 $3,996 Average cost per meal $1.95 $2.15 $1.89 $2.15 $2.10 Volunteers Value ($7.25hr) $170,500 $99,354 $150,459 $125,000 $128,000 Division expenditures per capita $7.15 $7.55 $7.31 $7.80 $8.23 ACTUAL APPROVED REVISED APPRuvt:u EXPENDITURES Personal Services $399,206 $423,410 $437,960 $452,740 Supplies 281, , , ,780 Maintenance 17,879 18,640 43,640 43,730 Other Services and Charges 170, , , ,900 Capital Outlay TOTAL $869,228 $934,460 $974,220 $995,

242 CITY OF ABILENE

243 TABLE OF CONTENTS SECTIONS V, VI AND VII SECTION V- SPECIAL REVENUE FUNDS Planni ng and Development Services Department Planning and Development Services Department Summary-- Community Development & HOME Funds Revenue Sources Community Development Block Grant Sources and Use of Funds Community Development Block Grant Descripti on of Activities HOME Inve stment Partnership Program Sources and Use of Funds HOME Investment Partnership Program Description of Activities Neighborh ood Initiatives Public Health Services Fund Community Services Department Summary Revenue Sources Health Transportation Planning Fund Planning and Development Services Department Summary Transportation Planning Services Hotel/Motel Fund Finance Department Summary SECTION VI- DEBT SERVICE FUNDS Description Comments on Debt Management Schedule of General Long-Term Obligation Bonds Payable Debt Service Requirements to Maturity- General Obligation Debt Schedule of Waterworks & Sewer System Long-Term Obligation Bonds Payable Debt Service Requirements to Maturity- Waterworks & Sewer System Long-Term Obligation Bonds SECTION VII- ENTERPRISE FUNDS Water and Sewer Operating Fund Water Utilities Department Organization Chart and Summary Revenue Sources Water Administration Water Utility Office Water Production

244 Water Treatment Water Distribution Sewage Collection Wastewater Treatment Quality Control Transit System Fund Transportation Services Department Summary Revenue Sources Citylink Solid Wa ste Services Fund Public Works Department Summary Solid Waste Stormwater Utility Fund Public Works Department Summary Stormwater Utility

245 SPECIAL REVENUE FUNDS The Special Revenue Funds accou nt for the proceeds of specific revenue sources (other than debt se rvice or for major capital projects) that are restricted or committed to expenditure for specified purposes. The City accou nts for Federal and State grant activities in these funds. Six individual funds are budgeted within the Special Revenue Funds. Community Development: Community Development Block Grant revenues and related expenditures are accounted for in this fund. Health Services: The function of this fu nd is to account for the operations and City's share of health programs operated within Taylor County. Financing is provided from the General Fund to the extent patient's fees and miscellaneous revenues are not sufficient to provide support for operations and by State grants, which can onl y be used, for health services. HOME: HOME Investment Partnership Grant revenues and related expenditure s are accounted for in this fund. Miscellaneous Grants: The function of this fu nd is to accou nt for sh ort-term and/or nonrecurring grants and donati ons as well as the Seized Funds of the Police Department. Transportation Planning Grant: This fund is used to account for operations financed by a grant that is administered by the Texas Department of Transportation. Hotel/Motel Fund: This fund accou nts for the revenues and related expenditures of the hotel/motel occupancy tax. CITY OF ABILENE

246 PLANNING AND DEVELOPMENT SERVICES Community Development & HOME Funds DEPARTMENT SUMMARY DEPARTMENT REVENUE ACTUAL REVISED APPROVED TOTAL "- -' - " " $1,161,891 " $1,367,455 $1,750,515 EXPENDITURES BY DIVISION 2500 CDBG Rehab 2510 Community Development Administration 2520 Critical Lim ed Rehab! i I ACTUAL $76, ,315 0 REVISED APPROVED $112,950 $125, , , , , Contractual Programs CDBG 2550 Section 1 08 Debt Service 2600 HOME General Administration 2605 Housing HOME Administration 2630 First Time Home Buyer 2640 HOME Single Family Rehab 2650 Contractual Programs HOME.. TOTAL TOTAL M ::.ERSONNEL ,059 34,412 33,829 37, , , $1,161,891 ACTUAL , , , ,250 24,870 25,330 18,130 8,825 45,000 50, , , ,500-48, $1,367,455 $1,750,515 r REVISED APPRO:! j- ---t-- J --' ExPENDITURES BY CLASSIFICATION APPROVED Personal Services $239,375 Supplies 4,000 Maintenance 0 Other Serv. & Chgs. 1,507,140 Capital 0 Total $1,750,515 I Other Serv & Chgs, I I Supplies I 213

247 COMMUNITY DEVELOPMENT FUND PLANNING & DEVELOPMENT SERVICES REVENUE SOURCES CDBG Reprogrammed Department Total 0 11,065 $749,818 $832, ,265 $919,595 $919,720 Description HOME Entitlement HOME Program Recoveries HOME Reprogrammed Department Total HOME FUND PLANNING & DEVELOPMENT SERVICES REVENUE SOURCES Actual Approved $371,318 $369,870 40,755 25, ,590 $412,073 $748, Revised Approved $369,868 $321,525 70,800 20,000 7, ,270 $447,860 $830,

248 CITY OF ABILENE, TEXAS Community Development Block Grant (CDBG) Source and Use of 2016 Funds Source of Funds 2014 Entitlement Reallocated Money Total Funds Available $ 835,455 84,265 $ 919,720 Planning & Admin. Cap Based on 20% of estimated program income Entitlement $ 167, 100 CDBG Housing Administration Community Development Administration Critical Limited Rehab Section 1 08 Debt Repayment Community Projects Total Non-Public Service Activities $ 125, , , , , 100 $ 919,720 Total CDBG Funds $ 919,720

249 CITY OF ABILENE, TEXAS COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) DESCRIPTION OF ACTIVITIES ONE-YEAR ACTION PLAN FY Planning and Development Services Administration- $125,280 CDBG This activity provides general oversight, management and delivery of the CDBG Program, administered by the Planning and Development Services Department/ Neighborhood Initiatives Division, including professional service contracts to support community and economic development projects, and indirect cost allocations. Funding also partially supports management of the HOME Program. CDBG Housing Rehab Administration- $167,090 CDBG This activity supports the overall administrative and delivery costs for CDBG funded housing rehabilitation and homeownership activities operated by the City of Abilene. Section 108 Debt Repayment- $11 7,250 CDBG CDBG funds will be used to repay loans funded through the City's Section 108 Downtown Loan Program. Program income received in the form of Section 1 08 repayments will be applied first to offset the use of CDBG funds for this activity. Critical/Limited Rehab- $150,000 CDBG The Limited Rehab Program is designed to assist very low-income homeowners in Abilene with repairs to items that pose an imminent threat to the health and/or safety of the occupant(s) and the surrounding neighborhood. Under the Limited Rehab Program, the Critical Rehab program will address cases where a situation or condition occurred without warning (within two weeks), is detrimental to life, health or safety, is not due to neglect, and can be repaired in hours. Examples of assistance include, but are not limited to, repair of gas leaks, leaking roofs, unsafe electrical wiring and other hazardous problems. Advertisement for this program includes press releases announcing available funding in the local newspaper, speaking engagements, the City Abilene website. The City of Abilene Planning and Development Services Department administers the program. Capital Improvements ANI/Target Neighborhoods- CDBG $150,000 This funding will be used for sidewalks to enhance pedestrian, bike and traffic safety for Jeanette Street which has been designated in the Safe Routes to School Master Plan. The preliminary design will be for the west side of Jeanette from S. 14th to S. 24th Street and will serve approximately 1,440 low to moderate income persons in two LMI census blocks (CT123 BK1 and CT122 BK3). Access to Jobs - $50,300 CDBG The Access-to-Jobs program uses CDBG funds to match other federal funds to expand the City transit service, CityLink, for the purpose of enabling low-income persons and persons on public assistance to access employment. Previously, CityLink operated until 6:00 p.m. With lack of transportation cited as one of the main obstacles to persons seeking entry-level jobs that entail evening work hours, the program expands curbside transit service to this population until as late as 12:00 p.m. Clients will be screened for the program through an intake process documenting household income, race/ethnicity, and purpose of transportation utilization. 216

250 CITY OF ABILENE, TEXAS Adult Protective Services Partners, Inc.- $15,000 CDBG Serving the elderly and persons with disabilities age 18 and older, this project will assist with minor home repairs to improve safety and security and install handicap ramps to improve accessibility. Noah Project- $20,000 CDBG The NOAH Project is a facility for female domestic violence victims (and their children). There is a national urgent need related to bed bug infestations. Funding is for the construction of a "Hot Room" for the facility to use during processing in new clients. The need is to eliminate the opportunity of contamination and quarantine of resident housing areas thereby causing a living area shortage for several days to eradicate each new infestation. Presbyterian Medical- $1 1,675 CDBG PMCM is a local non-profit agency that provides health care and dental care to very low income and homeless clients. The current dental chair was purchased in 1999 when the facility opened. The vinyl covering is tearing from the seams, making the chair difficult to clean and sanitize. The suction arm of the unit is broken and is being held in place with temporary supports. Funding will provide a new dental chair and installation. Clients served must be below 200% of the Federal Poverty Guidelines and uninsured. CCC - $8,500 CDBG Connecting Caring Communities is a local non-profit organization whose mission is to renew Abilene's neighborhoods by building relationships and a sense of community among its neighbors. This is accomplished by placing a community coordinator and their family in a specific LMI neighborhood in a sponsored "Friendship House." These sponsored houses are maintained by CCC. The public sidewalk, curb, gutter and handicap ramps at the 1518 Orange Street property will be replaced after the new Friendship House is completed. Medical / Dental - $75,000 Currently, all healthcare records are being maintained manually. The Abilene-Taylor Health Facility and MERCY Clinic have the hardware to implement electronic health records (EHR) and DENTRIX (electronic dental records); however, they have requested assistance with the cost of the software to implement those programs. The cost will include licensure, training and maintenance. EHR will allow for better quality and efficiency in the delivery of the Expanded Primary Healthcare Program, Primary Healthcare Program, Refugee Healthcare, STD, immunizations, family planning and TB prevention clinics and labs. DENTRIX software will enhance the quality of healthcare and oral healthcare among service providers for LMI families in Abilene. 217

251 CITY OF ABILENE

252 CITY OF ABILENE, TEXAS Home Investment Partnerships Program (HOME) Source and Use of 2016 Funds Source of Funds Entitlement Program Income HOME Reserve Total Funds Available $ 321,525 20, ,270 $ 830,795 Minimum CHDO Set-Aside Home Administrative Cap $ 48,230 34,1 53 Use of Funds Home Administration Total --Neighborhood Initiatives -Housing Admin Home Single Family Rehab/Recon First Time Homebuyer Home CHDO Reconstruction Reserve Total Home Funds $ 25,330 8, ,000 50,000 48, $ 830,

253 CITY OF ABILENE, TEXAS HOME INVESTMENT PARTNERSHIPS PROGRAM (HOME) DESCRIPTION OF ACTIVITIES ONE-YEAR ACTION PLAN FY HOME Administration - $25,330 HOME This activity supports staff and delivery costs of the HOME Program, including HOME administrative costs incurred by the Planning and Development Services Department/Neighborhood Initiatives Division; the HOME-funded Single-Family Rehabilitation/Reconstruction; and First Time Homebuyer programs. Community Housing Development Organization (CHDO)- $48,230 HOME The City has set aside 15% of its HOME Program Year 2009 entitlement, as well as previous entitlements for use by Community Housing Development Organizations (CHDO). The CHDO is responsible for developing, sponsoring, and/or owning HOMEassisted housing available to low- and moderate-income families. Habitat for Humanity and CCC are the only two non-profit housing development organizations to have applied for and received CHDO designation from the City. Using HOME funds previously allocated, Habitat is currently acquiring existing single-family properties for rehabilitation and constructs new single-family housing in the community. CCC will develop a mixed-income project that will include constructing new single-family affordable housing in a targeted neighborhood. Single-Family Rehabilitation/Reconstruction- $698,410 HOME This program provides moderate or substantial rehabilitation of existing owner-occupied single-family residential properties by providing grants or loans to low-and moderateincome homeowners. Residential properties are rehabilitated to meet local housing codes and Housing Quality Standards (HQS) including suitable amenities. Previously, Single-Family Rehab and Reconstruction were treated as separate programs, but have been merged into one program. If a structure fails the feasibility of rehabilitation, the project will be considered for reconstruction. The purpose of Reconstruction is to provide assistance to low- to moderate-income families for demolishing and rebuilding a new unit on the same property when it is determined that the homeowner's existing house is substandard and not suitable for rehabilitation. Substandard structurally unsound units do not meet code standards, utilize excessive energy, contain lead based paint and are not universally designed. With this program, the unsound structure is replaced with a new, high-energy efficient (Energy Star Certified), universal house. This program will expand the supply decent, safe, and affordable housing for low- to moderate-income families and complement the revitalization efforts of existing neighborhood housing programs. Homeowner reconstruction is voluntary. In conjunction with the HOME dollars, homeowners will contribute volunteer labor towards the completion of the rehab project. Advertisement for this program includes press releases announcing available funding in the local newspaper, the City of Abilene website, and staff presentations with local non-profit service agencies. The City of Abilene Planning and Development Services Department administers the Program. 220

254 CITY OF ABILENE, TEXAS First Time Home buyers - $50,000 HOME This program is designed to provide necessary down payment and closing costs assistance to low- and moderate-income persons for the acquisition of a single-family home. The First Time Homebuyer Program prioritizes persons who are currently living in federally assisted housing or receiving federal rental assistance and who are able to meet all requirements of the program, including the ability to obtain financing for the purchase of a home through an approved lender. Homebuyers are required to complete the equivalent of an 8-hour homebuyer class and 1 0 hours of volunteer work. This program requires a five-year period of affordability. The recapture requirement will be met if the homebuyer fails to fulfill the period of affordability. However, if assistance is provided to a CHDO homebuyer, the City will use the resale provision. The City anticipates assisting 40%-50% minority clients with this program. Housing Rehab Administration- $8,825 HOME This activity supports staff and delivery costs of the HOME Program, including HOME administrative costs incurred by the Planning and Development Services Department for the Single-Family Rehab/Reconstruction, First Time Homebuyer and Tenant Based Rental Assistance programs. 221

255 NEIGHBORHOOD INITIATIVES Description The Neighborhood Initiatives Division is responsible for administering two federal grants that benefit low to moderate income people: the Community Development Block Grant (CDBG) and the Home Investment Partnerships Program (HOME). Projects and allocations for both programs are outlined in a five-year strategic plan - the Consolidated Plan for Housing and Community Development and an annual One-Year Action Plan. Mission Statement Strengthening Abilene neighborhoods and providing services for low to moderate income households. Major FY Goals/Programs Deliver Critical/Limited Repair, Single-Family Rehab/Reconstruction and First-Time Homebuyer programs. Fund CHDO construction of 3 new homes for low to moderate income families. Complete the final payment of Section 108 debt. Collaborate with neighborhood organizations, improve outreach, and expand program education. Identify new homebuyer assistance opportunities and leveraging resources. Complete capital improvements in LMI/ANI neighborhoods including sidewalks. Fund software for Abilene-Taylor Health for Electronic Health Record system and DENTRIX software. Fund Access to Jobs, which provides after-hour public transportation for evening work and school. Use the Consolidated Plan to identify goals/needs and monitor effectiveness. Fund a bed bug remediation room at the Noah Project for victims of family violence. Fund a dental chair at the Presbyterian Medical Care Mission for homeless and LMI clients. FY Accomplishments Provided client resource assistance to at least 8,000 inquiries. Provided over 16,000 LMI eligible trips of after-hours transit service. Provided closing cost & down payment assistance to 11 first-time home buyers, totaling $24,968. Provided rehab to 5 homes with two in progress totaling $292,535. Completed 3 new CHDO homes, totaling $13,811 with 4 in progress, totaling $122,000. Provided residential Critical Repair to 28 homeowners, totaling $149,770. Provided Adult Protective Services Partners funding for critical repair and accessibility for 6 elderly and disabled homeowners, totaling $7,768. Participated in 41 outreach events to various homebuyer and homeowner education programs. Progress made toward construction of sidewalks on Corsicana and Plaza streets (LMI/ANI areas). Funded replacement of playground/shade structures at Day Nursery benefitting 384 LMI households. FY Goal Preserve and improve the image, integrity and sustainability of neighborhoods by enhancing the affordable housing stock, empowering residents and improving quality of life. Objective Use federal funds as efficiently as possible to deliver CDBG and HOME programs, projects and services for the benefit of low to moderate income households of our community. NOTE: The pending elimination of Section 108 Loan debt service will allow expanded funding for sidewalks, renewal of the LMI Critical Repair program, and potential grants to non-profits in the community. 222

256 NEIGHBORHOOD INITIATIVES PERFORMANCE MEASURES/EXPENDITURES DEMAND/ PROJECTED ACTUAL PROJECTED PROJECTED PERFORMANCE MEASURES GOAL Inputs Total full-time equivalents Total division expenditures 1,392,860 1 '161,891 1,581,115 1,750,515 Outputs Client Resource Assistance 9,000 8,000 7,000 7,000 8,000.. Public Service-Access to Jobs Housing & Homeless Needs Projects-LMI Outcome Measures Houses Rehabbed & Constructed Homebuyers Assisted Debt Retirement 100, , , , , Efficiency Measures Expenditures per Capita $11.72 $9.77 $13.20 $14.47 Population 118, , , ,958 ACTUAL APPROVED REVISED APPROVED EXPENDITURES Personal Services $ 208,733 $ 222,150 $ 233,510 $ 239,375 Supplies 3,575 3,210 4,600 4,000 Maintenance.... Other Services and Charges 927,443 1,355,755 1,129,345 1,507,140.. Capital Outlay 22,140. TOTAL $1,161,891 $1,581,115 $1,367,455 $1,750,

257 COMMUNITY SERVICES Public Health Services Fund DEPARTMENT SUMMARY DEPARTMENT REVENUE ACTUAL REVISED APPROVED TOTAL EXPENDITURES BY DIVISION 7510 General Health Services/Animal Control 7520 Women, Infant, Children (WIC) Grant 7530 Health Lab 7701 Medical Reserve Support Grant 7702 Tuberculosis Grant 7703 Texas Healthy Communities Grant 7715 Primary Care 7716 Expanded Primary Care 7725 Refugee Services Grant 7735 Mate mal & Child Care Grant - Part A 7745 Immunization 7755 Preparedness Grants 7765 Dental m5 Commun y & Rural Hea h 7798 Public Preparedness Disc Funds Grant c T _ O _ I I T _ A _ L TOTAL FULL TIME PERSONNEL L I S '-- _ I S4_.o _ 9o_._71 - _ ACTUAL REVISED S4 _ o "'" APPROVED $9 99,729 $993,250 $1,118, , , ,650 98, , ,420 2,226 3,500 3,500 23,120 34,300 34, ,000 50, , , , , , , , , , , , , , , , , , , , , , , , ,180 0 $ 5 j 3: 7 - S 4_:_,090,710 S : _.L o J _A ACTUAL APPROVED REV ;; Personal Services $2,745,310 Supplies 725,240 Maintenance 48,220 EXPENDITURES BY CLASSIFICATION APPROVED Other Serv. & Chgs. 1,392,640 Capital 0 Total $4,911,410 I Maintenance I I Personal Services I 224

258 PUBLIC HEALTH SERVICES FUND COMMUNITY SERVICES REVENUE SOURCES Description Actual Approved Revised Approved Licenses & Permits $10,070 $12,000 $12,000 $18,000 TB Control Contract 20,144 28,260 28,580 28,580 Medical Reserve Support Grant 3,500 3,000 3,500 3,500 Texas Healthy Communities Grant ,000 50,000 WIC Program Grant 659, , , ,560 Primary Care Grant 121, , , ,470 Extended Primary Care Grant 396, , , ,320 Immunization Grant 167, , , ,790 Community & Rural Health Grant 170, , , ,790 Refugee Services Grant 207, , , ,760 Medicaid/Medicare Payments 117, , , ,000 Public Health Preparedness Grant 125, , , ,570 County Programs 125, , , ,790 Charges for Services 576, , , ,085 Indirect Cost Recovery 108, , , ,085 General Fund Contribution 738, , , ,110 lnterfund Recoveries 27,551 17,090 77,000 82,000 Department Total $3,576,311 $4,271,165 $4,090,710 $4,911,

259 Description HEALTH The Health Division includes 5 functional sections: Administration which is responsible for primary health care, vital statistics, personnel services, public health informatics, contracting and billing; Public Health Preparedness which provides epidemiological and public health emergency planning services; the Laboratory which is responsible for clinical and environmental testing; Nursing services which oversees immunizations, family planning, tuberculosis, sexually transmitted infections, Texas Health Steps, and refugee health services; and the WIC Program which provides nutrition education and electronic food purchasing for pregnant women, infants and children, breastfeeding counseling and support, and other nutrition services. Mission Statement ATCPHD Mission, Vision and Values to provide preventative services to promote community health. VISION To be a premier, innovative health department, leading in the prevention of diseases. VALUES Professionalism: We exemplify professionalism through respect, excellence, and teamwork._quality: We provide exceptional, valuable services for our community. Integrity: We serve with accountability and consistency to build community trust. Innovation: We effectively use evidence-based strategies and best practices to advance public health. Collaboration: We collaborate with internal and external stakeholders to promote community health and prevent diseases. Major FY Goals/Programs Procure and implement a new Electronic Medical Record (EHR) and Dental Practice System Expand Texas Healthy Communities Partnership objectives Conduct Community Health Assessment as component for local health department accreditation Expand professional development opportunities among clinical and professional staff Successfully Host TALWD Annual Meeting November 2015 Establish PRIDE STD Youth Prevention and Reproductive Health project in Abilene Independent School District Research for funding opportunity to support STD/HIV prevention in Taylor and surrounding counties FY Accomplishments Secured SAFE Kids Dental Grant from Community Foundation of Abilene (CFA) Re-established Dental Programming Efforts Completed Strategic Plan for Health District ( ) with the assistance of an MPH intern from the University of North Texas Health Science Center Received Texas Healthy Communities Funding to implement chronic condition health program and with the assistance of Health Educator from Cooper High School. Initiated Expanded Primary Health Care Grant Programming. Opened Mercy Health Care Center in North Abilene FY Objectives Implement Affordable Care Act driven changes into daily operations Expand professional development opportunities among clinical and professional staff Successfully Host TALWD Annual Meeting November 2015 Submit new application to CFA for additional funds to continue SAFE Kids program Procure additional CDBG Funds to enhance healthcare and oral health services to the indigent population 226

260 HEALTH PERFORMANCE MEASURES/EXPENDITURES DEMAND/ PROJECTED ACTUAL PROJECTED PROJECTED PERFORMANCE MEASURES GOAL Inputs Total full-time equivalents- WIC Total division expenditures WIC $749,070 $718,663 $729,010 $729,010 Total full-time equivalents- Clinical Total division expenditures- Clinical $1,860,280 $1,809,610 $1,800,660 $2,000,000 Total full-time equivalents- Admin Total division expenditures- Admin $951,231 $989,001 $979,530 $1,118,540 Outputs Total participants served/yr.- WIC 53,400 50,990 50,560 51,130 46,533 Total patient visits/yr.- Clinical 20,000 21,250 20,700 20,000 23,138 Outreach Activities (Contacts) 15,000 15,000 16,000 Outcome Measures Percent potential WIC part. served 60.50% 58.00% 58.00% 60.50% 45.90% Number of services provided per clinic patient visit within established time frames Efficiency Measures Total WIC services/fte 6,100 6,800 6,900 6,100 3,878 WIC expenditures/wig participants $14.13 $14.69 $14.21 $14.26 $15.67 Total Clinical services/fte 4,500 5,600 5,600 4,500 4,800 Clinical expenditures/patient visit $84.00 $87.54 $87.42 $90.03 $86.44 Admin expendituresfcapita ACTUAL APPROVED REVISED APPROVED EXPENDITURES Personal Services $2,414,799 $2,614,350 $2,597,820 $2,745,310 Supplies 541, , , ,240 Maintenance 44,183 37,330 47,545 48,220 Other Services and Charges 582, , ,695 1,392,640 Capital Outlay 23,951 8,600 - TOTAL $3,607,559 $4,271,165 $4,090,710 $4,911,

261 CITY OF ABILENE

262 PLANNING AND DEVELOPMENT SERVICES Transportation Planning Fund DEPARTMENT SUMMARY DEPARTMENT ACTUAL REVISED APPROVED REVENUE FHWA Planning 9 nt and Carryover Funds EXPENDITURES BY DIVISION 3760 Transportation Planning TOTAL U _ L_L TIME PERSONNEL L $265,793 $253, ACTUAL REVISED APPROVED $233,190 $265,793 $248,700 $233, r- 20 _ ACTUAL r -- REVISED APPROVE l _ +- _ _ _ 3 1- _ 15 -t - - _2_ j j Personal SeJVices $161,020 EXPENDITURES BY CLASSIFICATION APPROVED Supplies 6,000 Maintenance 0 Other SeJV. & Chgs. 66,170 Capital 0 Total $233,190 I Other Sarv & Ch - I I Personal Services I 229

263 TRANSPORTATION PLANNING SERVICES METROPOLITAN PLANNING ORGANIZATION (MPO) Description The Metropolitan Planning Organization consists of federal, state and local agencies working together to avoid conflicting plans, duplicated projects or funding conflicts between transportation priorities in the metropolitan planning area. Every metropolitan area with a population of more than 50,000 people must have a designated Metropolitan Planning Organization to qualify for federal highway or transit assistance for transportation. The MPO's primary functions are to develop and maintain the necessary transportation plans for the area to ensure that federal funds support locally developed plans and that projects are part of a credible planning process that meets the local priorities. Mission Statement To provide cooperative, comprehensive, and continuing short and long-range transportation planning which promotes safe and reliable movement of people and goods in the Abilene Metropolitan Area. Major FY Goals/Programs Maintain, amend, update, and present, as needed, the Transportation Improvement Program, the Unified Planning Work Program, the Metropolitan Transportation Plan, and any other planning documents and/or reports that may be required by state or federal laws or regulations. Coordinate transportation planning efforts with entities within the MPO Boundary Area. Create a set of Performance Measures for the MPO Planning Process based current legislation. Update the Travel Demand ModeL Continue working with community partners to coordinate the establishment of a multi-modal terminal for all modes of transportation in Abilene. Increase public participation in the planning process utilizing better outreach/community involvement FY Accomplishments Worked with the Federal Highway Administration and the Texas Department of Transportation along with other MPOs on establishing Performance Measures- (ongoing), FYs Metropolitan Transportation Plan completed/printed along with conducted four public presentations at various City Council/County Commissioners meetings along with one public meeting, hosted numerous meetings of the MTP Project Selection Committee, completed the MTP Survey Analytical Report, compiled the public participation segment of the report, and appeared on/presented information to numerous media outlets including talk radio shows. City of Abilene partnered with the MPO to complete a Bicycle Plan that showcases a vision statement along with goals/objectives and proposed projects. Working with community partners on the Regional Coordination Transit Plan; added an additional needs addendum to the existing plan; submitted information for a FY funding application. All required amendments and planning documents were completed by the due dates. Coordinated the Ride to Work Motorcycle Awareness Day; conducted presentations to various organizations/public including West Texas Legislative Summit, West Central Texas Council of Governments, Traffic Safety Coalition, Delphi Committee, and others; held public meetings on the MTP update; conducted a booth at the West Texas Fair and Rodeo partnering with TxDOT and others to disseminate information about safety and transportation planning; partnered with the Center for Contemporary Arts on the "Wheels" Artwalk featuring modes of alternative transportation. Partnered with Citylink and City & Rural Rides on multi-modal terminal planning, route coordination planning, and various other transit opportunities. Created, updated, and printed maps for City of Abilene's Bicycle Plan, MPO Project Selection, Frontage Road Conversions, HWY 351 Corridor Analysis, Hike/Bike Trails, Multimodal Buffer, State Maintained Roadways, Collision Data, Metropolitan Transportation Plan, NEPAssist, Census, Citizen requests, Transportation Alternatives Program, Thoroughfare Plan, Sidewalks, Transit Route/Bus Stops, Urban Area Boundary, and Elm Creek Waterways. FY Goal Provide cooperative, comprehensive, and continuing short and long-range transportation planning. Objectives Complete work with TXDOT on a Travel Demand ModeL Work towards a Multimodal TerminaL Provide assistance to citizens and organizations in their transportation planning needs. 230

264 TRANSPORTATION PLANNING SERVICES METROPOLITAN PLANNING ORGANIZATION (MPO) PERFORMANCE MEASURES/EXPENDITURES DEMAND/ PERFORMANCE MEASURES GOAL Inputs Total fuihime equivalents 3 Total division expenditures Outputs Reports Prepared & Amended 5 Public Outreach, Education & Requests Received 10 GIS Maps Produced 6 Transportation Project Funding Received (millions) n/a Outcome Measures % of Reports Prepared/Amended Due Date 60% % of Public Requests Completed 80% Efficiency Measures Work Hours per Map Produced (Average) 80 Number of Maps Produced per Year 6 PROJECTED ACTUAL $281,360 $265, $1.000 $ % 100% 80% 100% PROJECTED $301, $ % 80% PROJECTED $233, $ % 100% ACTUAL EXPENDITURES Personnel Services $204,260 Supplies 3,519 - Maintenance Other Services and Charges 58,014 Capital Outlay - APPROVED REVISED $209,950 $169,640 6,150 6, ,580 72, APPR :D $161,020 6,000-66,170 - II TOTAL $265,793 $301,680 $248,700 $233,

265 FINANCE Hotel/Motel Fund DEPARTMENT SUMMARY DEPARTMENT REVENUE ACTUAL REVISED APPROVED Hotel/Motel Tax., 0?7 '"' ' $3,000,000 $3,000,000 ' EXPENDITURES BY DIVISION ACTUAL Chamber of Commerce $1,963,152 Civic Center 1,057,082 TOTAL $3,020,234 REVISED APPROVED $1,950,000 $1,950,000 1,050,000 1,050,000 $3,000,000 $3,000,000 EXPENDITURES BY CLASSIFICATION APPROVED Chamber of Commerce Civic Center Total $1,950,000 1,050,000 $3,000,000 I Civic Center I 232

266 DEBT SERVICE FUNDS The Debt Service Funds account for the accumulation of resources for, and the payment of, long-term debt principal and interest. The City is required by ordinance to create from current and future ad valorem taxes to be levied against taxable property a sinking fund sufficient to pay each installment of principal and related interest of general obligation bonds as it becomes due. Water and Sewer obligation bonds are to be paid from the net surplus of the Waterworks and Sewer System. Each Debt Service Fund accounts for the resources and payments of the debt principal, interest, and related cost corresponding to the outstanding debt issuance for which the fund is entitled. General Long-Term Obligation Debt Service Funds: Water and Sewer Debt Service Funds: Airport Revenue Certificates Airport Revenue Certificates General Obligation Certificates of Obligation Airport Revenue Certificates General Obligation Airport General Obligation Certificates of Obligation General Obligation Certificates of Obligation Energy Conservation Certificates of Obligation General Obligation Refunding General Obligation Certificates of Obligation General Obligation Refunding Certificates of Obligation General Obligation Refunding General Obligation Refunding General Obligation Refunding General Obligation Certificates of Obligation Certificates of Obligation General Obligation Refunding Certificates of Obligation (TWDB) General Obligation Refunding Certificates of Obligation Certificates of Obligation Certificates of Obligation General Obligation Refunding Self Supporting Debt Service Funds: 2007 Airport Certificates of Obligation A. CITY OF ABILENE

267 DEBT SERVICE The City intends to retire all of its general purpose obligation bonds, plus interest, from future ad valorem tax levies and is required by ordinance to create from such tax revenues a sinking fund sufficient to pay the current interest due thereon and each installment of principal as it becomes due. The Water and Sewer long-term obligation bonds plus interest will be paid from the net surplus of the Waterworks and Sewer System. The bonds outstanding will be amortized serially each year on dates prescribed by each respective bond ordinance. 233

268 COMMENTS ON DEBT MANAGEMENT The City of Abilene issues debt in the foll owi ng three ways, as authorized by state statute and City Charter: General Obligation Bonds, Re ve nue Bonds, and Certifi cates of Obligati ons. Ge neral Obligation Bonds are pa yable from the proceeds on an annual property tax, levied within the limitati ons of the law. The pa yment of Ge neral Obligation Bonds is guaranteed by the full faith and credit of the City. General Obligation Bonds must be authorized by a vote of the citizens. Certificates of Obligation are pa yable from the proceeds of an annual property tax, levied within the limitati ons of the law. Re ve nue bonds are pa yable from a pledge of the surplus net revenues of the City's Waterworks and Sewer System. The Water and Sewer long-term obligati ons are considered revenue bonds. The City of Abilene's debt instruments are currently rated as follows by Fitch Ratings and Standard & Poor's (S & P): General Obligation Bonds-"AA +" by Fitch Ratings and "AA +" by S & P, which was upgraded in Certificates of Obligation- "AA +" by Fitch Ratings and "AA+" by S & P, which was upgraded in Re ve nue Bonds- "AA+" by Fitch Ratings and "AA +" by S & P, which was upgraded in The City has adopted the poli cy of scheduling debt issues so that an equal pri ncipal amount is retired each year over the life of the issue producing a total debt service schedule with a declining balance each year. This strengthens the City's debt positi on and is viewed very favorably by rating agencies. Bond issues are refunded onl y if there is a significant cash flow and present value savings. The benchmark has been 5% to 1 0% of refunded principal. The City has maintained high credit ratings due in part to the above -menti oned pra cti ces. A credit rating is an assessment of the city's ability and willingness, as well as its legal obligation, to make full and timely pa yme nts of pri ncipal and interest on the debt security over the course of its maturity schedule. Ratings are designed exclusively for the purpose of grading debt instruments according to their credit qualities and do not constitute a recommendati on to buy or sell a security. The rating process looks at the past performa nce and trends as well as at estimated future prospects. Qualitative data as well as quantitative data is considered. Historical trends and current conditions, in addition to pre pared projecti ons, are utilized when making evaluati ons about future performance. Evaluati ons are generally based on what has taken place over the last five to ten years. When appl ying for a credit rating, the items required of the City include audit reports, current budget document, current ca pital improvement program, statement of long -and short-term debt, and indication of appropriate authority for debt issuance. Fitch Ratings and Standard & Poor's rating scheme ranges from AAA to BBB. AAA is the highest rating and indicates the issuer has an extremely strong capacity to meet debt obligations. AA indicates the issuer has a very strong ca pa city to meet debt obligations with the plus sign meaning the issuer is in the higher end of the double-a rating and differs from an AAA rating only slightly. An A indicates the issuer has a strong ca pa city to meet debt obligati ons but is more susceptible to adverse economic conditi ons. BBB indi cates the issuer has an adequate ca pa city to meet debt obligations. The City currently empl oyees First Southwest Company in the capacity of financial advisor. First Southwest Company coordinates the debt issuance of the City. In this regard, First Southwest Company determines the City's ca pa city to authorize, issue, and service debt. On the basis of this determination and with the approval of the City, First Southwest Company proceeds with the sale of the debt instruments. When a bid for the debt instruments is accepted by the City, First Southwest Company directs the closing of the sale. 234

269 CITY OF ABILENE, TEXAS SCHEDULE OF GENERAL LONG-TERM OBLIGATION BONDS PAYABLE Amount of Bond Principal Bond True Interest Matunty Original Payable Projects Funded Date Cost and Oetion Issue street improvement projects, General Obligation 2-zoo projects, park & ballfield /16 $6,000,000 $300,000 lighting General Obligation 8-street improvement projects / / , ,000 2-drainage projects, 1-zoo project, & sidewalks General Obligation Airport improvements 08! /17 1,070, , street improvement General Obligation projects & Lake Ft. Phantom 07/ /18 8,000,000 5, project General Obligation Ref1nancing saving in excess of saao.ooo in interest costs 05101! !20 8,505_000 2, General Obligation 4-street improvement projects 6-drainage projects, Lake Ft Phantom project, & airport improvements 08115! ,075,000 5,645,000 General Obligation Refinancing saving in excess of S250,000 In interest costs 01115! !20 2,165, ,000 General Obligation Refinancing saving In excess 12115! / ,000 11,560,000 of S1.9 million in interest costs Less Water& Sewer Portion 2011 G.O (17,430,000) (9,860,000) General Obligation Refinancing, saving in excess 12115! ,160,000 11,540,000 of S2 3 million in interest costs Less Water & Sewer Portion 2013 G.O (12,595,000) (10,495,000) Refinancing, saving in excess General Obligation of $1.2 millron in debt service 08/15/ /25 16,125,000 16,125,000 costs Less Water & Sewer Portion 2015 G.O (2,305,000) {2,305,000) Street improvement projects. public safety building General Obligation improvements and 08115/ _1'15,000 21,115,000 recreational facility improvements Total General Obligation sao 665.ooo $53.295,000 Certrficates of Obligation Airport terminal & related oarkino improvements 04/ ,500, ,000 Certrficates of Obligation Airport terminal & related oarkinp improvements 05/ /14 800_ _000 Various sidewalk, fire Certificates of Obligation equipment & building , improvement projects Certificates of Obligation Airport terminal, parking, 07/15/ /16 1,205_ ,000 taxiway & ramp improvements Certificates of Obligation Various street, drainage traffic parks & recreation, fire equipment & building improvement projects 08/ /17 4, _000 Airport terminal, parking, Certificates of Obligation runway. taxi'#ay & ramp /17 4,895_ ,000 improvements Certrficates of Obligation Various street, sidewalks, drainage, traffic, crosswalks, parks & recreation, buildrng improvement projects / ,000 1,270,000 Certificates of Obligation Energy conservation projects 07f01f /18 8,720,000 5,345,000 Various street. parks & recreation, building Certlfioates of Obligation improvement computer 08/15/ /19 10,355, ,000 equipment & software, & land acquisition projects Less Water & Sewer Portion 2009 C 0 {5,960,000) {3,560,000) Vanous street, sidewalks, Certrficates of Obligation parks & recreation. building 12/ ,400_ ,000 improvement orojects Various street, sidewalks, Certificates of Obligation parks & recreation. buildmg ,955,000 1,955,000 improvement oroiects Total Cerllficates of Obligation $ $17,230,000 TOTAL GENERAL LONG-TERM 013LIGA TIONS BONDS PAYABLE $ $70,525,

270 CITY OF ABILENE, TEXAS DEBT SERVICE REQUIREMENTS TO MATURITY GENERAL OBLIGATION DEBT Airport Fiscal Self Year Principal Interest Total Supporting Net $7,430,000 $3,033,225 $10,463,225 $457,063 $10,006, ,095,000 2,671,450 9,766, ,713 9,305, ,790,000 2,285,998 9,075, ,510 8,611, ,670,000 2,014,355 8,684, ,988 8,217, ,395,000 1,761,348 7,156, ,046 6,688, ,955,000 1,538,739 6,493, ,750 6,025, ,535,000 1,330,597 5,865, ,155 5,394, ,720,000 1,139,139 4,859,139 4,859, ,850, ,782 3,831,782 3,831, ,800, ,269 3,648,269 3,648, ,850, ,994 3,571,994 3,571, ,545, ,175 3, 1 60,175 3, 160, ,225, ,034 2,751,034 2,751, ,875, ,253 2,320,253 2,320, ,315, ,522 1,695,522 1,695, ,365, ,397 1,692,397 1,692, ,425, ,303 1,690,303 1,690, ,490, ,734 1,683,734 1,683, ,560, ,791 1,678,791 1,678, ,635,000 40,222 1,675,222 1,675,222 TOTAL $70,525,000 $21,239,326 $91 '764,326 $3,256,225 $88,508,101 General Obligation Bonds authorized and unissued amount to $57.7 million from the 2015 bond election for various projects. It is anticipated that these will be issued over the next four years. Debt Requirements $10,000,000 $8,000,000 $6,000,000 $4,000,000 m Debt Requirements $2,000,000 $0

271 CITY OF ABILENE, TEXAS SCHEDULE OF WATERWORKS & SEWER SYSTEM LONG-TERM OBLIGATION BONDS PAYABLE Projects Funded Bond Date True Interest Cost Maturity and Option Bond Amount of Original Principal Payable Issue 09/30/2015 General Obligation Refinancing saving in excess of $1.9 million in interest costs 12/15/ /21 $17,430,000 $9,860,000 General Obligation Refinancing, saving in excess of $2.3 milllon in interest costs 12/15/ /22 12,595,000 10,495,000 General Obligation Refinancing, saving in excess of $170,000 in debt service costs 08/15/ /25 2,305,000 2,305,000 Total General Obligation 532,330,000 $22,660,000 Certificates of Obligation Extensions & improvements to water 08/15/2009 & sewer system /19 5,960,000 3,560,000 Certificates of Obligation Distribution line replacement & water 12/20/2012 tanks rehabilitation /23 2,500,000 2,260,000 Certificates of Obligation Upgrade treatment plant, advanced treated reclaimed 11/21/2013 water project in response to drought /22 62,080,000 60,685,000 Certificates of Obligation Phase 2 of drought response, continuation of treatment plant upgrades, secure additional water supplies 11/20/ /23 57,580,000 57,580,000 Certificates of Obligation Construct, acquire, instal! and equip additions, extensions and improvements to provide additional water supply 04/15/ /15-41/24 67,350,000 67,350,000 Total Certificates of Obligation TOTAL LONG-TERM OBLIGATIONS BONDS PAYABLE $195,470,000 $191,435,000 $227,800,000 $214,095,000 3

272 CITY OF ABILENE, TEXAS DEBT SERVICE REQUIREMENTS TO MATURITY WATERWORKS AND SEWER SYSTEM LONG-TERM OBLIGATION BONDS Fiscal Year Principal Interest Total TOTAL $6,280,000 $10,302,874 7,815,000 9,225,650 7,955,000 8,940,175 7,490,000 8,633,000 7,680,000 8,320,167 7,435,000 8,013,507 6,075,000 7,730,61 4 6,335,000 7,451,567 6,635,000 7,141,063 6,550,000 6,823,472 6,840,000 6,527,066 7,1 15,000 6,257,302 7,415,000 5,956,136 7,735,000 5,635,392 8,085,000 5,287,195 8,485,000 4,883,963 8,920,000 4,460,120 9,355,000 4,013,833 9,680,000 3,553,363 10,160,000 3,078,925 10,640,000 2,592,675 11,150,000 2,092,062 11,670,000 1,555,701 12,255, ,638 8,545, ,125 4,885, , ,000 24, ,000 8,138 $21 4,095,000 $140,122,528 $16,582,874 17,040,650 16,895,175 16,123,000 16,000,167 15,448,507 13,805, ,786,567 13,776,063 13,373,472 13,367,066 13,372,302 13,371,136 13,370,392 13,372,195 13,368,963 13,380,120 13,368,833 13,233,363 13,238,925 13,232,675 13,242,062 13,225,701 13,238,638 9,025,125 5,035, , ,138 $354,217,528 --"'D.,.,e,.,b t,_,_,re""'g uirements $18,000,000.,- $15,000,000 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $ ! ls

273 ENTERPRISE FUNDS The Enterprise Funds account for operations that are financed and operated in a manner similar to private business enterprises - where the intent of the City is that the costs (expenses, including depreciation) of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges, or where the City Council has decided that periodic determination of revenues earned, expenses incurred, and/or net income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes. There are four major Enterprise Fund activities - the Water and Sewer Utility System, the Transit System, the Stormwater Services System, and Solid Waste Services System. Water and Sewer: The Water and Sewer Fund accounts for the revenues and expenses associated with providing water and sewer services to the citizens of the City of Abilene. The Water and Sewer Fund includes the following types of fu nds: Operating: To account for the operations of the water and sewer utilities. Debt Service: To account for the accumulation of resources for and the payment of principal and intere st for the general obligation debt and the certificates of obligati on. Transit System: This fu nd accou nts for the operations of the City's bus system. The system is managed by an independent management company under contract with the City. Stormwater Utility: The Stormwater Services Fund is a fund established to account for the revenues and expenses associated with the quality and quantity of stormwater runoff due to ever evolving regulations. Solid Waste Services: This fund accounts for the operations of the City's solid wa ste services to the citizens of Abilene. CITY OF ABILENE

274 ORGANIZATION CHART OCTOBER WATER UTILITIES - Ar vv : TION - UTILITY OFFICE - WATER!IUN - TR ; ' t: " \1 IVIt:l I-- VV A I 5 1 0N Ul;:. I "II:> L 1-- r. l.. I '---- WASTEWATER TREATMENT ni iai ITY L,;UN I KUL WAREHOUSE I I I I I LEGEND DEPARTMENT I DIVISION ill CONTRACTUAL I FUNCTIONAL 239

275 WATER UTILITIES Water & Sewer Operating Fund DEPARTMENT SUMMARY Mission Statement The mission of the Water Utilities Department is to provide an adequate, safe water supply and to collect, treat, and properly discharge all wastewater for the City and our Regional customers. DEPARTMENT ACTUAL REVENUE REVISED APPROVED TOTAL $4 0,631, $4 6,183,000 $5 1,754,000 I I ACTUAL EXPENDITURES BY DIVISION Water Administration $4,373, Utility Office 1,778, Water Production 5,440, Water Treatment 3,843, Water Distribu1ion 5,089, Sewage Collection 1,018, Wastewater Treatment 2,166, Quality Control 1,471, Utility Special Services 1 2,63 2, TOTAL $3 7,81 2, REVISED APPROVED $5,44 2,660 $6,07 2,630 1,933,830 1,960,7 20 6,345,710 8,860,3 20 4,801,500 5,575,580 6,304,530 6,371,6 20 1,708,640 1,730,1 20 3,09 2,400 3,5 29,970 2,049,080 1,914, ,933, ,308,040 - $4 7,61 2, 2 20 $5 8,3 23, 290 ACTUAL TOTAL FULL TIME PERSONNEL REVISED APPROVED EXPENDITURES BY OASSIFICAnON APPROVED Personal Services $7,770,700 Supplies 3,202,640 Maintenance 2,706,570 Other Serv. & Chgs. 41,563,380 Capital 3,080,009 I Other Serv & Chgs. I Total $58,323,

276 WATER & SEWER OPERATING WATER UTILITIES REVENUE SOURCES Description Actual Approved Revised Approved Metered Sales $20,712,143 $22,460,000 $26,012,000 $30,881,000 O.H. lvie Charge 3,758,743 3,900,000 3,900,000 3,900,000 Contract Customers Sales 2,984,867 2,994,000 3,507,000 4,209,000 Water Sales-AMP (800) Raw Water Sales 19,339 28,000 28,000 28,000 Sewer Charges 11,303,377 11,162,000 11,162,000 11,162,000 Industrial Waste 70,961 90,000 90,000 90,000 Reclaimed Water Sales 292, , , ,000 Sales to Private Source 26,928 24,000 24,000 24,000 New Service Fees 153, , , ,000 Other Service Charges 213, , , ,000 Returned Check Charge 3,150 2,500 2,500 2,500 Transfer Fee 15,706 15,000 15,000 15,000 Water Demand Charges 18,446 10,000 10,000 10,000 Firelines 31,409 30,000 30,000 30,000 Water Citation Fee 1,175 2,000 5,000 5,000 Water Taps 126, , , ,000 Laboratory Fees 84,917 80,000 80,000 80,000 Investment Pool Revenue 63,898 60,000 72,000 72,000 Land Leases 111, , , ,000 Oil Royalties 45,719 30,000 30,000 30,000 lnterfund Recoveries Miscellaneous Recoveries 452,588 2, , ,000 Miscellaneous Damage Claims 9,949 3,000 3,000 3,000 Miscellaneous Prior Years 50, ,000 55,000 Miscellaneous Revenue 80, ,500 7,500 Over/Short Revenue (225) Department Total $40,631,861 $41,753,000 $46,183,000 $51,754,

277 CITY OF ABILENE

278 WATER ADMINISTRATION Description The Water Administrati on Division is engaged in overall supervi si on and inspecti on of all phases of water and wastewater operati ons. Every effort is made to see that all citizens recei ve water and wastewater services in the most effective and economical way. Mission Statement The missi on of the Water Utilities Department is to provide a sustainable raw water supply, a safe and reliable potable water supply, and to collect, treat, and properly discharge all wastewater for present and future generati ons. ACTUAL APPROVED REVISED APPROVED EXPENDITURES Personal Services $494,973 $512,170 $518,610 $675,570 Supplies 9,487 13,500 25,500 15,500 Maintenance Other Services and Charges 3,726,451 6,391,650 4,898,550 5,381,560 Capital Outlay 142, TOTAL $4,373,201 $6,917,320 $5,442,660 $6,072,630!Total Full-Time Personnel I

279 WATER UTILITY OFFICE Description This division is responsible for the customer service function of the Water Utilities Department. Functions include: meter reading, billing & collections, and customer service for over 39,000 accounts. This division also oversees the water conservation education efforts of the Department. Mission Statement The mission of the Water Utility Office is to provide excellent customer service to all city and regional customers. FY Major Goals Conduct water conservation campaign Research utility customer notification services Expand utility customer payment options in office and by telephone Research and implement expanded remote deposit features FY Accomplishments Researched interactive voice response vendors to expand utility customer payment options Conducted a Water Conservation education campaign Added additional online vendor to electronic receipts/payment process FY Goals and Objectives Research & implement customer service notification services Evaluate additional utility customer payment options Continuing promoting water conservation in the Abilene area. 244

280 WATER UTILITY OFFICE PERFORMANCE MEASURES/EXPENDITURES DEMAND/ PROJECTED ACTUAL PROJECTED PROJECTED PERFORMANCE MEASURES GOAL Inputs Total full-time equivalents Total division expenditures $1,850,590 $1,778,580 $1,871,210 $1,960,720 Outputs Phone Call Volume 66,000 75,500 80,254 77,000 75,500 Transaction Volume (payments) 445, , , , ,000 Bill Volume 485, , , , ,000 Meter Interactions 480, , , , ,000 Outcome Measures Reading Accuracy 99.9% 99.9% 99.4% 99.9% 99.9% Bad Debt Expense 1.00% 1.00% 0.95% 1.00% 1.00% Accounts Billed Accurately 99.9% 99.9% 99.4% 99.9% 99.9% Efficiency Measures Reads Per Employeee 68,500 69,929 70,769 70,000 70,000 Cost per bill $3.79 $3.60 $3.82 $4.00 Transactions per Employee 41,250 58,182 40,524 40,455 40,455 Division expenditures per capita $ $14.96 $ $16.21 ACTUAL APPROVED REVISED APPROVED EXPENDITURES Personal Services $680,147 $713,990 $71 1,110 $738,680 Supplies 17,576 36,100 36,600 36,600 Maintenance 6,500 19,480 14,480 14,560 Other Services and Charges 1,074,357 1,101,640 1' 146,640 1,170,880 Capital Outlay.. 25,000. TOTAL $1,778,580 $1,871,210 $1,933,830 $1,960,

281 WATER PRODUCTION Description The Water Production Division repairs and maintains the raw water pumping, water treatment plants, water distribution pump stations and the instrumentation systems for both water and wastewater treatment facilities. Mission The mission of the Water Production Division is to provide effective facilities, pumping, communication and electrical maintenance for the water and wastewater systems. FY Major Goals Programming and training for Wonderware, Allen-Bradley, and SCADA Pack. Continue Electrical Safety Training. Employ a detailed work order maintenance program for the tracking of equipment and personnel work load. Maintain optimum water quality Pumping level at lvie Intake by pulling and adding pump column's Maintain optimum water quality Pumping level at Fort Phantom Intake by pulling and adding pump column's FY Accomplishments Programmed new PLC and draw up new electrical schematic for Maple Street Pump Station Rehab. Installed new SCADA Pack and Antenna's at Hartford Water Tower and Maple Street Pump Station. Design new HMI screens for operator workstations at NEWTP and GWTP. Relocate Caustic Building, Plumb in new lines, Feed and Recirculation Pumps NEWTP. Plumb in temporary Sodium Permanganate feed system at all Plants. FY Goals & Objectives Continue to record and document all calibrations done on all Flow, Turbidity, ph, CL2 Analyzers, and CL2 Leak equipment to comply with Regulations and Risk Management Plan Learn the function and programming of new wastewater facility; including all Instrumentation and SCADA equipment. Procure Electrical Maintenance contract on lvie Electrical System Ongoing repair, replacement, upgrade programs on aging Radio's and PLC's. Assist in Hargesheimer Treatment Plant and Lake lvie expansion rehab and upgrade. 246

282 WATER PRODUCTION PERFORMANCE MEASURES/EXPENDITURES DEMAND/ PROJECTED ACTUAL PROJECTED PROJECTED PERFORMANCE MEASURES GOAL Inputs Total full-time equivalents Total division expenditures $5,319,060 $5,440,376 $6,244,900 $8,860,320 Outputs Raw Water Pumped (Billions) Clear Fork Pumping (Billions) Outcome Measures CI02 Generator Efficiency 98% 98% 98% 98% 98% Pump Station Availability 99.9% 99.9% 99.9% 99.9% 99.9% SCADA Availability 99.9% 99.9% 99.9% 99.9% 99.9% Efficiency Measures Division expenditure per capita $44.74 $45.76 $52.12 $73.25 ACTUAL APPROVED REVISED APPROVED EXPENDITURES Personal Services $459,690 $449,500 $465,310 $467,420 Supplies 10,323 30,450 30,450 30,450 Maintenance 151, , , ,530 Other Services and Charges 4,817,720 5,322,710 5,407,71 0 7,899,920 Capital Outlay , , ,000 TOTAL $5,440,376 $6,244,900 $6,345,710 $8,860,

283 WATER TREATMENT Description The Water Treatment Division treats the raw water that is pumped from area lakes to three treatment plants where it undergoes chemical and mechanical processing to meet and exceed Federal and State drinking water regulations. Personnel in this area are also involved in public relations functions (treatment plant tours, manning of after-hours repair service phone line.) Mission The mission of the Water Treatment Division is to treat raw water to meet and exceed State and Federal drinking water standards in the most cost-effective way. FY Goals & Programs Maintain our Operator Continuing Education Program in order to upgrade and keep existing licenses current per TCEQ Rules and Regulations, (30 TAC 290 Subchapters D and F). This will ensure that we have the best trained and qualified personnel possible. Retrofit the Hargesheimer Treatment Plant to expand plant capacity and to meet current and future Federal and State Rules, Regulations, and Guidelines. Complete construction and startup of the Possum Kingdom Raw Water Roughing Facility, (PKRWRF). Continue treatment strategies to address raw water quality concerns resulting from low lake levels. Complete the installation of the Finished Water Flow Meter at the Northeast Water Treatment Plant Complete installation of the Security Fencing and gates at the Northeast and Grimes Water Treatment Plants. FY Accomplishments Treated over Billion gallons of potable water for public use, meeting and exceeding State and Federal Rules and Regulations. Disposed of 6,876 cubic yards of water treatment sludge. Conducted over 30 public tour groups of our Water Treatment facilities. Completed the Raw Water Mag Meter installations at the Northeast and Grimes Water Treatment Plants. Completed the rehab of the flat roofed clearwells at the Grimes Water Treatment Plant in order to meet TCEQ rules and regulations. (30 TAC 290 Subchapters D). FY Goals & Objectives Maintain a qualified work force through aggressive Certification training in order to comply with State and Federal regulations. Research technology and plant upgrades to further improve water quality and process efficiency. Optimize distribution and electrical operations. Continue with Operator Safety programs. Continue aggressive distribution system management program in order to meet and exceed State and Federal Rules and Regulations Continue to utilize knowledge learned from the Performance Based Training into the Northeast and Grimes Water Treatment Process control. Complete the assessment of, and determine the status of the East Clearwell at the Northeast Water Treatment Plant 248

284 WATER TREATMENT PERFORMANCE MEA SURES/EXPENDITURES DEMAND/ PROJECTED PERFORMANCE MEASURES GOAL ACTUAL PROJECTED PROJE :ED II Inputs Total full-time equivalents & 1 Parttime Total division expenditures $4,592,790 $3,843,015 $4,660,800 $5,575,580 Outputs Total Raw Water Treated (Million Gallons) 7, , , , Total Potable Water Pumped (Million Gallons) 7, , , , Outcome Measures Compliance With Regulatory Requirements % % % % % Potable Water NTU <0.3 (105, 120 annual samples) 99.99% 99.99% % % % Virus Inactivation (4 Log Required, (99.99% inactivation) % % % % % Efficiency Measures Water Production Recovery >95% 99.0% 94.28% 95.0% 95.0% Million Gallons Treated per Employee (Potable) Division Expenditure per Capita $38.63 $32.32 $38.90 $46.10 ACTUAL APPROVED EXPENDITURES REVISED APPROVED Personal Services $961,648 $960,000 $962,300 $1 '1 14,300 Supplies 1,553,780 1,685,100 1,685,100 2,134,100 Maintenance 347, , , ,510 Other Services and Charges 955,021 1,017,270 1,125,670 1,628,670 Capital Outlay 25, , , ,000 TOTAL $3,843,015 $4,660,800 $4,801,500 $5,575,

285 WATER DISTRIBUTION Descrip tion The Water Distribution Division is responsible for operation and maintenance of the water distribution piping grid and customer meters. Subsections within the division provide specialized services such as meter maintenance and meter service orders, main tapping, leak repair, aging main replacement, City warehouse, valve and hydrant maintenance, location services and mapping, and customer support. Mission Statement The Water Distribution Division is devoted to the dependable delivery of clean and safe drinking water to the citizens of the City of Abilene meeting standards established by the Texas Commission of Environmental Quality by trained and licensed personnel in an efficient manner for the welfare and safety of all citizens. FY Goals and Programs Maximize the use of human resources Maintain water infrastructure through preventative maintenance and replacement Respond to regulatory demands and community awareness of water quality Embrace technology to improve services Emphasis placed on certifications, licensing and safety measures. FY14-15 Accomplishments 11,310 feet of water main was replaced through the water main replacement program. Automatic flush boxes were installed throughout the system to ensure water quality. 85% employees have achieved water licenses and certifications. FY Goals and Objectives Continue emphasis on training, safety, and certifications. Continue the replacement of aging water mains. Install technology and train for new meter service program to enhance speed of service orders and repairs. 250

286 WATER DISTRIBUTION PERFORMANCE MEASURES/EXPENDITURES DEMAND/ PROJECTED ACTUAL PROJECTED PROJECTED PERFORMANCE MEASURES GOAL Inputs Total full-time equivalents Total division expenditures $5,597,590 $5,089,269 $6,000,520 $6,371,620 Miles of water main Outputs Meter service orders, 35,000 35,000 39,149 36,500 37,000 Meters tested & replaced 1,500 1,500 1,225 1,500 1,500 Main leaks repaired Feet of water main installed 12,000 12,000 10,580 12,000 12,000!outcome Measures Meter service order/month 2,900 2,917 3,262 3,042 3,000 Meters tested & replaced/month Leak repairs/month Feet of main installed/month 1,000 1, ,000 1,000 Main leaks per mile Efficiency Measures Service order worked per employee 4,375 4,375 4,894 4,563 4,625 Meters tested-replaced per employee Main miles per employee Population Served 118, , , ,958 Division Expenditures per capita $47.08 $42.81 $50.08 $52.68 ACTUAL APPROVED REVISED A EXPENDITURES Personal Services $2,238,361 $2,1 86,380 $2,230,890 $2,312,430 Supplies 70,058 73,190 74,190 74,690 Maintenance 915,475 1,300,440 1,458,440 1,451,030 Other Services and Charges 1,007,198 1,040,510 1,041,010 1,033,470 Capital Outlay 858,177 1,400,000 1,500,000 1,500,000 TOTAL $5,089,269 $6,000,520 $6,304,530 $6,371,

287 SEWAGE COLLECTION Description The Sewage Collection Division is responsible for the operation and maintenance of the wastewater collection system within the city. The division responds to sewer stoppages and conducts extensive routine maintenance, conducts system inspections, and performs sewer main replacement. Mission Statement The Sewage Collection Division is dedicated to the safe and sanitary removal of waste water by a series of mains and lift stations. Adhering to the rules set out by the Texas Commissions of Environmental Quality regarding spillages and performing frequent inspections and replacements by qualified and licensed personnel with the health and welfare of the citizens of Abilene in mind. FY Goals and Programs Maximize the use of human resources Maintain sewer infrastructure through preventative maintenance and replacement Respond to regulatory demands and community awareness Utilize technology to improve operations Emphasis placed on certifications, licensing and safety measures. FY14-15 Accomplishments 870 feet of sewer main was replaced 148,070 feet of sewer main was cleaned. More employees are achieving licenses and certifications. Sanitary Sewer Overflows (SSO) reporting FY16-17 Goals and Objectives Continue emphasis on safety. Continue the replacement of aging sewer mains as needed. Continue inspections of sewer system through cleaning, TV inspections or smoke testing using technologies to improve operations. Continue aggressive technical training and stressing certifications and licenses. 252

288 SEWAGE COLLECTION PERFORMANCE MEASURES/EXPENDITURES DEMAND/ PROJECTED ACTUAL PROJECTED PROJECTED PERFORMANCE MEASURES GOAL Inputs Total full-time equivalents Total division expenditures $1,719,330 $1,018,037 $1,833,540 $1,730,120 Miles of Sewer Mains Outputs Feet of sewer main cleaned 200, , , , ,000 TV inspected sewer main 30,000 30,000 32,576 35,000 35,000 Sewer main repairs Manhole maintenance Outcome Measures Feet cleaned I Month 16,667 16,667 12,910 16,667 16,667 Feet TV Inspected I Month 2,500 2,500 2,715 2,917 2,500 Main repairs I Month Manhole Maint. I Month Efficiency Measures Feet Cleaned I Employee/Month 1, ,282 1,282 Feet TV Inspected I Employee 2,308 2,506 2,692 2,692 Manholes Maitained I Employee Miles of system per employee Main repairs I mile Population Served 118, , , ,958 Division expenditures per capita $14.46 $8.56 $15.30 $14.30 ACTUAL REVISED APPROVED EXPENDITURES Personal Services $582,050 $567,540 $595,240 $627,290 Supplies 53,367 80,900 82,300 86,300 Maintenance 97, , , ,180 Other Services and Charges 243, , , ,350 Capital Outlay 41, , , ,000 TOTAL $1,018,037 $1,833,540 $1,708,640 $1,730,

289 WASTEWATER TREATMENT Description The Wastewater Treatment Division is responsible for operation and maintenance of the Buck Creek Lift Station, Prison Lift Station, and the renovated Hamby Wastewater Treatment Plant including the new MBR treatment and advanced treatment processes. This Division also provides the supply of Reclaimed Water for the City's contract customers and advanced treated effluent for return into Lake Fort Phantom Hill. Mission Statement The mission of the Wastewater Treatment Division is to efficiently and effectively treat and discharge wastewater for the City of Abilene in compliance with State and Federal regulations. FY Major Goals Respond appropriately to State and Federal mandates and regulatory requirements. Maintain Effluent Quality while Treatment Plant undergoes major renovations. Work closely with Engineers in learning the operations of the new plant processes. Continue aggressive training program: encourage "B" operator licenses. FY Accomplishments Maintain a qualified work force: Maximize human resources to meet growing demands of regulatory environment. Continue aggressive training program and encourage operator "B" license level. Electrical Training for Key Maintenance Personnel. Improving operations and performance of treatment process: Continued facility and corrosion control program. Improved inventory of spare pumps and repair parts. Improve Division safety: Enforcing the use of safety equipment and procedures. Respond appropriately to Federal and State mandates Monitor and respond to regulatory requirements in the most cost-effective way. Removing mesquite trees in ponds #E-1 & E-2 at Hamby Plant and maintain as per FY TCEQ inspection. Improved drainage and culverts as per Storm Water inspection. Goals & Objectives Optimize new plant processes to improve water quality and process efficiency Continue aggressive training program: encourage "B" operator licenses. Respond appropriately to State and Federal mandates and regulatory requirements. Install automatic entrance gates at Wastewater Treatment Plant. Continue clearing Ponds #8, 9 & 10 of mesquite trees as per TCEQ inspection. 254

290 WASTEWATER TREATMENT PERFORMA NCE MEASURES/EXPENDITURES Inputs: DEMAND/ PROJECTED ACTUAL PROJECTED PROJECTED PERFORMANCE MEASURES GOAL Number of full time employees Department Expenditures $3,107,230 $2,166,214 $3,082,190 $3,529,970 Wastewater Treated (MGD) Total Biological Oxygen Demand: ppm Total Suspended Solids: ppm Outputs: Final Effluent Total Biological Oxygen Demand: ppm Total Suspended Solids: ppm Outcome Measures: % Biological Oxygen Demand Removed 96% 96% 98% 96% 96% %Total Suspended Solids Removed 93% 93% 97% 93% 93% Efficiency Measures: Division Expenditures per MG $709 $529 $704 $806 Population Served 118, , , ,958 Division Expenditures per Capita $26.14 $18.22 $25.72 $29.18 ACTUAL APPROVED REVISED APPROVED EXPENDITURES Personal Services $921,813 $945,220 $950,940 $988,990 Supplies 141, , , ,300 Maintenance 89, , , ,980 Other Services and Charges 1,006,195 1,252,460 1,406,950 1,365,700 Capital Outlay 7, , , ,000 TOTAL $2,166,214 $3,082,190 $3,092,400 $3,529,

291 QUALITY CONTROL Descrip tion The Quality Control Division provides analytical services for various departments and divisions within the City of Abilene. This division monitors water quality in all phases of the utility's operations and takes a leading role in monitoring regulations and communicating their impacts. The Quality Control Division also serves as a regional laboratory for small municipalities, State agencies, private business, and private citizens in the West Central Texas area. Mission Statement The Quality Control Division provides exceptional environmental laboratory services in order to protect public health and safety, to protect the environment, and to maintain compliance with state and federal regulations. FY Major Goals Continue to be sensitive to citizen awareness of water quality issues. To improve and expand our state required Cross Connection Control/Customer Service Inspection Program and our Pretreatment program. To expand the number of analytes included in our NTI Laboratory Accreditation. Especially SM 9223 for Total Coliform analysis. Increase our number of samples analyzed using our Digital Imaging Particle Analyzer to help monitor the Wastewater Plant, Distribution system, and the Lakes, and make suggestions on changing other processes. Replace an aging instrument, the Gas Chromatograph-Mass Spectrometer; and add another len Chromatograph to help keep up with the work load. Continue the process of replacing Laboratory workbenches. FY Accomplishments The first round of replacing the laboratory benches is complete; the iron interference problem is solved. The application to expand the number of analytes included in our NTI Laboratory Accreditation is under review by the TCEQ. The Mass Spectrometer is ordered, but has not arrived yet. The new I on Chromatograph is operational. Passed another Laboratory Accreditation audit. FY Goats and Objectives Add a High Performance Liquid Chromatograph. Continue immediate and proactive response to customer concerns. Working to get all technicians triple licensed. Expand our accreditation to include more metals on the Drinking water, non-potable water, and soils matrices, and trihalomethanes on the Water matrix, and add different methods for general chemical and Microbiological analysis on both the Water and Non-potable water matrix. To aid the Water department in becoming more self-reliant. To improve the quality and reliability of the data that we generate. To perform experiments that can help us find other ways to keep a high quality Drinking Water as our water sources become increasingly harder to treat. 256

292 QUALITY CONTROL PERFORMANCE MEASURES/EXPENDITURES Inputs: DEMAND/ PROJECTED ACTUAL PROJECTED PROJECTED PERFORMANCE MEASURES GOAL Number of full time employees Department Expenditures $1,683,130 $1,471,755 $1,865,800 $1,914,290 Outputs: Final Effluent Water & Wastewater Tests 68,000 68, ,000 75,000 Quality Control Tests 27,000 26,966 65,000 30,000 Inspections 1,500 6,066 5,000 6,100 Effectiveness Measures: Water & Wastewater Tests I month 5,667 5,736 8,900 6,250 Inspections I month Internal tests I month 3,460 2,553 6, External tests I month 2,207 3,183 3,500 3,550 Efficiency Measures: Tests I employee 7,308 7,369 13,462 8,077 Cost per test $17.72 $15.36 $10.66 $18.23 Population Served 118, , , ,958 Department Expenditures per Capita $14.16 $12.46 $15.57 $15.83 ACTUAL APPROVED REVISED APPROVED EXPENDITURES Personal Services $695,078 $725,150 $744,130 $776,070 Supplies 116, , , ,700 Maintenance 89, , , ,780 Other Services and Charges 452, , , ,740 Capital Outlay , , ,000 TOTAL $1.471,755 $1,865,800 $2,049,080 $1,914,

293 TRANSPORTATION SERVICES Transit System Fund DEPARTMENT SUMMARY DEPARTMENT REVENUE ACTUAL REVISED APPROVED TOTAL - ""- I $4,353, "-- $4,886,730 --, --- "" $4,249,955 ACTUAL REVISED EXPENDITURES BY DIVISION CltyLink 6120 UMTA Grants 6130 Evening Service Grant TOTAL " $3,807,617 $5,047,580 " ---- $2,533,563 $2,624, ,296 2,193, , ,000 APPROVED $3,084,050 1,500, ,000 $4,824,850 EXPENDITURES BY CLASSIFICATION APPROVED Personal Services $0 Supplies 664,500 Maintenance 66,500 ) Capital) Other Serv. & Chgs. 4,068,350 ) Othar Stlrv & Chgs_ ) Capital Total $4,824,

294 TRANSIT SYSTEM TRANSPORTATION SERVICES REVENUE SOURCES Descriplion Aclual Approved Revised Approved FTA Planning $0 $90,000 $10,000 $20,000 FTA Capital 615, , , ,855 FTA Operations 1,053,885 1,036,270 1,124,330 1,245,430 FTA Access to Jobs 146,867 86,670 55,540 0 FTA Earmark 79,582 78,100 1,038,790 0 FTA 0 185, ,000 0 CDBG Match Access to Jobs 0 52,500 52,500 50,300 Scholarships 2,652 1,000 1,000 1,500 Medical Transportation Program 347, , Miscellaneous State Grants 417,884 1,196, , ,360 Passenger Fares 408, , , ,000 Charter Service 23,059 4,000 18,000 13,000 Station Concessions 2,468 2,500 2,000 2,500 Advertising 13,616 10,000 6,000 11,000 Contract Service 13,402 13,600 13,600 0 Evening Service Fares 16,023 13,170 17,000 14,500 Investment Pool Revenue 1, ,000 3,000 Miscellaneous Recoveries 9, Motor Vehicle Damage Claims 430,239 5,000 10,000 5,000 Miscellaneous Revenue 2, , Over/Short Revenue Sale of Equipment 37 10,000 15,570 10,000 Transfer from General Fund 770, , ,420 1,296,010 Transfer from 2006 CO 0 18,800 18,700 0 Department Total $4,353,933 $5,179,250 $4,886,730 $4,249,

295 Description CITYLINK TRANSIT CityLink Transit is the City of Abilene public transit system. CityLink provides fixed route bus service, ADA complimentary paratransit service, evening demand-response service and limited charter service. CityLink is managed by First Transit, Inc. and is operated by Transit Management of Abilene, a subsidiary of First Transit. Mission Statement CityLink Transit is committed to serving our customers by providing safe, courteous, efficient and affordable public transportation services. In doing so, we will strive to be an enthusiastic team of professionals who take pride in the City of Abilene, CityLink Transit and the customers we serve. Major FY Goals/Programs Complete the fuel tank conversion from diesel to gas. Procurement for two 35-foot transit buses and 3-ADA paratransit vans. Partner with ACU (Abilene Christian University) to develop semester passes and increase ridership. Rebranding of CityLink Transit to include logos, paint scheme and facilities. Develop partnerships within the business community that takes advantage of public transportation tax breaks. Development and implementation of Service Contracts for demand response service. FY Accomplishments Installation of 60 federally funded bus benches Reduction of ADA paratransit costs/under budget for FY 1 5 Expended and closed out of four grants that were pending from 2006 FY Goals Implementation of Time/Attendance and Payroll software Update technology for both the facility and transit operations Objectives Geocode all CityLink bus stops/implement AVL tracking for On Time Performance Installation of ADA paratransit scheduling software 260

296 CITYLINK TRANSIT PERFORMANCE MEASURES/EXPENDITURES DEMAND/ PROJECTED PERFORMANCE MEASURES GOAL ACTUAL PROJECTED PROJECTED Inputs Number of Fixed Routes 12 Number of Paratransit Units 25 Rolling Stock 45 Expenditures Capital S30,000 Expenditures - Fixed Route $1,846,042 Expenditures - Evening Service $301,380 Expenditures - Paratransit Outputs Fixed Route S1,994,443 Number of passengers 506,700 Number of miles 402,950 Fare revenue $326,980 Evening Service Number of passenger 14,500 Number of miles 110,000 Fare revenue $23,380 Paratransit Number of passengers 89,500 Number of miles 475,500 Fare revenue $155,000 Outcome Measures Fixed Route Increase (decrease) in Revenue over prior year 0.00% Increase (decrease) in passengers over prior year 0.74% Revenue passenger I mile $0.81 Evening Service Increase (decrease) in Revenue over prior year 0.00% Increase (decrease) in passengers over prior year 0.00% Revenue passenger I mile S0.21 Paratransit Increase (decrease) in Revenue over prior year 0.00% Increase (decrease) in passengers over prior year % Revenue passenger I mile S0.33 Efficiency Measures Fixed Route Cost per mile S4.58 Cost per passenger S3.64 Evening Service Cost per mile $2.74 Cost per passenger $20.78 Paratransit Cost per mile $4.19 Cost per passenger S22.28 ACTUAL APPROVED EXPENDITURES Personal Services so so Supplies 707, ,450 Maintenance 50,884 60,000 Other Services and Charges 2,987,195 3,466,200 Capital Outlay 62,519 1,157,300 TOTAL S3,807,617 $5,407, S80,651 S1,234,300 $1,678,261 $1,764,361 S309,758 S272,100 $1,738,947 S2,137, , , , ,220 $346,889 $350,000 11,683 14,000 89, ,000 S16,023 $13,170 73,452 92, , ,700 $61,215 S109, % 7.04% 0.10% 4.29% S0.82 S % % 17.60% -3.57% $0.18 S % % % 21.94% $0.10 $0.20 $3.99 $4.20 S3.33 $3.57 S3.46 $2.47 $26.51 $19.44 $2.93 S3.92 $23.67 $23.01 R so so 606, ,500 64,000 66,500 3,237,390 4,068,350 1 '139,480 25,500 $5,047,580 S4,824, S25,500 $2,138,410 $272,100 S2,388, , ,700 $410,000 15, ,000 S22,000 68, ,845 $105, % 4.15% S % 7.14% S % % S0.22 S5.08 S4.15 $2.27 $18.14 $5.07 $

297 CITY OF ABILENE

298 PUBLIC WORKS Solid Waste Services Fund DEPARTMENT SUMMARY DEPARTMENT REVENUE ACTUAL REVISED APPROVED Solid Waste Collection Site Recycling Services I $11,134, ,523 $11,900,000 $11,900, , ,000 Solid Waste Environmental Fee 839, , ,000 Miscellaneous Recycling 129, , ,000 Solid Waste Code Enforcement 72,391 72,000 72,000 Investment Pool Revenue TOTAL ,538 $12,332, ,000 6,000 _ " $13,044,000 $13,044, ACTUAL REVISED APPROVED EXPENDITLRES BY DIVISION Solid Waste $12,325,; ; I $13,630,3_2 _1_ $13,136, , L -T - -i-_- -- Tt Ṟ T TA - 2_o E APPROVED _ _s ;_ ---t IM P _ E _ R _s_o_ N _ N _ E _ L L 69 Personal Services $2,868,710 Supplies 61,400 Maintenance 197,450 EXPENDITURES BY CLASSIFICAnON APPROVED I Capital I Other Serv. & Chgs. 9,658,840 Capital Total $13,136,400 I Othef Som & Chg!_ I ls liesl 263

299 SOLID WASTE SERVICES Description The Solid Waste Services Division is responsible for the collection and disposal of all solid waste generated by our residential and commercial customers. The primary services provided include bi-weekly collection of residential refuse, weekly collection of commercial refuse, rearloader service for alleys and bulk collection, and providing our citizens with recycling opportunities thru our Recycling Center and six drop off sites. Mission Statement The mission of Solid Waste Services is to provide cost effective and efficient collection services for all residential and commercial customers. Solid Waste Services also endeavors to promote citizen and community awareness of environmental responsibilities through education and active participation to enhance the quality of life in Abilene. Major FY Goals/Objectives Rework Blue bag program at Environmental Recycling Center to make it more work friendly and cost efficient. Implement new phone system to better accommodate our staff and residents. Continue to re-route commercial & residential routes to improve efficiency. Rework our staff structure at Solid Waste to improve our efficiency as a staff. FY Accomplishments Continued to support recycling initiatives at the Environmental Recycle Center. Continued to encourage initiatives to reduce the municipal waste stream to the landfill. Added one residential and one commercial collection route to accommodate growth of the City of Abilene. Conducted 2 city-wide clean-ups and 8 neighborhood clean-ups. Added one neighborhood recycle drop-off site. FY Goal Provide residential and commercial customers with efficient, cost effective solid waste collection service; reduce the municipal solid waste stream, to protect the environment; ensure sufficient revenues are generated to cover increasing landfill disposal costs, maintain a division fund balance. Objectives Continue to support KAB and neighborhood clean-ups. Continue to support recycling initiatives at the Environmental Recycling Center. Work with Fleet on keeping our trucks on the road so we can better serve our customers. Minimize avoidable accidents and injuries. 26 4

300 SOLID WASTE SERVICES PERFORMANCE MEASURES/EXPENDITURES PROJECTED ACTUAL PROJECTED PROJECTED PERFORMANCE MEASURES Inputs Number full-time employees Division expenditures $12,775,800 $12,325,502 $13,792,460 $13,136,400 Outputs Number of customers 37,900 37,956 38,000 38,200 Total solid waste tonnage landfill 108, , , ,000 Total landfill cost $2,400,000 $2,241,162 $2,400,000 $2,400,000 Revenue generated $12,563,000 $12,332,260 $13,101,800 $13,044,000 Recycle tons collection 8,000 8,000 8,000 8,000 Outcome Measures Cost avoidance- recyclables diverted from landfill (dollars) $173,000 $152,952 $170,000 $170,000 Recycling rate 8% 8% 7.2% Efficiency Measures Division expenditures per capita $ $ $ $ ACTUAL APPROVED REVISED APPROVED EXPENDITURES Personal Services $2,655,448 $2,783,340 $2,736,370 $2,868,710 Supplies 52,377 83,900 61,400 61,400 Maintenance 131, , , ,450 Other Services and Charges 9,239,399 9,728,240 10,287,570 9,658,840 Capital Outlay 246,974 1,002, , ,000 TOTAL $12,325,502 $13,792,460 $13,630,320 $13,136,

301 CITY OF ABILENE

302 PUBLIC WORKS Stormwater Utility Fund DEPARTMENT SUMMARY DEPARTMENT REVENUE Stormwater Environmental Fee Storrnwater Utility Fee Stormwater Pollution Fines Investment Pool Revenue lnterfund & Personal Recoveries ACTUAL $357,620 1,499, ,038 REVISED APPROVED $360,200 $360,200 1,515,000 1,515, ,000 1,000 1,000 29,950 30,670 Miscellaneous Recoveries and Damage Claims 1, Total - "_" I $1,888, $1,906,690 $1,907,870 EXPENDITURES BY DIVISION Storrnwater Utility [ TOTAL FULL TIME PERSONNEL ACTUAL $1,817,026 ACTUAL t I REVISED $2,054,250 REVISED APPROVED $2,111,080 APPROVED EXPENDITURES BY ClASSIFICATION APPROVED Personal Services $918,340 Supplies 40,040 Maintenance 50,040 Other Serv. & Chgs. 1,102,660 Capital Total $2,111,080 I Pernonal tvices j ) Other Serv & Chgs_ ) 267

303 STORMWATER SERVICES Description The Stormwater Services Division's operational goals are to reduce or eliminate the introduction of pollutants to stormwater run-off, to improve water quality, and to mitigate localized flooding thus minimizing the probability of property damage, personal injury, loss of life and/or enhance quality of life. The following goals are utilized to achieve these objectives and meet Stormwater's Mission Statement. Mission Statement We strive to provide the highest quality of work to our customers, both external and internal, to facilitate the overall improvement of Abilene's drainage and stormwater runoff quality. Major FY Goals/Programs Pursue measures to improve current budget revenues and a fee increase. Develop comprehensive Capital Improvement Plan and apply for associated funding. Continue training and implementation of the Pollution Prevention and Good Housekeeping Program for municipal facilities and operations. Improve the effectiveness and productivity of the day-to-day operations including Street Sweeping Program to remove pollutants before it gets to Abilene's drainage ways. Implement outcome based living stormwater education plan with targeted audience & pollutants. FY Accomplishments Maintained Stormwater's Education and Public Outreach Program to include brand marketing. Enhanced City maintained SWPPPs Program. Developed and implemented Pollution Prevention and Good Housekeeping Program for municipal facilities and operations. Hired Stormwater Operations Technician and conducted the inspections on all 41 ponds. Implemented Construction Site Inspection Program and conducted 495 inspections. Hired the Compliance Specialist, revamped the Industrial Site Inspection Program, and completed inspections on all 92 facilities that are required for 5 year permit cycle. Silt Removal Program for Catclaw and Cedar Creeks continued. Improved 26 miles of creek. FY Goal - Water Quality Improve water quality by reducing the introduction of pollutants that enter Abilene's watersheds through stormwater runoff and/or illicit discharges. Objectives Renew and continue implementation of NPDES MS4 permit and stormwater management plan effectively and efficiently by developing/enhancing programs, methods and procedures. Enhance the program coordination with Keep Abilene Beautiful to include creek clean-ups. Ensure no creeks from Abilene listed for creek impairments in TCEQ 303 (d) list Goal -Water Quantity Improve flood prevention by effectively maintaining drainage of local creeks and water conveyances. Objectives Continue sediment removal in local creeks and drainage ways to increase runoff holding and carrying capacity. Improve inputs and inventory for mowing, maintenance, inspections & other division operations. 268

304 STORMWATER SERVICES PERFORMANCE MEASURES/EXPENDITURES PROJECTED ACTUAL PROJECTED PROJECTED Performance Measures Inputs: Full-Time Personnel Division expenditures $2,128,300 $1,817,026 $2,061,060 $2,111,080 Curb miles (1,750 curb miles in Abilene) 1,750 1,750 1,750 1,750 Drainage Acres to be mowed (one mowing rotation is 1, 620 acres) 1,620 1,620 1,620 1,620 Outputs: Drainage Mowing - (four rotations) 6,480 6,232 6,480 6,480 Curb Street Cleaning (lane miles) 1,750 1,269 1,750 1,750 Sweeping Material Removed (cu. yds.) 1,900 1,310 1,900 1,900 Creek Cleaning and Maintenance (miles) Silt & Dirt Removal (cu. yds.) 11,000 8,538 10,000 10,000 Vegetation & Debris Removal (cu. yds.) 5,000 3,446 5,000 5,000 Trash & Illegal Dumping (cu. ft.) 9,000 3,345 9,000 5,000 Stormwater Inspections (construction, industrial, pool, illicit discharges, etc.) '100 Hours of Stormwater PSA's aired Adopt-A-Street/Creek Sites Public Education & Outreach Events (New) NA NA Outcome Measures Percent of Drainage mowed 100% 100% 100% 100% Percent of Curb miles swept 100% 73% 100% 100% Percent of Illicit Discharges Eliminated 100% 100% 100% 100% Efficiency Measures Number of acres mowed per day (180 days) Number of lane miles swept per day (180 days) Number of Inspections per day (260 days) Bags collected from Adopt-A-Street/Creek Actual Approved Revised Approved Expenditures Personal Services $745,116 $885,030 $875,230 $918,340 Supplies 25,916 42,590 42,590 40,040 Maintenance 26,685 44,850 44,850 50,040 Other Services & Charges 1,019,309 1,088,590 1,091,580 1,102, Capital Outlay Total $1,817,026 I I 1 s2,o61,o6o 1 s2,o54,25o 1 s2. 111,o8o 1 269

305 CITY OF ABILENE

306 TABLE OF CONTENTS SECTIONS VIII, IX, X, XI, AND XII SECTION VIII- INTERNAL SERVICE FUNDS Fl eet Main tenance Fun d Admini strativ e Serv ices Departm en t Summ ary Communi cati on Services Fi nance Departm en t Summary Fl eet Main ten an ce Fl eet Repl acem ent Fun d Fi nance Departm en t Summ ary Fl eet Man agem en t Self-In suran ce Fun d Admini strativ e Services Departm en t Summary Revenue Sources Descri pti on Self In suran ce Ri sk Man agem en t Em pl oyee Cl ini c- COACH Techn ol ogy Fun d Admini strativ e S ervices Departm en t Summ ary Techn ol ogy SECTION IX- FIDUCIARY FUNDS Econ om ic Dev el opment Departm en t Econ omi c Developm en t Departm en t Organi zati on Chart an d Summ ary-dcoa Fun d Revenue S ources SECTION X-CAPITAL IMPROVEMENTS Capi tal Program Abil ene Improv em en t an d Main ten an ce System Capi tal Im provements Program Capi tal Im provements Projects Approved Capi tal Im provements Projects Un approved Capi tal Im provements Projects Approved- Annual Operatin g Effects upon Com pl eti on Li sts of Fun ded Capi tal Outl ay

307 SECTION XI- LONG RANGE FORECAST Long Range Forecast an d Si gnifican t Assum pti on s Al l Fun ds- 5 Year Long Range Forecast SECTION XII- APPENDIX Miscellan eous Li st of Ci ty Offi cial s an d Budget Staff Top Ten Taxpayers Summ ary of Feder al an d State Assi stan ce Total Auth ori zed Full -Tim e Per sonn el Summ ary-- Al l Fun ds Com pari son by Depar tm en t Personn el Schedule by Department Glossar y of Term s

308 INTERNAL SERVICE FUNDS The Internal Service Funds account for the financing of goods or services provided by one department to other departments on a cost-reimbursement basis. The four Internal Service Funds are described as follows: Fleet Maintenance: The major function of this fund is to account for service and maintenance activity on City-owned vehicles and equipment. Fleet Replacement: The financing of certain vehicles and equipment purchased by the City for use by other City departments is accounted for in this fund. Self-Insurance: To account for the activities of the City's general and police professional liability, worker's compensation, and health and property insurance plans through the City's risk management and safety function. Technology: This fund is to account for all technology or other major data communications operating and project expenditures. CITY OF ABILENE

309 - - ADMINISTRATIVE SERVICES Fleet Maintenance Fund DEPARTMENT SUMMARY DEPARTMENT REVENUE ACTUAL REVISED APPROVED Land Leases Communication Services $10,900 $10, , ,670 $10, ,310 l.. I i Miscellaneous Recoveries Total "-- EXPENDITURES BY DIVISION " '"' "" - - $291, $317,770 - _ $ " " ACTUAL REVISED APPROVED I 9040 Communicatlo -- = ce $286,546 $316,700 $336, TOTAL L TIME PERSONNEL ACTUAL T REVISED APPROVED _ - 3 _ _ -' i - J _ -: _ - _ - -_- j_--_-_- 201 : 16 _ EXPENDITURES BY CLASSIFICATION APPROVED Personal Services $196,400 Supplies 67,510 Maintenance 15,500 Other Serv. & Chgs. 57,250 I Personal ice!! I Capital 0 Total $336,

310 COMMUNICATION SERVICES Description Communication Services Division primarily provides radio communication support for all City divisions needing radio communications. This is done by maintaining the City's communication trunking infrastructure, mobiles, portables, and other support equipment. We also support in car camera, mobile computer, mobile emergency lighting for Police and Fire and other communication related equipment throughout the City. Mission Statement To provide quality timely service to our customers while maintaining excellence in our workmanship. Major FY Goals/Programs Continue with system migration plans by starting with replacement of mobiles and portables where possible. Keep current system maintained as problems or issues arise. Upgrade site power plant infrastructure. FY Accomplishments Worked with PD and Vendor to replace PD vehicle camera systems. Refurbished main dispatch consoles to maintain reliability. Worked with and provided vendor information needed to start migration of radio system. FY Goal Continue working on system migration as needed to obtain long term goal of keeping communications technology current. Objective Continue education of current and future technology as it relates to radio communication. 272

311 COMMUNICATION SERVICES PERFORMANCE MEASURES/EXPENDITURES DEMAND/ PROJECTED ACTUAL PROJECTED PROJECTED PERFORMANCE MEASURES GOAL nputs Total full time equivalents Total division expenditures $293,180 $286,546 $320,340 $336,660 Outputs Maintenance requesuinstallations 2,000 1,800 1,865 2,000 1,800 Outcome Measures Response time (minutes) Efficiency Measures % radio inventory operational 97% 98% 98% 97% 97% Cost per maintenance action NIA $17 $18 $21 $20 %call backs 2% 2% 1.6% 2% 2% ACTUAL APPROVED REVISED APPROVED EXPENDITURES Personal Services $187,332 $192,320 $192,290 $196,400 Supplies 47,800 61,780 56,620 67,510 Maintenance 12,449 15,500 15,500 15,500 Other Services and Charges 38,965 50,740 52,290 57, Capital Outlay TOTAL $286,546 $320,340 $316,700 $336,

312 CITY OF ABILENE

313 _ FINANCE Fleet Maintenance Fund DEPARTMENT SUMMARY ' DEPARTMENT ACTUAL REVISED APPROVED REVENUE Investment Pool Revenue $10 $1,500 $1,500 lnterfund Recoveries I Miscellaneous Recoveries and Revenue 7,113 11,500 6,600 I I Motor Vehicle Damage Claims 9, ' Sale of Equipment 535 1,500 1,000 i I Transfer from Fleet Replacement Fund 1,000, Charges f (J r a ntenance 4,950,898 5,943,200 5,289, $5,968,466 $5,658,200 $5,298, ACTUAL REVISED APPROVED EXPENDITURES BY DIVISION I 9010 Fleet Maintenance i $5,068,176 $5,866,740 $5,149, , ,--- - _ ACTUAL REVISED TOTAL FULL TIME PERSONNEL _ _ 1 _ 3-1 _ _ 2_0_1 _4-_ İ _, AP P ; - -"l 201 _ - j 26 _j EXPENDITURES BY CLASSIFICATION APPROVED Personal Services $1,172,790 Supplies 3,612,380 Maintenance 218,340 I Personal &trvlce I Other Serv. & Chgs. 145,890 Capital 0 Total $5,149,

314 FLEET MAINTENANCE Description The role of Fleet Maintenance is to service, maintain, and repair the City fleet of vehicles and equipment. The primary function and focus of this Division is to conduct hands-on maintenance and repairs of fieet vehicles and equipment scheduled for work through the Division in a timely, efficient, and effective manner. Mission Statement Fl eet Mai ntenance's missi on is to offer the highest quality vehicle and equipment service in the most productive and cost-effective way. Major FY Goals/Programs Im pl ement new Fl eet Mai ntenance S oftware and Autom ated Fuel Managem ent System. Outsource Parts Warehouse operati ons or re-staff operati on wi th new em pl oyees. Research the cost-ef ectiv eness of utili zing vehi cle tel em ati cs. Conti nue phasi ng out the Ford Crown Vi ctori a Poli ce Interceptor and repl aci ng wi th SUV's for Patrol. Obtai n training in hydrauli c system s, new engi ne desi gns, and transmissi on updates. Acqui re trai ni ng for m aintenance and repai r of certai n types of heav y equi pm ent. Im provement of existi ng facili ties (roof, break room, storage area, scrap metal storage) Im prov e Ex haust System in vehi cl e servi ce area. Acqui re Hazardous Materi al Endorsem ents on Comm erci al Driv ers Li censes. Update Equi pm enwehi cl e Repl acem ent Guidelines Improve eforts in safeguardi ng facili ty to coordi nate wi th the Stormwater Poll uti on Preventi on Program. FY14-15 Accomplishments Com pl eted ev al uati on of outsourci ng consi derati on of the Parts Warehouse ensi le. Acqui red di agnosti c equi pm ent and software for H eav y Truck s. Purchased and began im plem entati on of Fl eet Mai ntenance Software. Parti ci pated in a num ber of trai ni ng courses for techni ci ans and managem ent, many of whi ch were local. Di sposed of m any surpl us vehi cl es and other machi nery through onli ne aucti on process. Im prov ed a num ber of Service Stati on duti es, such as ti re m ai ntenance, for cost savi ngs. Parti ci pated in Goodyear pi lot program for Waste Haul er ti res, resul ti ng in thousands of doll ars in ti re savi ngs. Phased in SUV Poli ce Pursui t Vehi cl es whi ch repl ace the Ford Crown Vi ctori a Poli ce Interceptor, resul ti ng in ov er hal f Poli ce' s fl eet now consi sti ng of the new vehi cl es. Parti ci pated in the Texas Chapter of Rock y Mountai n Fl eet Managem ent Associ ati on (RMFMA). Im proved the appearance of m any Ci ty- owned vehi cl es by performi ng body work to repai r hail dam age. Updated shop equi pm ent and safety item s (such as dum p bed braces and the truck ti re cage). FY Goal Im prov e appearance, li ghti ng, and securi ty. Objectives Repai r fence around perim eter of yard. Conti nue to im prov e appearance and functi onali ty of yard area. Conti nue to m aximi ze return on used vehi cl es wi th aggressiv e and ti mely aucti on sal es. Goal Im prov e productivi ty and quali ty of servi ce. Objectives Conti nue researchi ng and im pl ementi ng Best Practi ces in the industry. Acqui re GPS System for vehicl es. Efectiv el y repl ace m echani cs reti ri ng in the Heav y Equi pm ent secti on. Keep em pl oyee trai ni ng updated in repai rs, di agnosti cs, supervi si on, and preventiv e m aintenance. 276

315 FLEET MAINTENANCE PERFORMANCE MEASURES/EXPENDITURES DEMAND/ PROJECTED ACTUAL PROJECTED PROJECTED PERFORMANCE MEASURES GOAL Inputs Total full-time equivalents Total division expenditures $5,224,490 $5,068,176 $5,649,850 $5,149,400 Oulputs Total work orders 7,550 7,500 7,658 7,360 7,600 Fleet vehicles/equipment serviced 1,050 1,060 1,061 1,068 1,070 Outcome Measures Average response time for road call/tire repairs 30 min. 15 min. 16 min. 15 min. 15 min. Efficiency Measures #of vehicles per mechanic % of direct labor hours for mechanics 70% 70% 65% 65% 69% % of productive hours for mechanics 80% 75% 76% 75% 78% Cost per mechanic hour billed $39.00 $35.55 $35.55 $39.00 $39.00 ACTUAL APPROVED REVISED APPROVED EXPENDITURES Personnel Services $1 '116,336 $1 '105,080 $1 '153,940 $1 '172,790 Supplies 3,618,655 4,178,790 4,312,930 3,612,380 Maintenance 180, , , ,340 Olher Services and Charges 152, , , ,890 Capital Oullay.... TOTAL $5,068,176 $5,649,850 $5,866,740 $5,149,

316 CITY OF ABILENE

317 ---'--- FINANCE Fleet Replacement Fund DEPARTMENT SUMMARY Investment Pool Revenue Sale of Equipment DEPARTMENT REVENUE Miscellaneous Recoveries Motor Vehide Damage Claims Miscellaneous Revenue Transfers Charges for Replacement TOTAL - -"''" _ I I i I I ' I I 1. ACTUAL REVISED $19,471 $19, , ,000 17,455 5,280 37,162 27, , ,640 3,564,120-3,399,240 $4,093, $4,687,030 - APPROVED $19, , ,130 3,270,200 $3,713,530 EXPENDITURES BY DIVISION 9160 Fleet Management ACTUAL REVISED $3,143,290 $4,154,180 APPROVED $3,813,040, ,-- TOTAL FULL TIME PERSONNEL ACTUAL REVISED 1 APPROVED 20_1_:_1_4 _ + _ 20_1_:_-15 _ j 2 J EXPENDITURES BY CLASSIFICATION APPROVED Personal Services $99,600 Supplies 201,220 Maintenance 0 Other Serv. & Chgs. 1,228,220 Capital 2,284,000 Total $3,813,040 I Capital I 279

318 FLEET MANAGEMENT Description Fleet Management is responsible for the administration of fleet assets in the areas of ownership, acquisition, disposal, inventory control records and specification preparation while assuring costeffectiveness in procurement and operation. The Division initiates and implements measures and criteria for general accountability on vehicles and equipment. It develops policies and innovative approaches. The annual budget is calculated and submitted by this Division for all fleet using Divisions, which includes projections for replacement, maintenance, and fuel as well as capital outlay for replacement or new budget fleet purchases. Fleet Management also develops and generates a variety of summaries and reports for use by Administration, as well as for meeting internal requirements. Specialized recommendations, comprehensive analyses, and reviews are also completed as required. Mission Statement We acquire safe, reliable and cost-effective vehicles and equipment for team members so that services and programs promoting health, safety, well being and quality of life for our citizens may be achieved. Major FY Goals/Programs Complete fleet software system set-up, training and implementation Research and develop a fleet policy and procedures manual Maintain a 99% actual vs projected for replacements purchased and placed in service FY Accomplishments Coordinated and completed the Fiscal Year 2015 replacement process to include specification documents and bid processes on planned purchases Submitted budget for maintenance, fuel, and replacement fees for fleet users Presented the annual audit report on Replacement Fund activities Adhered to monthly deadlines for financial reporting Began the fleet software system set-up process Fleet policy and procedure manual research Parts Room outsourcing RFP review FY Goal Develop and implement a formal fleet policy and procedures manual. Objective Evaluate current operations within Fleet Services and among the various Divisions in order to create the policy and procedures manual while verifying the usage of NFAs to determine whether a fully funded asset should be recommended for support of the city program. 280

319 FLEET MANAGEMENT PERFORMANCE MEASURES/EXPENDITURES PERFORMANCE MEASURES DEMAND/ PROJECTED ACTUAL PROJECTED PROJECTED GOAL Inputs: Total full-time equivalents Number of divisions served Revenue from sale of equipment $300,000 $380,786 $300,000 $300,000 Units in fleet Vehicles and large quipment Other equipment Administrative expenditures $509, , ,810 $529,040!outputs: Replacement costs which includes lease purchases $1,749,800 $1,493,785 $2,531,800 $2,284,000 Unscheduled replacements Outcome Measures: Specifications to be developed Units to be purchased Efficiency Measures: Percentage of actual vs. projected replacements purchased and placed in-service 99% 99% 99% 99% 99% 49 EXPENDITURES ACTUAL APPROVED REVISED APPROVED Personal Services $89,424 $95,910 $97,330 $99,600 Supplies 119, , , ,220 Other Services and Charges 1,440, , '180 1,228,220 Capital Outlay 1,493,785 2,531,800 3,594,450 2,284,000 TOTAL $3,143,290 $3,027,610 $4,154,180 $3,813,

320 ADMINISTRATIVE SERVICES Self Insurance Fund DEPARTMENT SUMMARY DEPARTMENT ACTUAL REVISED REVENUE APPROVED TOTAL ---- ' """ I $10,915, '' '" - $9,752, $9,920,010, ACTUAL REVISED EXPENDITURES BY DIVISION Self Insurance $7,672,413 $10,208, Risk Management 137, , APPROVED $10,253, , Hail Damage Claims , ,000 1,830,760, 9130 COACH-,_ Employee Clinic , , " TOTAL $8,315,937 $11,264, , ,---- I I_ ACTUAL REVISED I,,,,, I _FULL TIME PERSONNEL _,, 6 6 APPROVED EXPENDITURES BY ClASS I FICA non APPROVED Personal Services $349,620 Supplies 1,513,700 Maintenance 500 Other Serv, & Chgs. 10,647,730 Capital 0 Total $12,511,

321 SELF INSURANCE ADMINISTRATIVE SERVICES REVENUE SOURCES Description Actual Approved Revised Approved COACH Capay $2,120 $2,000 $2,100 $2,100 Life Premium Reimbursement 21, City Health Contribution 5,578,860 5,650,450 5,650,450 6,223,020 Employee Health Contribution 1,553,012 1,663,000 1,663,000 1,843,000 Retirees Contribution 259, , , ,000 Liability Premium Reimbursement 289, , , ,000 Property Insurance Contribution 250, , , ,890 Worker's Camp Contribution 858, , , ,000 Investment Pool Revenue 9,944 9,000 15,000 15,000 Building & Equipment Claims 1,799, ,510 0 Motor Vehicle Damage Claims ,810 0 Miscellaneous Revenue 42, Transfer from Fleet Replacement Fund 250, Department Total $10,915,525 $9,064,450 $9,752,870 $9,920,

322 SELF-INSURANCE FUND During 1984, the City established a Self-Insurance Fund to separately report the activities of the City's general and professional liability, health, life, property, and worker's compensation insurance plans. General and Professional Liability With the exception of the Abilene Regional Airport, the City is totally self-insured for its general and professional liability exposures. The City does purchase an airport liability policy for bodily injury and property damage. The City informally budgets for current claims based on actuarial valuation and historical data. Health Insurance The City's health insurance program is a self-insured, cash flow plan. The City and each covered employee makes a pre-determined monthly contribution to the plan. All claims are processed by a third-party administrator (TPA). The TPA pays claims based on the City's plan and is reimbursed by the City for the amount paid. The TPA charges the City a fee per each covered employee to administer the plan. The TPA also secures bids for aggregate and individual stop loss coverage. The City informally budgets for current claims, administrative costs, and stop loss coverage based on actuarial valuations and current health care statistics. Prescriptions for medication are covered through a self-insured prescription card. Under this plan, the card holder pays one pre-set co-payment for generic medications and a higher co-payment for name brand drugs with the City paying the difference, thereby sharing the cost between the City and the card holder. The City funds for expected claims and pays actual costs plus an administrative fee per claim processed. Life Insurance The City provides $5,000 of term life insurance for each employee covered under the health plan. Employees also have the option of purchasing additional coverage in $5,000 increments. The City informally budgets for these premium costs based on historic data. Property Insurance The City's property insurance program includes a blanket property insurance policy of $348,486,934 with a $250,000 self-insured retention on a per occurrence basis. Workers' Compensation The City's workers' compensation plan is administered by the Texas Municipal Leage Intergovernmental Risk Pool (TMLIRP). The City is a "cash flow" member of this risk pool and pays TMLIRP a flat fee to administer the plan. TMLIRP reviews and processes all workers' compensation claims and secures bids for the City's excess workers' compensation policy. The City informally budgets for current claims based on actuarial valuations and historical data. 284

323 SELF INSURANCE DESCRIPTION Self Insurance accounts for the activities of the City's general and police professional liability, worker's compensation, and health and property insurance plans through the City's risk management and safety function. PERFORMANCE MEASURES/EXPENDITURES DEMAND/ PROJECTED ACTUAL PROJECTED PROJECTED PERFORMANCE MEASURES GOAL nputs " Total full-time equivalents 1,175 1,180 1,203 Total division expenditures $10,336,320 $7,938,073 $10,089,940 $12,084,370 Outputs Employees on Health Plan +/ Covered lives on Health Plan ,043 2,076 2,068 2,100 Retirees on Health Plan Properties Insured +/ Worker's Compensation Claims +/ Number of work days lost {WC) +/ Number of Approved Full Time positions 1,175 1,175 1,180 1,203 Outcome Measures Worker's Camp Claims/FTE 10% 8.94% 9.26% 9.32% 9.32% Efficiency Measures Health Plan Cost per Covered Life $3, $3, $3, $3, Insurance Avg Cost per Property $ $ $ $ Worker's Camp Avg Cost per FTE $ $ $ $ ACTUAL APPROVED REVISED APPROVED EXPENDITURES Personal Services $0 $0 $0 $0!Supplies 1,360,777 1,460,000 1,460,000 1,460,000!Maintenance " " " "!Other Services and Charges 6,577,296 6,609,940 9,363,200 10,604,370!capital Outlay " " " " TOTAL $7,936,073 $10,069,940 $10,643,200 $12,064,

324 RISK MANAGEMENT Description The Risk Management Division's function is to identify possible exposures to loss for the assets of the City. Risk Management works closely with each Department so that once these possible loss exposures are identified, measures can be taken to avoid, reduce, transfer, release, or where feasible, retain those losses. Risk is responsible for managing the City's self-insured workers' compensation program, the employee safety program, liability claims, and the procurement of excess insurance. Mission Statement Risk Management's goal is to minimize the cost of risk for the City of Abilene. Major FY Goals/Programs Work with TML Loss Prevention to bring more targeted safety training to City Divisions. FY Accomplishments New policies for salary continuation and texting were drafted for review. Met monthly with each Department to discuss all accidents and injuries for the month, with an emphasis on cause and prevention. FY Goal Reduce the frequency and cost of on-the-job injuries. Objectives Explore incorporating post-offer functional capacity evaluations for all physically demanding positions. Explore the feasibility of implementing post injury drug tests. 286

325 RISK MANAGEMENT PERFORMANCE MEASURES/EXPENDITURES Inputs PERFORMANCE MEASURES DEMAND/ GOAL Total full-time equivalents 3 Total division expenditures Outputs Total accidents/incidents/damaging events logged 500 Liability claims against City investigated 65 Accidents/Injuries Reviewed 245 Contracts reviewed 225 Outcome Measures Total accidents/incidents/damaging events logged and liability claims against City investigated per FTE Accidents/injuries/contracts reviewed per FTE Efficiency Measures Average cost per unit of work PROJEvo u 201 I 3 $213, $ CTED PROJECTED $137,943 $154,630 $156, $ $ $ ACTUAL EXPENDITURES Personal Services $116,435 Supplies 8,300 Maintenance. Other Services and Charges 13,208 Capital Outlay. TOTAL $137,943 APPROVED $120,070 11, ,260. $154,630 REVISED APPROVED $121,580 $125,600 11,300 11, ,260 20, $156,140 $156,

326 EMPLOYEE CLINIC DESCRIPTION Th e on sit e em pl oyee cl ini c provi des m edi cal care for min or, non-em ergen cy type illn esses or inj uri es, an d i s free to el i gi bl e em pl oyees an d th eir depen dent s cov ered on th e City' s health pl an. It is al so av ai labl e for a sm all offi ce vi st fee for el igible em pl oyees not cov ered un der th e City' s health pl an. PERFORMANCE MEASURES/EXPENDITURES ROJECTED ACTUAL PROJECTED PERFORMANCE MEASURES GOAL nputs Total fuihime equivalents Total division expenditures $296,380 $239,921 $262,860 PROJECTED $270,260 Outputs Office Visits no charge 2,800 2,800 2,844 2,900 Office Visits - co-pay T a tal Office Visits 2,900 2,900 3,040 3,000 2, ,960 Outcome Measures % of Office Visits on City Health Plan 97% 97% 94% 97% 97% Efficiency Measures Cost per Office Visit $ $78.92 $87.62 $91.30 ACTUAL APPROVED REVISED APPROVED EXPENDITURES Personal Services $213,517 $219,030 $219,020 $224,020 Supplies 13,916 20,300 22,400 22,400 Maintenance Other Services and Charges 12,488 23,030 23,030 23,340 Capital Outlay TOTAL $239,921 $262,860 $264,950 $270,

327 ADMINISTRATIVE SERVICES Technology Fund DEPARTMENT SUMMARY I DEPARTMENT ACTUAL REVENUE I Charges to Departments $2,019,430 I Misc. Revenue 135 : Transfer from General Fund 0 i! i Transfer from Fleet Replacement REVISED $2,484, ,000 0 APPROVED $2,510, ,000,000 I TOTAL $2,019,565 $3,044,260 $3,510,780 EXPENDITURES BY DIVISION ACTUAL REVISED APPROVED Operating Budget $2,137,480 $2,498,540 $4,010, "" "_ TOTAL $2,137, $2,498,540 $4,010,750 EXPENDITURES BY CLASSIFICATION APPROVED Supplies Maintenance Other Serv. & Chgs Total 2,191, , $4,010,

328 TECHNOLOGY FUND DESCRIPTION The Techn ol ogy Fun d accoun ts for al l techn ol ogy or other m ajor data communicati ons operatin g an d proj ect ex pen di tures. PERFORMANCE MEASURES/EXPENDITURES DEMAND/ PROJECTED ACTUAL PROJE PERFORMANCE MEASURES GOAL Inputs Total division expenditures $1,921,230 $2, $2.483,590 $4,010,750 Outputs PC Leasing $493,772 $353,611 $457,440 Telephone Service $ $333,296 $313,870 Printer Maintenance $10,335 $20,139 $23,640 Number of Computers , '150 Number of Phones 1,318 1,201 1, Number of Printers $318,130 $340,590 $23,120 1,480 1, Outcome Measures Increase/Decrease in Computers 12.04% 13.74% -9.16% Increase/Decrease in Phones % 9.74% 18.23% Efficiency Measures Average cost of computer support $390 $246 $398 Average cost of phone line $220 $253 $221 Average maintenance cost for printer $80 $128 $ % 0.91% $215 $256 $145 ACTUAL APPROVED REVISED APPROVED EXPENDITURES Personal Services $0 $0 $0 $0 Supplies 349, , ,191,240 Maintenance 827,274 1, ,076, Other Services and Charges 960, , , ,090 Capital Outlay TOTAL $2, $2.483,590 $2.498,540 $4,010,

329 FIDUCIARY FUNDS The Fiduciary funds are used to account for assets held by the City in a trustee capacity or as an agent for other governmental units. The Development Corporation of Abilene (DCOA) is accounted for in these funds. Development Corporation of Abilene (DCOA): DCOA is a legally separate non-profit economic development corporation whose powers are subject at all times to the City Council's ultimate control. The City's economic development efforts, as well as the City's % cent sales tax allocation for economic development, are accounted for in this fund. CITY OF ABILENE

330 ORGANIZATION CHART OCTOBER 2015 ECONOMIC DEVELOPMENT ECONOMIC DEVELOPMENT ADMINISTRATION DEVELOPMENT CORPORATION OF ABILENE I SPECIAL PROJECTS ABILENE LIFE SCIENCES PROPERTY I LEGEND I DEPARTMENT I Ill D IVISION I II CONTRACTUAL FUNCTIONAL 291

331 ECONOMIC DEVELOPMENT DCOA Funds DEPARTMENT SUMMARY Mission Statement The Department of Economic Development exists to generate community wealth, thereby enhancing the quality of life for present and future citizens of Abilene and the region. The mission is to enhance economic opportunities for the citizens of Abilene through creation/retention of jobs, expansion of the tax base, revitalization of downtown, and elimination of blight. DEPARTMENT REVENUE ACTUAL REVISED APPROVED TOTAL " $11,883,808 $13,081,010 $11,825,600 " I I EXPENDITURES BY DIVISION General Fund Economic Dev. Admin. Reimb. i 2765 Life Sciences Property ' i 2775 Annual Contracts I I TOTAL L Contractual Programs '"" " TOTAL FULL TIME PERSONNEL I ACTUAL $599, ,964 1,612,005 10,494,823 $13,234,234 ACTUAL f :3: I I I I ' t REVISED APPROVED $609,560 s11o. 16o 1 597, ,560,490 3,687,780. $2,867, """ $4,919,080 REVISED APPROVED I --j EXPENDITURES BY ClASSIFICATION APPROVED Personal SeiVices $477,560 Supplies 5,350 Maintenance 2,247,700 Other SeN. & Chgs. 2,188,470 Capital 0 Total $4,919,080 I Other Serv & ChgB_ I I Personal Servfcasl 292